Trust, clarity and impact: the communications challenge of devolution

With global geopolitics dominating headlines, it’s hard to pay attention to the quieter transformation underway across England. From next year, power will shift from Whitehall to a new cohort of regional authorities.

Devolution is not new, but its scale and impact are accelerating. Powers over key areas including transport, housing, skills and economic development will pass to new elected Mayors and Combined County Authorities. Sussex is one of six areas fast-tracked to elect a regional Mayor by May 2026. 

Last week, I chaired the Brighton Chamber Big Debate on Devolution when more than 150 people attended to find out more from a panel including Jess Gibbons, Chief Executive of Brighton & Hove City Council; Richard Freeman, CEO of Always Possible; members of Brighton Youth Council; and Sarah Springford, CEO of Brighton Chamber. The conversation ranged from skills, transport to how multi-year, regional financial settlements could allow for decision making on systemic challenges – like housing and climate. While there was energy and optimism, it was matched by unease at the pace of change and deep scepticism that it would deliver improvements. 

This matters. For devolution to succeed, it must be seen meaningful and more than simply about process. People need to understand what’s happening, why it matters and how they can shape it. That includes turning out to vote for new mayors.

This is no small task when public trust in local government is low. Carnegie UK’s Life in the UK Index found 55% of people feel unable to influence decisions locally, and 27% don’t low trust local councils. According to Ipsos–LGIU, 63% of people in England are not following the government’s devolution agenda closely—if at all.

This came through loud and clear at the Brighton Chamber debate. The audience recognised the opportunity but felt confused by what was happening, alienated by jargon, inconsistent messaging and consultation that, until now, has felt tokenistic.  

Devolution can be a catalyst to rebuild trust in both policy and process. That starts with communications being seen as a core strategy that invites, informs and involves communities, using evidence and storytelling to connect policy to lived experience.   

Devolution needs hearts and minds as much as a political mandate to succeed. If we communicate with precision, empathy and conviction, we can show both what is changing, why it matters and how people can be part of it. Get it right, then devolution will be something Sussex will understand, value and support. Get it wrong, then there is real risk that it will further erode public trust and result in a low voter turnout that means a new political leadership takes office without meaningful mandate. Devolution will have succeeded in structure—but failed in spirit.