English Devolution and Community Empowerment Bill (First sitting)

Paul Holmes Excerpts

Committee stage
Tuesday 16th September 2025 Public Bill Committees

[Vikki Slade]

Apologies for having a second go, but my husband is also a sitting councillor and I am a vice-president of the Local Government Association.

[Paul Holmes (Hamble Valley) (Con)]

In case we do not get to it this afternoon, Donna Jones, one of the witnesses, is a personal friend of mine.

[The Chair]

Thank you all for your forthright honesty. We will begin by hearing oral evidence from Councillor Sam Chapman-Allen, chair of the District Councils’ Network, and Justin Griggs, head of policy and communications for the National Association of Local Councils. I do not want to try to stop you before you have even started, but the panel will conclude at 9.55 am.

Examination of Witnesses

Sam Chapman-Allen and Justin Griggs gave evidence.

--- Later in debate ---

[Maya Ellis]

Q My question is about the difference between the current number of strategic authorities, which are very urban, and the big swathe of coming strategic authorities, which are fairly rural. I am interested in how you see leadership evolving in those different areas. Are there ways in which this Bill needs to be strengthened to account for the different ways that those county and shire areas will be affected by becoming strategic authorities, compared with the urban developments we have had so far?

Bev Craig: With the pattern of devolution over the last few years, you are right that a number of combined authorities have cities as the driving economic force at their heart. That would probably do discredit to some of my colleagues who see themselves as already operating in more of a rural space.

The expansion of the competencies of strategic authorities within the Bill is quite important, as that is how you get the balance that matters for a place. We should also be mindful that size is not a barrier to democracy, and it does not create a deficit—that holds just as much for strategic authority size as local authority size. I run a city of 630,000 people, but my ward has 18,000 residents and I can still do a very good job on their behalf. A change of boundaries does not necessarily change someone’s association with a place.

An adjustment of some competencies still allows a new mayoral model to give a focus to place. The priorities will be different in rural and urban areas, but that is where having strong local authorities wedded into that helps some of that strategic planning.

Kevin Bentley: I absolutely agree because it already exists: Essex and Suffolk are both examples. The population of the Essex local authority area is 1.5 million; it is 80% rural and the rest is urban, so it already exists. In these matters, size must be appropriate to deliver services, but this is not 1974; it is 2025 and we operate differently and deliver our services differently. That needs to improve.

The previous Government delivered a lot of devolution very successfully, and the current Government are carrying that on with alacrity and speed. The bottom line is that it is important that people have excellent services delivered at best value. Modern-day local government does that in the best way it can, but the two-tier system does not allow it to be better. We are running on a 1974 model. It is time to change that.

In terms of local democracy, the neighbourhood delivery committees that we and the Government have proposed in the business case going forward will do something that has never happened before, with decision making going to local people in very local areas. That does not happen now and has never happened before, but it is going to happen with the Bill.

Matthew Hicks: From the CCN’s perspective, devolution is clearly a good thing, which we have pushed for and wanted for a long time. It is now moving forward at pace. The bottom line is that it ensures that decisions are made closer to local people, closer to communities and closer to the businesses they affect. The end result is a much more effective and better targeted authority, better public services, stronger growth and stronger partnerships in the private and public sectors, so it is positive across the board.

Kevin made a point about the partnership boards, which will also play a really strong part. In rural areas such as Suffolk where the population is 760,000, the large geography of the county allows us to deliver that more locally, even though we are a large rural area.

[Paul Holmes]

Q Good morning, everybody. I want to go back to something that was touched on by the previous panel. We are going through simultaneous restructuring of local government and setting up the strategic authorities, and in her questions the Minister has outlined that the 500,000-people target for LGR was never a hard target; it was a soft target. That is not my recollection of when local authorities were approached in quite a speedy way to make sure we went through the LGR.

My question is for all three of you: has there been a change of emphasis on that target from the early conversations that you had with a Minister, albeit a previous one? Do you think there has been a change in Government emphasis on the size, and how has that added to the confusion and the challenges of setting up these strategic authorities as the Bill goes forward?

Kevin Bentley: Yes, I certainly thought that was a hard target. Most colleagues thought it was a target to hit. It changed. It is important that we listen to people; lobbying was done around that and the Government listened to people. Those who do not change their mind never change anything, as Churchill would say, so it is important that the change took place, but it did cause confusion about what they meant.

For me, evidence leads the way. When we went into this in Essex, I was very clear that the evidence would tell us the shape and size of unitary authorities, and we would not set the number of unitary authorities and then make the evidence fit. That is what we have done. We are certainly doing that in the business case, and I believe other colleagues have done the same thing. It did cause confusion, and there was a lot of head scratching in the system to see whether we could test whether it was below, on, or above 500,000. To me, rules are there for the guidance of wise people, and the evidence leads the way.

Bev Craig: In my recollection, the Minister was always clear. Some of the questions arose with the conveying of that from colleagues in the Ministry of Housing, Communities and Local Government. At times, the sector felt desperate for a literal prescription, because until that point that was the kind of relationship we had had with Government. It had been quite some time since the Government had come to us and said, “Hey, come and be creative in terms of how these needs reflect your place.”

