Devolution White Paper: On-the-day factual briefing

• The Government will facilitate a programme of local government reorganisation for two tier areas and for those unitary councils where there is evidence of failure or where their size or boundaries may be hindering their ability to deliver sustainable and high-quality services for their residents. The Government will deliver this process as quickly as possible, including through legislation where it becomes necessary to ensure progress. (Page 100). 

• The Government will therefore want to see stronger community arrangements when reorganisation happens in the way councils engage at a neighbourhood or area level. The Government will also rewire the relationship between town and parish councils and principal Local Authorities, strengthening expectations on engagement and community voice. (Page 100). 

• The Government will expect all two-tier areas and smaller or failing unitaries to develop proposals for reorganisation. The Government will take a phased approach to delivery, taking into account where reorganisation can unlock devolution, where areas are keen to proceed at pace or where it can help address wider failings. However, the Government are clear that reorganisation should not delay devolution and plans for both should be complementary. (Page 100). 

• New unitary councils must be the right size to achieve efficiencies, improve capacity and withstand financial shocks. For most areas this will mean creating councils with a population of 500,000 or more, but there may be exceptions to ensure new structures make sense for an area, including for devolution, and decisions will be on a case-by-case basis. (Page 100).  

• The Government will sequence these reforms alongside devolution ambitions for each area. The Government will expect new councils to take a proactive and innovative approach to neighbourhood involvement and community governance so that citizens are empowered. (Page 101). 

• The Government expects all councils in an area to work together to develop unitary proposals that are in the best interests of the whole area, rather than developing competing proposals. The Government will also expect all councils in an area to work with them to bring about these changes as swiftly as possible. The Government will also consider which governance models available to local authorities across the sector will best support their decision making. (Page 101). 

• The Government will work closely with local leaders to explore what support they might need to develop robust proposals and implement new structures, including taking decisions to postpone local elections where this will help to smooth the transition process. The Government will learn from the experience and successes of others who have been through the process. (Page 101). 

• The Government will write to council leaders as soon as possible to formally invite proposals, setting out information on criteria for sustainable unitary structures, how and when to submit proposals and how the Government intends to respond to proposals. Reorganisation should not delay devolution so the Government will work closely with areas on complementary plans and will deliver an ambitious first wave of reorganisation in this Parliament. (Page 101). 

• Established Mayoral Strategic Authorities will become eligible for the Integrated Settlement, which will commence at the following Spending Review provided a sufficient preparation period has passed. The scope of Integrated Settlements will be confirmed at each Spending Review on the basis of functional responsibilities, and their value by a formulaic process. Integrated Settlements will have a single systematised approach to spending controls and a single, streamlined, overarching assurance and accountability framework coordinated by the Ministry for Housing, Communities and Local Government. More information is available at GOV.UK: Integrated settlements for Mayoral Combined Authorities - GOV.UK. (Page 48). 

• The Devolution Framework also commits to a simplified funding landscape for Mayoral and Foundation Strategic Authorities. This will include: (Page 49) 
   
  • For Mayoral Strategic Authorities, consolidated funding pots covering: local growth, place, housing, and regeneration; non-apprenticeship adult skills; and transport. These will commence in the following Spending Review. 
  • For Foundation Strategic Authorities, MHCLG will provide dedicated local growth allocations, decided by formulae, and with lighter-touch investment sign-off. 
  • The Government will reform the local growth funding landscape at the following Spending Review, rationalising the number of funds and moving away from competitions. Future local growth funding will recognise the centrality of Strategic Authorities for economic growth. The Government will continue providing funding to Mayoral Combined Authorities with Investment Zones to create additional jobs and economic growth in areas that have economically underperformed in the past. 

• The Government will fundamentally reform the local audit system, rebuilding the vital early warning system to recover a key part of assurance mechanisms, restore local government standards, and ensure transparency, and avoid returning to a bloated Audit Commission or allow mission creep to expand the remit of government bodies in the sector. As a first step, the Government will close the Office for Local Government. (Page 103). 

