Introduction
Somerset Council had been facing a financial emergency since November 2023 and had undergone a Local Government Association (LGA) corporate peer challenge. The peer challenge had highlighted the need for the council to streamline its scrutiny function to improve its impact and to better align with the council’s evolving objectives and reduce operational costs. The council in partnership with the LGA engaged independent external support to work with it to review and develop its scrutiny function in response to the LGA’s findings, aiming to streamline operations while maintaining effective oversight and scrutiny.
CfGS worked with Somerset Council to support the development of a more effective and collaborative scrutiny function. The work took place at a critical point in Somerset’s journey as a newly formed unitary authority, bringing together five previous councils into one.
We caught up with Scott Wooldridge – Head of Democratic & Governance Services, Deputy Monitoring Officer and Statutory Scrutiny Officer, to explore how Somerset used external support and reflective practice to embed better scrutiny, overcome cultural challenges, and set a clear path for continuous improvement.
Background and context
Following the transition from four district councils and the county council into a single unitary authority in April 2023, Somerset Council faced the significant task of shaping a new organisational culture. This transformation meant integrating different ways of working, aligning governance systems, and ensuring democratic functions were fit for purpose.
Scrutiny was recognised early on as an essential part of the council’s governance framework. The council identified that, while structures were in place, scrutiny could be more effective in driving improvement and supporting better outcomes for residents. CfGS was invited to undertake a comprehensive review of the scrutiny function, examining how councillors, officers, and the executive could work together more constructively, and how scrutiny could add greater value across the new authority.
Challenges and opportunities
The scale and complexity of the new council brought clear challenges. Somerset has 110 councillors, 65 of whom are involved in scrutiny across five committees. Getting sheer numbers of individuals up to speed and making sure they had a say was challenging. Benchmarking diverse views in the review process required careful coordination and communication. However, this diversity of views was both a challenge and an opportunity. CfGS and Somerset worked together to ensure that every councillor had the opportunity to contribute, helping to build a shared sense of ownership and collective purpose. Through surveys, engagement sessions and a task and finish group, all members were able to have their say and influence the direction of the review. The review also revealed the importance of balancing ambition with practicality, ensuring scrutiny was not just compliant but genuinely effective in shaping policy and supporting better outcomes for communities.
One of the most valuable opportunities to emerge from the process was the chance to pause and take stock. In the middle of dealing with the organisational pace of change, the review encouraged the council to step back from an inward focus and learn from the practice and lessons of others. CfGS helped to bring examples of good practice from across the sector, offering fresh insight and practical ideas that informed Somerset’s approach.
Initiatives and actions taken
From the outset, the review was designed to be participatory. CfGS worked with Somerset Council to deliver a structured programme that included:
- Stakeholder engagement and surveys for all councillors, giving every member the opportunity to share their views and experiences
- Briefing sessions and informal discussions to deepen understanding of the purpose and value of scrutiny
- a dedicated task and finish group established to oversee the review and co-produce recommendations
- Best practice analysis, drawing on examples from other local authorities to provide comparative insight
This collaborative model ensured councillors could both lead the review and see their input reflected in the findings. The review culminated in a set of clear, actionable recommendations which were endorsed by scrutiny committees and subsequently approved by full council.
Importantly, this groundwork paved the way for a shared action plan that identified practical steps for improvement, from rethinking meeting structures and agendas to strengthening councillor confidence in developing key lines of inquiry.
Outcomes and impact
The review was adopted by Somerset Council in September 2025, and its implementation is already driving positive cultural and practical changes.
Key early impacts include:
- A stronger culture of collaboration between scrutiny and the executive, moving away from potential adversarial dynamics towards constructive partnership
- Increased confidence among councillors, supported through workshops and training focused on developing effective questioning and inquiry
- More focused and outcome-driven meetings, with clearer work programmes with the use of a scrutiny prioritisation tool and a renewed emphasis on impact rather than process
- Streamlining scrutiny committee arrangements from five to four with a focus on improving outcomes
- A series of task and finish groups with recommendations which the Executive has welcomed and endorsed
Perhaps most significantly, scrutiny is increasingly seen as a vital and enabling function that supports good governance and contributes directly to better council decision-making.
Top tips for other councils
Reflecting on the experience in Somerset, several practical lessons stand out for councils looking to undertake a similar review:
Bringing in independent support with experience of local government adds perspective, credibility and access to wider learning.
Successful reviews need clear scope, timelines and a commitment to genuine engagement.
Look beyond your organisation and draw on examples and insights from across the local government community.
Ensure councillors see themselves in the outcomes; change is more sustainable when it’s co-produced.
Treat scrutiny development as a continuous process, not a one-off event.
Future directions
Looking ahead, Somerset Council is focused on building on the foundations laid through this review. With local elections due in 2027, the council is already planning how to induct new councillors into a culture of effective scrutiny. The aim is to sustain a cycle of reflection, learning and improvement, ensuring scrutiny remains relevant, respected and capable of driving better outcomes for the people of Somerset.
Somerset Council’s journey demonstrates how investing in scrutiny can help shape a stronger, more effective organisation. Through collaboration, openness and shared learning, the council has begun to embed a culture where scrutiny is not just a process of oversight but a central part of how the organisation delivers better governance and better outcomes for communities.
NOTE
At CfGS, we support local government improvement by working closely with councils to highlight the great work being done.
As part of this support, we produce case studies to share the lessons learned from these projects, helping other authorities benefit from the insights gained. These case studies are a collaborative effort between CfGS and the councils involved, and while they provide valuable perspectives, they are not formal evaluations of the work’s impact. Instead, they aim to inspire and inform other authorities with real examples of progress that can have a wider impact across the sector.
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