The 500,000 figure has helped people to understand that the programme of reform does not work if what is created is even more local authorities, each with 180,000 people. So we have taken on the guidance but it has become more clear as we move through the programme that this is indicative rather than prescriptive. I think the reality is about having sensible footprints, where services can be delivered at an economy of scale that helps services to perform well, can work with the strategic authority, and still speak to a sensible place that people can identify with. That is complicated; if it were easy, we would have done this before 1974.

Matthew Hicks: The size of the new unitary models really does matter; it is critical. Half of the members of the CCN are unitary authorities, and we see the benefits that this has brought, including large recurring savings, which is a big consideration. It also puts in place more sustainable structures. Back in February, the CCN supported the guidance in the invitation letters; we saw this as a means of reorganisation, with the numbers and the scale being about right for a sustainable long-term future.

I do think that some elements have been undermined by inconsistent messaging over recent months. The stated ambition for new unitary councils was that they would cover a population of about half a million or more. We saw similar issues coming up around social care and using existing council boundaries. There have been mixed messages around the building blocks of the new unitaries.

That inconsistent and slightly unhelpful messaging has led to a situation that will probably make life harder for the Ministry of Housing, Communities and Local Government, because we are now seeing a significant increase in the number of business cases coming forward, and that will make it more difficult for MHCLG to scrutinise. If we look at Suffolk now, we are going to have one application for three unitaries of 250,000 each, which is really very small, with new boundaries. So I think the mixed messaging will create more work for MHCLG, because it is important that it looks at the detail and the data, and that its decision is based on evidence, not just politically driven.

[The Chair]

Sorry, I don’t want to interrupt, but I have seven Members who want to ask questions and we have about 13 minutes, so perhaps that could give some guidance.

[Paul Holmes]

Q I have a quick follow-up question, particularly to Councillor Hicks: would it be fair to say that the policy on the local government reorganisation is a soft target, certainly, but it was portrayed as a hard target to local authority leaders at the time?

Matthew Hicks: We certainly felt in the beginning that Suffolk, with a population of 750,000, was right in the middle of the range and would be an ideal candidate for one unitary.

[Miatta Fahnbulleh]

Q I have a question for Councillors Bentley and Hicks first on unitarisation, and then, if I may, a question to Councillor Craig on strategic authorities. Obviously you are going through the process of working hard with colleagues to put together a proposal for unitarisation. I am really interested in your perspectives and insights about how you—because we are putting it in the hands of local areas to do the heavy lifting—and we get that right. Critically, we are not doing this for fun; we are doing it because we fundamentally believe it will drive better services and better outcomes. I am interested in your perspectives, from your individual areas, about the sorts of impact that you think we can deliver if we get this right.

Kevin Bentley: Thank you, and welcome to your new role; I am sure we will be seeing a lot of each other the coming months, Minister.

In Essex, there are 15 councils. If you want to look at councils of any shape or size, come to Essex; we pretty much have them all, and a lot of them, as well. And while there are four different business cases coming from Essex—and you would expect that, as it is a huge county in terms of population and people have differing views—each has been done thoughtfully and carefully. The overriding message is that the 15 councils are made up of all political parties and none, and there is common cause. No one has fallen out. There is no argument. There is no row going on at all. We meet regularly in something we call the Essex leaders and chief execs meeting—I am talking about Essex here; I will talk about the LGA in just a second—and certainly our experience is of collaboration.

We may have different views from the Government for them to consider, but the understanding that we need to do things differently is really there. That goes for all political parties. We understand that the current system cannot carry on, because it will just run out of money if we are not careful. We are already seeing that.

The one thing to say is that everyone across the sector should be allowed to have their view and decide what is right for their area. When I started as a leader, the one question that I continually asked myself, and still do today, is, “What does this mean for the public and does it improve their lives?” Unless you can answer that question affirmatively, you should stop. So far, for me the answer has been yes—yes, we can do it better than we currently do it—and I think colleagues are in the same position.

It is also important that our colleagues in local government across the country consult not only with each other but with the public to ask whether we can do this better. If they believe we cannot, okay, but I think they will find that we can. The most important thing is to not lose sight of why we are doing it. It is for the public and the people of this country, not for politicians and councils.

Matthew Hicks: I would echo that. For us, it is about building on the experience of others who have been through this. We have been out to places such as Cumbria to ask for advice on what they learned and what works well. We have learned how others delivered on business cases or struggled to deliver on some of the items they included.

Ultimately, for us, this is about a new and more positive relationship between local government and our residents and businesses; it is about doing things differently. With the two cases in Suffolk, ultimately, everyone has the interests of our residents at heart. The big issue is how you analyse the data that people are using, and the forecasting. That is where we are seeing the major variants, but the delivery and what we want to deliver are not too different.

--- Later in debate ---

[Manuela Perteghella]

Q What consideration should be given to local nature recovery strategies when making planning decisions at a strategic level? How might that work in practice?

