After a few months of internal and external debate, we now have two sets of proposals for the future local government structure of the ancient County of Hampshire.
Hampshire County Council has put forward four options, and the rest of the district councils, with Southampton and Portsmouth, have put forward three.
This column will not be going into the detail of any of the options but will raise a few issues for citizens to consider when they respond to the consultation now available until the 27th July.
This is the largest reorganisation of local government for 50 years.
The creation of an elected mayor for the County of Hampshire and the Isle of Wight is entirely new, with elections due next May.
The elections for the shadow unitary councils take place the year after, with all the new councils in place the year after that.
This structure with the new councils will be with us well after the next General Election.
The purpose from the Government’s point of view is to make it simpler for citizens by dealing with a "one-stop" council, hence preventing duplication and thus saving money.
The current "two-tier" structure will be abolished – the county council and all the district councils will disappear into the night.
Will it save money? In the short term, it will probably cost more.
Reorganisations in both the public and private sectors always cost more in the short term, as clearly the new councils will require fewer councillors and staff.
The other side of this equation is that many experienced councillors and staff may be lost.
This will also be an opportunity to recruit new people who could bring a different perspective to the organisations.
But ensuring that the "memory" of the "old" organisation is retained will be really important for the unitary councils.
Here, recalling what worked and what failed is crucial to avoiding pitfalls in the future.
Also, having councillors and staff who know their localities, particularly in the bigger councils, will be crucial.
The rationalisation of buildings, staff, IT systems, etc., will take time but hopefully save vital cash.
What must be avoided is just duplicating existing processes and practices; the reorganisation is a real opportunity for councils to be innovative and creative, using new technology to improve how they deal with local people and need.
The relationship with the new elected mayor will also need addressing – where is the line between "strategic leadership" and "delivery"?
There are now plenty of examples, particularly in Manchester, where the mayor working closely with local councils has made a difference.
Particularly reinforcing local identity by supporting the cultural and creative community.
The current financial position of all the existing councils is very different. Some are stable, others struggling, some in debt.
How local government is going to be financed in the future is still unclear – the council tax introduced in the 1990s has been a vital part of the scene and has not been reviewed since its creation.
The rising cost of social care at both ends of the age spectrum is talked about by many governments but always kicked into the long grass.
This particular matter will be high on the agenda of all the unitary councils, and it is vital that we ask them all how they plan to deal with it. Or will we quickly be into the familiar narrative of more cuts – particularly to the vital voluntary sector and our treasured cultural life?
So please respond to the consultation!
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