As local government reorganisation reshapes the sector, councils have a rare opportunity to move beyond competition and embrace collaboration. A Localis roundtable, facilitated by TechnologyOne, explores how digital, data and stronger partnerships can help turn structural change into lasting transformation.

Participants:

• Yogita Popat, Programme Director – Strategy, Culture & Sustainability and President for SOCITM, Barnet Council/SOCITM
• Caroline Al-Beyerty, Chamberlain and Chief Financial Officer, City of London Corporation
• Rehana Ramesh, Director – ICT, Digital and Customer Services, Hackney Council
• Joanne Rayne, Deputy S151, Finance Lead, Hart District Council
• Steven Pink, Corporate Director of Finance and Resources, Havant Borough Council
• Brendan Arnold, Corporate Director of Finance, Kent County Council
• Naomi Lucas, Principal Adviser – Finance & Governance, LGA
• Jonathan Werran, Chief Executive, Localis
• Nadira Hussain, Chief Executive Officer, SOCITM
• Georgina Maratheftis, Associate Director, Local Public Services, techUK
• Emma Foy, Industry Sales Lead – LG, TechnologyOne

A recent Localis roundtable, held under Chatham House Rules and facilitated by TechnologyOne, brought together senior leaders from local government, digital, technology and policy to explore how digital, data and AI can support meaningful reform at a time of profound organisational change.

The conversation took place against a backdrop of local government reorganisation (LGR), growing pressure on public finances, rapid advances in artificial intelligence and renewed emphasis on place-based working. While digital transformation was at the heart of the discussion, one message stood out above all others: the success of local government reorganisation will depend less on technology itself and more on how effectively organisations work together.

For decades, councils have often found themselves competing with one another, for funding, investment and, at times, influence. LGR fundamentally changes that dynamic. As authorities navigate an uncertain future, there is growing recognition that no single organisation has all the answers. Instead, meaningful reform will come through sharing experience, learning from peers and tackling common challenges collectively.

That is precisely why conversations like these matter. By bringing together leaders from across the sector in a neutral environment, TechnologyOne is helping to create the conditions for the kind of collaboration that participants agreed will be essential if reform is to deliver lasting change.

For many around the table, local government reorganisation represents far more than a structural exercise. It is a rare opportunity to redesign services around residents rather than institutions. As one attendee described it, LGR is a “once-in-a-generation opportunity” that should be used to transform public service delivery, not simply consolidate existing structures.

The scale of that challenge should not be underestimated. Local government remains highly fragmented, with hundreds of organisations operating different systems, contracts and processes. Legacy technology, poor interoperability and varying levels of digital maturity continue to limit collaboration and slow innovation. Yet there was broad agreement that technology alone will not solve these problems.

That distinction is one of the defining themes to emerge from the discussion. Technology is consistently framed as an enabler rather than the transformation itself. Lasting change depends on leadership, organisational culture and the willingness to challenge long-established ways of working. Rather than beginning with technology, organisations first need to define the outcomes they are trying to achieve. As one attendee put it: “Let's stop talking about systems first. Let's talk about the outcomes we're trying to achieve.”

This shift in mindset is particularly important as councils grapple with rising demand, especially in adult social care, housing and children’s services. Better use of data is widely recognised as one of the greatest opportunities to move from reactive services to preventative ones.

The discussion explored how everyday interactions with residents can provide valuable insight into emerging needs. By connecting information across services, councils can identify risks earlier, intervene sooner and reduce demand for more complex and costly support further down the line. Prevention, productivity and prediction emerged as three of the most valuable contributions digital and data can make to public services, improving both financial sustainability and, more importantly, outcomes for residents.

While there was considerable optimism about the potential of artificial intelligence, participants were equally realistic about the challenges that remain. Poor quality data, fragmented systems and workforce skills continue to limit the value organisations can derive from AI, reinforcing the view that technology cannot compensate for weak foundations. Others pointed to a growing gap between the pace of technological change and the readiness of public institutions to adopt it effectively. Governance, ethics, transparency, procurement and long-term costs all remain unresolved questions. Rather than chasing the latest technology, councils need to become more disciplined buyers, defining the problems they are trying to solve before investing in new solutions.

Alongside technology, workforce skills emerged as another critical priority. Digital, data and AI are no longer specialist disciplines confined to IT departments; they are increasingly becoming core leadership capabilities. Digital leaders need a stronger voice alongside finance, HR and service leaders when shaping future operating models, while digital professionals themselves must continue developing the strategic skills needed to influence organisational change rather than simply deliver technology.

Ultimately, however, the conversation kept returning to collaboration. Many of the barriers facing local government are not technical but organisational. Services continue to operate within institutional boundaries despite residents experiencing them as a single system. Breaking down those barriers will require stronger partnerships between councils, health organisations, central government and suppliers, alongside shared standards, common approaches and more effective knowledge sharing.

There is also recognition that central government cannot provide every answer. While national leadership has an important role to play, many of the most effective solutions will come from councils learning directly from one another. In the context of LGR, where every authority is navigating unfamiliar territory, peer-to-peer collaboration becomes not simply desirable but essential.

That sentiment captures the spirit of the discussion. Local government has spent years operating in a competitive environment, often bidding against neighbouring authorities for limited resources. LGR offers an opportunity to replace that mindset with one based on collective learning and shared ambition.

Forums such as this are an important part of that transition. By creating space for local government leaders to openly exchange experiences, challenge assumptions and explore common solutions, TechnologyOne is helping to facilitate the conversations that will shape the future of the sector.

Ultimately, digital is not an agenda in its own right. It is an enabler of better services, stronger places and improved outcomes. If local government can combine investment in technology with changes in leadership, culture and collaboration, then the reforms currently under way have the potential to become far more than organisational restructuring. They could become the foundation for a more connected, preventative and resilient model of public service.

Get Involved in the Connected Prevention Research Programme

This roundtable marks the beginning of Localis' Connected Prevention research programme, exploring how integrated digital systems can support preventative, place-based public service reform. Building on the foundations of Connected Devolution, the programme examines how councils, strategic authorities, the NHS, housing providers and other partners can work together through better data, governance and digital integration to deliver earlier intervention and improved outcomes.

As the research develops, Localis is inviting contributions from local government leaders, digital professionals, policymakers and sector partners. If you have insights, case studies or practical experience to share, or would like to participate in future roundtables and research discussions, the team would be pleased to hear from you.

To get involved, contact the Localis team at info@localis.org.uk

Read more: https://localis.org.uk/research/connected-prevention/