Tamworth Borough Council – Progress Review

The council undertook an LGA Corporate Peer Challenge (CPC) between 29 to 31 October 2024 and promptly published the full report with an action plan.

The Progress Review is an integral part of the CPC process. Taking place approximately ten months after the CPC, it is designed to provide space for the council’s senior leadership to:

• Receive feedback from peers on the early progress made by the council against the CPC recommendations and the council’s RAG rated CPC Action Plan.
• Consider peers’ reflections on any new opportunities or challenges that may have arisen since the peer team were ‘on-site’ including any further support needs.
• Discuss any early impact or learning from the progress made to date.

The LGA would like to thank Tamworth Borough Council for their commitment to sector led improvement. This Progress Review was the next step in an ongoing, open and close relationship that the council has with LGA sector support.

The Progress Review at Tamworth Borough Council took place (onsite) on Thursday 11 September 2025.  

The Progress Review focussed on each of the recommendations from the original CPC, under the following theme headings: 

• Financial Management
• Communications, Community Engagement and Community Cohesion
• Prioritisation and Capacity
• Governance and Assurance  

For this Progress Review, the following members of the original CPC team were involved: 

• Rebecca Huddleston, Chief Executive, Wyre Council
• Councillor Alan Rhodes, Cabinet Member for Corporate and Financial Services, Bassetlaw District Council
• Councillor Nick Worth, Leader, South Holland District Council
• Jyotsna Leney, Community Partnerships Manager, Folkestone and Hythe District Council
• Cindy Lowthian, LGA Peer Challenge Manager
• Rachel Carter, Advisor, Learning Disability and Autistic People, Partners in Care and Health (not on the original peer team but joined us as a LGA Shadow Peer)

Peers conducted this Progress Review against the backdrop of proposed major local government re-organisation (LGR) across Staffordshire. These proposed reforms stem from the government's English Devolution White Paper, which outlines plans for devolution and local government re-organisation. Government aims to simplify the current two-tier system by creating larger unitary authorities with devolved powers. These ambitions are now being translated into legislation through the English Devolution and Community Empowerment Bill, which is currently progressing through parliament. Once enacted, this will provide the legal framework to implement new governance models and devolved responsibilities across England.

During this Progress Review, peers learned how the Staffordshire Leaders’ Board submitted an interim plan in March 2025, presenting two options for LGR: one for a single county-wide unitary authority, and another for two new unitary councils covering North Staffordshire and Southern Staffordshire. More recently, Staffordshire County Council, whose political leadership changed in May 2025 (following the interim submission) has expressed a preference for an East/West unitaries option. 

Furthermore, Tamworth Borough Council has also commenced work to assess the feasibility of establishing a parish council for the town through a Community Governance Review (CCG). 

In this evolving context, work continues across Staffordshire to collaborate, consult, assess and refine the available LGR options ahead of the final deadline for submission of business cases in November 2025. The Ministry of Housing, Communities and Local Government’s (MHCLG) timeline for LGR shows that new unitary authorities will be in place from April 2028. 

During this Progress Review, we met with senior officers, senior councillors and public sector partners who told us that the council is engaging pro-actively and constructively in the LGR process. The leadership is clearly respected with a strong focus on ensuring the best future footprint for the residents, communities and businesses of Tamworth. 

The council’s position statement shows that, while they have remained focussed on progressing the recommendations from the CPC, the capacity demands of LGR have required prioritisation of related activities. We heard from staff who described the impact as “lots of plates now spinning”. 

Given this changing landscape, the peer team were impressed with the level of progress made against each of the recommendations. It is a clear reflection of the council’s focus on improvement that out of the CPC’s twelve recommendations, the council’s RAG rated action plan reports that 83 per cent of actions are progressing as planned (green). Of the remaining two recommendations, one is rated as amber (at risk) and one is rated as red (off track). Senior officers and councillors who met with the peer team have a real pride in the progress made over the year. We heard “we’ve come a long way in a short period of time” and there was also recognition that there “is still more to do”.

The original CPC outlined significant financial challenges faced by Tamworth Council including a reliance on reserves and balances to offset deficit positions. Peers recommended that addressing these financial challenges should be the council’s immediate and most pressing priority. 

As outlined in section 2.1 below, in response to this recommendation, the council has agreed a Financial Resilience Plan (FRP), which was approved alongside the 2025/26 budget and the Medium-Term Financial Strategy (MTFS). We believe it is essential for the council to maintain a strong and consistent focus on delivering the FRP, particularly in light of the ongoing financial pressures and the wider context of local government reorganisation.

