Digital transformation promises local government streamlined operations, better citizen services, and more adaptable organisations. UK councils are embracing this journey with ambition, tailoring innovative approaches to their unique contexts.
From rural districts to urban boroughs, the experiences of five senior executives from diverse councils, alongside an expert perspective from Kodak Alaris, reveal a vibrant landscape of progress.
Their insights highlight how digital maturity is evolving, driven by a shared commitment to efficiency and resident well-being, and supported by creative strategies to overcome challenges.
This editorial deep-dive draws on the voices of Daniel Standen from East Hampshire District Council, Madeline Hoskin from North Yorkshire Council, Shanna Chandiwana from Basildon Borough Council, Timothy Spiers from Cambridgeshire County Council, and Darren Persaud from Hillingdon Council. Graham Etherington from Kodak Alaris adds a broader industry perspective. Together, they illustrate a sector where transformation is not just a buzzword but a dynamic process, aligning technology with people and purpose to deliver meaningful outcomes.
To understand this transformation, we turn to five leaders driving change in their councils, each navigating distinct challenges with a shared goal of better outcomes.
Digital transformation in local government is a vital response to both internal needs and external expectations. Each council’s journey reflects its unique character, yet common themes of efficiency, productivity, and resident-focused services unite their efforts.
At East Hampshire District Council, a small, affluent rural authority serving 125,000 residents near the South Downs National Park, Daniel Standen, Head of IT, spearheads a comprehensive transformation.
“Our priority has been this East Hampshire transformation,” he explains. “Rather than just doing an IT project, they’ve put it all into a transformation - underpinning the aims of the other departments.”
Having joined from the private sector just over a year ago, Standen has guided the council away from a joint services model with Havant Council, leveraging digital tools to empower broader organisational goals.
North Yorkshire Council, a unitary authority formed in 2023 from a merger of eight councils, covers a sprawling rural landscape with historic towns like Harrogate and coastal areas like Scarborough. Madeline Hoskin, Assistant Director for Technology, sees digital transformation as a key enabler amid this consolidation. “There’s a big push on productivity, particularly coming together as we standardise,” she says. “I want it to be something that enables and makes it less painful.” Her focus is on smoothing the transition for staff and residents alike.
Basildon Borough Council, a district in Essex, faces significant financial pressures, yet Shanna Chandiwana, Assistant Director of Digital, Customer & Transformation, views this as an opportunity. “The budget gap was a very, very clear ‘why’ when it came to explaining the reason for change,” she shares. “This journey I’m embarking on is going to deliver £2 million in savings but it has to have a good impact for the resident experience.” With a background in customer service rather than tech, Chandiwana has reoriented the council’s strategy around residents and staff, securing over £500,000 in private-sector grants to finance the transition.
Cambridgeshire County Council, a diverse authority serving a mix of urban and rural communities, prioritises resident outcomes. Timothy Spiers, Director of Customer and Digital Services, emphasises alignment with council priorities. “Digital initiatives has to absolutely be about improving outcomes for residents,” he says. “It’s got to be in line with the council’s priorities.” His pragmatic approach ensures technology serves tangible community needs.
In Hillingdon Council, serving the second-largest borough in London, Darren Persaud, Head of Digital, drives an ambitious vision: “At the heart of our digital strategy are our residents - for a better resident experience when interacting with the council, technology is the enabler,” he notes. Backed by a leadership team with a strong vision, Persaud aims for Hillingdon to be a national leader in digital innovation, balancing resident needs with operational excellence.
These leaders showcase how digital transformation adapts to local realities—whether it’s East Hampshire’s efficiency gains, North Yorkshire’s consolidation support, Basildon’s bold savings strategy, or the resident-first focus of Cambridgeshire and Hillingdon. Their efforts reflect a sector-wide intent to harness digital tools for meaningful impact.
Transformation requires navigating a range of hurdles, from legacy technology to resource limitations. Yet these councils approach these challenges with determination and ingenuity.
