LGA Corporate Peer Challenge : Erewash Borough Council – Progress Review

The council undertook an LGA Corporate Peer Challenge (CPC) during November 2023 and published the full report. 

The progress review is an integral part of the Corporate Peer Challenge 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 peer’s 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 Erewash 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 Erewash Borough Council took place (onsite) on 10 October 2024 

The progress review focussed on each of the recommendations from the Corporate Peer Challenge, under the following theme headings: 

Recommendation 1: There is a requirement for Organisational Transformation which must be led and driven by the Leader and CEO.

Recommendation 2: Prioritise the delivery of the corporate plan (clear vision) and accompanying narrative to ensure it is understood and well communicated internally and externally.

Recommendation 3: Re-write the performance metrics to align to the corporate plan, using this data to underpin performance management and decision making.

Recommendation 4: Ensure collective responsibility, involvement and ownership by members and officers to address the financial challenges ahead, to enable financial targets to be met.

Recommendation 5: Develop and deliver a training programme for all members and a learning and development programme for employees.

Recommendation 6:  Build on existing (and develop new) partnerships in order to enable the delivery of council priorities.

Recommendation 7:  Accelerate the asset and income generation review.

Recommendation 8: Build on proposed constitutional changes to remove bureaucracy and get decision making to the right place, at the right level and at the right time.

Recommendation 9: Prioritise development of a communications and engagement strategy.

For this progress review, the following members of the original CPC team were involved: 

• Lead Peer: Paul Shackley (chief executive of Rushmoor Borough Council)
• Member Peer: Cllr. Alan Rhodes (portfolio holder for corporate services & finance - Bassetlaw District Council). ***Cllr. Rhodes joined the team to replace the original Member Peer Becky Cooper. She was unable to return to Erewash on account of having become an MP in July 2024***
• Senior Officer Peer: Helen Standen (acting chief executive, East Herts District Council)
• Peer Challenge Manager: Ernest Opuni (LGA senior regional advisor)

Out of the CPC’s 9 recommendations, the council’s action plan reports that 100 per cent of actions are completed/are progressed with none not to be progressed. 

Overall messages from the peer challenge team 

• There is positive direction of travel, making good progress and sense that significant change is underway.
• Directors seen as positive change agents across the council.
• Corporate strategy development by members and senior management is seen as an example of successful collaboration.
• Message that medium term financial position remains challenging. This has been heard and understood across the council.
• Managers feel more empowered and able to make decisions quickly where required
• Internal and external communications are improving but there remains more to do.

Below is detail on the progress against each recommendation as fed back by the council. The peer challenge team has fed back its thoughts against each of these in turn.

Recommendation 1: There is a requirement for organisational transformation which must be led and driven by the Leader and CEO.

Response: The council has embarked on a process of renewal to ensure it continues to be fit for its purposes. This of course will be led by the leader and the chief executive and will harness the enthusiasm of officers and councillors alike.

Progress in support of this recommendation:

Developed a transformation plan, ‘Stronger Erewash’ linking several workstreams together. The strategic context for our transformation plan will be set by the new corporate strategy along with other policies shaping the work, recognising the wider cultural change and implications.

We have used our engagement results to shape this work; the budget consultation, staff survey, CPC focus groups for example. These areas of work include:

• People strategy – looking at new approaches to flexible working, training and new e-learning platform provider, empowerment of staff through policy/process change, much improved communication channels.
• ICT strategy – facilitating the new approach to flexible working through digital infrastructure and investment, training to build new digital skills,
• Smarter working project including the accommodation review underway  considering an options appraisal on the future of the Town Halls (as flagged through comments made during consultation) and in turn investing in our buildings.
• Customer access strategy – ensuring our new website is fit for purpose, easier to access and improve the functionality to enable the public and partners to be empowered to use the online facilities.
• Work has also commenced on our staff intranet site, to again improve the communication and empowerment of staff to be able to find what they need to do their job easier.
• Refreshed corporate branding will be launched alongside the transformation programme internally at the managers meeting in September, with external branding launched in October/November closer to when the website will be launched.