• In line with Sir Tony Redmond’s recommendations, the Government will legislate to radically simplify the system, bringing as many audit functions as possible into one body which will also offer insights drawn from audits. The Government will shortly engage with the sector, including with key audit stakeholders on how best to move functions into the organisation on audit, subject to legislation. (Page 103). 

• The Government will be embedding lessons learnt from the development of the parliamentary Independent Complaints and Grievance Scheme. The Government will consult on proposals including: (Page 103-104). 
   
  • A mandatory code of conduct – to establish a higher minimum standard of expected behaviours and ensure consistency, reflecting the Government’s commitment to public service and to updating the 30-year code to cover discrimination, bullying, use of social media, and other issues not featuring in the current minimum requirements. 
  • A requirement for principal Local Authorities to convene formal Standards Committees – to ensure all Local Authorities have formal, transparent processes to uphold and promote standards. 
  • A role for a national body to deal with the most serious cases and appeals, as was the case under the former system with the Standards Board for England, subject to discussions with the sector. 
  • Powers to suspend, including imposing premises and facilities bans – to allow Local Authorities to enforce their own standards. The government believes that councils need the ability to address serious misconduct with powers to suspend councillors for a maximum of six months, with the option to withhold allowances where deemed appropriate. 
  • Disqualification if subject to suspension more than once – to curb the risk of “repeat offending” and empower councils to signal that poor behaviour will not be tolerated. 
  • Subject to discussions with the sector the Government will explore immediate disqualification in certain instances of serious misconduct.  
  • Interim suspension whilst under investigation – to reassure the public that action is being taken. This could be used in serious cases that may involve protracted investigations or the police, for example alleged fraud or assault.
  • Publication of all code breach investigation outcomes – to enhance transparency, giving the public the opportunity to check their council’s record on maintaining good conduct.  

• The Government wants to introduce a more consistent, transparent and effective set of voting arrangements (Page 29-30). 

• When the framework becomes law, it will override any existing governance arrangements (Page 29-30). 

• In Mayoral Strategic Authorities, a majority vote which includes the Mayor will be required to approve decisions on the use of most functions. Specific functions set out in the Devolution Framework will be exercisable only by the Mayor. In Foundation Strategic Authorities, most decisions will require a majority but key strategic decisions will require unanimity. The governance arrangements for the setting of Combined Authority and Combined County Authority budgets and transport levies will also be standardised. These changes will not apply to the Greater London Authority or any single Local Authority designated as a Foundation Strategic Authority, given their different legal constitution. (Page 30). 

• Established Mayoral Strategic Authorities will become eligible for the Integrated Settlement, which will commence at the following Spending Review provided a sufficient preparation period has passed. The scope of Integrated Settlements will be confirmed at each Spending Review on the basis of functional responsibilities, and their value by a formulaic process. Integrated Settlements will have a single systematised approach to spending controls and a single, streamlined, overarching assurance and accountability framework coordinated by the Ministry for Housing, Communities and Local Government. More information is available at GOV.UK: Integrated settlements for Mayoral Combined Authorities - GOV.UK. (Page 48). 

• The Government will work with Local Authorities and Strategic Authorities to consider the best way to provide resource funding to Strategic Authorities such as via the Local Government Finance Settlement. This will be guided by the principle that there is a consistent approach to the powers and responsibilities of Strategic Authorities, in line with the Devolution Framework. (Page 109).  

• Where a Strategic Authority takes on powers which are currently funded outside the Local Government Finance Settlement or the integrated settlements, such as Mayoral Capacity Funding, MHCLG will work with the relevant department or organisation to explore funding this through these routes. (Page 109).  

• Subject to Spending Review decisions, new Strategic Authorities will continue to receive Mayoral Capacity Funding to kickstart their organisations and the Government will also review how Mayoral Capacity Funding is calculated and ensure any changes are consistent with the Devolution Framework. (Page 109). 

• The Government will introduce a secondment scheme between central government and Strategic Authorities, which will include facilitating the placement of civil servants in Strategic Authority officer roles, including senior positions. (Page 109). 