Standen reflects on East Hampshire’s shift from outdated systems: “The barrier to change for some of those things was quite high - I recall being told, ‘You have to have a data centre to host your services.’ Well, who needs to have a data centre these days?” His team’s push to the cloud demonstrates an active stance against entrenched supplier mindsets.
Madeline Hoskin, at North Yorkshire, addresses the human side of consolidation: “Everyone is incredibly emotionally invested in what they designed - the journey to standardise is much harder now than perhaps it was pre-pandemic.” Her sensitivity to staff attachment highlights the council’s careful balance of progress and people.
Chandiwana recalls Basildon’s early struggles: “We had all the gear, but no idea. We announced we’re going to be a Microsoft organisation. But what were we doing with it?” Her leadership has since turned this potential into a strength, aligning tools with a clear resident-focused vision.
Spiers highlights Cambridgeshire’s thoughtful approach to innovation: “We are committed to ensuring that AI implementations are safe, secure, and truly beneficial. This careful consideration ensures that our technology aligns perfectly with our organisational readiness and goals.
Persaud sees a broader opportunity in Hillingdon’s challenges: “Legacy systems are always going to be a challenge. Pretty much all of us as councils are on a similar journey, but the connected bargaining power is not there.” He argues for more collective action, a vision supported by strong partnerships with suppliers like Microsoft.
Graham Etherington, Northern Cluster Solutions Sales Director at Kodak Alaris, offers an industry lens: “Many local authorities have so many old systems that don’t all talk to each other - that’s one of their biggest problems.” His perspective underscores the sector’s complexity, yet he praises councils’ appetite for change.
These leaders tackle legacy tech, emotional ties, and resource constraints with resilience, turning obstacles into opportunities for growth.
Digital maturity varies across councils, yet each demonstrates notable strides forward. Standen proudly shares East Hampshire’s achievement: “We now have zero on-premise servers. Everything’s in the cloud. Everything’s SaaS.” This leap positions the council as a cloud pioneer among its peers.
Madeline Hoskin offers a candid take on North Yorkshire: “Rolling everybody in together, we have significantly stepped down in terms of that maturity, just because of the practicalities of trying to create a single route.” Despite this, her ambitious data strategy signals a forward-looking approach.
Chandiwana celebrates Basildon’s boldness: “We have a fully cabinet-adopted AI strategy… we’re one of the first districts… we’ve invested heavily.” This positions Basildon as a trailblazer, especially among smaller districts.
Spiers emphasises Cambridgeshire’s strategic approach to technological adoption: “Our deliberate pace ensures that we implement technology thoughtfully and in alignment with resident needs. This approach allows us to maintain stability and deliver meaningful outcomes for our community’
Persaud highlights Hillingdon’s rapid evolution: “I would challenge anyone to give a static take on where you are in terms of digital maturity… I’d say we’re up there… there’s a massive jump [from a year ago].” His dynamic view reflects a council on the rise.
Etherington provides a broader assessment: “I’d rate the sector’s digital maturity as still quite low - councils have the appetite for change, but resource constraints often block progress.”
Councils employ innovative strategies to accelerate progress. Standen emphasises engagement at East Hampshire: “Regular and clear communication is key. We invited people to be involved and have a say, we brought in a help desk on site, and it’s proved really popular.” This approach fostered buy-in and support.
Madeline Hoskin champions experimentation in North Yorkshire, bringing a forward-thinking approach to a council navigating the complexities of its recent formation as a unitary authority in 2023.
“We still needed a space for emerging technology, and we have an emerging technology manager who’s key to that effort,” she explains. “It’s about giving ourselves the freedom to explore what’s possible - such as AI - while keeping a close eye on the ethics of doing that and ensuring it fits our broader goals. We’re able to look at how these technologies can support our staff and residents, test them in a controlled way, and learn what works for us.”
This emerging technology manager serves as a catalyst, exploring tools like AI and transcription software - such as evaluating Open AI’s Whisper against Microsoft’s offerings - to identify practical applications that enhance service delivery. By creating this sandbox environment, Madeline Hoskin fosters a safe space for innovation, allowing the council to test and refine new ideas without risking operational stability. It’s a strategic investment in North Yorkshire’s future, balancing ambition with the realities of its ongoing unification journey.
