Implementation and transformation – our plan for delivering and maximising the benefits of LGR

Case Studies

Lessons from recent cases of local government reorganisation are set out below.

Implementation case studies:

Buckinghamshire (Unitary since 2020):

  • What worked: The early alignment of digital communications platforms successfully created a unified customer experience.
  • What they would do differently: Invest earlier in contract alignment. The presence of multiple legacy contracts for waste and IT slowed procurement and led to increased duplication during the first two years.

Dorset (Unitary since 2019):

  • What worked: Staff secondments during the shadow phase fostered trust and helped establish a unified organisational culture early on.
  • What they would do differently: Invest earlier in aligning housing systems. Dorset operated multiple council tax and benefits systems for over two years, resulting in operational inefficiencies and reputational risks.
Conclusion: Focusing early on shared back-office systems, clear governance protocols, and peer-to-peer knowledge sharing helps avoid costly duplication and accelerates benefits realisation.

Somerset – Fragmentation and Leadership Dilution

Context:
In 2023, Somerset transitioned into a single unitary authority serving over 570,000 people across a largely rural and coastal area. The aim was to unify leadership and streamline services.

Key Insights:

  • Leadership Fragmentation: Post-reorganisation, there has been tension between regional leadership priorities — urban Bridgwater regeneration vs rural service delivery. Leaders struggle to deliver consistent messages across economic zones with little in common.
  • Infrastructure Gridlock: Multiple major infrastructure projects — from road upgrades in Taunton to flood defences in the Levels — compete for attention and resources. With only one Cabinet infrastructure lead, capacity has become a bottleneck.
  • Loss of Local Identity: Local engagement forums (Local Community Networks) have failed to gain traction, perceived as tokenistic by community groups. A 2024 LGA Peer Review noted concerns that “residents and partners remain to be convinced about the added value” of these structures.
  • Savings Under Scrutiny: While back-office functions have merged, the cost of organisational redesign and democratic dilution is raising serious questions about value for money.
Conclusion:
Somerset’s experience shows that size does not equal efficiency. The complexity of managing divergent geographies within a single council leads to weaker outcomes, slower progress, and fragile community trust. In contrast, Surrey’s logical three-unitary model maintains focus and preserves agility, while empowering local leaders to lead from a place of relevance.