• The Government will work alongside Bloomberg Philanthropies and others to build a capacity support offer that will help local leaders deliver results. (Page 109)  

• The Government intends to support Mayors in collaborating at pan-regional level and creating convening bodies whose purpose, priorities and membership are decided at a regional level, and working with existing regional organisations such as Sub-National Transport bodies. (Page 109) 

• Strategic Authorities will need a leadership team who can drive policy forward across the responsibilities of the Authority and represent it externally. The Government will explore how to better recognise their contribution and leadership. (Page 110) 

• Government will legislate so that Mayors are able to appoint and remunerate ‘Commissioners’ who would be able to support the delivery of key functions. They would not be members of the Strategic Authority, and the roles would be expected to reflect the areas of competence, such as a Transport Commissioner. (Page 110) 

• The Government will create a statutory requirement for all Mayoral Strategic Authorities to produce a Local Growth Plan. (Page 41). 

• Local Growth Plans will play a key role in implementing and rolling out Integrated Settlements, being reflected in the outcomes framework. (Page 41). 

• The Government will work with Mayoral Strategic Authorities to agree a limited number of shared strategic priorities, to act as a focal point for collaboration. (Page 41). 

• Local Growth Plans will galvanise action and investment, including through setting out a pipeline of investment opportunities… The English Devolution Bill will also introduce a reciprocal requirement on Strategic Authorities to work with Local Government Pension Scheme Administering Authorities and their asset pools to develop investment opportunities that are appropriate for pensions investment. (Page 41). 

• Foundation Strategic Authorities… will set out a vision for growth in their area, building on existing local economic strategies where these exist. As they become Mayoral Strategic Authorities… they will be required to update these to produce full Local Growth Plans. (Page 41). 
   
• The Department for Business and Trade will: 
   
  • Establish bilateral strategic partnership forums with every Mayoral Strategic Authority, building on successful models in Greater Manchester and the West Midlands to strengthen existing partnership working, align national and local policymaking, and drive delivery of local growth priorities as identified by areas through their Local Growth Plans.  
     
  • Publish a Small Business Strategy, next year via a command paper, setting out the Government’s vision for a new approach to business support, including more devolution in England (through Integrated Settlements where relevant) and a strengthened role for Mayors. The Department for Business and Trade will engage Mayoral Strategic Authorities to shape the Small Business Strategy’s development and implementation. This will include consideration of how national, local, and devolved business support schemes – spanning domestic growth, exports, and investment – can best align to increase business growth and productivity. Following wide consultation, the Strategy will also set out further detail of a new Business Growth Service, bringing a range of existing core services under the Business Growth Service banner, working hand in glove with local government, Strategic Authorities, devolved governments, and the Growth Hubs network. 
     
  • Work with Mayoral Strategic Authorities and local partners across the North of England in the first instance and then the Midlands and South of England to roll out a tailored export growth programme to high growth businesses in other Mayoral Strategic Authorities.  
     
  • Continue to integrate Growth Hubs into Mayoral Strategic Authorities, with funding forming part of the Integrated Settlement in Established Mayoral Strategic Authorities. This will see Mayoral Strategic Authorities taking the lead in managing and focusing local business support, and delivering a core suite of business growth products, as part of an England-wide Growth Hubs network. (Page 66). 
     

• The Office for Investment will work with Established Mayoral Strategic Authorities to develop and jointly market investible propositions for significant, commercially viable opportunities, in order to land key strategic investments. This offer will be prioritised for Established Mayoral Strategic Authorities initially and extended out to other Mayoral Strategic Authorities where possible. The Office for Investment will also explore establishing a senior official-level forum with Mayoral Strategic Authorities on a pan-regional basis. (Page 67). 

• The Government will continue to work with Strategic Authorities to ensure that the business voice continues to play an important role. (Page 111). 

• Central to the Government’s approach is to provide Strategic Authorities the devolution of non-apprenticeship adults skills funding. For Mayoral Strategic Authorities, this will combine and un-ringfence funding for the Adult Skills Fund, Free Courses for Jobs, and Skills Bootcamps from 2026/27 onwards. For Established Mayoral Strategic Authorities, this will form part of their Integrated Settlements from 2025/26 onwards. Foundation Authorities will continue to receive devolved Adult Skills Fund alongside ringfenced funding for Free Courses for Jobs and Skills Bootcamp. (Page 54). 

