The Devolution Balancing Act
22 July 2025 | Dr Ruth Adams
When people ask of my experience of working in a newly formed combined authority, the thing that always comes to mind is the constant balancing act required between progressing WHAT needs to be done with HOW to operate. Or balancing the delivery of functional responsibilities with investing time to build meaningful and impactful relationships.
Given the tight timescales for the formation of the new strategic authorities and Mayoral elections by May 2026, it is not surprising that the focus will be on the functions and requirements to be safe and legal, doing the ground work for the Local Growth Plan and Spatial Development Strategies and making judgements about what needs to be in place for day 1.
Sadly, decisions on relationships, ways of working, and organisational behaviours can be crowded out of debate in the formative stages. This comes with risk as the ways of working, desired rules of engagement and operational behaviours are the qualities that will form the basis for recruitment and early organisational development, particularly in accelerating the impact the new authority can bring.
In the busyness of the devolution preparation programme, I would urge all planning to consider the qualities for devolution dexterity.
Agility
In the early days of a combined authority there is a need for all team members to be proactive in anticipating change and driving continual improvement.
Collaboration
Collaboration is the basis for building trust within and outside the organisation. As an approach it embraces diverse perspectives and leads to greater innovation and problem-solving capabilities.
Flexibility
The nature of work is characterised by the need to flex, react and act quickly to new and changing situations.
Ambition
Driven by a desire to achieve success for the team, the authority and each of the places making up the authority’s geography.
Accountability
The move to integrated settlements and locally defined outcomes, pivot responsibility for defining strategies, programmes and delivering results and impact from government to the authority. This requires a performance approach that is owned and embraced by everyone.
I would be delighted to participate in any discussions, share my insights, and respond to any questions about working in a Combined Authority. Please do get in touch if there is any support I can give to discussions in the devolution areas.