3.1 Financial Management 

Recommendation 3.1 Develop a clear plan to address your financial challenges incorporating tangible, costed and deliverable savings with robust governance oversight.

This recommendation has been rated as ‘amber’ by the council (at risk). This is because a key milestone to develop a savings tracker for staff, by July 2025, has slipped to September 2025 (see below).

As referenced above, the council’s budget, MTFS and FRP were approved in February 2025. The five-year base budget forecast (assuming the maximum permitted council tax increases) shows that the council still faces a significant budget deficit starting in 2026/27, requiring the continued use of reserves to balance the budget.

In 2026/27, a deficit of £3.9m is projected, followed by a further £3.7m deficit in 2027/28. The council’s MTFS states that, in the short term, these deficits can be covered by the General Fund Reserves, while still maintaining the minimum required reserve level of £500k through to 2027/28. But it also recognises that this is unsustainable in the medium and longer term. 

From 2028/29 onwards (the year when new LGR structures should formally come into effect) further savings of around £3.7m per year will be needed to balance the budget. Existing General Fund reserves would be insufficient to cover deficit levels from this point forward. 

The council’s budget papers highlight the need to take difficult decisions to meet this significant budget challenge. It shows how the savings and efficiencies prioritised in the FRP will be essential “to avoid the need for an application to the government for exceptional financial support in future years or ultimately the issuing of a s114 notice, in effect declaring the council bankrupt”.

The FRP and budget papers identified budget savings and additional income for 2025/26 (referenced as policy changes in budget papers). These papers show the impact of these as a net reduction in costs of £1.1m for the general fund in 2025/26. They include the introduction of Sunday parking charges, contributions from business rates equalisation reserve, revised treasury management interest and some additional government grant income. We also heard how a vacancy panel has been established to review and validate staffing proposals. The panel is playing a key role in scrutinising funding assumptions and recruitment processes in support of the FRP, while also providing focused support to service areas in need of additional resources.

However, as referenced above, the financial challenges faced are still significant. Furthermore, the council’s latest quarter one monitoring information projects an unfavourable variance against budget of £100k or 1.16% by the end of the year. 

During the original CPC, we found that the scale of these financial challenges were well understood by both the senior officer and political leadership. During this Progress Review, we found this still to be the case. Work is continuing (during this financial year) to develop and track further costed savings targets for each theme identified within the FRP. These themes are: income maximisation, financial management and organisation review/transformation. 

We also heard how the senior leadership has strengthened financial governance/oversight through a new financial health check and reporting process. This commenced in quarter one and includes both monthly and quarterly reviews to ensure effective financial monitoring. A new inclusive approach to budgeting also involves portfolio holders, directors and Corporate Management Team (CMT). Progress is reported quarterly to both corporate scrutiny and cabinet. As referenced above, a staff savings tracker and associated staff savings procedure are also being finalised and are due to be introduced imminently, with staff training to follow.

The council’s position statement also outlines the financial impact of LGR, including demands on staff time, resource allocation, and associated consultancy and legal costs. Although an initial reserve of £100k was agreed for 2025/26 to support this work, the scale of planning and preparation required has prompted a reassessment of proposed staffing savings within the Financial Resilience Plan (FRP). To build capacity behind key strategic projects - including LGR - the council has approved the establishment of a new Programme Management Office (PMO) and a restructure of the Senior Management Team.

During the progress review, we heard from senior political leaders about their commitment to ensuring the council is in a sound financial position as it moves towards Local Government Reorganisation (LGR). Their expressed intention to leave a positive financial legacy is encouraging. Our key recommendation is for the council to maintain a relentless and disciplined focus on identifying, costing and delivering tangible savings through the FRP. This is not only vital for managing current financial pressures, but also fundamental to securing a strong and sustainable financial legacy as the council transitions into the new local government landscape. 

3.2 Align your financial plans to your emerging new corporate plan.

The council has rated this recommendation as ‘green’ (on track). Peers were pleased to see how the new Corporate Plan (2025–2030) was approved alongside the budget, MTFS and FRP in February 2025. This is helping to provide greater clarity on the council’s priorities. It is positive that the FRP has been developed in alignment with the priorities outlined in the new Corporate Plan. We also heard that the Corporate Plan is being supported by the rollout of a new performance management framework, designed to support effective implementation and ensure clear oversight.

