Somerset Council staff have firmly rejected accusations of exploiting the ongoing pay review, as a Conservative councillor clarified that they do not have their “trotters in the trough.” This statement comes amid a comprehensive review designed to modernize pay structures and improve workforce stability during major council transformations.
The council is amid an extensive transformation programme, having saved approximately £33 million in its first phase, completed in April, which saw the reduction of around 300 staff. In September, councillors approved appointing Newton Consulting Ltd. to lead the second phase, known as ‘Inspiring Innovation,’ with a budget of up to £20 million over the coming years, starting with an initial investment of £1.5 million.
Alongside this, Somerset Council has committed up to £3 million to a thorough review of its pay structure to ensure it can attract and keep talent, thereby reducing reliance on costly agency staff. Both Liberal Democrat and Conservative members have defended this move as a necessary and prudent step to secure the council’s long-term viability.
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Following positive feedback from the corporate and resources scrutiny committee in late October, the pay and rewards review received formal approval from the council’s executive committee in Taunton on November 5.
Councillor Theo Butt Philip, responsible for transformation, human resources, and localities, emphasized the importance of the review: “This remains a vital piece of work to establish terms and conditions, pay grading, and job evaluations fit for purpose. After local government reorganization, this was essential. We must minimize potential equal pay claims and offer competitive salaries for hard-to-fill roles.”
The £3 million funding for the pay review, approved in principle back in May, is separate from the £20 million transformation contract with Newton Consulting. It will largely be financed through selling non-operational council assets and executed mostly by internal teams, with external support from consultancy firm Korn Ferry as needed.
Planned implementation in April 2027 allows ample time for detailed consultations with staff and trade unions and provides contingencies for legal challenges. The council anticipates that if staff numbers remain stable, its wage bill could rise by around £7 million in 2027/28, reaching an estimated £14 million by 2028/29. These increases will likely be funded through council tax adjustments.
Officials indicate that while transformation may result in a smaller, fairly rewarded workforce, there are no imminent plans for further staff reductions.
Councillor Mike Rigby, overseeing economic development, planning, and assets, highlighted recruitment challenges: “Somerset County Council’s less favorable terms compared to district councils have hampered recruitment and retention. This isn’t a pay bonanza; it’s about correcting imbalances sustainably and avoiding costly equal pay claims like that of Birmingham City Council. Many roles currently filled by higher-paid interim staff can be regraded and replaced by permanent employees, saving substantial costs.”
Councillor Sarah Wakefield, responsible for adult services, housing, and homelessness, echoed the sentiment: “Regularly reviewing terms and conditions is a prudent practice to keep pace with changing work environments.”
Even Councillor Sue Osborne, typically critical of the council’s transformation approach, endorsed the pay review, stressing its necessity to build a sustainable leadership team. She acknowledged that communication about the pay grading and associated finances must improve to dispel public misunderstandings: “This process is essential for stability and making the council a more attractive place to work. The perception of ‘trotters in the trough’ is unfounded here.”