Catriona Riddell: If we get spatial development strategies right, they should be the ringmasters of sustainable development, as I call them. Their job is to provide spatial articulation for local growth plans, local nature recovery strategies, local transport plans and health strategies—the range of powers, strategies and plans that strategic authorities and local authorities have. SDSs will have to take into account local nature recovery strategy priorities.

The challenge we have is that the local growth plans and local nature recovery strategies are being prepared in advance of SDSs. Of the draft local growth plans that I have seen, there was maybe one that had any spatial content at all, and I think it is similar for local nature recovery strategies, so there will have to be some catch-up. SDSs are there to bring all the different plans and strategies together, to set out what that looks like across a place and to use local plans at a more detailed level. Do not forget that SDSs and local plans are part of the same development plan; they are two parts of a plan for an area, so they have to work together.

[Paul Holmes]

Q I am pleased that you have mentioned the GLA, Ms Riddell, because it relates to a question that I want to ask you both.

Mr Fletcher, you are absolutely right to say that this, as well as local government reorganisation, was not in the governing party’s manifesto. I therefore think that it is right that we try to make the policy work as best we can through scrutiny mechanisms such as this Committee. In London, there are structural and spatial planning powers and business powers that are currently operable and invested in the GLA and the London mayoralty. For example, the GLA has a scrutinising mechanism and a housing role, and the mayor has business retention powers and spatial planning powers.

We have seen housing delivery fall under the current administration in London, and we have seen recent announcements that London is essentially a no-go investment area for many relevant organisations. Given the—I would argue—perceived failure in policy delivery in London, what lessons can we learn when the Government are attempting to replicate a structure in London that is not working elsewhere?

Ion Fletcher: In general terms, it is helpful that London has its London plan and its spatial development strategy. The London plan was also the first to acknowledge the important role of build-to-rent housing—housing developed and managed specifically for rental purposes—and was a pioneer in protecting logistics in industrial space, so it does have those positives.

The other side of the coin is that the London plan, in the view of our members, has become too long and too repetitive of policies that already exist either at a national level or at a local borough level. One of our members recently did some analysis and worked out that you could consolidate or eliminate roughly half the policies in the London plan in the latest iteration, so there is definitely scope for simplification. The lesson I would draw is that the new strategic authority should be focusing on the strategic stuff rather than getting too much into the development control side of things, which ultimately adds uncertainty and cost to the planning process.

Catriona Riddell: I totally agree. The national decision-making policies that will soon come forward will help to strip out a lot of what is in the London plan. The idea behind spatial development strategies—this new model—is that they will be very high-level, they will not be very long, and they certainly will not be the London plan model. There is still a difference in terms of governance and decision making in London, and there still will be after the Bill. The decision making for the spatial development strategy in London—the London plan—sits with the mayor. I think a two-thirds majority of the GLA is needed to overturn that, whereas under the strategic authorities it would be a majority vote in most cases. There is a difference with the mayors under the Bill, and other places will have less power.

One of the challenges for London and many other parts of the country is that the planning system has been overburdened with a lot of red tape and regulation that sits not within planning, but within building control or other regulatory systems. That has been one of the big blockages for the market in London. There is no doubt that that has had a knock-on impact right across the board. Stripping out some of the regulation that does not sit within planning, and making planning simpler, will help. I think the London plan has changed things significantly; in its 25 years, it has shown that it has actually been able to deliver. I do not think that it is the London plan that is the problem; it is the delivery end of things, which the mayor is facing at the moment. That is where the challenge is.

[Lewis Cocking]

Q I want to continue down the planning route. You mentioned utility companies earlier; I completely agree that we need to get them around the table. What about the NHS and health services? How well are they are getting around the table at the moment, and what do you think the Bill will do to strengthen that? Lots of people are not necessarily anti-development, but they are anti-development when it does not come with any services that the community needs.

Catriona Riddell: I am a very strong supporter of the Bill’s “health in all policies” approach. Mayors and strategic authorities will have to demonstrate how they will improve health inequalities and others through everything they do. Many will know that the planning system is embedded in health; that is how it came about. We have been trying very hard to make sure that local plans and the new spatial development strategies address health. That is not just about infrastructure, but about healthy places generally.

As you know, it is a real challenge at the local level to plan for health infrastructure up front. Most of that will still be done at the local plan level, not the SDS level, but the SDS level will have to look at strategic infrastructure around health. If any major new health infrastructure is needed, that will have to be embedded into the SDS. As with all the work of strategic authorities, it is not just about a planning responsibility; the strategic authority will be working with the health authorities, and they will need to have a role in how the SDSs deal with health. The Liverpool city region is a great example of working with health authorities and others to embed health into the spatial development strategy that it is preparing at the moment, so it can be done.

It is much more difficult to find the answer for local infrastructure such as doctors’ surgeries and GPs. I know there are examples where land has been left aside for doctors’ surgeries, but GPs and others have not moved forward to make it happen. I guess there are more challenges in health infrastructure outside the planning system, but getting them at the table up front, in terms of in spatial development strategies and the flow-through to local plans, is absolutely the right thing.