• The Government will establish joint ownership of the Local Skills Improvement Plans model involving Strategic Authorities and the designated Employer Representative Bodies. Under this model, and subject to any necessary legislation and statutory guidance needed to implement these changes: (Page 54-55). 
   
  • Employer Representative Body designation: When designating a new Employer Representative Body, Strategic Authorities will be involved in the process, with their comments informing the Secretary of State’s decision to designate. Going further the Secretary of State for Education would not designate (without good reason) an Employer Representative Body unless the Strategic Authority was satisfied in the choice. 
     
  • Local Skills Improvement Plan development: In Strategic Authority areas, Local Skills Improvement Plan development will commence with the Strategic Authority establishing the sector skills priorities and sharing relevant data with the designated Employer Representative Body. These will inform the development of the plan and provide the framework within which it exists, alongside Local Growth Plans, the Industrial Strategy, Skills England’s assessment of skills needs, and employer input. The Government will ensure Strategic Authorities and Employer Representative Bodies work together on all stages of the Local Skills Improvement Plan and its governance, with local discretion on the arrangements to deliver this. 
     
  • Local Skills Improvement Plan approval: Strategic Authorities and Employer Representative Bodies will be required to confirm they are both content with the plan before it is sent to the Secretary of State for Education (through Skills England) for approval. In the rare instances where the Employer Representative Body and Strategic Authority cannot agree a Local Skills Improvement Plan, and recognising the vital importance of all parts of the country having up-to-date Local Skills Improvement Plans, it may be escalated to the Secretary of State for Education. However, even in these cases, the new requirement to include the Strategic Authority’s sector skills priorities within the Local Skills Improvement Plans would remain. A Local Skills Improvement Plan could not be approved if this was not the case.  
     
  • The Government expects expect Local Skills Improvement Plans to be clearly linked to Local Growth Plans, relevant parts of the Industrial Strategy and Skills England’s assessment of skills needs.  
     
  • To ensure the policy is implemented effectively, the Government will align Local Skills Improvement Plan geographies with Strategic Authority geographies wherever possible. Strategic Authorities and Employer Representative Bodies will work with Skills England to ensure insights from Local Skills Improvement Plans are fed into the national picture.
     
• The Government will continue to ensure that there is a national and consistent approach to education and training for 16–19-year-olds. However, Mayoral Strategic Authorities have a crucial role in ensuring there are clear pathways of progression from education into both further and higher education and local employment opportunities and the Government will work with Mayoral Strategic Authorities to develop the tools needed to support them in delivering this. Initial steps include: (Page 55-56). 
   
  • Ensuring Mayoral Strategic Authorities have regular, structured opportunities to feed their priorities into the Department for Education’s annual strategic conversations with colleges to inform and help the further education sector in shaping provision that includes clear pathways of progression from education into further/higher education or local employment opportunities. 
     
  • Working with Mayoral Strategic Authorities to use their convening powers and influence to secure work and industry placements with local employers that relate to 16-19 education, training and career paths 
     
  • Providing joint ownership of the Local Skills Improvement Plan model will also give Strategic Authorities a clear mechanism to help inform the skills offer locally. As part of these new joint ownership arrangements for the Local Skills Improvement Plans model, Strategic Authorities and Employer Representative Bodies can ensure theLocal Skills Improvement Plan facilitates opportunities for 16–19-year-olds to undertake apprenticeships, education and training that lead to good quality employment opportunities.  

• For Established Mayoral Strategic Authorities, the Integrated Settlement will include local transport funding streams, including City Region Sustainable Transport Settlement funding for eligible authorities from the start of City Region Sustainable Transport Settlements 2 in 2027/28. (Page 49). 

• Foundation and Mayoral Strategic Authorities will also have funding consolidation, with greater consolidation, autonomy, and flexibility for places with a Mayor. Places will be held accountable through a transport-specific accountability framework with a proportionate outcomes framework and metrics. (Page 49). 

• The Government is committed to ensuring long-term financial sustainability for Transport for London and will work with them to develop a plan for achieving this from 2026/27 onwards as part of the Spending Review in the Spring. (Page 49). 