All of this work will act as an enabler for the organisation during the Stronger Erewash transformation plan.

Feedback from peer challenge team

• The Stronger Erewash framework in place and cascade has started. Management is engaged in the process and seemed positive on commencement. More visible leadership from the CX would still be much  appreciated by teams.
• The investment in people and IT is positively recognised.
• Started a journey. Good progress with some visible successes but not yet at all levels.
• Flexible working options appreciated however roll out could be quicker with more buy-in at all levels. Flexible working options must be seen as a positive by senior management rather than being viewed with suspicion – this would help with recruitment and retention across the board. 

Recommendation 2: Prioritise the delivery of the corporate plan (clear vision) and accompanying narrative to ensure it is understood and well communicated internally and externally.

Response: A new corporate plan is in preparation. It is scheduled to be considered by the council executive in April 2024. It will be accompanied by a series of actions that will demonstrate further the process of renewal and commitment to changes to which the CPC has referred.

Progress in support of this recommendation:

Delivered a new, fresh corporate strategy which outlines our commitment to our communities through our staff being empowered and impassioned to deliver and make a difference. This has included renaming the corporate plan to the corporate strategy; a little but an important step to highlight the ‘line in the sand’ between old and new, as the council moves forward in this exciting chapter of renewal and growth. The corporate strategy was drafted collaboratively with Leadership by CMT, and took account of a wide range of competing drivers;

• Priorities of the previous government;
• Priorities/manifesto of the new administration;
• Feedback and knowledge gathered from our communities;
• Feedback from staff through our staff survey and the CPC report;
• Feedback and input through our management team meetings; and,
• Budget options put forward by staff and teams, with final agreement at the council executive meeting in February 2024.

The corporate strategy was approved by council executive at its April meeting and recommended for council approval (which was agreed) at its meeting in August 2024. It includes:

• The council’s vision; showing the council’s ambition for Erewash ‘where we want to be’;
• The council’s priorities; identifying the ‘what we will do’ – the four key areas of work that the council needs to undertake over the next four years, taking into account the work already underway or planned; and,
• A set of staff values; setting ‘how we will do it’ - the way in which we expect staff and members to work.

The work to communicate this with staff and the wider public and partners has started, with a communications plan drawn up by the communications team.

We have a well-connected staff and member base across a range of networks where they represent Erewash and the council as a whole. This extends into the county, across the region and at a national level including ongoing work with the LGA, MHCLG, Home Office and other sectors. We make the most of these to explore the opportunities for Erewash to maximise these and make the most of influence, policy making and future funding opportunities. The delivery of the corporate strategy will be supported by the transformation plan, Stronger Erewash.

Feedback from peer challenge team

• Corporate strategy adopted and approved. Staff are aware in the main and support it and see it as an enabler for progress. Some staff reported little change since the previous visit but were positive about the potential. They would welcome greater involvement to help embed the corporate strategy.
• There is a recognition that there are key issues such as the core strategy, East Midlands Combined County Authority (EMCCA) to be resourced and developed further. With further emphasis on LGR in the future, this area of work will require further resourcing moving forward.

Recommendation 3: Re-write the performance metrics to align to the corporate plan, using this data to underpin performance management and decision making.

Response: Performance measures – both service-based and those supporting the corporate plan are being revised; this is well advanced.

Progress in support of this recommendation:

• Commenced the development of corporate transformation as detailed under Recommendation 1.
• Established a delivery plan of the corporate strategy, which has driven the re-write of the performance metrics. These will be subject to ongoing scrutiny, with a scheduled (annual) review or when required by organisational change.
• The re-design of the performance process has seen a move to maximise ICT capabilities with an interactive reporting template and framework based on SharePoint. This will also allow staff to access data and reports as required, to drive a performance and insight driven approach to work and decisions.
• Maximising and using the data available through partners and other organisations to shape our work and decisions and making these readily available to staff to support this knowledge base.

Feedback from peer challenge team

• The People and IT Strategy will aid performance management.
• The delivery plan has been produced for the corporate strategy- this now needs to be further embedded across the council.
• Progress has been made on the review of KPIs and new reporting templates with approval due in November 2024.

