As England’s shift to unitary authorities accelerates, councils face a rare chance to rethink how they work, says Eman Al-Hillawi, CEO at Entec Si.

The local government reorganisation (LGR) currently taking place in England will create unitary authorities to replace existing two-tier arrangements, massively reshaping how councils operate, deliver services, and manage people and resources.

There is no one-size-fits-all guidelines or approach for local authorities to follow, the implementation plan for these changes must be tailored to the specific people involved, the different communities they’re serving and the services they offer. Systems, processes and people are the three areas that can make or break a transformation and councils need to get this right.

Interim proposals were submitted in March, following which, each group of councils subject to LGR have been consulting, and developing their own proposals with feedback from the Government, stakeholders and community members. The next stage is the submission of final LGR proposals from all areas, the deadline for which is 28 November 2025. Once proposals have been submitted, there will be a period of central Government consultation before implementation orders can be formally prepared and finalised.

Vesting Day, the first day of the new unitary authorities, is scheduled for April 2028 in several English two tier areas. With the magnitude of changes required to achieve success and the complex nature of council environments, this leaves limited time to deliver what is required, as the transition will be highly complex and nuanced. Councils will need to prepare by getting the groundwork in place now.

This transition will be highly complex, as there are essentially two levels of change taking place at the same time. Firstly, the overarching merger, including what the new authority will look like, how this will sit within the local community and political landscape, and who will hold which roles. Secondly, within this, there will need to be a transformation plan that brings together the organisations’ technologies, data, processes and people, not to mention the consolidation of estates and various building portfolios. Looking at the digital transformation alone and aligning business systems, data and technologies, councils are likely to require specialist guidance and support on where to start and how to proceed with initiating the consolidation and integration process.

Technology is advancing at pace, and the timing of LGR provides a rare opportunity for councils to rethink how services work. Especially with digital tech and AI now available, there is a real opportunity for operations to be transformed from the ground up.

It would be a missed opportunity for councils to undertake such a significant change only to continue operating as they always have. LGR provides teams with a chance to rethink their approach and set out how they will become stronger and more effective in the long term. It would be prudent for the local authorities to view their service delivery model from their customers’, citizens’ and partners’ perspective, focusing on the priorities in the communities they serve, along with considering efficiency savings, supported by bold process and technology transformation. This can be done by exploring new possibilities, learning from global best practice and challenging traditional thinking.

If local authority leaders use this transformation as a springboard for meaningful change, they are far more likely to secure buy in and bring their people on the journey with them. Clear, effective communication strategies will be key to integrate and align the workforce, especially as different types of councils, each with their own cultures and customer bases, come together. Meanwhile, employees are likely to be experiencing change fatigue and fears around redundancies and their ways of working being altered. Uncertainties about the unknown, such as a change in location, role and team could lead to further anxiety. Launching thoughtful and comprehensive reskilling, upskilling and engagement programmes can help to ease fears.

The greatest pitfall for councils is approaching the transformation as a quick process and expecting people to adjust immediately. The proposal provides a plan, but real, concrete change doesn't happen overnight. Getting people embedded into new structures and ideas takes time, and councils need to build this in when planning.

Successful LGR will require time, investment, and careful consideration. Councils must anticipate a significant upheaval and ensure they have the resources, budget, and leadership focus needed to manage it effectively. Most importantly, transformation must be led with people at the centre. Keeping employees informed, engaged, and supported is essential to reduce anxiety and build confidence in new structures.

Local authorities must remain focused on delivering efficiency, savings, and meaningful improvements in services. Councils can and should use this opportunity not only to implement structural change, but to redefine how they operate to incorporate more agile, effective, and forward-looking approaches.

Want to learn more about local government reorganisation? Check out: Local Government Reorganisation: What It Means and Why It Matters.