Public-sector systems must speak one language to form true joined-up councils

Emma O’Brien, Founder and CEO of Embridge Consulting, argues that as councils transition to unitary structures, success will rely less on acquiring new technology and more on the ability of existing systems to boost technical integration

Local government spends £121 billion annually across England, employing more than 1.18 million people, according to the Local Government Association. With a national digital government blueprint now in place, much of that financial and human resource – and more – is being invested in digital change.

Artificial intelligence-enabled automation and improved data use thus remain at the forefront of the ‘devolution revolution’. Nevertheless, as councils are reshaped from multi-tier county and borough entities into new, single-tier unitary authorities, success will hinge not only on new system acquisition, but on the ability to bring all systems – and people – together.

One mission: Fast taracking technical integration

Digital government policy and devolution reform share the same ambition: faster, simpler, more joined-up public services. Removing duplications in data, systems, and team structures – and introducing new technologies to fill remaining gaps – is a key part of this, but is not enough on its own.

New technological systems may offer capabilities that meet real operational needs, promising to carry legacy knowledge forward as they enable smarter ways of working in the future. However, unless they connect with users and with one another, they cannot deliver. Even the most advanced tools become obstacles if staff members still rely on manual workarounds to connect the systems they form part of.

For instance, data may need to be duplicated in spreadsheets because HR and payroll systems cannot automatically share updates. This can result in a return to old, inefficient methods, cancelling out the unity and efficiency promised by devolution, as core data is once again relegated to silos rather than shared across a single system. Technology only empowers public service delivery when employees trust it, use it, and benefit from it.

Why interoperability cannot wait until vesting day

Interoperability must be prioritised now, during the shadow governance phase. Decisions delayed until vesting day hard-wire inefficiency into the new authority, turning day one into the start of remediation rather than the launch of joined-up services. When systems communicate via a shared language, information passes between services without manual intervention, the risk of errors, or the need to chase details. Integrations between software and tools are key to achieving this.

In practice, multi-tier structures have rarely supported meaningful data flow. Housing, planning, benefits, and finance systems were implemented independently over time, leaving staff to reconcile information across services manually and slowing support at the point when citizens need it most. Unitary reform aims to fix this – but old silos won’t disappear automatically. The pre-vesting period is a critical opportunity for councils to decide which systems stay, go, add on, and connect. Unless interoperability between each element is factored into due diligence – via integrations – vesting day becomes the starting point for rising and ongoing challenges, rather than a launchpad for unified progress.

About interoperability

Interoperability essentially hinges on four core elements:

1. Shared data standards, to ensure information is categorised consistently and securely.
2. Integration engines and APIs translate data into a common digital language that can be shared seamlessly between systems.
3. Real-time synchronisation, to ensure the data in each system is fully up to date.
4. And continuous governance and monitoring, to maintain long-term alignment.

Handled well, residents will experience a single, efficient authority they can trust, staff will gain immediate access to service-critical information, and decisions and outcomes will become more efficient and more tailored.

Of course, interoperability is far from a ‘set and forget’ exercise, particularly when it comes to technical integration. Each software update or policy change introduced by vendors and providers introduces a new risk of system misalignment. According to Civica’s ‘Future of Local Government Report 2025′, 43% of councils face integration challenges, and 40% report digital skills shortages that hinder progress. These challenges amplify when organisations merge.

Newly formed unitaries must not only guarantee solid integration across all components of their tech systems to facilitate joined-up outcomes and ways of working. Still, they must likewise manage an increasing web of system connections on a frequent, continuous basis. This can prove costly and place an unnecessary burden on internal teams. For many councils, this means treating integration as a long-term operating capability rather than a one-off technical task. Managed integration services can provide the oversight, resilience and continuity needed to keep systems aligned, while internal teams focus on service delivery rather than ongoing technical firefighting.

The human side of interoperability

Of course, technical integrations are just the first step. Systems can only be truly interoperable when internal cultures, structures, and leadership teams are joined up, as well. People must work in the same shared language, much like their tools do, for success. Previously disparate departments, each with familiar habits and priorities, must learn to operate as one, aligned behind clear service standards and responsibilities.

Success, therefore, relies on a shared culture, shared processes, clearly defined roles and responsibilities, and clarity of ownership. New councils will need to decide who manages a process, who is accountable for data quality, and who controls access, before vesting day, for example. Without this foresight, old behaviours can easily return, even with modern, connected tools in place.

Leaders can assist by demonstrating how interoperability will help staff work better, not harder. When employees see benefits in action, they’ll become change advocates, turning the potential introduced by new technologies into tangible, real-world progress.

Confident, connected public services

When systems and teams align, residents benefit from joined-up public services. Decisions once slowed by email chains can happen in a single click as officers gain a complete picture of needs, ensuring no citizen is left behind. The time and resources saved through streamlined processes can then be reinvested where they are most needed.

Interoperability – both technical and human – is what translates theoretical structural change into genuine transformation. It enables councils to begin life on vesting day as cohesive, capable authorities, built to deliver the resilient, efficient, responsive public services that both central government and communities expect.

As unitary councils move closer to launch, it couldn’t be clearer that systems must speak the same language as the organisations they serve, if those organisations are to successfully operate as one.