LGR North Star
- truthaboutlocalgov
- Oct 10
- 8 min read
You may have heard me talk about the importance of understanding where you're starting from digitally when embarking on organisational transformation. Establishing a clear digital baseline your current systems, capabilities, data maturity, and user experience is essential to shaping a realistic and impactful transformation roadmap. These principles remain absolutely vital to success. But what happens when transformation is driven not just by ambition, but by necessity such as in the case of Local Government Reorganisation?
Reorganisation introduces a unique complexity. It’s not just about improving what exists; it’s about merging what exists across multiple councils. That means reconciling different technologies, cultures, governance models, and service delivery approaches. It’s a moment where transformation and integration collide. One of the most challenging aspects is aligning disparate Enterprise Architectures (EA). Councils may have invested in different platforms, data standards, and operating models. Without a shared understanding of the digital landscape across all merging entities, leaders risk building on unstable foundations. That’s why establishing a robust, multi-council baseline is not just helpful it’s non-negotiable.
This baseline must go beyond technology. It should include:
Digital maturity assessments across each organisation
Service mapping to identify overlaps, gaps, and opportunities
Data interoperability audits to understand how systems can (or can’t) talk to each other
Cultural diagnostics to surface differences in leadership styles, decision-making, and risk appetite
Only with this clarity can leaders set a practical, phased plan for success one that balances ambition with realism, and innovation with operational continuity. Reorganisation is also a political and emotional process. Securing buy-in across organisations means demonstrating that transformation won’t just deliver efficiency it will deliver better services, fairer outcomes, and a stronger collective identity. That’s why the rigor behind your planning matters. It’s not just about systems; it’s about trust.
What Is a Digital Maturity Assessment?
A digital maturity assessment is a structured evaluation of an organisation’s current digital capabilities, readiness, and culture. It helps leaders understand where they are on the digital transformation journey and what gaps need to be addressed to move forward effectively.
In local government, this becomes especially critical during reorganisation, where multiple councils with different digital footprints must align to deliver cohesive services.
Why It Matters in Reorganisation
When councils merge or collaborate more deeply, their digital maturity levels often vary significantly. One council may have invested heavily in cloud infrastructure and agile service design, while another may still rely on legacy systems and siloed data. Without understanding these differences, integration efforts can stall or fail.
A digital maturity assessment helps:
Establish a shared baseline across organisations
Identify strengths and weaknesses in digital infrastructure, skills, and processes
Prioritise investment in areas that will deliver the greatest impact
Inform the Enterprise Architecture strategy for the new or merged entity
Build trust and transparency between merging councils by surfacing challenges early
Key Dimensions to Assess
A comprehensive digital maturity assessment typically covers:
Technology Infrastructure
Cloud adoption
Legacy systems
Cybersecurity posture
System interoperability
Data and Analytics
Data governance and quality
Use of data for decision-making
Open data and transparency
Digital Skills and Culture
Staff digital literacy
Leadership commitment to digital
Innovation mindset
Service Design and Delivery
User-centred design practices
Channel shift (e.g. from face-to-face to digital)
Accessibility and inclusion
Governance and Strategy
Digital strategy alignment
Procurement agility
Partnership and collaboration models
Approach to Conducting the Assessment
Surveys and Interviews with staff across departments
Workshops to explore pain points and aspirations
System audits to map current technologies and integrations
Benchmarking against national frameworks (e.g. SOCITM, Local Digital Declaration)
Gap analysis to identify what’s needed to reach desired maturity
Using the Results
The output should be a clear, visual maturity model showing where each council stands across key dimensions. This becomes the foundation for:
A shared digital roadmap
A target operating model
A prioritised investment plan
A change management strategy that supports staff through the transition
The Complexities of Merging in Local Government
When local authorities merge, the challenges go far beyond organisational charts and service portfolios. One of the most immediate and disruptive issues is the misalignment of digital maturity and technology landscapes. Councils rarely start from the same place. Some may have invested heavily in cloud infrastructure, digital service design, and data analytics, while others may still be reliant on fragmented legacy systems, manual processes, and siloed information.
This creates a patchwork of technologies, skillsets, and digital cultures. Without a deliberate and well-resourced effort to assess and harmonise these differences, the reorganisation process risks:
Spiralling costs due to duplicated systems and inefficient procurement
Operational disruption as incompatible platforms slow down integration
Reduced service quality at a time when residents expect improvements
Staff disengagement due to unclear digital direction and uneven capabilities
These are not just technical problems they are strategic risks. Citizens expect reorganisation to deliver better outcomes, not just structural change. If digital integration is poorly managed, it undermines trust in the entire process.
Governance and Leadership: A Hidden Pressure Point
Beyond technology, another major challenge lies in management styles and governance structures. Each authority brings its own leadership traditions, decision-making cultures, and tolerance for risk. Some may operate with a strong centralised model, while others favour distributed leadership and community-led priorities. Merging these approaches requires more than compromise it demands a new consensus on:
Vision and strategic priorities
Oversight and accountability
Pace and appetite for change
This is where reorganisation becomes a test of leadership. Leaders must navigate the delicate balance between continuity and disruption preserving what works while being bold enough to reshape what doesn’t. They must also ensure that:
Staff feel valued and supported through the transition
Residents experience tangible benefits, not just promises
The new organisation builds a cohesive identity, not just a shared logo
The Path Forward
To succeed, councils must treat digital and governance integration as core pillars of reorganisation not afterthoughts. This means:
Conducting joint digital maturity assessments to establish a shared baseline
Creating a unified Enterprise Architecture strategy that supports long-term transformation
Facilitating leadership alignment workshops to build trust and shared purpose
Investing in change management and communication to keep staff and citizens informed and engaged
Reorganisation is a rare opportunity to reset, rethink, and rebuild. But it only delivers on its promise when complexity is met with clarity, and ambition is matched by execution.
