[This is an excerpt from an article in The Round Table: The Commonwealth Journal of International Affairs and Policy Studies.]

We take collaborative territorial government to involve a recognition from the different orders of government across the UK that they are embedded within a wider, interconnected system, and that if they are to achieve their core aims, they need to work with others. And this applies to the UK government too, especially given the complex, cross-cutting nature of its missions and the extent of the powers now held by the devolved governments.

In making the idea of ‘collaborative governance’ a core objective of the Council, and learning from places like Australia and Canada, there is the opportunity for it to be a model forum for practical policy collaboration and cross-administration learning which can effectively address major strategic issues and challenges for the UK. This is not, however, to say that all participants should always seek to align with, or adopt, the same approach on all policy questions. There are many instances when the different governments and authorities involved will have divergent policy agendas that reflect their accountability to different electorates. But while there are undoubtedly challenges stemming from party competition, a more collaborative framework can co-exist with and even support potential divergence by providing channels through which it can be more effectively managed.

The membership of the Council is already more politically fragmented than when it first met in October 2024, a trend which looks set to continue with the distinct possibility of three nationalist devolved leaders after May 2026’s elections and the likely election of more Reform UK mayors in England. Although political differences inevitably complicate intergovernmental cooperation, formal mechanisms become all the more essential in such circumstances, since informal party links cannot be depended upon to coordinate interactions across different levels of government. However, retaining the participation and support of this politically diverse group is likely to require a more jointly owned approach, and one that demonstrates the importance of this body for policy delivery (Walker et al., Citation2025).

A more collaborative framework can support all the governing authorities involved in delivering on their core objectives, through exchanging lessons, taking co-ordinating action in areas of shared interest, and helping participants better understand each other’s contexts and thinking. This calls for greater flexibility in the UK’s system of intergovernmental relations, which would require an evolution in Whitehall’s approach. However, examples of the kind that we have identified from Canada and Australia demonstrate that there are advantages from a delivery perspective to be had from this way of working as the current UK government undoubtedly needs to work with the devolved governments if it is to have any chance of fulfilling its core missions.

If, however, the perception takes hold among the devolved authorities that the British government is not genuinely committed to collaboration and partnership – both of which involve a willingness to listen to, and understand better, the perspectives and positions of other governments and demonstrate a respect for their constitutional status – then there is every chance that this initiative will fail. All sides need to display a degree of flexibility and a willingness to engage constructively and be open to collaboration with others (including those from different parties) for the Council to sustain itself as a productive venue.

This is particularly incumbent upon the UK government, given both its dominant constitutional position and status as the government for the largest territory and economy present in this enterprise. For intergovernmental relations to be genuinely collaborative, it will at times have to refrain from making use of these structural advantages and work instead to present itself as both a trustworthy partner and ‘holder of the ring’ for these discussions.

In moving towards a more collaborative way of governing, the Council of the Nations and Regions should establish new ways of working in partnership, and collectively identify and address issues of shared concern, no matter whether they are formally devolved or reserved.

Dewi Knight is with PolicyWise, The Open University in Wales, Cardiff, UK, Alex Walker is with the  Bennett School of Public Policy, University of Cambridge, UK,  Michael Kenny Bennett is with the School of Public Policy, University of Cambridge, Hannah Ellis is with the School of Engineering, The University of Edinburgh, UK and Lottie Marsden is with the Department of History, University of Bristol, UK.