The reality of local government reorganisation (LGR) is coming into sharp focus as district and county councils prepare to merge into single-tier unitary councils over the next two years. At the same time, the Government is pushing ahead with a new phase of devolution in many of the same places. While the short- and long-term financial, economic and operational benefits of LGR and devolution have been widely debated, cyber security implications have, comparatively, received limited attention.

With the sharp rise in state actor cyber-attacks against public and private sector organisations alike, such as the string of attacks that significantly impacted retail giants like Marks & Spencer last year, the Cyber Centre of Excellence (CCoE) has collaborated with the District Council Network (DCN) on a survey and qualitative research. The aim was to better understand local councils’ views about the evolving cyber threat landscape and the challenges of maintaining cyber resilience amid local government reorganisation and other structural changes to the local public sector.

Findings

62 digital leaders from 58 district councils responded to the survey.

When asked to rate the confidence they have in their organisation’s cyber security on a scale between 1 (very concerned) and 8 (very confident), the mean average response was 5.86, indicating overall confidence. When asked whether high profile cyber-attacks on private companies, such as M&S, increased their concerns about their own organisation’s cyber security position on a scale from 1 (increased concern significantly) and 8 (no impact), a mean moderate to neutral impact on concern was reported (4.76).

However, the vast majority of respondents (90.3%) believed that the LGR transition would increase cyber risk for councils, either modestly or significantly. A thematic analysis of the survey data further revealed the following concerns:

Increased number of collaborative partners

The most common concern shared by digital leaders was that reorganisation could increase the number of collaborative partners involved in managing data and securing systems as organisations merge. As a result, access to sensitive systems and datasets may need to be extended across authorities and teams, creating additional entry points and reducing the exclusivity of administrative privileges. This expansion of access within emerging unitary councils carries great risk of increasing attack surface if not co-ordinated meticulously.

Different approaches to policy and cyber security hygiene

Furthermore, differing approaches to cyber security hygiene between councils were highlighted as a potential risk factor in the formation of unitary councils. As councils reform, coordinating alignment and agreement between existing security policies, standards, and practices – and ensuring they’re complied with – will be challenging. Disparities in cyber security maturity and operational procedures will likely complicate the enforcement of consistent security controls across newly formed organisations, thus negatively impacting cyber risk.

Merging non-validated systems

Concerns were also raised about integrating systems that may not have been fully tested or validated prior to merging. Respondents noted that tight transition timeframes could require the temporary adoption of interim systems, limiting the opportunity for comprehensive security testing and risk mitigation. In some cases, legacy systems may be retained or prioritised over more secure alternatives to maintain operational continuity during the transitions. It was also noted that the transition period could lead to the loss of key personnel that may have context, legacy and specialist knowledge and could have a knock-on impact to decision making and implementation. The short implementation period also increases the risk that vulnerabilities remain unidentified prior to integration. There were also mentions that latent malware or previously undetected compromises within legacy systems could be carried into the newly merged infrastructure, potentially exposing the wider unitary organisation to cyber threats.

Conclusion
Periods of organisational change can present heightened cyber security risks, as attention is often directed towards structural and operational priorities. During local government reorganisation, the integration of systems, expansion of access across partners, and alignment of differing security practices may create vulnerabilities that threat actors could seek to exploit. While respondent digital leaders expressed general confidence in their existing cyber security position, the overwhelming expectation that reorganisation will increase cyber risk highlights the need for cyber resilience to remain a central consideration throughout the transition. Ensuring robust governance, consistent security controls, and thorough system validation will be critical to safeguarding local authority infrastructure during this period of change.

About the Cyber Centre of Excellence (CCoE)

The Cyber Centre of Excellence is a not-for-profit organisation founded by iESE CIC for the benefit of public sector bodies, local authorities, and their communities. CCoE continually tests emerging technologies to make a meaningful difference to real world protection beyond tick box compliance and offers a suite of validated premier products at an affordable price.

If you are interested in their products or services, visit www.ccoe.org.uk or email enquiries@ccoe.org.uk.

Local government recruiters have been urged to turn words into action by employing ex-offenders – and help their own communities cut crime.

Council leaders were told the huge cost of re-offending and homelessness could be massively cut by taking on freshly trained, enthusiastic ex-prisoners in frontline roles.

