Somerset Council has stood firm in defending the “realistic and achievable” pace of its £20 million transformation programme, designed to address a projected £73 million budget gap by overhauling local service delivery.
Since initiating the transformation in April 2023, the council has focused on reducing costs and managing rising service demands. The latest phase of the programme, named ‘Inspiring Innovation,’ is being guided by Newton Consulting, appointed last September to help generate substantial savings over the next three to four years.
Criticism has come from various quarters, including Taunton resident Chris Mann and external auditors Grant Thornton. Mr. Mann has expressed concern that the programme is proceeding too slowly and may have prematurely lost experienced managers due to an early redundancy scheme. He also questioned the council’s organizational approach compared to other authorities, citing the example of Wiltshire Council’s earlier merger experience.
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In response at the council’s executive committee meeting, Deputy Leader Liz Leyshon reassured that all business cases would be reviewed thoroughly by the relevant committees prior to implementation. Leyshon emphasized that local government reorganizations are complex and cannot be swiftly completed. Citing wider challenges such as austerity, increased demand for social services, the pandemic, Brexit, and inflation, she argued that the council’s pace is necessary and measured.
Leyshon outlined the programme’s ambitious target of achieving £3 in savings for every £1 invested, acknowledging that some initiatives may primarily enable savings elsewhere rather than generate immediate financial returns. The £1.5 million diagnostic phase with Newton Consulting is set to complete by the end of January, with detailed milestone plans forthcoming.
Since the council’s formation, approximately £50 million in savings have been realized, including £33 million from the initial transformation phase that resulted in around 300 staff reductions. Councillors highlighted that the focus remains on delivering better, not just cheaper, services. Prevention and improved partnership working are central strategies to reduce long-term costs and maintain service quality.
Councillor Sarah Wakefield, overseeing adult services, housing, and homelessness, cautioned against rushing the reforms, emphasizing the need to maintain capacity to meet residents’ needs effectively. Council leader Bill Revans distinguished between “pace” and “haste,” expressing confidence that the transformation is proceeding at the right speed to produce meaningful results.