Recommendation 4: Ensure collective responsibility, involvement and ownership by members and officers to address the financial challenges ahead, to enable financial targets to be met.

Response: A medium term financial strategy has been agreed and will be kept under review. The budget for 2024/2025 will be considered by council on 7 March 2024 following extensive participation by councillors and officers and including public consultation.

Progress in support of this recommendation:

• Recognising that financial sustainability is one of the core drivers for change within the organisation, engaged with the senior management team and beyond to present a range of budget options as part of the 2024/25 budget planning process. These took into account the work from staff to consider, transform and modernise our service delivery, and presented CMT and members with a range of options to support the balancing of the budget.
• Implemented a new process with scrutiny considering the budget for the first time before approval by council executive in February 2024. This provided the opportunity to consider the budget options and public consultation undertaken.
• Consulted on the budget during January / February 2024 to inform the final budget and report. The process also served as a communication tool to strengthen the communications work started to enhance the public’s understanding of the complicated funding process for local authorities, and how the pressures were mounting on councils through various means.

Feedback from peer challenge team

• The council’s budget for 2024/25 was set without the use of reserves. It was widely consulted upon and was also considered by scrutiny committee ahead of approval. The council’s S151 officer is held in high regard and has helped to stabilise and reassure both officers and members.
• As part of the process the council consulted on budget proposals for the first time.

Recommendation 5: Develop and deliver a training programme for all members and a learning and development programme for employees.

Response: It is agreed that further training for members is needed. It is also agreed that training for employees will be developed further.

Progress in support of this recommendation:

• Developed a workforce strategy to include key development points and opportunities including:
• Core training offer through a newly procured corporate e-learning system and commenced work with a project group to begin the switch over.
• Implemented a management leadership programme to invest in our staff further.
• Implemented regular employee communication and engagement through staff network groups, staff surveys, a suggestion ‘box’ and roadshows. Increased the health and wellbeing offer to staff through support for national weeks, sharing of support and information and assistance programmes.
• Supported the smarter working aspect of the transformation programme by considering HR working policies such as Flexi-time and core hours.
• Continued to review our Member training offer following elections in May 2023, to ensure the offer enables and introduces councillors, in particular newly elected ones, to the council, its work and practices.

Feedback from peer challenge team

• The recent awayday for managers was well-supported and widely appreciated. This could be carried out on a regular basis to help the Stronger Erewash concept embed.
• The Stronger Erewash initiative lays out investment in staff project. This is a good place for it in order to maintain profile and momentum in progressing.
• The council has recruited learning and development staff which is a valuable addition the corporate capacity. There are also now e-learning modules in place.
• Staff surveys are being done and are a useful tool for taking the temperature of the organisation. 

Recommendation 6: Build on existing (and develop new) partnerships in order to enable the delivery of council priorities.

Response: Agreed.

Progress in support of this recommendation:

• Engaged with new structures and people as they have come onboard

including:

• East Midlands Combined Authority
• New MPs for the area
• New Chief Executive for Erewash voluntary action
• Sport England for the new places work in Kirk Hallam

This will enable us to maximise opportunities for shaping policy and decisions to ensure they get the best for Erewash.

Feedback from peer challenge team

• The leader of the council is visible in developing relationships which are enhancing place leadership. It is important that this continues and there would be value in the focus on this work being raised yet further.
• The council’s two corporate directors seen as an asset for the council in developing partnerships.
• The council is heavily engaged with the EMCCA development which is valuable in relation to the its role in place leadership terms.
• There has been some good work undertaken in conjunction with the Derbyshire County Council on the Town deal for Long Eaton.
• The supported housing partnership has enabled a reduction on reliance on Bed and Breakfast facilities and has helped to assist work being undertaken to reduce levels of homelessness. 

Recommendation 7: Accelerate the asset and income generation review.

Response: Agreed in part. The asset and income review is progressing as quickly as possible and is not likely to be accelerated. Consideration of risk is embedded in EBC decision making; the degree of risk that is acceptable is issue dependent, balancing the achievement of objectives and the consequences of adverse outcomes.