It came as the prisons watchdog in England and Wales warned communities are bearing the brunt of reoffending.

The call for change was made by Norse Group CEO Justin Galliford (pictured) to promote the Future Horizons initiative developed in partnership with HMP Norwich.

The event, held at Cinema City, Norwich on Friday, 3 October, was supported by national organisations including the CBI and Construction Industry Training Board (CITB).

The audience heard 70% of employers say they would employ an ex-offender but just 17% actually do. HMP Norwich staff have been told in feedback that perceptions about taking on people with criminal convictions is the biggest factor in their decision.

The call to action came as the Prisons Inspectorate warned in a hard-hitting report that “most jails are facing at least a 20% reduction in their budget and some governors are expecting up to 50%”.

With trainers and teachers facing redundancy as a result, the watchdog warned the cycle of reoffending would continue unless there is a change in approach.

HM Inspector Charlie Taylor said: “There is little doubt that many prisoners already leave jail and return to criminality, creating more victims of crime.”

His report called for more high-quality education and training “that could support rehabilitation and help to break the cycle of offending”.

The number of former prisoners in employment a year after release is just 17%. And Ministry of Justice (MoJ) data also reveals the reoffending rate remains around 40%.

However, men going into employment immediately on release from HMP Norwich reduces that re-offending rate by more than 50%. The social value of that reduction to our local communities, to the ex-offender and his family, and to the public purse is massive.

Norse Group has used its resources, including senior staff, for the Future Horizons project. It uses a website created by the team at TRO Marketing to connect prisoners with potential employers.

Norse is also working with staff at HMP Norwich to ensure prisoners have the right skills to succeed. It is supporting a large group of Category D Open Prisoners on day release to gain practical skills across the business including highways and facilities management.

The group is a local authority trading company (LATCo) owned by Norfolk County Council, which employs 9,000 people across England and Wales.

Mr Galliford said council HR teams could benefit by taking on ex-offenders: “Most companies and public sector organisations struggle to find good candidates. From our experience, the people placed with us have been excellent.

“We’ve invested less in this project than it would have cost us to recruit the excellent employees who have joined us. So, it’s not only good social value, it also makes real commercial sense.”

Mr Galliford added: “Some people don’t even have a first opportunity in life. There has to come a point where people can contribute to society. This is not about being soft on offending, it’s about being smart. Recruiters can be the change they want to see and solve their candidate drought.”

Candidates are risk-assessed by the resettlement team at HMP Norwich to ensure the best candidates potential employee matches are put forward for the most suitable roles.

Speaking at the event, HMP Norwich Governor Declan Moore said: “The prospect of employment means most people won’t come back. With this scheme, employers get to see the person they actually are first, not the person they were. They will often get the opportunity to try before they buy!”

Several attendees said digital was likely to be part of the next phase of LGR discussions in their area, once the boundaries of the new organisations had been determined. Other officers said it was impossible to talk specifics on digital until the footprint was known.

Digital integration

The ease of integrating existing systems was widely discussed. Many noted discrepancies in the tech and digital expertise and kit between councils in their county. They saw LGR as an opportunity to bring about a more level playing field with stragglers benefitting from the knowhow of leading councils. One attendee from a county area in which districts collaborate on technology said that while some systems were shared between councils already, others were not.

Widespread concerns were expressed over the patched-up nature of existing systems. One officer described a system bought 25 years ago which had been repeatedly upgraded so in effect six eras of technology were running “under one hood”. They described the behind-the-scenes view as being “horrific”.

An attendee said a register of tech had revealed at least 120 different digital systems were in use in councils across their county and they hoped that standardisation could lead to economies of scale and greater joining up of services. Another officer described as “frightening” the number of different systems likely to be in use across nationwide. There was widespread agreement that it would be impossible to standardise systems until some time after vesting day of new unitary authorities. Some said standardisation was likely to be many years away.

Some expressed optimism that Microsoft Fabric, an AI-powered analytics platform, could help facilitate the integration of systems.

Suppliers

The uncertainty was leading many local dilemmas, relating to councils’ relationships with suppliers. One officer said their council’s ageing finance system was about to become unsupported by its supplier. The council did not know if they could get by without purchasing a new system when they would ideally wait until after LGR for the new unitary to implement a common financial system.