3.3 Ensure you are fully meeting obligations, managing risk and exercising control over the asset base and investments.

The council has rated this recommendation as ‘green’ (on track), reflecting positive progress since the CPC. Tamworth’s Asset Management Strategy was approved in Autumn 2024, and its implementation is being actively guided by an asset strategy steering group. A specialist organisation has been commissioned to support the development of detailed asset plans, including a comprehensive review of the implications of Local Government Reorganisation (LGR) on the council’s asset portfolio, investment properties, heritage and community assets. This work is scheduled for completion in October 2025 and will play a key role in shaping the council’s future investment strategy, ensuring assets are maintained sustainably and effectively.

Late last year, the council acquired the leasehold interest in a town centre shopping centre, having already owned the freehold of the site. This acquisition was part of the council’s wider strategy to revitalise the town centre and stimulate economic growth. Although the transaction did not involve an upfront cost for the council, it brings with it ongoing financial risks and operational responsibilities. During this progress review, peers found these risks are well understood by senior officers. The need to ensure a robust asset management plan is in place to effectively manage these risks and harness opportunities is essential.

3.2 Communication, Community Engagement and Community Cohesion

3.4 Ensure the new Equality, Diversity and Inclusion (EDI) Strategy is used to bring to life a common vision and sense of belonging for all communities, staff and councillors.

The council has rated this recommendation as green (on track). The position statement confirms that the new Equality, Diversity and Inclusion Strategy, along with an impact assessment process, was implemented in January 2025. 

The council shared examples with peers of early achievements to demonstrate how the strategy is fostering a shared vision and sense of belonging. Examples include skills-sharing workshops for staff, councillors, and voluntary groups to support community engagement and challenge misinformation (as part of the Honest Conversations project) and work with schools to promote unity, equality, and diversity. Since the CPC, the council has also supported the launch of a Spacehive crowdfunding platform supporting projects that build community cohesion. 

3.6 Review, develop and strengthen communication and consultation approaches.

In response to this recommendation, it is positive that the council commissioned a Local Government Association (LGA) communications peer review. This was undertaken in July 2025, and the resulting report recommends several ‘quick wins’ along with more medium-term recommendations.

We did not seek to duplicate the work already undertaken as part of the communications peer review. We were pleased to note how the recommendations are being taken forward through the new communications strategy and a delivery plan, and we encourage the council to continue their implementation. As part of this Progress Review, peers recognise how these actions will support the councils on-going work to strengthen community engagement and promote community cohesion across Tamworth.

The communications peer review also offers recommendations that will help to support internal and external engagement around transformation and change including LGR. It highlights how staff value regular updates through initiatives like ‘Chats with the Chief’. This view was echoed during this Progress Review. Some staff told us that there are further opportunities to improve two-way communication around the recent senior management restructure.

During this progress review, some councillors flagged concerns that the planning committee had not met since January 2025. We subsequently learned that this reflects the council’s application profile involving a lower volume of major applications requiring consideration at planning committee. Furthermore, how the council’s constitution sets out the scheme of delegations for non-major applications. 

There may be opportunities to strengthen communication with councillors on this issue and provide assurances that current arrangements are proportionate and consistent with the council’s constitution. 

3.7 Develop your overarching Town Centre Regeneration Strategy and use this as an opportunity to strengthen communication approaches in relation to town centre regeneration.

The council have rated this recommendation as ‘green’ (on track). Peers saw clear progress through the development of a draft Town Centre Regeneration Strategy and accompanying master plan (shared with the peer team). Both are scheduled for approval in November 2025. We were impressed with the work undertaken to involve councillors and staff through a series of workshops. 

The communications peer review (outlined above) emphasised the need to involve local stakeholders, including residents, in this work to build trust and ensure buy-in.  During this progress review, we were pleased to learn of the new internal governance arrangements being put in place through the Tamworth Regeneration Board (councillors and officers), alongside a proposed new regeneration communications strategy (building upon a plan used to support delivery of the Future High Streets Fund). We encourage the council to continue to strengthen resident and stakeholder engagement in this on-going work.

3.8 Use the Honest Conversations Project to build asset-based approaches to your work in communities and inform your community cohesion plan.

The council has RAG rated this recommendation as ‘green’ (on track). Since the CPC, the council has published the findings of the ‘honest conversations’ project. As referenced above (recommendation 3.6), this project involved a series of workshops involving diverse groups including residents, diverse community organisations, churches, asylum seekers and schools. Conversations explored life in Tamworth, strengths, opportunities and challenges. The project also involved training for both councillors and voluntary representatives on managing difficult conversations. 