The Role of Enterprise Architecture in Local Government Reorganisation
Enterprise Architecture (EA) has emerged as a cornerstone of successful local government mergers not just as a technical discipline, but as a strategic enabler. Too often misunderstood as “just the IT bit,” EA is in fact the mechanism through which a newly formed authority defines what it has, what it wants to become, and how technology, data, and processes must evolve to support that vision. EA provides the blueprint for transformation. It connects the dots between systems, services, people, and strategic goals. Its real power lies in making the invisible visible surfacing duplications, gaps, inefficiencies, and opportunities that would otherwise remain buried in complexity.
Why EA Is Critical in a Merger Context
When councils merge, they bring with them:
Different technology stacks (CRM, finance, HR, case management systems)
Varying levels of digital maturity
Distinct service delivery models
Conflicting governance and procurement arrangements
Without a coherent EA strategy, integration becomes reactive and fragmented. With EA, it becomes intentional and aligned.
What Effective EA Looks Like in Practice
A robust EA approach during reorganisation should include:
Technology Estate Inventory
Catalogue all systems, platforms, and applications across merging authorities
Identify overlaps, redundancies, and critical dependencies
Contractual and Licensing Review
Audit existing vendor contracts, licensing models, and renewal timelines
Flag risks and opportunities for renegotiation or consolidation
Digital Maturity Assessment
Evaluate each council’s digital capabilities, infrastructure, and culture
Establish a shared baseline to inform future investment
Resource and Capability Mapping
Align staff skills, digital teams, and support functions with future needs
Identify gaps in capacity or expertise
Governance and Standards Alignment
Define common principles for data governance, cybersecurity, and procurement
Set up structures for continuous improvement and innovation
Strategic Outcomes of EA in Reorganisation
Done well, EA enables:
Rationalisation: Removing duplication and streamlining systems
Standardisation: Creating consistent processes and data models
Innovation: Identifying areas where new technology can unlock better outcomes
Scalability: Building a foundation that supports future growth and agility
It also supports change management by providing clarity and structure helping staff understand the “why” behind decisions and giving leaders a roadmap to communicate progress.
Enterprise Architecture isn’t just a technical exercise it’s a leadership tool. In the context of local government reorganisation, it’s the difference between stitching together old systems and designing a future-ready authority. Councils that invest in EA early, and treat it as a strategic priority, are far more likely to deliver the benefits residents expect: better services, smarter spending, and a stronger public sector.
Establishing the Baseline and Roadmap
In any local government reorganisation, the temptation is to move quickly toward integration, toward savings, toward visible change. But speed without clarity can be costly. That’s why establishing a robust baseline is not just a technical step it’s a strategic imperative.
A baseline is more than a list of systems or a snapshot of budgets. It’s a comprehensive, honest assessment of:
Digital assets: systems, platforms, infrastructure, and data
Human resources: skills, capacity, leadership capabilities
Contractual obligations: vendor agreements, licensing, service contracts
Organisational capabilities: governance, decision-making, delivery models
Risks and constraints: legacy dependencies, cultural misalignments, financial pressures
Councils that invest in this level of detail early are better positioned to make bold, informed decisions. They can set transparent expectations, avoid duplication, and manage change with greater confidence and credibility.
From Baseline to Roadmap: Planning for Transformation
Once the baseline is established, the focus shifts to building a realistic and actionable transformation roadmap. This is where strategic ambition meets operational reality.
A strong roadmap should be:
Evidence-based: grounded in the baseline, not assumptions
Outcome-driven: focused on measurable improvements in service, efficiency, and experience
Phased and prioritised: recognising what must happen now, next, and later
Flexible: able to adapt to emerging challenges or opportunities
Key components of a successful roadmap include:
Programme Governance
Clear ownership and accountability
Decision-making structures that balance speed with rigour
Communication Strategy
Transparent messaging to staff, stakeholders, and residents
Regular updates to build trust and maintain momentum
Staff Engagement and Support
Inclusion of both legacy and new teams in shaping the future
Training, coaching, and wellbeing support to manage change
Culture of Collaboration and Learning
Encouraging cross-authority working
Creating safe spaces for experimentation and feedback
Why This Matters
Reorganisation is not just about structural change it’s about building a new organisation that is fit for purpose, digitally confident, and citizen-focused. The baseline gives you the truth. The roadmap gives you the path. Together, they ensure that transformation is not just possible, but sustainable.
Conclusion: Turning Complexity into Opportunity
Merging technologies, resources, and management styles through local government reorganisation is undeniably complex but it also presents a rare and powerful opportunity. Done well, it allows councils to move beyond legacy constraints and build a smarter, more unified approach to digital and organisational transformation. Success begins with clarity. Establishing your “North Star” means understanding where you are now your risks, assets, and opportunities and defining a balanced, proportionate target outcome that reflects both ambition and realism.
At RPNA, we’ve developed a rapid, evidence-based approach to help councils do exactly that. Our methodology enables you to:
Quickly identify your current digital and organisational baseline
Surface hidden risks and duplication
Define a clear, strategic vision for transformation
Build a practical roadmap to achieve it
Whether you're at the start of your reorganisation journey or already navigating the complexities of integration, we can help you shape a future-ready authority that delivers better outcomes for residents and staff alike. If you’d like to explore how we can support your transformation, please contact us at speaktous@therpna.co.uk.
Author: Ashley Roper - Founding Partner - RPNA
