The experience of Somerset Council and their city, town and parish councils offer a valuable lesson to other areas who may be approaching local government reform.
Background
In April 2023, Somerset transitioned from having four district councils and a county council to a single unitary authority. In November 2023, the new unitary authority, Somerset Council, declared a financial emergency and the leader wrote to local city, town and parish councils explaining the reason for this emergency (rising social care costs, inflation and reduced government funding). He provided a list of ‘at risk’ functions that could potentially be devolved to those willing to take them on. This could be through a financial contribution, delivered partnership or under delegated authority, through to full devolution.
Two years on, the experience of Somerset Council and their city, town and parish councils offer a valuable lesson to other areas who may be approaching local government reform (LGR) and considering the potential benefits of service devolution.
How were services devolved?
In November 2023, the council leader wrote to all 272 city, town and parish councils, offering them a list of ‘at risk’ services and assets that could be devolved or approached collaboratively in future. In this letter, he acknowledged the need for locally specific solutions, noting that some city, town, and parish councils had clear ambitions for devolution, but others had not actively sought this responsibility. Where an appetite existed, service devolution was co-designed with the cities, towns and parishes and varying levels of responsibilities were taken on based on existing capacity and priorities.
In total Somerset Council received over 80 expressions of interest from city, town and parish councils following the letter. They are all dealt with differently, depending on whether they are service or asset devolution. Where they are just service devolution the request was sent directly to the service it related to, most often this was their operations team. As of October 2025, Somerset Council had completed over 60 individual asset transfer to city, town and parish councils, with a further 50 with the legal team.
For some services, a hybrid approach has been established. Whereas some services and assets were directly devolved to city, town and parish councils, in other cases these smaller local authorities have funded the continuation of services provided by Somerset Council. For example, nine town and city councils now fully fund the provision of CCTV for the entire area to maintain the service.
For other services, the councils work collaboratively to deliver a service. For example, parish councils in some areas fund and have strategic oversight over the improvement of their local play areas, but commission Somerset Council to deliver the improvements, as they have the correct equipment and can perform necessary legal checks.
Governance and relationships
Somerset Council dedicated a Senior Responsible Officer (SRO) to oversee service devolution. They reported into various groups within Somerset Council. They acted as the main point of contact for city, town and parish councils, organising fortnightly meetings between city, town and parish councils to address queries, managing external and internal comms, and maintaining the database of devolution requests.
Having a single SRO with oversight and managing the relationships involved was considered crucial to the success of the programme.
Things that helped make service devolution a success
- The approach to learning and implementation was collaborative. Often, representatives from one parish or town council were invited to a meeting with other parishes to talk about how they solved specific issues and set up a service in their area, this shared learning helped to pave the way and support others who were considering devolution.
- Building a strong working relationship with the clerks and the members of each council was key to devolving services effectively. Throughout the process, these improved relationships have allowed for smoother service delivery, better communication, and the identification of new opportunities for service enhancement and collaboration.
- A really good communications strategy. This meant having an assigned comms officer who supported Somerset Council and their partners through the process.
- In cases where there were competing priorities or disagreements between the councils, they focused on the question ‘What will protect enhanced services for residents?’ This provided a shared goal and common ground for decision making.
Lessons learned and reflections
Service devolution lessons:
- Treat devolution like a project and hold regular meetings with officers from city, town, and parish councils. Even if there is nothing to update on it helps build strong working relationships and keeps everyone aligned. If possible, have a dedicated role within the council to manage relationships with city, town, and parish councils.
- All devolutions are different. There is no one size fits all, and each city, town or parish will have different requirements and wish lists.
- Ensure consistent and correctly sequenced communications about service devolution to minimise rumours and anxiety about change.
- Involve all potentially relevant service areas from the beginning, including those not initially considered (e.g., highways, libraries, asset management), to avoid missing opportunities.
- During the planning process, consider joining up connected services to improve clarity for local residents and for councils. For example, a smaller council who expresses an interest in managing a park could be approached to also manage the pathways surrounding that park.
- Consider logistical and operation changes, such as making sure the website team and call centre are informed about the devolved services.
- Do not underestimate the importance of supporting staff and maintaining morale through service devolution. It is important to address concerns about job security and future roles and to emphasise that a service being devolved isn’t a negative reflection on the staff who had been delivering that service prior to devolution. Ensure any TUPE implications are discussed with staff early.
- Accept that service devolution is a negotiation: there will be some give and take.
- It might not be perfect for day one of the new council. There will be things that are missed or don’t quite get over the line in time. That’s okay, and if good relations are retained easily sorted out. Don’t let these issues hold up the main service devolution.
- Be realistic about the potential savings to be delivered through devolved service delivery, and similarly costs for city, town and parishes. There will be a desire to improve service delivery through devolution, and that may involve increased costs.
Wider LGR reflections:
- Recruit permanent key staff as early as possible prior to vesting day to ensure effective handover and continuity. Late appointments can lead to a lack of preparation and understanding of inherited workstreams, whereas early appointments mean that meaningful conversations can happen between people who will be delivering a service on day one.
- Vesting day is not the end of the transformation journey, it is near the beginning. Plans will continue to change and evolve.
- Do not underestimate the impact that LGR will have on workforce. Have early conversations to support staff through change and where possible, provide clarity about strategic and operational direction.