Progress in support of this recommendation:

• Introduced a new garden waste charge for brown bin collections in time
• for sign up and income for 2024/25 budget. Huge success with participation at circa 65% of households (excluding flats) which surpassed income targets.
• Identified that additional success of the garden waste scheme was seen through circa 95% of households subscribed for the service online. A range of options for signup were made available including individuals being able to register other households on their behalf and drop-in sessions at the Town Halls to facilitate people without digital ability to sign up. This will support the re-development of the customer access and communication and engagement strategies.
• Made clear strides forward in assessing our current assets and moving to dispose of those which do not form part of our strategy moving forwards. The wave of work to sell assets has started, with the second trench due for consideration in September.

Feedback from peer challenge team

• Garden Waste charging has been introduced. There has so far been a 65% take-up which is raising £700,000 for the council.
• The options appraisal for town halls is underway and it is clear that that this will be a key political decision.
• The council has started work on asset sales and consolidation.

Recommendation 8: Build on proposed constitutional changes to remove bureaucracy and get decision making to the right place, at the right level and at the right time.

Response: The Constitution has been reviewed and proposals are expected to be considered by General Purposes Committee in May and subsequently.

Progress in support of this recommendation:

• Taken on board the comments and feedback from staff through the staff survey and the CPC visit about the current constitution and levels of delegation/approval. Work has been ongoing to review the financial regulations and contract procedure rules following specific consultation with staff.
• Alongside the other work, this is aimed to empower and support managers and staff to be proactiveto make timely decisions, removing unnecessary bureaucracy and delay.

Feedback from peer challenge team

• The council has reviewed its financial regulations and contract procedure rules.
• The reviewed levels of delegation are allowing managers more freedom and this has been positively received at all levels. There would be value in keeping this element of the council’s governance under review to ensure it is fit for purpose into the future. 

Recommendation 9: Prioritise development of a communications and engagement strategy.

Response: The council continually explores ways to improve communication and engagement and has a good record of adopting new platforms, particularly in the social media arena. As part of this, proposals are included within the 2024/25 budget to discontinue EBC Today, the council’s quarterly community magazine, and adopt new online e-Newsletter and engagement platforms. These will offer open dialogue and feedback loops which will help extend audience, audience groups, and increase engagement leading to improved representation across the borough. Alongside this, the council is making other innovations and recently the council reintroduced a consultation on its draft budget.

Progress in support of this recommendation:

• Decommissioned EBC Today, the quarterly printed magazine.
• Started the process to encourage people to sign up to sign-up to receive the new digital EBC News. This has been through a range of methods including a website pop-up, social media links, phone messages and QR codes. In addition, emails have been sent to subscribers of some services to encourage sign-up along with staff.
• Started development on a new communications and engagement strategy, outlining the council’s approach to this area of work, ensuring that the continuous feedback loop is embedded to feed information back into services, to shape future delivery alongside other drivers.
• Started work to consider options for enhanced consultation platforms to support more representative, inclusive engagement with residents, businesses and visitors to the borough.

Feedback from peer challenge team

• It is clear that the council has recognised that communications and engagement is an area of the council’s delivery which needs to be improved. A strategy to underpin this area of focus is under development. It will be important for this to be progressed, implemented and embedded in order that it sustains into the future.
• The engagement and openness from the council’s two corporate directors is highly appreciated by all staff across the board and without exception.
• Staff communications need to be improved and more frequent. For example the CPC report was not widely shared leading to a view from staff that the process was not sufficiently transparent. An action to address this would be for the  CPC report from 2023 and this progress review report from 2024 (once finalised) to be sent out to all staff. 

The LGA would like to thank Erewash Borough Council for undertaking an LGA CPC Progress Review. 

We appreciate that senior managerial and political leadership will want to reflect on these findings and suggestions in order 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. 

Mark Edgell (principal adviser) is the main point of contact between the authority and the Local Government Association (LGA) and their e-mail address is  [email protected]