Roads

• Mayoral Strategic Authorities will set up and coordinate a Key Route Network on behalf of the Mayor, allowing the most important local roads to be strategically managed. Mayors will hold a Power of Direction over this network to support delivery of their agreed Local Transport Plan. The Government will review the effectiveness of the Power of Direction two years after implementation. (Page 50). 
   

• Responsibility for local roads will remain with constituent authorities, unless otherwise agreed locally. The Government will encourage Strategic Authorities to work to streamline arrangements across their area, for example, through a single set of highway design standards. (Page 50). 

• Some Strategic Authorities have taken on some highways functions concurrently with their constituent authorities and the Government will continue to explore if standardised powers would add value. (Page 50). 

• Local Transport Authorities will be empowered to regulate on-street micromobility schemes (like hire bikes), so local areas can shape these schemes around their needs, connect people to public transport, and tackle the scourge of badly parked cycles and e-cycles. (Page 50). 

• Subject to consultation, it is proposed that the Government will devolve approval of local Lane Rental schemes to Mayoral Strategic Authorities. Lane Rental schemes enable Local Highway Authorities to charge for works on busy roads at busy times with the aim of minimising disruption. Outside of Mayoral Strategic Authority areas, it is proposed that approval will remain with the Secretary of State. (Page 50). 

• To help speed up development, the Government also plans to devolve approvals for stopping up orders nationally, in line with London. These powers allow Local Highway Authorities to permanently close roads, subject to planning consent. Other minor road consents will be devolved to Mayors and Local Highway Authorities and changes to tolls on certain tolled undertakings will be devolved to Mayors. (Page 50). 

• National Highways is committed to formalising and strengthening its relationship with Mayoral Strategic Authorities, ensuring a more cohesive approach to the management and development of England’s strategic road network alongside local roads. One example is action to address pavement parking at a national level: the Government will publish a formal response to the 2020 pavement parking consultation. The Government will expect Strategic Authorities to play a leading role in developing a consistent approach to enforcement across their area, using available powers as appropriate. (Page 51). 

Rail

• The Government will consult on a statutory role for Mayors in governing, managing, planning, and developing the rail network ahead of the legislation required to establish the functions of Great British Railways. Subject to royal assent, the Government will publish guidance outlining the core components that each tier of Strategic Authority can expect, reflecting the need for this to be flexible, place-based, and bespoke. (Page 51). 

• Greater reciprocal data-sharing, including through the Rail Data Marketplace, aligning this with the DfT ‘open by default’ position and the MHCLG-led data partnership principles. (Page 51). 

• If they meet transparent criteria, Mayors will also be given the option for greater control over appropriate local stations. The Government will also work with Strategic Authorities to explore how the considerable land value potential in rail-owned land could drive regeneration, commercial and housing opportunities. (Page 51).  

• Established Mayoral Strategic Authorities will have a right to request further rail devolution, up to full devolution of defined local services. The Government will publish guidance to establish a clear and transparent process for this. (Page 51). 

• Great British Railways will reform the rail ticketing system to make it simpler for passengers and drive innovation. The Government will work in close collaboration with Mayoral Strategic Authorities to deliver these shared ambitions, building on existing pay-as-you-go rail pilots. Priority will be given to Established Mayoral Strategic Authorities in city regions with existing ticketing schemes across other transport modes. (Page 51-2). 

Bus and Active Travel

• The Department for Culture, Media and Sport is reviewing how funding is currently allocated and delivered, alongside a review of Arts Council England to ensure every part of the UK has the chance to access the arts and see themselves reflected in the national story. (Page 71). 

• The Government will work with Mayors and Local Authorities to devolve the levers of growth in these sectors. The Government will work with Mayors and Local Authorities to ensure decisions about funding are made with them and, where possible, align with Local Growth Plans. The Government will also coproduce an ambitious, transformative National Youth Strategy that will have a particular focus on empowering young people to have a strong voice in local government and the issues that matter in their communities. This new Strategy will be published next year. (Page 71). 

• Public appointments to major cultural institutions have not been representative enough. Working with Mayors and Local Authorities, the Department for Culture, Media and Sport will set out further plans on this shortly. (Page 71). 

