Hampshire County Council will next week consider replacing 15 existing councils with four new unitary authorities across Hampshire and the Solent, as part of government plans to streamline local government services.
The transformation represents a shift from the existing two-tier structure, where duties are divided between county and district authorities. Under the new system, unitary councils would handle all local services – from social care and education to waste collection and planning applications – creating more accessible and efficient services for residents.
The Local Government Reorganisation presents an opportunity to enhance council services, making them simpler, stronger, more secure and improved for all residents. Hampshire County Council’s objective is to create more accessible services, reduce confusion, and ensure assistance reaches those most in need. The initiative also focuses on increasing local participation, ensuring community-led decision-making that builds trust, promotes fiscal responsibility, and delivers priority services.
The proposal, jointly developed by Hampshire County Council and East Hampshire District Council, suggests establishing three unitary authorities on the Hampshire and Solent mainland, whilst maintaining the Isle of Wight as an independent unitary council. The proposed boundaries would encompass:
North: Basingstoke and Deane, East Hampshire, Hart, Rushmoor, Winchester
South-West: Eastleigh, New Forest, Southampton, Test Valley
South-East: Fareham, Gosport, Havant, Portsmouth
Isle of Wight: (remains unchanged)
This framework emerges as the favoured choice following comprehensive research, financial evaluation, and consultation with residents, public service partners, and local government specialists.
The four-council structure provides optimal balance between simplicity, stability, and cost savings. It leverages existing council strengths, minimises unnecessary disruption, and maintains continuity for essential services including social care and education.
Following implementation, the model is projected to generate annual savings of nearly £50 million, requires minimal initial investment, and achieves cost recovery within three years. It eliminates risks associated with establishing completely new council services and infrastructure, which would prove more costly and time-consuming.
The proposal groups rural areas of New Forest and Test Valley within a South-West unitary council, ensuring less urban areas receive appropriate consideration alongside neighbouring towns and cities. This configuration strengthens rural representation in the southern region, preserves local character, and creates enhanced growth opportunities whilst reflecting natural geographical and community connections.
Two additional configurations were evaluated but rejected:
Three-council model: Would have established two large mainland councils plus the Isle of Wight. Despite potential paper savings, this would require dismantling existing services and merging extensive areas, creating substantial disruption risks, particularly for vulnerable residents dependent on adult social care and children’s services. It could also weaken local identity and hamper councils’ ability to address local requirements.
Five-council model: Would have created four mainland councils and the Isle of Wight, requiring one council to be established from scratch with major responsibilities for expensive, high-risk services including education, highways, waste management, and social care for vulnerable adults and children. This represents the most expensive and risky option, lacking existing personnel, systems, or leadership. Recovery would exceed a decade and could result in increased council tax or service reductions.
Both alternatives risk service fragmentation, reduced coordination, and increased inequality between areas – potentially creating service disparities based on location.
The recommended four-council model ensures a more seamless and secure transition, delivering stronger local leadership, enhanced value for money, and more accessible, integrated services for residents. It preserves unique local identities whilst maintaining strong community voices in local decision-making.
Councillor Nick Adams-King, Hampshire County Council Leader, commented: “Government has clearly stated that all two-tier council areas must transition to single-tier systems by 2028. This necessitates significant changes to local service delivery, making it crucial we achieve the right outcome.
“Collaborating with East Hampshire District Council colleagues, we’re committed to securing optimal results for residents during this transition. Our goal is establishing strong, reliable, and comprehensible new councils that prioritise local people and simplify processes. These would manage all local services whilst building upon existing successes – avoiding unnecessary disruption and protecting vital services including social care, education, highways, planning, and waste management. Our local government vision ensures communities maintain their identity and strong influence in local decisions.
“We’ve thoroughly examined all options. Some offer greater theoretical savings but carry higher risks – including service disruption, confusion, or excessive pressure on financially challenged councils. Others would cost significantly more and delay benefits.
“We’ll carefully consider this four-council model, which seeks appropriate balance. Councillors will scrutinise whether it presents the most practical and affordable solution, prioritises residents, and offers the best transition prospects – ensuring continued service provision whilst enabling councils to focus on improved local outcomes.”
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Councillor Richard Millard, East Hampshire District Council Leader, stated: “This represents a pivotal moment for Hampshire and Solent local government. With mounting public service pressures, we’re examining system simplification and improved resident outcomes. This proposal’s strength lies in its robust, evidence-based development approach. Data utilisation and clear methodology provide strong foundations for serious local government evolution discussions.
“This decision rests with councillors. All Members must consider long-term benefits for residents, communities, and local service sustainability when evaluating options.
“This proposal emerged through collaborative spirit, reflecting shared commitment to public service improvement through innovation. Moving forward, continued partnership will be essential for delivering optimal resident outcomes, regardless of the agreed model.”
Following approval by the full County Council on Thursday 17 July and the Council’s Cabinet on Friday 18 July, public engagement will run from 21 July to 17 August, enabling residents and stakeholders to share their perspectives. This feedback will inform the final proposal’s development before government submission in autumn.
