Agenda item

Report attached.

The Cabinet considered a report of Councillor Munsif Dad BEM JP, Leader of the Council, informing members of the findings of the Local Government Association (LGA) Corporate Peer Challenge Progress Review and thanking the LGA team for their time and encouragement at the current direction of travel.

 

The Leader provided a brief introduction to the report, highlighting the purpose of the review and some of the main findings in the LGA Team’s latest report, which was provided as an Appendix.  The report was very positive, but it was noted that there was still more to do.  He thanked the cross-party working group, which had included Councillors Zak Khan and Shabir Fazal, for their work in driving forward the action plan.  A number of outstanding actions remained on course to be completed later in the year.  Overall, it was pleasing to see that the Council’s work was making a difference to Hyndburn.

 

Councillor Cassidy undertook to pass on the Leader’s thanks to Councillor Khan.

 

Approval of the report was not deemed a key decision.

 

Reasons for Decision

 

In October last year, the Council had invited a team of senior local government councillors and officers to undertake a Local Government Association Corporate Peer Challenge (“CPC”).

 

Following the original visit, an action plan had been produced by the Council based on the CPC’s 10 recommendations. 

 

A progress review had taken place on Thursday 4^th September 2025, focusing on the original 10 recommendations and the Council’s action plan.  To support this review, the Council had produced a position statement based on the action plan that set out progress to-date and intended future actions.

 

The purpose of the progress review was to receive feedback from the CPC inspection team on the early progress made by the Council in implementing the action plan, consider the team’s’ reflections on any new opportunities or challenges that might have arisen and discuss any early impact or learning from the progress made to date.

 

The Council’s senior leadership team and political leadership had been interviewed as part of the review and received feedback at the end of the process.  The process had also included 1-2-1 meetings/phone calls with the Head of Policy & OD and the Digital & Transformation Lead, plus a further four focus groups with the Leader and Deputy Leader of the Opposition, Cabinet members, Chairs of Audit and Scrutiny Committees, and other managers and staff.   This work had been supported by the following members of the original peer team.

 

• Ian Miller, Chief Executive, Wyre Forest District Council;
• Dominic Bradley, Director of Resources, Horsham District Council; and
• Anne Brinkhoff, Peer Challenge Manager, Local Government Association Associate

 

Findings and Recommendations

 

The CPC team had presented their main findings and recommendations verbally to the Council on their final day and had now provided a formal report based on the visit.

 

The team acknowledged that since the original CPC, the Council’s context had significantly changed with the prospect of local government reorganisation (“LGR”) and the Fair Funding Review 2.0, both of which had created uncertainties and were absorbing significant officer and member capacity.

 

The team had highlighted excellent progress on the Council’s key strategic projects and noted how well these aligned with the Council’s new Corporate Strategy.  They had recognised that the structures in place, and the relationships between elected members, officers and the management team, were effective and provided the right space for discussion and debate to support strong decision-making.

 

They had given particular credit to the work the Council had undertaken on staff engagement this year, which was already delivering positive outcomes.  Early results from the Council’s latest staff survey, which would be published shortly, suggested that staff really valued the changes that had been made.

 

They had also recognised the Council’s work on community cohesion, its communications with staff around local government reorganisation, and the progress being made on climate change and decarbonisation.  The Council’s transformation and digital work had also been highlighted as leading to real improvements in ways of working and in the authority’s ability to deliver good services.

 

The team had acknowledged that there was still more to do and indeed, the Council’s action plan set out a number of further steps, some of which were scheduled for later this year.  The Council recognised that there was further work to do and would continue to press ahead.

 

Below was a summary of the key findings of the report, categorised by the themes set out in the original recommendations report:

 

Strategic Leadership and Governance

 

The team had noted that a revised Corporate Strategy had been approved by the Council in July 2025, providing a clear and focused framework for delivery, including a new priority around embracing the opportunities of devolution.  Relationships between Cabinet and the Corporate Management Team (CMT) had continued to strengthen, supported by improved communication and more structured engagement.  The Accrington Neighbourhoods Board had been established to lead delivery of new Government-funded regeneration, and work was underway to develop a four-year plan that aligned closely with existing town centre priorities.

 

Delivery of Major Projects

 

The review had praised how the Council continued to make strong progress on its key strategic projects.  Phase 1 of the Accrington Town Square project was nearing completion, significant steps had been taken in advancing the Huncoat Garden Village scheme, and the Wilson Sports Village was on track to open in October 2025.  The Culture and Heritage Strategy had been launched, supported by UK Shared Prosperity Funding, and the Local Plan 2040 had been submitted for inspection.  These, they had noted, demonstrated the Council’s continued momentum on regeneration and place-making, despite broader capacity pressures.

 

Organisational Development and Staff Engagement

 

The team had observed that the Council was placing significant emphasis on supporting its workforce, with a review of skills and capacity underway to ensure both continuity and preparedness for future opportunities within any new unitary arrangements.  The team had identified that the recent staff survey had produced very positive feedback, and internal communications had been strengthened through regular updates, increased visibility of senior leadership, and a revitalised staff engagement group.  The team had reported that a clear commitment to training, and development was evident and well received by staff.

 

Financial Planning and Sustainability

 

The Council had undertaken detailed modelling to understand the potential impact of the Fair Funding Review 2.0, which had helped to inform recent Cabinet discussions and shape the approach to the 2026/27 budget process.  The team had acknowledged that while there was still some uncertainty, the Council was taking proactive steps to manage this risk, including identifying potential one-off mitigations and exploring income generation opportunities.  The LGA review supported these efforts and encouraged the continued development of a longer-term, sustainable financial strategy that would build on the foundations already in place.

 

Capital Programme Oversight

 

The review had found that good progress had been made in generating capital receipts and moving projects forward.  The team had identified an opportunity to further enhance reporting on the capital programme to support members’ oversight and decision-making. Discussions were ongoing within officer groups and Cabinet briefings to ensure reporting aligned with best practice.

 

Audit and Governance Arrangements

 

Changes to strengthen the independence of the Audit Committee had been welcomed by the review, including the removal of Cabinet members.  The team had noted that member training was progressing well and flagged that the appointment of independent co-optees should remain a priority.  This would further strengthen governance arrangements and ensure that the Committee continued to meet the highest standards of transparency and accountability.

 

Digital Transformation and Modernisation

 

The team had assessed that the appointment of a dedicated Digital and Transformation Manager had enabled real progress on ICT modernisation, including device upgrades, infrastructure improvements and steps towards cloud-based working.  These changes were laying the groundwork for more agile ways of working and aligning the Council with wider developments across Lancashire in preparation for LGR.  While the review had recognised the scale of what had already been achieved, they had noted that there was scope to accelerate delivery further as resources allowed, to maximise the benefits of transformation more quickly.

 

Climate Action and Community Engagement

 

The team had highlighted that the Council’s continued leadership on climate change and community cohesion remained a strength.  The LGA had highlighted several innovative projects and had noted the alignment between the Council’s draft Climate Strategy and its wider corporate objectives. The Council’s proactive approach to community relations and visible leadership, particularly in promoting cohesion and inclusion, continued to be well regarded.

 

Thank you to the LGA Peer Review team

 

The Council was extending its thanks to the LGA Corporate Peer Review Team for their time, expertise, and constructive challenge during the recent review.  Their input was greatly appreciated and would help inform the authority’s ongoing improvement work.

 

There were no alternative options for consideration or reasons

 

Resolved                                    -    That Cabinet:

 

(1)       Notes the contents of the report on the LGA Corporate Peer Challenge Progress Review; and

 

(2)       Thanks the LGA Peer Review Team for their work.