Reflections and insights from councillors who have been through LGR: 28 April 2025

The session was chaired by Councillor Abi Brown, with the main presentation delivered by Councillor David Fothergill, Deputy Chair of the LGA and former Leader of Somerset County Council. Drawing on his leadership of the One Somerset business case and the transition to a unitary authority, Councillor Fothergill shared a detailed and personal account of the LGR journey from a councillor’s perspective. The webinar focused on the role of councillors in setting strategic direction, engaging stakeholders, and navigating the political and personal challenges of reorganisation.

There was an opportunity for questions and discussion at the end.

Councillor Fothergill began by outlining the timeline of Somerset’s LGR journey.

• 2017: Councillor Fothergill elected Leader of Somerset County Council.
• 2018: Launch of the ‘Future of Local Government in Somerset (FOLGIS) Report’ a collaborative effort with district councils to assess the future of local government in Somerset. Identified key challenges in service delivery, financial sustainability, and governance. Concluded that “no change was not an option.”
• 2020: Submission of the One Somerset business case and alternative business case Stronger Somerset to Government.
• 2021: Government selected the One Somerset proposal for implementation.
• 2022: Statutory change orders passed. Preparations for transition began.

The One Somerset business case took four months to develop and was 170 pages. Councillor Fothergill stressed the scale of the task and the need for clarity, evidence, and ambition. The case was structured around two key components:

1. The Case for Change – Drawing on the FOLGIS Report, this section outlined the challenges facing Somerset and the rationale for moving to a single unitary authority.
2. Delivering the Vision – This section set out how the new council would operate, including governance arrangements, service integration, financial planning, and community engagement.

Key messages included:

• The importance of the FOLGIS report in building a shared understanding that “no change is not an option” and shaping a compelling case for change.
• The distinction between transition (establishing the new authority, ensuring continuity, and managing legal and financial processes) and transformation (longer-term redesign of services and delivery models to achieve efficiencies and improved outcomes).
• The need for a compelling vision that goes beyond cost savings to focus on improved service delivery and community outcomes.
• The importance of engaging with all councils in the area, including those promoting alternative proposals.
• Maintaining professional relationships, even amid disagreement, was critical to the success of the process.

Councillor Fothergill emphasised the critical role of stakeholder engagement and the need for regular, transparent communication. He outlined the wide range of partners involved in the LGR journey:

• Councillors: Cabinet members, opposition councillors, and backbenchers all needed to be kept informed and involved. Regular briefings and updates helped build understanding and trust.
• Council staff: LGR can create uncertainty and anxiety for staff. Councillor Fothergill emphasised the importance of open communication, Q&A sessions, and visible leadership to staff through the transition.
• Town and parish councils: With over 300 parish councils in Somerset, engaging this tier of local government was essential. Their views were sought on governance, service delivery, and local priorities.
• Voluntary and community sector: These organisations play a vital role in service delivery and community support. Their input helped shape the vision for the new council.
• Businesses and residents: Public engagement included briefings, leaflets, social media campaigns, and videos to explain the proposals and gather feedback.
• Central government: Regular contact with MHCLG officials and ministers ensured alignment with national expectations and helped navigate the statutory process.

Councillor Fothergill also shared examples of communication tools used in Somerset, including a dedicated website, weekly programme updates, public briefings, and social media campaigns to build awareness and support. These tools helped ensure that stakeholders were informed, engaged, and able to contribute to the process.

The presentation acknowledged the personal and political challenges of leading LGR. The process can be divisive, with strong views on all sides. He described facing public opposition, political criticism, and even personal attacks, including a spoof website targeting him. 

Councillor Fothergill stressed the importance of maintaining professionalism, focusing on the long-term vision, and looking after personal wellbeing. He encouraged councillors to:

• Maintain relationships even when views differ. It is essential to keep talking and working together.
• Stay informed and understand all business cases being developed, as you may be involved in implementing one you did not originally support.
• Be visible. This includes attending briefings, engaging with communities, and being available to answer questions.
• Look after yourself. Leadership through LGR is demanding making personal resilience and support vital.

Councillor Fothergill concluded with a series of reflections and practical lesson for councillors involved in LGR:

• Collaboration is key. Work with colleagues across all councils, even when promoting different proposals.
• Engage early and often. Do not underestimate the time and effort needed for stakeholder engagement.
• Be transparent and share information regularly to avoid surprises.
• Focus on transition first. Transformation will come later; the priority is to ensure a safe and legal transition.
• Protect financial sustainability. Avoid short-term decisions that undermine the new authority’s future.
• Move away from legacy branding and build a shared vision for the new council.
• Communicate clearly using a range of channels to reach different audiences.
• Support your team providing staff and councillors with reassurance, clarity, and leadership.
• Stay grounded. Remember your values and the purpose of the reorganisation: to deliver better outcomes for residents.