Local government is undergoing significant transformation driven by reorganisation and devolution reforms. While much attention focuses on political structures or service mergers, fleet management faces unique challenges and opportunities. From waste collection to parks maintenance, fleet services are the overlooked engines of public service delivery. As councils move toward unitary models – merging county and district functions – fleet managers must navigate logistical, strategic and workforce complexities to ensure service continuity and efficiency.

Efficiency vs. operational complexity

The push for unitary authorities aims to streamline services, achieve economies of scale as well as reduce costs. However, fleet services present a more intricate picture. District councils typically manage waste, grounds maintenance and housing fleets, whilst county councils oversee school transport, highways and social care vehicles. Merging these into a single authority demands careful coordination to avoid duplication and inefficiencies.

According to APSE’s most recent State of the Market survey on local authority transport, many respondents expressed concerns about workforce capacity in fleet services, with 34% reporting trouble with retaining skilled technicians. Without clear transition plans, councils risk service disruptions, increased costs and declining morale.

Standardisation and integration challenges

A larger unitary authority could bring benefits like centralised procurement and consistent service standards. However, it also risks creating a disconnect between decision-makers and frontline operations. Key questions include:

• How will legacy fleet systems and maintenance schedules be harmonised?

• Should outsourced contracts be insourced for better value?

• Should fleet replacement programmes be harmonised making the most of newly joined assets?

APSE’s own roundtable discussions with members have revealed some councils lack a clear strategy for aligning fleet specifications post-merger. These gaps in preparedness could hinder service efficiency and cost savings.

Workforce and depot rationalisation

Reorganisation inevitably affects staff, from depot workers to back-office teams. While TUPE regulations do not technically apply, in reality public administration transfers offer the same protections, however this will still mean changes in reporting structures, depot locations and operational protocols which can unsettle employees. Losing experienced personnel during transitions poses a major risk, particularly where institutional knowledge is critical.

Depot consolidation is another pressing issue. While merging facilities can cut costs and free up assets, depot locations directly impact service response times, especially in rural areas. APSE’s own roundtable discussions reveal fleet managers view depot location as a key factor in operational efficiency. A poorly planned depot strategy could slow down services and increase costs.

Aligning with climate goals

Fleet services must also align with councils’ net-zero ambitions. Predecessor authorities may be at different stages of electrification or alternative fuel adoption, making a unified decarbonisation strategy challenging.

Asset rationalisation adds another layer of complexity. Councils must assess whether existing vehicles are fit for purpose, whether older assets should be replaced with greener alternatives and how to fund such transitions. A key question here will be the capital available in the new authority to carry out fleet renewal, with fleet and transport managers acutely aware of the potential drain on resources.

Data and culture

Modern fleet management relies heavily on data such as maintenance software and performance analytics. Integrating disparate systems across merging authorities is a major technical challenge, requiring compatibility checks and potential software upgrades.

Cultural differences between predecessor councils also matter. Varied management styles, operational norms and workforce expectations must be harmonised through strong leadership and inclusive change management.

More than a bureaucratic exercise

APSE’s own experience of supporting member councils throughout reorganisation has shown local government reorganisation has to be more than a bureaucratic exercise. A key factor in post-reorganisation success will, of course, be in the planning. Ideally fleet and transport managers, in authorities likely to merge, need to prepare in advance. Indeed, many managers are already attending APSE’s fleet and transport networking events to work through the implications. Factors such as skills audits, operational systems, maintenance regimes and the likely number of transferring staff must be considered. So too, an audit of assets and equipment. Equally, the journey to net zero will differ from authority to authority and fleet and transport managers must take cognisance of the views of their locally elected councillors before attempting to merge deadlines, strategies or target dates.

The coming months and years may prove challenging. However, the public sector, and local government in particular, has a rich history in managing change well. APSE remains confident that the sector will rely upon their professional networks and service knowledge to steer council frontline services through these changes and ensure their fleets remain the reliable, sustainable and cost-effective engines of public service delivery.

Find out how the Association for Public Service Excellence (APSE) can support your council fleet service through reorganisation here.