Bradley Thomas

I agree with my hon. Friend and neighbour. He makes a very relevant point that the cost of organising two councils will be profound, and in the long term will prove to be a false economy. The figures that I will quote shortly will demonstrate that further. Reorganising local government will not resolve all the financial challenges facing our communities, because even with structural change, there will continue to be rising demand on adult social care, persistent pressures in homelessness and temporary accommodation, a growing resource need for schools and increasing demand for children’s services. That is why financial sustainability must be by design and not chance. Anything less will fail to meet the increasing needs of local communities and will ultimately result in deficits that must be paid for by hard-working residents. Financial sustainability cannot be an afterthought; it must be the foundation. One council will have the ability to follow six key principles to achieve genuine and lasting financial sustainability. First, it could reduce the cost of leadership and governance by redesigning leadership from the ground up to reflect the needs of a new, modern unitary authority. Secondly, it could become prevention focused by embedding a long-term independence-based approach across all services, enabling people to get back on their feet and easing the burden on local provision. Thirdly, it could ensure that all commissions are intelligent and that services provided are appropriate and necessary, supported by the unparallelled buying power and market access afforded to one council, enabling strategic investment in better value services. Fourthly, it could nurture an accountable and high-performing workforce by bringing together the strengths of seven predecessor authorities and building on their collective skills. Fifthly, it could deliver responsible custodianship of public assets to maintain a balanced budget, safeguard the continued delivery of local services and preserve our historic culture. Finally, it could make decisions that are fully informed and grounded firmly in evidence. The outcome of that approach is simple—£32 million saved by 2031 and a more balanced, less impactful increase to council tax. In comparison, the imbalance between service need and income from council tax would be significant under two unitary councils. A new North Worcestershire unitary council would face substantial challenges, with higher levels of need but a smaller share of the tax base, while a South Worcestershire unitary authority would experience significant council tax rises over the same period. It is simple to understand that improved financial results lead directly to improved services for the community. With the stronger position created by one council, services could be delivered through a more community-centred approach, with simpler, more accessible pathways. Residents will no longer need to navigate multiple tiers of local government to resolve their issues. That is particularly beneficial for individuals who require access to multiple services at once. This model will not only increase transparency and improve local access, which are distinct components of British politics, but will also ensure that policies truly reflect what people actually want to see and expect their council tax to support. Streamlining service delivery under one council removes the risk of a postcode lottery where access, cost, sufficiency and quality vary depending on where residents live. That is especially vital for young people, as many schools are reaching capacity, so students are being required to travel further, and for rural communities, which are already facing limited infrastructure compared with more urbanised areas. Key people services, including housing, family support and social care, are currently delivered across two tiers of local government, creating unnecessary complexities and inefficiencies. That is particularly important in Worcestershire, where demographic shifts are significant—an ageing population exceeding the national average, with 22% of people aged 66 to 84, alongside a growing younger population of more than 117,000 children. Those trends place profound pressure on essential services such as GPs, hospitals, schools, nurseries and social care. One council could integrate those services so that they work cohesively to achieve better outcomes for the community. A prime example, given the demographics that I mentioned, is the ability to align health priorities with housing and leisure, enabling preventive policies that improve quality of life and reduce pressure on health services later on. Removing duplication across services would also increase efficiency in the council’s overall offering. It would allow organisations, including local NHS trusts and schools, to build stronger, more consistent relationships as they would be working with a single unified authority rather than navigating multiple structures. It is evident that one council would be able to deliver the improved and simplified services that my constituents called for. The risk of disaggregation also cannot be ignored. The need for high-cost social care, the service that 42% of survey respondents cited as the one that they care about most, is concentrated in one half of Worcestershire, while the greatest proportion of the tax base is in the other half. The current degree of balance that results in residents paying relatively low tax would be disrupted, creating long-term instability for both households and essential services. Not only is the disaggregation of social care a dangerous risk, but it would set back the progress on bringing its functions to the high standard that they are. Adults would be at risk of not receiving seamless community care. Service deliveries and assessments would be delayed. Children’s services would be restricted by boundary lines, causing disruption for those not on the correct side to continue their current care; it would be a postcode lottery. Maintaining two recording systems for social care would be costly and take a long time to implement, diverting resources from frontline support. Similarly, fragmenting the network of partnerships in Worcestershire would only complicate funding arrangements, commissioning plans, service eligibility and the ability to install an action plan. Those partnerships have taken years to build; dismantling them would undermine the very foundations of effective care. Instead, relationships should be preserved and built upon, and closer collaboration would be far more possible with a single service provider rather than numerous tiers. That is a key benefit that only one unitary council can provide; it would ensure continuity, coherence and a system that works for every resident across Worcestershire. A proposal for a single Worcestershire unitary authority has been backed by local partner stakeholders, including the police and crime commissioner, the local NHS integrated care board, Worcestershire acute hospitals NHS trust, the Worcestershire local visitor economy partnership, and commercial stakeholders, including Worcester Bosch. It is evident that the proposal for a single unitary council meets the Ministry of Housing, Communities and Local Government’s criteria for devolution arrangements. The case is clear and compelling. A single council for Worcestershire would offer not only operational simplicity, but a renewed sense of purpose for local government in our area. The one council would prioritise the delivery of high quality and sustainable public services to residents. This would not simply be an organisational reshuffle; it would be a commitment to ensuring that every community, from the most rural parish to the most urban centre, receives services that are consistent, efficient and good value for money. Councils in the area have sought to work together in coming to a view that meets local needs and is informed by local views. This collaborative approach demonstrates a proactive start and an ambition to adapt and build a structure that is reflective of residents’ realities. Having one council would enable stronger community engagement and deliver genuine opportunity for neighbourhood empowerment. Removing unnecessary layers of bureaucracy would give residents a stronger voice and a more direct relationship with those making decisions on their behalf. There would be a single tier of local government for the whole area, simplifying it and making it more accessible. The new structure would resize in order to achieve efficiencies, improve capacity and withstand financial shocks. In an era when public finances are increasingly overwhelmed, the ability to operate with greater resilience and strategic oversight is essential. It cannot be doubted that one unitary council would significantly meet the criteria outlined by the Government, while being in the best interest of Worcestershire as a whole. Keeping decisions local is vital, as is achieving long-term financial sustainability, offering consistent, high-quality services, and protecting our green belt and our county’s identity. That is why I strongly support the creation of one unitary council that would streamline services, improve value for money for residents and work towards a strong future for Worcestershire. This is an opportunity to shape an efficient and community-centred system for our local government—one that respects our current identity while preparing us for the challenges and opportunities ahead. A single unitary council is not merely an administrative preference; it is a strategic choice for a more secure, more coherent and more prosperous Worcestershire.