Local government reorganisation: Simplifying IT complexity

Local Government Reorganisation (LGR) represents one of the most profound shifts a council can undertake. It is a monumental task bringing together distinct organisations, each with its own culture, processes, and technology. While the strategic goals - improved efficiency, streamlined services, and better outcomes for communities - are clear, the path to achieving them is fraught with operational challenges. At the heart of this complexity lies the technology estate. 

Successfully merging multiple IT environments during LGR is not simply a technical exercise; it is a critical test of leadership, planning, and execution. The risk of service disruption, data loss, and budget overruns is significant. However, with a clear-eyed view of the challenges and a structured approach to programme management, councils can navigate this transition, minimise disruption, and lay the groundwork for a more agile and resilient future.

The unique challenge of LGR IT complexity 

Merging two or more councils means untangling a web of disparate systems, applications, and infrastructure. Unlike a standard private-sector merger, LGRs carry the non-negotiable responsibility of maintaining statutory services. Council tax collection, social care case management, and waste services cannot simply be paused. 

The complexity often manifests in several key areas: 

• Multiple core systems: Each predecessor council will have its own finance, HR, and housing systems. These may be from different suppliers, running on different versions, or be heavily customised, making direct integration difficult.
• Disparate contracts: You will inherit a portfolio of supplier contracts for everything from telephony and network connectivity to software licences. These will have different renewal dates, service levels, and break clauses, creating a complex supplier management puzzle.
• Legacy technology: One of the biggest risks is underestimating the complexity of legacy systems. Many councils still rely on older, on-premises solutions that are difficult to support, secure, and integrate with modern cloud services. These systems often hold decades of critical public data.
• Cultural differences: Ways of working, IT policies, and user expectations can vary significantly between councils. Forcing a single new model without careful change management can lead to resistance and productivity loss. 

Clearly, the initial planning stage is critical to any successful transition and requires a robust framework. A successful transition depends on acknowledging these challenges from day one and building a robust framework to manage them. 

Strong governance: the foundation for success 

Before a single server is migrated, establishing strong governance and effective programme management is essential. LGR is too large and multifaceted to be managed informally. It requires a dedicated programme team with clear roles, responsibilities, and decision-making authority. 

This governance structure should be responsible for: 

• Setting a clear vision: Defining what the future IT environment will look like and how it will support the new unitary authority’s strategic objectives.
• Establishing milestones: Breaking the transition down into manageable phases with clear, measurable outcomes. This allows for progress tracking and helps maintain momentum.
• Managing risk: Proactively identifying and mitigating risks related to service continuity, data integrity, and security.
• Stakeholder communication: Keeping staff, councillors, and service users informed throughout the process to manage expectations and build confidence. 

Engaging an experienced technology partner can provide the necessary rigour and discipline. A partner with a proven track record in public sector transformations can bring established programme management methodologies, helping to set realistic milestones and build the resilience needed to avoid costly mistakes. 

Vesting day readiness: prioritising service continuity 

The primary objective during any LGR is to ensure statutory services continue uninterrupted from day one of the new authority. This requires a meticulous plan that identifies critical systems and establishes clear processes for maintaining them. 

A crucial early step is creating a comprehensive inventory of all IT assets, contracts, and systems across the merging councils. This ‘as-is’ analysis provides the baseline for all future planning. Based on this, the programme team can develop a fallback strategy. This isn't about planning for failure, but about ensuring resilience. What happens if a system migration is delayed? How will staff access critical data if the new network isn't fully operational? A clear plan for system fallback, data archiving, and temporary workarounds is non-negotiable. 

Tackling the contract and supplier maze 

Merging councils often means inheriting dozens, if not hundreds, of technology and service contracts. Attempting to rationalise this portfolio without a clear strategy can lead to duplicated costs and service gaps. 

A systematic approach to contract review is vital. This involves: 

1. Auditing all contracts: Creating a central repository of all IT-related contracts, noting renewal dates, costs, and service-level agreements (SLAs).
2. Identifying overlap: Pinpointing where multiple councils are paying for similar services, presenting an opportunity for consolidation.
3. Assessing strategic fit: Evaluating which suppliers and solutions align with the new authority's long-term technology roadmap. 

This process can be complex and time-consuming. An experienced service integration partner can be invaluable here. Using Service Integration and Management (SIAM), principles, the partner can act as a single point of control, managing the diverse supplier landscape on your behalf. This frees up internal teams to focus on strategic priorities while ensuring a smooth, coordinated approach to supplier consolidation and cost optimisation. 

Supporting your people through change 

Ultimately, technology is only as effective as the people who use it. LGR is an unsettling time for staff, who may be facing uncertainty about their roles and the tools they will be using. Ensuring they are supported is paramount. 

A key element of this is providing a reliable, accessible point of contact for all IT issues. Merging multiple service desks into one cohesive unit is a significant challenge. A UK-based, 24/7 service desk, delivered by a partner who understands the public sector context, can provide the consistent and empathetic support your users need. This ensures that whether an employee is a former district council officer or a county-level manager, they have a single number to call for help, reducing frustration and maintaining productivity during the critical transition period. 

Conclusion: Plan for complexity, partner for success 

The initial phase of LGR is defined by complexity. Successfully navigating the merger of disparate IT estates, contracts, and cultures requires a deliberate and structured approach. Rushing into technical solutions without first establishing robust governance, mapping out dependencies, and planning for service continuity is a recipe for disruption. 

Councils that thrive are those that acknowledge the scale of the challenge and seek experienced support. Partners like OneAdvanced IT Services, with over 30 years of experience supporting the public sector, understand that you cannot just switch everything off and start again. 

The next steps for any council embarking on this journey should focus on discovery and planning: 

• Baseline your current environment: Conduct a thorough audit of all systems, applications, and infrastructure.
• Build a risk register: Identify all potential points of failure and develop mitigation plans by using the latest AI-driven solutions such as Risk Assist from OneAdvanced.
• Develop a high-level roadmap: Outline the key phases of the transition, from day-one readiness to future-state transformation. 

By taking the time to plan methodically, you can de-risk the process and turn one of local government's biggest challenges into an opportunity to build something stronger, more efficient, and better equipped to serve your community. 

In our next blog, we will explore the path to creating a unified and scalable technology estate, focusing on system integration, SIAM principles, and the move to the cloud. 

To discuss any of the above in more detail, please contact us here.