• The Department for Culture, Media and Sport will also review the data that it collects and publishes to ensure it provides a better picture of regional and local impact and investment. (Page 72). 

• The Department and its Arm’s Length Bodies will also explore the potential for deeper, collaborative partnerships with Strategic Authorities to share expertise across culture, heritage, sport, communities, and the visitor economy, opening up opportunities for joint working and alignment between organisations. (Page 72).  

• The Government is introducing a new bespoke duty in relation to health improvement and health inequalities... The Government will engage Strategic Authorities, Local Authorities and the NHS as they take this forward. (Page 79). 

• The Government will therefore work with stakeholders to identify areas where alignment and closer working can be facilitated where there is a clear rationale for doing so, and where the benefits in aligning geographical boundaries significantly exceed any costs and risks incurred. (Page 79). 

• To support better join-up between Strategic Authorities and Integrated Care Systems, the government expects that Mayors (or a delegate) will be appointed to one or more relevant Integrated Care Partnerships in their local area. The Government will also establish an expectation that the Mayor or a delegate is considered for the position of Chair or co-Chair of the Integrated Care Partnership, alongside Local Authority, Integrated Care Board and independent chair options. (Page 79).  

• The Government will further set an expectation that Integrated Care Boards will engage with Mayors during the Integrated Care Board Chair appointment process and will involve them in setting their priorities and developing their plans. (Page 79). 

• The Government will keep under consideration the powers and levers that should be made available to Strategic Authorities to support delivery of improvements in health outcomes and maximise impact on the health and growth missions. (Page 79). 

• Where mayoral geographies align with police force and fire and rescue geographies, Mayors will be, by default, responsible for exercising Police and Crime Commissioner and Fire and Rescue Authority functions. The government is committed to increasing the number of Mayors who take on Police and Crime Commissioner and Fire and Rescue Authority responsibilities. Alignment with police and fire services boundaries will therefore be a key consideration in the negotiation of new Strategic Authorities. (Page 83). 

• Where Strategic Authorities do not currently align with these boundaries, or where alignment is not appropriate for new devolution areas, the Government will take steps to ensure alignment over the longer term. (Page 83). 

• The Government will also explore whether a single Mayor can take responsibility for Police and Crime Commissioner and Fire and Rescue Authority functions across two or more police forces or two or more Fire and Rescue Authorities, where this would result in coterminous boundaries, and bring forward any legislative changes as part of the English Devolution Bill. (Page 83).  

• Where there is a clear case in the interests of public safety, the Government will also enable police and fire boundaries to be altered incidentally upon the transfer of Police and Crime Commissioner and Fire and Rescue Authority functions to Strategic Authority Mayors, something that will be considered on a case-by-case basis to ensure the continued efficiency and effectiveness of policing and fire functions. (Page 83). 

• The Government will work closely with Mayors to explore how their skills, employment support, health, and housing levers can be better brought together at local level to support rehabilitation and reintegration of offenders into society. (Page 85). 

• In the long term, the Government will explore greater alignment of probation boundaries in England with Mayoral Strategic Authorities, particularly in cases where Mayors have taken on Police and Crime Commissioner functions. (Page 85). 

• The Government will support Strategic Authorities to adopt a clear role in building resilience across their areas and in working with local resilience structures. (Page 85). 

• The Government will encourage close working and partnership between Strategic Authorities and the Local Resilience Forums within their areas. In July 2024, the Government announced a review of national resilience in response to the publication of the Covid Inquiry Module 1 Report, and this review will also consider recommendations from the Grenfell Tower Inquiry Report. The review is ongoing and will inform the development of resilience responsibilities adopted by Strategic Authorities. (Page 85). 

• Depending on the outcomes of this review, the Government may amend the Civil Contingencies Act 2004 to recognise Strategic Authorities as a categorised responder, meaning that they would adopt the duties and responsibilities of a member of the Local Resilience Forum. Further guidance would also be required to help Strategic Authorities undertake these duties. (Page 85). 