Concern was expressed about how data could be moved between existing and new platforms, and the potential for high costs to be incurred when this took place. Extra support from suppliers was likely to be required to extract data – and one attendee reported a supplier had quoted £20,000 for a single extract from one service alone. Another officer said a supplier had indicated such data extracts invalidated their contract, when the council would need the system in place for another three years. They anticipated it would cost their council several million pounds to extract all the data required from existing systems.

An attendee said suppliers did not have the capacity to integrate legacy systems, some of which had been in operation for as long as 30 or 40 years. There was little knowledge of this old tech in suppliers’ current workforces. One of their suppliers had the capacity to integrate just two revenues and benefits systems nationwide a year, they said.

Costs

There was widespread acceptance that digital transformation would be costly and have to compete with other council priorities for funding. The danger is that councils would be forced to settle for ‘more of the same’, due to limited budgets. One attendee said their local councils had agreed to prioritise developing a single council tax system by vesting day.

There was optimism that fewer councils could mean new organisations could drive a harder bargain with suppliers. They could cut costs by insisting on a standard operating model, for instance.

One attendee urged realism from the Treasury if it saw LGR as being a means of cutting costs. They said it would not save money in the short run but the big win would be the opportunity to reengineer services to focus on prevention and cutting duplication. If obesity cost the NHS £30bn a year, using reorganisation to make progress on its prevention was likely to dwarf any claimed direct savings from LGR. This redesign would lead to real savings in the long-run, another officer said.

The Treasury was always likely to dispute theoretical savings, several participants said, so real case studies of actual savings from service redesign were essential. The use of Copilot, another AI tool, to cut the time social workers spent writing up notes was seen as one possible tangible example.

Workforce

One officer said their local councils’ staffing was only sufficient to run existing systems, not to launch projects to transform services.

The lack of digital skills across the workforce was seen as a big problem. Suggestions ranged from AI training to something as basic as touch typing.

It was also noted that staff used systems, software and programs in different ways – some more effectively than others. Not all staff knew how to operate Microsoft Teams to derive maximum benefit. Good practice should be promoted, attendees said. They urged an end to the “customisation” of software to make it adapt to a council’s existing way of doing things when the system would work most effectively if used as intended by the manufacturer.

To do all of this, digital leadership was required from the top of the organisation.

Transformation

Transformation should be the built-in operating model for new unitaries, attendees said, with customer experience being a priority area.

One officer said the objective of reorganisation should be to simplify public services to enhance value for money and to improve outcomes. They were enthusiastic about vertical integration, improving access to services and removing duplication.

There were mixed thoughts about adult and children’s social care. Disaggregation of existing county services was regarded as difficult by one attendee who nevertheless was excited by the prospect of using tech to integrate social care with public health and other public services as part of a new focus on prevention.

Data

The availability of a wide range of datasets was seen as essential to boost prevention and target interventions, attendees said. Data should be drilled down to specific postcodes. To give a full picture it should come from districts, county councils, the voluntary sector and other public services.

One attendee noted that data was often formatted inconsistently, prompting another to suggest that LGR should empower councils to go to system providers to demand consistency.

A discrepancy was also noted between the level of data sharing between different organisations in places. While some areas had full data sharing between health and social care, some councils didn’t even share it between directorates.

GDPR and the unwillingness of the Department of Work & Pensions to share information were described as “disenablers” of data sharing. Even some council contracts stipulated that AI could not be used on any data, hampering the scope for predictive analytics.

We’re all on this development journey, whether we like it or not. And the truth is, you don’t have to be stuck in a classroom or have to read 800-page leadership books to get better at what you do. Sure, formal training has its place, but a lot of the real learning happens in everyday moments. In those awkward feedback conversations, in the meetings where you’re forced to speak up, and, yes, in the coffee chats with colleagues.

The Value of Coaching, Mentoring, and Networking

One of the best ways to fast-track your development is through coaching and mentoring. Having someone who can guide you, share their experience, and help you avoid some of the pitfalls they faced is invaluable. Think of it as your personal GPS, but for your career. Instead of wandering around aimlessly, you’ve got someone to nudge you in the right direction.