Staff and cabinet members who met with peers were particularly proud of the ‘Kaleidoscope of Dreams’ event involving 22 schools. This was a community arts event held in Tamworth's Castle Grounds over the summer, featuring music, dance and an art trail created by local children to promote community, unity and diversity. 

We were pleased to see how the ‘honest conversations’ project is informing a draft ‘We are Tamworth – Building Better Communities’ strategy, scheduled for cabinet approval in October 2025. Tamworth’s ‘Better Together’ strategic partnership is supporting this. 

Everyone who engaged in peer discussions acknowledged that efforts to foster community cohesion and engagement are ongoing and require continuous commitment. We heard “we recognise promoting community cohesion needs to be ongoing and carries on and on”. 

Crucially, it is important to ensure you continue to bring staff, voluntary groups, residents, councillors and other stakeholders along on the journey, ensuring they feel informed, involved and empowered. We found that strong relationships with the voluntary sector are already in place, and there is a clear appetite among these groups to continue working collaboratively to strengthen community engagement and cohesion. There may be opportunities to further explore areas of work that the voluntary sector is keen to lead and deliver within the We Are Tamworth Strategy.

3.3 Prioritisation and Capacity 

3.9 Review your organisational structure and future ways of working, ensuring this aligns to/enables delivery of your priorities and ambitions 

The council has rated this recommendation as ‘green’ (on track). 

The original CPC had recommended that, to support delivery of the council’s agreed priorities and transformation ambitions, it is important to ensure that the council’s organisational structure and ways of working are aligned. The CPC had also highlighted a need to clarify and review the current approach to home and hybrid working. 

During the progress review, peers saw clear progress in reviewing the senior management re-structure. This was supported by a specialist organisation commissioned to assist the chief executive in design. This new structure retains three Executive Director (ED) posts, alongside a Director of Finance and Commercial (s151). It splits ED responsibilities based on Place, Housing and Communities and Corporate Services. New assistant director portfolios have been introduced, based on service grouping, including the new role of Assistant Director for Policy, Performance and LGR. A dedicated Project Management Office (PMO) has also been established and a new ‘compliance manager’ appointed. This is aimed at building capacity behind the transformation and Local Government Re-organisation agenda.

Peers were pleased to learn how a People and Organisational Strategy has been developed. The council has also reviewed organisational values and behaviours and relaunched these with the new Corporate Plan.

Peers recognise that the implementation of this recommendation is ongoing with more still to do. However, future Local Government Reorganisation (LGR) has understandably prompted a reassessment. As a result, a dedicated People and Workforce workstream has been established within the LGR programme. This workstream is focused on ensuring that all future workforce related implications, capacity, impacts and opportunities are fully considered in shaping the future local government model.

As this work progresses, staff communication, engagement and wellbeing will be key. Senior leaders who met with peers recognise the importance of ensuring staff feel informed, involved and confident about the changes. As noted earlier, some staff shared that there are further opportunities to strengthen two-way communication regarding the recent senior management restructure

3.12 Develop a comprehensive plan to achieve digital transformation putting customers at the heart

The council has RAG rated this recommendation as ‘green’ (on track). The position statement highlights that the new ICT Digital Strategy (2025-2030), along with an accompanying action plan, was approved in July 2025. It shows how this was informed by workshop sessions across the council and consultation with key stakeholders including directorate management teams. 

A dedicated project board has been established to oversee the implementation of initial transformation projects designed to modernise resident engagement through digital technology, underpinned by a ‘customer-first’ culture and proposed new Customer Charter. We heard how Marmion House (customer contact centre) has now re-opened to the public, with positive feedback received from many stakeholders during this progress review. Ongoing improvements focus on enhancing customer experience, operational efficiency and data-driven service delivery.

We did not have sufficient time, during this progress review to explore this work in more detail. But it is positive to see how the new strategy recognises the implications of future LGR, aiming to future-proof digital infrastructure to support evolving service models and future changes in the local government.

3.5 Continue to deliver the Social Housing Improvement Programme working with residents and the Regulator of Social Housing

The council have RAG rated this recommendation as ‘red’ (off track). The reason for this is that, at the time the updated action plan was produced (August 2025), three detailed milestones relating to the social housing regulatory programme were overdue. 

However, peers recognise how progress has been made. The council’s position statement highlights that whilst ‘off track’ these issues are under control and largely related to safety and quality standards within the repairs service. Furthermore, a meeting in the summer with the Regulator of Social Housing (RSH) was positive with follow up clarifications shared with the RSH on time. Peers were also pleased to learn that, whilst formal confirmation is pending, the Regulators have now indicated their intention to close the self-referral subject to internal verification. 