• The Government will build on existing commitments to support effective innovation partnerships by empowering regional innovation decision-making through stronger direct connections with UK Research and Innovation. This will include: 
   
  • Building on the lessons learned from the successful innovation accelerator pilots, the Government will work with Established Mayoral Strategic Authorities to develop a future regional innovation funding programme as part of the second phase of the Spending Review. This will allow local leaders to develop bespoke innovation support offers for their regions and deliver these in partnership with UK Research and Innovation, based on their capability and the maturity of their local innovation ecosystems. 
  • UK Research and Innovation extending its regional partnerships and network of embedded points of contact with Mayoral Strategic Authorities that are committed to work collaboratively on innovation, ensuring they are strategically involved in the development and delivery of future strategies and investments. 
  • Innovate UK collaborating with all Mayoral Strategic Authorities to produce joint plans that shape long-term innovation strategies and investments in places. 
  • Publishing UK Research and Innovation data on the location of investments to help Strategic Authorities to understand publicly supported innovation activity in their region and how to best take advantage of it. 
  • Establishing annual engagement between the Mayors of Established Mayoral Strategic Authorities and the Science Minister, plus more regular senior engagement with UK Research and Innovation senior leaders. 
  • Consulting with Established Mayoral Strategic Authorities on the development of relevant Department of Science, Industry and Technology and UK Research and Innovation strategies. (Page 69). 

• The Government will establish a new Mayoral Data Council to integrate senior data leaders from Mayoral Strategic Authorities into central decision-making on data issues that affect them. It will champion better data and better use of data, as well as improved data sharing. The Data Council will input into the Mayoral Council and the central government digital and data function. The Council will also look to collaborate with Devolved Governments where appropriate. (Page 44). 

• Together with relevant government departments, the Mayoral Data Council will refine and implement the data partnership principles, which were co-developed with Greater Manchester and West Midlands Combined Authorities through the trailblazer deals. These set out how central government and Strategic Authorities will work together for the legal, safe and secure sharing of data, to make accessing data easier and more streamlined. The principles will support and streamline negotiations with individual government departments over access to priority datasets. (Page 44). 

• The Government will support Office for National Statistics (ONS) to lead a refresh of the government’s subnational data strategy, in which they seek to drive the delivery of better local statistics in collaboration with the Devolved Governments and draw on findings from the recent Lievesley Review. The Government will also continue to engage with the ONS in meeting the ambitions of that strategy through their local data and insight programme. (Page 45). 

• To boost the data and analytical capacity of Strategic Authorities the Government will provide continued support for ONS Local to gather user needs and understand data gaps, provide data access, analytical support, and capability to local data leaders. (Page 45). 

• Strategic Authorities will be consulted on the development and operation of cross-government services that enable easier data discovery and access, as stakeholders alongside central government departments. Examples of current data discovery and access initiatives include the Data Marketplace, National Data Library and the Integrated Data Service. (Page 45). 

• The Government will legislate to broaden the scope of the Digital Economy Act 2017 public service delivery powers via a provision in the Data (Use and Access) Bill – to allow for information sharing to improve public service delivery to businesses. The Government will also work with Strategic Authorities to consider establishing data sharing initiatives under the Digital Economy Act. The Government will assess existing data governance practices (including information sharing agreements) and aim to streamline these processes in compliance with the relevant Codes of Practice and data protection legislation. (Page 45). 

• The Government are committed to improving the efficiency of data collection while improving data consistency and completeness through the adoption of data standards. (Page 45). 

• Any and all potential options to increase access to data will, where applicable, respect the provisions in the Data Protection Act 2018, UK General Data Protection Regulation in order to achieve compliance in design, the common law duty of confidentiality and the requirement for Local Authority consent to any future data sharing arrangements. (Page 45). 

• The Government intends to group areas at similar stages of progress, prioritising those minded to work towards mayoral models of devolution. (Page 112). 

• The Government will invite a number of places to join the Devolution Priority Programme. This will be for certain places that are able to come together under sensible geographies which meet the criteria, and where they are ready to achieve mayoral devolution at pace. This programme will aim to deliver institutions and have Mayors elected in the May 2026 elections, and provide certain places with the full backing of government to deliver to these ambitious timescales. Places will be able to further strengthen their voices and agency in deciding what is right for their areas, including accessing the new powers in the revised Devolution Framework and ultimately taking their seat at the Council of the Nations and Regions. The Government will announce the areas included in the Devolution Priority Programme in due course. (Page 112-3). 

