The Local Government Association (LGA) has launched a consultation on cutting roles and altering how it operates to address growing funding gaps.
Under the proposals, the LGA is planning to reduce its workforce by more than 10%.
The consultation, which began on Thursday (8th January), outlines plans to change the way the cross-party organisation works. This includes merging policy and service expertise into a new ‘impact’ directorate.
As of March 2025, the LGA employed 540 people, although under the new plans, 62 roles would be axed. It is not yet clear how many redundancies there would be, as some posts are currently vacant and new roles are expected to be created.
The organisation said the new structure is intended to reduce reliance on external consultants. Senior leaders are also keen to increase the number of council staff joining the LGA on secondment.
Regional teams would be restructured, with a greater focus on building relationships with mayoral strategic authorities.
Louise Gittins, chair of the LGA, said: ‘Our new transformation model will allow us to be even more responsive to our evolving members’ needs, build even greater trust with our partners and in Whitehall and help shape national reform using data driven, place-based evidence.
‘The world is changing and so must we. Our new way of working ensures clear accountability, even stronger programme planning and will empower local leadership.’
The changes come as the organisation looks to close a projected £3.1m budget gap in 2025-26, which is forecast to rise to £24m by the end of 2029-30 without action.
Alongside staff reductions, the LGA plans to generate more income by expanding its advisory and consultancy work. Another floor of its Smith Square headquarters in Westminster will be rented out, while more home-based roles are expected to support recruitment across the country.
The consultation is due to run for 45 days, with senior leaders telling staff they are open to changes. However, as the first major operational overhaul since 2011, the proposals are expected to face opposition from some employees.
Gittins added: ‘There is monumental change ahead for councils with devolution and reorganisation. Many are facing financial challenges at a time when we need to be marketing shaping services that are fit for the future and sustainable for the many people that rely on them day in, day out.
‘Our new model allows us and our members to be at the heart of shaping the future of local government.’
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