Exploring how Somerset Council can work with and engage communities  

The review has been motivated by three key considerations: 

1. The move to a unitary authority envisioned a future in which communities would have a greater involvement in decisions that affect them and greater control over local assets and services. 

2. Community development and engagement can help communities take responsibility for meeting their own needs and help services better meet the needs of communities. 

3. It is likely that the Government will soon oblige every council to engage with communities specifying some form of neighbourhood committee – therefore the role and future of Local Community Networks are in the scope of this work. 

The review explores both what might be able to happen quickly and long-term aims for how Somerset Council can work with and support communities.

We are aware that there are several reviews happening now, both within Somerset Council and in organisations like the NHS, Police and others working alongside the council. The conversation will link to those other reviews, and the Somerset Transformation Plan. 

The overall timeline of the research is:

• September and October 2025: Research phase gathers evidence and ideas from Somerset and beyond.

• November 2025: Review team write interim report with a design brief, setting out needs and options given the evidence from multiple stakeholders.

• December 2025 to March 2026: Emerging options phase has workshops to look at options and discuss what would be the best approach.

• April 2026: Review team write final report, making a recommendation on the framework of community development and engagement.

• May 2026: Somerset Council makes a decision on the recommendation.

A detailed timeline is available here in a Google Sheet.

The review will follow a ‘double-diamond’ user centred design approach which sees all stakeholders as contributing to the development of a solution and we will use Appreciative Inquiry, which means focusing on what is working and being creative about overcoming challenges.

Research phase

The review begins with a research phase, exploring good practice in Somerset and the UK alongside understanding what people need from Somerset Council and ideas for possible options. A survey will allow all those who wish to, to contribute their experience and ideas. A selection of people will also be invited to an interview or focus group from the following roles: Somerset officers and councillors; LCN Link officers and LCN Chairs/Vice-Chairs; City/Town/Parish councillors and clerks; SALC; people working in the police, health, VCFSEs, and business.  

The research phase will conclude with a report that will set out the design brief, which will summarise the different experiences and needs evidenced. The brief will also discuss which options drawn, from best practice, might best meet the needs of different stakeholders in Somerset. 

Emerging options phase

There will then be an emerging options phase, which will explore and discuss options for the framework. A selection of people will be invited to cross-sector workshops to consider options for the framework. We will be looking for a range of viewpoints to explore how needs can be best met, understanding there will remain differences of opinion. The review will conclude with a report bringing together the discussions and making a recommendation to Somerset Council on the framework. 

The research has evidenced several strengths and challenges in Somerset Council's work with communities.

Key Strengths:

• Evident desire to engage and work with communities across Somerset Council.

• Strong existing partnerships with many parishes, public services and VCFSEs.

• Officers and councillors who act as key points of contact and routes into the Council.

• Areas of sector-leading practice around engagement, co-production, and prevention.

Key Challenges:

• Partner organisations, councillors, and officers finding Somerset Council’s approach to communities fragmented and not joined up.

• Diminishing resources and staffing changes impacting engagement and collaboration.

• Inconsistent engagement and difficulty of access leading to negative external perceptions.

• The needs and viewpoint of Somerset Council sometimes being felt to dominate devolution and work in communities.

The team have carried out research to understand the needs of stakeholders with regard to Somerset Council's work with communities. The research included:

• A survey, which 145 stakeholders from a range of roles have completed;

• 48 interviews with a range of stakeholders;

• Four place-based focus-groups in different parts of Somerset;

• Online focus-groups with several groups of stakeholders.

Evidence from the research is currently being pulled together into an interim design brief, alongside exploration of what the needs are of different stakeholders and relevant best practice from Somerset and further afield.