The LGA has published lessons for councils.
The Government’s commitment to expanding devolution and establishing strategic authorities across England means that councils are entering a new era of collaboration and opportunity.
A recently published LGA peer report recognises that the success of devolution depends not only on the structures and powers of combined and strategic authorities, but also on the strength and adaptability of their constituent councils.
Consequently, the report and an associated toolkit aim to provide learning from current constituent councils on how to maximise the benefits of working within a mayoral combined authority (MCA).
The report’s findings are informed by the perspectives and insights of more than 70 leaders working in, or with, the sector, including council leaders and chief executives, MCA chief executives and scrutiny chairs, civil servants, sector bodies and national organisations.
The peer team engaged with areas that are varied in many respects, but all councils recognised the value that MCA working can bring and highlighted many benefits. These include the collective strength of an MCA to secure additional business investment, the ability to unlock new public funding, and an improved capacity to coordinate policy across a place compared with central government.
There was a strong consensus that what can be achieved collectively within an MCA is greater than the sum of its parts.
While all current constituent councils have come together voluntarily, prior to any mandate, there was a clear message that working together across an MCA footprint is a positive way to improve outcomes for communities.
It was also acknowledged that MCA working is neither easy nor straightforward. There are inherent tensions for councils participating within an MCA. It requires significant capacity and commitment to support the required relationships, develop a clear narrative and make governance arrangements work.
Strong local leadership is also needed to ensure each council is maximising the benefits of MCA working and communicating its benefits.
The LGA sees this report – ‘Supporting constituent councils within a mayoral combined authority context’ – as a first step in a more comprehensive programme of activity.
It is also recognised that this work will need to be done collaboratively with both councils and combined authorities, including actively engaging with mayors.
This peer project has identified valuable insights on how the LGA can build on its current engagement and working relationships with MCAs. Proposed next steps include working with the sector to develop further, and co-design, the LGA’s support offer for combined authority working.
There is also interest in exploring issues highlighted, but not fully addressed, in this report. These include examining the common experiences of different types of councils within an MCA environment, as well as sub-regional working and connections across MCA areas.
These ‘place’ issues will become more important as new strategic authorities are created at speed.
New mayoral strategic authorities are likely to cover more rural areas and different economic footprints than previously.
Public sector reform is also a key area of focus for councils, MCAs and central government, and there is value in working together to consider the learning so far.
As the number of mayoral strategic authorities increases, and their powers extend, it is important that the sector continues to reflect and build upon effective working arrangements.
- See ‘Supporting constituent councils within a mayoral combined authority context’ and its associated toolkit.