The Human Heart of Council Mergers

The UK's public sector is embarking on a profound journey of transformation, driven by the government's devolution agenda. This often means the complex and challenging task of merging district councils and county councils into larger, more cohesive unitary authorities. While the strategic benefits of these mergers – improved service delivery, greater efficiency, and tailored local solutions – are clear, the path to achieving them is anything but simple.

Having worked extensively within the public sector, including with some of the biggest unitary authorities and numerous housing authority consolidations, we at Avalie Digital know that successful mergers hinge on far more than just technology. In fact, our experience consistently shows that digital transformation is fundamentally about people, not just the technology.

The Phased Reality of Mergers

Initially, these mergers will primarily be "by name" where a new unitary authority exists on paper with a unified senior management team at its helm. However, in our opinion at Avalie, the former councils will continue to operate somewhat separately for a considerable period. This phased approach is necessitated by the sheer complexity involved in aligning diverse services and operational processes across multiple entities. A key challenge will be the harmonisation of policies and procedures that have developed independently over many decades. Regrettably, we have observed instances where a majority of management from a particular company can inadvertently bias the new entity towards their original council's policies and even staffing decisions. This is an approach we do not recommend, as it can hinder true integration and fosters resentment.

The Long Road of ICT System Mergers

The integration of ICT systems is almost certainly the last, and arguably the most complex, part of the entire merger puzzle to get right. The current landscape is often a patchwork of legacy systems, bespoke applications, and disparate data silos that have supported individual districts for years. The complexity extends beyond mere technical compatibility, encompassing critical aspects like data integrity, security, and ensuring seamless service continuity for both citizens and staff. The process involves meticulous discovery, rationalisation of existing systems, complex data migration, and extensive training for end-users. Realistically, in our opinion at Avalie, it will take multiple years before a truly fully migrated and integrated ICT landscape emerges across a newly formed unitary authority, making this journey a marathon, not a sprint.

The Human Element: Why People Precede Technology

The core truth in any consolidation or merger is that culture is always the hardest part to achieve, and bringing people along on the journey is normally the most significant hurdle. Staff can often feel as though they're stuck in 'purgatory', facing uncertainty about their roles, reporting lines, office locations, and even the fundamental purpose of their work. This feeling of being 'left in limbo' is incredibly damaging, eroding morale, trust, and productivity. Prioritising people is crucial to minimise disruption, as clear communication reduces rumour and maintains focus. It's essential to build a unified culture by fostering a new, shared identity rather than merely merging old ones. Ensuring staff buy-in is vital, as engaged individuals are far more likely to support new systems and processes. Furthermore, a people-first approach helps retain valuable people and institutional knowledge, creating a stable foundation for all subsequent changes. Avalie's insight is clear: it's key that people know where they are with the merger as soon as they can know and before Technology rationisation.

The End of an Era

The landscape of local government is undeniably shifting. The days of shared services and districts sharing resources seem to be drawing to a close, heralding the dawn of the unitary authority – a structure demanding comprehensive integration. Avalie's approach to ensuring success in this new era begins with putting people first, prioritising clear communication and clarity for staff to build engagement. We then leverage Enterprise Architecture (EA) to provide the unifying blueprint for strategic alignment across business processes, information, applications, and technology, meticulously planning the 'how'. Finally, our digital expertise, honed through experience in managing daily operations and policy development, ensures smooth sailing, adaptive approach and effective implementation.

Conclusion

By strategically focusing on the human element, leveraging the power of Enterprise Architecture, and applying deep public sector experience, we at Avalie believe we can help councils navigate these complex mergers successfully. The aim is to deliver more integrated, efficient, and locally responsive public services, understanding it's a marathon, not a sprint, especially when it comes to people and technology.