What if we told you that internal communications could make or break your Local Government Reorganisation journey? Not the glossy strategy, not the funding, not the new logo...internal comms.
With 2 million people working in local government in England, around 400,000 staff will be impacted across the county councils, unitaries, and boroughs going through reorganisation.
This is 400,000 people asking what this means for them.
Thankfully, you don’t have to communicate with them all. But you do have to talk to your own teams and they deserve clarity, honesty, and care from day one.
The moment you know your new council footprint, you need to be ready to communicate externally. But internally? That conversation needs to start now.
But comms are comms, right?
Wrong. Too often, we think of communications as one catch-all function. But when it comes to LGR, the audiences are radically different. Internal and external comms are not interchangeable. They require different skillsets, tone, content, and cadence.
External communications are often strategic, political, and focused on public concerns: residents, businesses, partners, the media. Internally, it's about emotional safety, practical reassurance, and shared purpose.
Both are about a consistent narrative and building trust.
Staff Concerns: Job, safety, future
During reorganisation, staff at every level of the council will be carrying three core questions with them at all times:
- Will I still have a job?
- Am I safe?
- What does this mean for my future?
These are deeply human concerns - rooted not just in employment, but in identity. For many council workers, public service isn’t just a job. It’s part of who they are. Disruption to that creates emotional and psychological stress. Good internal communication needs to meet that stress with empathy, honesty and, above all, reliability.
So how can we build reliable, credible internal comms for staff that will address key concerns? Here are our tips:
1. Build a single source of truth
One of the most powerful things you can do for your internal comms is create a single source of truth. A regular update - email bulletin, staff intranet, even a Teams channel - that becomes the go-to place for information about the transition. It should be:
Reliable – same time, same day, every week / fortnight / month.
Regular – don’t go quiet, even if there’s no news
Clear – avoid jargon, acronyms, and over-optimism
Purposeful – explain what’s happening and why
Concerned – show that you understand how people feel
This isn't a nice-to-have. It's a core part of change management. Information gaps fuel anxiety and rumour. Whereas a trusted internal comms rhythm gives people something to hold onto in uncertain times.
2. Choose the right ‘top’
Internal communications need visible leadership from the top. But that doesn't always mean the Chief Executive. The best communicator in your senior team might be a programme director, an assistant chief executive, or a trusted head of HR.
The key is consistency, visibility, and empathy. Choose a senior figure who can stay the course, is trusted internally, and who genuinely listens as well as talks. Ideally, this person is involved directly in the transition programme and can answer tough questions without spin, and is empowered to do so.
If you're relying on weekly HR bulletins or anonymous programme updates alone, you're missing an opportunity to lead.
3. If you have nothing to say, say that
One of the most damaging things you can do is go silent. In the absence of updates, rumours will flourish. When there’s no new information, say so. Say, “There’s no update this week, but here’s what we’re still working on, and here’s what we expect next.”
It builds credibility. Staff learn to trust that if there is news, they’ll hear it directly, not through speculation.
Change comms is change leadership
Internal communications during reorganisation isn’t a side function. It’s part of change leadership. And good change leadership understands that culture, morale, and emotional safety are just as important as structure charts and programme boards.
Staff need four things during periods of major change:
Certainty – about their role, or at least the process
Autonomy – opportunities to input, shape, or ask questions
Relatedness – feeling part of the group, not left behind
Fairness – confidence that decisions are made transparently
Your communications strategy should reflect this. That means building feedback loops, not just push notifications. It means holding live Q&As, setting up anonymous question boxes, and actually responding to the questions people are asking (without cherry picking).
It also means being honest about what you don’t know yet. False certainty is more damaging than limited honesty.
If you’re responsible for LGR comms, remember: internal comes first. People are not passengers in this process - they're the drivers of your future council. Start now. Communicate often. And never forget: your staff are your greatest asset. How you talk to them today will shape how they trust you tomorrow.
How we can help with LGR
We’re working with councils going through LGR to help them develop internal comms strategies, understand their staff concerns, and develop a reliable, credible internal voice on this once-in-a-generation change.
Want to know more about how to do this? Join us on 30th May for the next in our LGR Change Chat when LGR and local government comms expert Georgia Turner will be outlining comms best practice.
Do you want to talk to one of our expert team about your own LGR challenges? Get in touch with us today!