Chandiwana drives Basildon’s AI agenda with a clear-eyed focus on blending technology with human impact, steering the council toward innovative solutions despite its modest size: A 12-month AI ‘trailblazer’ project reflects her determination to make AI a practical tool, not a flashy add-on - think streamlined case management or faster responses to resident queries.
Working closely with her slim team of five, she’s fostering a culture where data isn’t just collected but actively used to inform decisions that matter to Basildon’s 187,000 residents. Her emphasis on practical use cases, backed by partnerships with tech firms like HSO, lays a robust groundwork for sustainable change, proving that ambition can thrive even under financial strain.
Spiers prioritises culture at Cambridgeshire, placing people at the heart of the council’s digital evolution rather than letting technology dictate the pace. “Within customer and digital services, I’m really keen that we co-create how we do things,” he explains. “The way we work is more important than just the technology - it’s about building a team that feels ownership over what we deliver.” This collaborative ethos means involving colleagues from across departments - from social workers to highways officers - in shaping tools like online portals or data dashboards, ensuring they’re intuitive and fit for purpose. By focusing on people and process over products, Spiers strengthens digital initiatives from the inside out, creating a foundation where Cambridgeshire’s residents benefit from services designed with care and consensus.
Persaud invests in Hillingdon’s workforce with a forward-looking initiative designed to empower staff and enhance service delivery across the borough, London’s second-largest by area.
“We’ve created our own Digital Excellence Academy,” he explains, “aimed at boosting staff skills and making the most of AI in their roles, so they’re equipped to meet the demands of a modern council and deliver for our residents.”
Launched in January 2025, this ambitious programme reflects Hillingdon’s commitment to building a digitally skilled workforce within its approximately 3,000-strong team. Developed in partnership with Multiverse, the Academy offers two Level 3 apprenticeship programmes: one focused on "Data and Insights for Business Decisions," which equips staff with technical and analytical skills to turn data into actionable insights, and another on "Transformative AI Leadership," designed to enhance leadership capabilities while integrating AI into everyday practice.
Already, 70 learners from across the council have enrolled in the first cohort, with a second cohort opening in March 2025 expected to double participation. Persaud sees this as a ripple effect strategy: upskilling staff not only boosts productivity and performance but also spreads digital literacy throughout the organisation and into the community of over 300,000 residents. With strong backing from Hillingdon’s Chief Operating Officer Matthew Wallbridge, the Academy ensures staff are prepared to harness emerging technologies responsibly and effectively.
Etherington champions strategic partnerships as a cornerstone for progress in local government digital efforts: “The sandbox environment is the right approach - collaborate with a partner, build solutions gradually, and once you achieve stability, trust will follow naturally,” he advises.
He also stresses the untapped potential of data sharing across councils: “Too often, authorities hoard data like it’s a competitive edge, but pooling it with the right partners could halve implementation times and costs.”
As local government looks to the future, the promise of AI and strategic collaboration offers a pathway to amplify impact and address long-standing challenges. Each council’s vision reflects a blend of optimism and pragmatism, with leaders identifying specific opportunities to enhance services, equity, and resilience in their communities.
At East Hampshire District Council, Daniel Standen envisions a seamless integration of AI into existing systems, enhancing efficiency without overwhelming his lean team. “My plan is to absorb AI as part of another product,” he says. “Leveraging expertise from the Ministry of Housing, Communities & Local Government, the Local Government Association, and other council groups has been really important.”
Standen sees this collaborative network as a vital resource, allowing East Hampshire to tap into shared knowledge and avoid reinventing the wheel. His goal is to embed AI subtly - perhaps within customer portals or planning tools - to free up staff time for higher-value tasks, ensuring the council remains agile and responsive in a rural context where connectivity can vary.
