Local Government Reorganisation Support: LGR and Procurement Webinar, Hosted by the Local Government Association
Insights from Bloom’s Local Government specialists, Vickie Pluse and Rosalind Lambert.
This week, Bloom had the opportunity to join nearly 100 local authority representatives on the Local Government Reorganisation Support: LGR and Procurement webinar, hosted by the Local Government Association.
The session featured presentations from two leading local government procurement figures: Sharon Simpson from Westmorland and Furness Council, a ‘new’ authority established in April 2023 following Cumbria’s LGR, and Keith Coleman from Surrey County Council, who is leading LGR readiness as the county transitions from 12 two-tier authorities to two unitary authorities on 1 April 2027.
As one of the first areas in the ‘new wave’ of LGR, Surrey will be closely watched, both in terms of delivery and the lessons it offers to others, alongside the experience already gained from Westmorland and Furness.
There were many valuable insights shared during the webinar, each deserving of attention. However, from our perspective, several key takeaways stood out:
Preparation, preparation, preparation.
Start early across all LGR activities. Don’t focus solely on day one, but also on what follows, ensuring governance and contracts are mobilised and ready to be actioned immediately. Where possible, make decisions early via the shadow authority, particularly around how existing contracts are vested. Procurement and contract decisions must prioritise seamless, continuous service delivery to residents, especially in critical areas such as social care, where continuity is essential.
Understand your procurement pipeline.
Maintaining a centralised view of procurement activity over the next 24 months is critical. This not only builds confidence with the new senior leadership team but also enables better planning, including identifying opportunities to bring activity forward and smooth the transition. It also helps avoid spikes in procurement demand, both at go-live and in the months that follow. LGR does not end on day one and can extend for up to five years post-vesting.
LGR vs BAU.
A common misconception is that business-as-usual (BAU) procurement slows or stops during LGR, and that LGR projects can simply be layered on top of the ‘day job’. In reality, authorities remain legally operational and must continue procuring and delivering services. Many contracts must be in place and ready for day one. It is therefore critical to separate LGR and BAU activity, with dedicated teams to ensure both are delivered effectively.
Review your capacity and capability.
One key lesson is not to underestimate the scale of LGR. Already stretched teams will come under increased pressure, making additional resource essential. There is also a significant challenge in navigating multiple IT systems and contracts ahead of vesting, particularly when integrating data into a central platform.
Start the cultural change journey early.
LGR represents significant organisational change. As existing authorities dissolve and new ones are formed, communication becomes critical. Smaller authorities, in particular, may feel a loss of identity. Focus on building new ways of working collaboratively, rather than reverting to legacy approaches. Establish clear governance and defined responsibilities early to ensure decisions remain professional, rather than reliant on historic relationships or informal agreements.
There is no denying that LGR will be both a challenging and exciting period for authorities undergoing this transition. At Bloom, we are already seeing increased demand for professional services and consultancy to support LGR readiness. As the Government confirms its direction for affected areas, this demand is only set to grow.
The transition from a two-tier system to new unitary authorities is placing additional pressure on already stretched procurement teams. Bloom provides a fully managed, end-to-end procurement service that ensures compliance, accelerates delivery, and embeds social value into every project.
We are more than a procurement framework. We are a partner for change. Acting as an extension of your team, we manage both direct awards and competitive tenders on your behalf, supported by detailed management information and a dedicated Account Manager throughout.
Through the NEPRO Three framework, we offer access to 20 categories and 380 sub-categories, enabling outcome-based delivery across professional services. With nearly 7,000 accredited suppliers, many already experienced in supporting LGR, we provide immediate access to delivery-ready expertise.
To discuss your upcoming procurement projects, speak directly with our Local Government specialists, Vickie Pluse or Rosalind Lambert.
