Local Government Association Corporate Peer Challenge

1. Develop a long-term future vision for the borough
   The council doesn't currently have a clearly articulated vision for the borough setting out ambitions for economic growth, investment, and renewal. There's an opportunity to define what we want and ensure investment aligns with local priorities.
2. Consider an integrated approach to place-stewardship and neighbourhood working
   The council should explore how it can bring together its place-based activities in a more coordinated way that engages the community and their elected representatives effectively.
3. Use the review of the Charter for Public Participation to continue building relationships and trust
   The council has made progress in engagement, with good examples of co-production. But we could be clearer about when different approaches will be used and more consistent in practice. The charter review presents an opportunity to deepen trust, especially where it remains low.
4. Focus on a single set of values and behaviours with an implementation programme and a way to measure consistent application
   Understanding of the council's values varies across the organisation. Some directorates have developed their own versions, contributing to inconsistency. Following the independent culture review, we need a coherent set of values and behaviours, robustly implemented and measured.
5. Articulate and deliver a more strategic and corporate approach to transformation
   The council faces an £84m budget gap by 2029/30 and needs to shift from directorate-led approaches to a unified 'one council' model. The transformation programme needs strong political and officer leadership, and a strengthened central function to drive change.
6. Given the organisation's progress, consider how key council processes can support innovation and timely delivery of priorities
   Good governance and robust processes have supported improvement. But there's now opportunity to refine arrangements to support more agile working and innovation, particularly where current processes may cause delays.

What happens next

December 2025: Action plan goes to Leadership Team, setting out how the six recommendations will be integrated into our Council Plan, transformation programme, culture review, and other major planning processes..

July 2026: LGA peer team returns for a progress review (approximately 12 months after the initial challenge). They'll assess progress against the recommendations and provide further feedback.