The position statement also highlights the council’s commitment to ensure the social housing regulatory programme goes beyond compliance and is focussed on building trust and tenant satisfaction. Furthermore, it is a cross-organisational project which is now integrated into the council’s new performance reporting framework. An internal Housing Advisory Board, together with scrutiny and cabinet, receives regular updates on progress. 

In relation to the Housing Revenue Account (HRA), the council’s MTFS indicates how (assuming capped rent increases in-line with the government’s rent setting guidance), balances are projected to remain above the council’s approved minimum required over the five-year period to 2029/30. Whilst balances are projected to be £3m at the end of 2027/28 (and therefore appear to be significant) the council recognises the importance of building up reserves to meet the long term costs of the capital programme included within the council’s 30 year HRA business plan.

Overall, the peer team met with senior leaders who are clearly committed to ensuring continuous improvement in social housing, with a strong focus on safety, compliance and tenant engagement, all of which must be sustained seamlessly throughout the process of Local Government Reorganisation (LGR).

3.4 Governance and Assurance

3.10 Continue to strengthen the culture of assurance and good governance across the council, including how statutory officer functions work and are distributed across the authority.

The council have RAG rated this recommendation as ‘green’ (on track). Peers could see evidence of positive progress. 

Consideration has been given to strengthening how the statutory officers of the council (head of paid service, section 151 officer and monitoring officer) work together to ensure a voice in all decision making as part of the senior management team re-structure. To date, this has involved the role of ‘Head of Paid Service’ being formally transferred to the chief executive, The interim s151 officer is clearly well respected by all those who met with the peer team. We also heard how statutory officers continue to meet at least monthly. Plans to recruit to the permanent role are scheduled as part of the Corporate Management Team (CMT) re-structure.

Two policy, performance and delivery officers have been appointed to support robust performance management reporting and oversight. Corporate governance is also being enhanced through the establishment of thematic boards within the CMT. Other progress includes a review of the council’s constitution, review of member training, review of the audit and governance committee and a review of the council’s overview and scrutiny functions (referenced below).

It is our view that this work to strengthen governance and assurance will be essential during LGR. It should put the council in a stronger position to ensure transparency and accountability and support effective service continuity throughout the transition.

3.11 Review the council’s Overview and Scrutiny structures in support of your corporate priorities.

The council has RAG rated this recommendation as ‘green’ (on track). Peers were impressed with the strong progress made. 

A comprehensive review of overview and scrutiny has been undertaken and will be implemented in November 2025 (following councillor training in October 2025). It has been informed by surveys and focus groups with councillors, alongside research into notable practice. 

The revised structure aims to strengthen the council’s oversight and accountability by realigning committees to reflect corporate priorities: Prosperity, Place and Environment; Community Wellbeing; and Corporate and Finance. The review has sought to ensure a more strategic approach to work planning through clear prioritisation criteria, enhance councillor engagement via role profiles and targeted training, and improve meeting management with standardised reporting formats. Governance and accountability will be reinforced through better tracking of recommendations and cabinet responses. 

Crucially, peers were pleased to see how the structure prepares for LGR by incorporating oversight of the transition within the Corporate Scrutiny Committee.

The LGA would like to thank Tamworth Borough Council for participating in the CPC Progress Review. It is evident that the council has embraced the CPC process and its recommendations, with clear progress made since the original CPC.

As highlighted previously, the council’s key ongoing challenge remains its financial position. A central message from this Progress Review is the importance of maintaining a strong focus on identifying tangible, costed savings as part of the Financial Resilience Plan.

The council’s progress in implementing the CPCs original recommendations has been made against the backdrop of LGR discussions following the publication of the English Devolution White Paper. Throughout this progress review, we have sought to share peer reflections on the implementation of our CPC recommendations within this changing context.

We appreciate that the senior managerial and political leadership will want to reflect on these findings and suggestions to determine how the organisation wishes to take things forward.

Under the umbrella of LGA sector-led improvement, there is an on-going offer of support to councils. The LGA is well placed to provide additional support, advice and guidance on a number of the areas identified for development and improvement and we would be happy to discuss.

This includes the Devolution and Local Government Re-organisation Support Hub which brings together information and resources to support councils. This hub includes an outline of the LGA support offers available to councils relating to LGR.

Helen Murray (Principal Adviser) is the main point of contact between the authority and the Local Government Association (LGA) and her e-mail address is [email protected].