• The Government has already announced at the 2024 Autumn Budget that Mayors in West Yorkshire, the North East, Liverpool City Region, and South Yorkshire will join those in Greater Manchester and the West Midlands in being granted a full Integrated Settlement from next year. The Government will work with these areas to ensure they can access the non-statutory elements of the new Devolution Framework as soon as possible, and to support them to be ready for the passage of the additional statutory powers into law. (Page 113). 

• The Government will also engage with other Mayoral Strategic Authorities looking to demonstrate they qualify for ‘Established Mayoral’ status to help them demonstrate they are ready. The Government has committed to update the Devolution Framework over time. The Government will also consider proposals raised with them at the Mayoral Council from existing and new Mayoral Strategic Authorities ahead of the Devolution Bill getting Royal Assent. (Page 113). 

• The Government will encourage and facilitate Strategic Authorities working together with Arm’s Length Bodies, third party providers and government departments where necessary in the use of their Devolution Framework functions. (Page 113). 

• The Government will work with Mayors to: (Page 114). 
   
  • Identify a set of jointly agreed shared priorities, which will guide action and collaboration in delivering their statutory requirement to develop Local Growth Plans.  
  • Establish the Mayoral Data Council, bringing together data leads from across central and local government, to review and implement the data partnership principles.  
  • Set up a new working group with the Greater London Authority to compare the powers and policy approaches of other global city authorities.  
     
• The Government will target engagement with Mayors and Strategic Authorities to shape how to deliver reforms on: (Page 115). 
   
  • New freedoms for Local and Strategic Authorities, on removing the requirements for Secretary of State consent they are required to seek on use of their powers and byelaws.  
  • The areas of competence for Strategic Authorities and how these are supported by the powers to deliver against them.  
  • How best to reflect devolution into policymaking, where these are appropriate for local delivery and in their areas of competency. This includes feeding back proposals, developing the ambition for public sector boundary realignment, and how to ensure Non-Departmental Public Bodies and Arm’s Length Bodies build in Local Growth Plans and Spatial Development Strategies to their work.  
  • The future of the Scrutiny Protocol to continue to improve the standards of scrutiny locally. 
  • How to deliver external scrutiny of value for money of local public spending, particularly where freedoms and flexibilities of the Integrated Settlement are being utilised. The wider reform of audit will include consideration of how to support and provide external assurance on this.  
  • Considering a single point of accountability for value for money, exploring Local Accounting Officers and Local Public Accounts Committees models to enhance the accountability of Strategic Authorities.  
    Considering how to ensure transparency and oversight of decision-making and activity conducted by the bodies that Strategic Authorities establish.  
  • Boosting capacity support for institutions, looking at what would best support them.  
  • Delivering data reform, developing a comprehensive vision for local government data.  
  • Effective voting arrangements for strategic planning. (Page 114-15). 
     
• Work with Local Authorities and the wider local government sector to:  
   
  • Identify where more freedoms can be provided for Local Authorities to use powers without central approval. 
  • Develop proposals to improve support and development for councillors, as well as addressing barriers to attracting and retaining elected members.  
  • Consult on local government standards.  
  • Set out a vision for radically simplifying the local audit system, including an intention to establish a new body for local audit. The Government will engage with key stakeholders on a separate document, which will set out the vision in more detail.  
  • Establish a local government workforce development group, run in partnership with the sector, to identify practical solutions to workforce recruitment and retention.  
  • Work with individual areas on local government reorganisation, inviting proposals from all remaining two-tier areas and those unitary councils where there is evidence of failure or their size or boundaries may be hindering their ability to deliver sustainable and high-quality services to their residents. The Government will facilitate delivery of an ambitious first wave of reorganisation in this Parliament.  
  • Develop further proposals for public service reform and prevention, alongside place-based leadership models.  
    The areas of competence for Strategic Authorities and how these are supported by the powers to deliver against them.  
  • Confirm effective strategic planning voting arrangements outside of Strategic Authorities.