And let’s not forget networking, which isn’t about collecting business cards or LinkedIn connections for the sake of it. It’s about building genuine relationships with people who can offer new perspectives, advice, and yes, sometimes opportunities. The best part? You don’t need to be an extrovert to be good at networking. Just show interest in others and be open to learning.

The Case for Leadership Development Programmes

While informal development is crucial, sometimes you need a structured approach to growth. That’s where leadership development programmes come in. These programmes are designed to give you the tools, confidence, and strategic insights necessary to take on senior roles. They often blend formal learning with real-world challenges, providing a safe space to hone leadership skills without the pressure of everyday work demands.

Take, for example, Penna’s aspirant chief executive programme, which is aimed at senior managers who are looking to step into the top role in local government. This kind of programme helps participants build the competencies needed to lead large, complex organisations, while also offering networking opportunities with current chief executives and public sector leaders.

But what makes these programmes stand out is their holistic approach. It’s not just about developing technical expertise—it’s about enhancing your emotional intelligence, political acumen, and ability to navigate the ever-changing landscape of public service. Plus, programmes like these often include mentoring and peer support, both of which are invaluable when you’re preparing for a leadership role.

The benefits of leadership development programmes are many:

• Structured Learning. You will gain access to a curriculum that covers essential topics like strategic leadership, decision-making, and stakeholder management.
• Practical Application. Many programmes include real-world projects or case studies that allow you to apply what you’ve learned directly to your work environment.
• Peer Learning. You’ll be surrounded by other senior professionals facing similar challenges, which fosters a collaborative learning environment. The also provide excellent networking opportunities.
• Mentoring and Coaching. Many leadership programmes, including Penna’s, offer one-to-one coaching or mentoring, which provides tailored advice and guidance as you progress through your career.
• Career Progression. Completing a leadership development programme signals to your organisation—and potential future employers—that you’re serious about stepping up to more senior roles.

Top Tips for Personal and Professional Development

Here are a few tips to help you take charge of your own development journey:

• Make Time for Reflection. One of the most underrated tools for growth is reflection. Take time to think about what’s working, what isn’t, and where you want to improve. It’s like your own personal performance review but without the scary HR forms.
• Seek Feedback, Even When It’s Awkward. No one loves hearing what they need to work on, but honest feedback is one of the most powerful tools for development. Ask your colleagues or even your boss for input. Sure, it might sting a little, but it’s better than staying in the dark.
• Build Your Network. Don’t wait until you need something to start networking. Connect with people now. Ask them about their experiences, offer to help where you can, and don’t forget to follow up. Networking isn’t about getting; it’s about giving and growing together.
• Find a Mentor (or Be One). Mentoring is a two-way street. Whether you’re looking for guidance or offering it to someone else, mentoring helps develop skills in ways you might not expect. It’s a learning exchange, not a one-sided relationship.
• Be Open to Learning in Every Situation. Every challenge, every setback is an opportunity to learn. Whether you’re leading a project or just sitting in a meeting, there’s always something to take away if you’re paying attention.
• Take Advantage of Development Programmes. Whether it’s a leadership programme like Penna’s or a local council initiative, take full advantage of any structured development opportunities. These programmes are designed to challenge you and help you grow in ways you might not achieve through self-directed learning alone.

Why It Matters

Development is not a one-time thing. It’s continuous, and it’s personal. What works for someone else might not work for you, and that’s okay. The important thing is that you stay curious, open to learning, and committed to growing—not just for your current role, but for the one you aspire to.

In the words of Zig Ziglar: “You don’t have to be great to start, but you have to start to be great.” So, start today. Invest in your development, embrace the process, and remember that each step forward, no matter how small, brings you closer to the leader you want to be.

By participating in leadership development programmes, seeking out coaching and mentorship, and keeping an open mind, you set yourself up for success. Whether you’re aiming for a senior leadership role or just trying to be the best version of yourself in your current position, development is the investment that will keep paying off throughout your career.

Dawar Hashmi is a Director of Executive Search at Penna. At Penna, we’re proud to support the District Councils’ Network (DCN) and sponsor the DCN program, dedicated to empowering leaders across local government. By investing in development initiatives like these, we’re helping to shape a future filled with skilled, adaptable, and inspired leaders in public service. To learn more about our work, visit penna.com.