What a Change in National Leadership Means for Combined Authorities and Local Government

The establishment of No. 10 North marks a significant development in English devolution. While the announcement has understandably generated political debate, its greatest significance lies in what it could mean for the future relationship between central and local government. For combined authorities, councils and public sector leaders, this is more than a symbolic move. It has the potential to reshape the narrative across England.

For decades, local government has argued that decisions affecting communities are often best made by those who understand the needs of those communities. Successive devolution deals have gradually transferred powers away from Whitehall, but progress has often been incremental. The creation of No. 10 North signals a stronger commitment to regional leadership and a recognition that economic growth cannot be driven solely from Westminster.

The first question many leaders will ask is whether this represents a genuine shift in power or simply a change in geography. The answer will depend on the decisions that follow. If greater responsibility for housing, transport, skills, planning and economic development is accompanied by increased funding and greater local autonomy, combined authorities could find themselves with an unprecedented opportunity to shape the future of their regions. If not, No. 10 North risks becoming a powerful symbol without delivering meaningful change.

Combined authorities that already have mature governance arrangements are likely to be well positioned to benefit. Organisations that have invested in strong leadership, effective scrutiny, robust programme management and clear decision making frameworks will be better equipped to manage larger portfolios of investment and deliver ambitious regional programmes. The ability to demonstrate delivery confidence will become just as important as presenting an ambitious vision.

Heron House by Anthony O'Neil - license

For local authorities that have not yet secured advanced devolution agreements, the pace of change may accelerate. There is likely to be increased pressure to demonstrate collaboration across geographical boundaries, strengthen partnerships and develop credible proposals that align with national priorities. Authorities that are able to articulate a compelling economic narrative, supported by evidence and realistic delivery plans, may find themselves in a stronger position when future opportunities emerge.

One area that should not be overlooked is programme management. As funding becomes increasingly linked to outcomes rather than activity, the importance of strong governance, benefits realisation, risk management and assurance will continue to grow. The Programme Management Office is no longer simply an administrative function. It provides the discipline that enables organisations to deliver complex programmes with confidence, transparency and accountability. As devolution evolves, those capabilities will become essential rather than desirable.

There are also important implications for organisational design. Combined authorities will need to consider whether their existing structures, skills and capacity are sufficient to manage expanded responsibilities. This may require investment in commercial expertise, digital capability, transformation professionals and experienced programme leaders who can coordinate multiple workstreams while maintaining strategic focus.

The opportunity extends beyond combined authorities themselves. Local councils, public sector partners, businesses and voluntary organisations all have a role to play in delivering regional growth. Effective collaboration will become increasingly important as programmes span organisational boundaries and require shared ownership of outcomes. The authorities that succeed are likely to be those that build strong partnerships rather than working in isolation.

Having worked within a Mayoral Combined Authority during a period of organisational transformation, I have seen first hand that devolution is about far more than structures and funding. Success depends on governance, organisational capability, programme delivery and strong partnerships. As the Government sets a new direction, these foundations will become even more important.

Devolution is no longer simply about requesting additional powers from central government. It is about demonstrating the capability to use those powers effectively. Accountability, delivery and measurable outcomes will increasingly define success.