Madeline Hoskin at North Yorkshire Council highlights AI’s potential to foster a more inclusive workplace, a priority for a council serving a diverse, spread-out population. “We’re finding CoPilot is really effective in supporting neurodiversity and inclusion,” she notes.
Beyond its immediate utility as a productivity tool, she values how CoPilot’s real-time assistance can level the playing field for staff with different learning styles or needs, such as those with dyslexia or ADHD. She envisions expanding this application to training programmes and public-facing services, creating a ripple effect that strengthens workforce morale and makes council interactions more accessible to residents - a small but meaningful step toward equity in a region still knitting itself together post-merger.
For Shanna Chandiwana at Basildon Borough Council, the future hinges on using AI to tackle social challenges head-on, starting with the borough’s most pressing issues. “We’re launching a 12-month AI trailblazer to explore homelessness support - specifically, to assess eligibility more effectively while keeping expectations realistic,” she explains.
This goes beyond cost savings, aiming to transform how the council identifies and supports vulnerable residents before crises escalate. Chandiwana imagines AI sifting through data to flag at-risk households earlier, pairing this with human oversight to ensure compassion isn’t lost in the process. Her ambition is to prove that even a smaller district can lead on social innovation, setting a precedent for others to follow.
Timothy Spiers at Cambridgeshire County Council takes a thoughtful approach, focusing on building trust in AI’s potential to serve residents effectively. “We are trialling AI safely,” he explains, “because we need to answer the question: how do we corporately use AI to improve outcomes? It has to be in line with priorities - it’s not about chasing trends; it’s about finding tools that genuinely support our goals, like better care for vulnerable people or smoother transport networks, all while keeping risks low and benefits clear.”
Spiers is keen to explore how AI could optimise areas like traffic management or adult social care planning, where predictive insights could ease pressure on stretched resources. His cautious optimism stems from a desire to get it right - ensuring that any deployment enhances, rather than disrupts, the council’s ability to meet its core commitments to a growing and diverse population. For Spiers, the horizon brightens when technology proves its worth in real-world results.
Darren Persaud at the London Borough of Hillingdon sets his sights on a leadership role that extends beyond borough boundaries, leveraging Hillingdon’s scale and ambition. “We’re striving to be a leader… how can we share our learning and development with others in local government?” he asks.
Persaud sees Hillingdon’s Digital Excellence Academy as a springboard not just for internal growth but for sector-wide influence, imagining a future where the council hosts workshops or shares AI-driven playbooks with neighbouring authorities. His vision is collaborative by design - a networked approach that could amplify digital gains across London and beyond, positioning Hillingdon as a hub of practical innovation for others to emulate.
Graham Etherington, Northern Cluster Solutions Sales Director at Kodak Alaris, offers an industry perspective that ties these aspirations together with a call for patience and partnership. “AI technology will probably change for the better and be more governed, so choose a partner and see if that fits your three-to-five-year plan,” he says.
Etherington believes the next few years will bring more robust, user-friendly AI tools tailored to public-sector needs, reducing the risks that councils currently navigate. He adds a bold prediction: “Within five years, councils that embrace modular, scalable systems will leapfrog those stuck in bespoke silos - flexibility is the future.”
He encourages leaders to align with trusted vendors who can co-develop solutions, ensuring today’s investments mature into tomorrow’s successes, and sees this as part of a broader evolution toward smarter, more connected governance.
Digital transformation is making a clear impact across local government, reflecting each council’s distinct strengths. East Hampshire’s cloud success, North Yorkshire’s consolidation efforts, Basildon’s AI innovation, Cambridgeshire’s steady focus, and Hillingdon’s leadership ambition all reflect a sector on the move. From Basildon’s £2 million savings target to Hillingdon’s 70 newly trained staff, the results are tangible.
Challenges like legacy systems and resource constraints persist, but councils meet them with creativity - through communication, experimentation, and partnerships. Success hinges on aligning tools with people and purpose - think Standen’s departmental support, Chandiwana’s resident aid, Persaud’s staff development. The road ahead demands bold collaboration to pool resources and speed up impact.