LGA Corporate Peer Challenge – Progress review: Tandridge District Council

The council undertook an LGA Corporate Peer Challenge (CPC) during 16 – 18 July 2024 and promptly published the full report with an action plan. 

The Progress Review is an integral part of the CPC process and 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 Tandridge District 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 Tandridge District Council took place (onsite) on 25 November 2025.

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

• Collaborative Political and Managerial Leadership: Recommendation 1
• Statutory Officers: Recommendation 2
• Corporate Narrative, Place Leadership and Shared Partnership: Recommendations 3, 4 and 8
• Organisational Development and Workforce, Transformation and Capacity: Recommendations 5, 7 and 10
• Planning: Recommendation 9
• Member Development: Recommendation 6.

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

• Lead Officer Peer: John Robinson, Chief Executive, Newark, and Sherwood District Council
• Lead Member Peer: Cllr Shane Moore, Former Leader, Hartlepool Borough Council
• Peer Challenge Manager: Sophie Poole, LGA Senior Advisor for London and the South East.

Out of the CPC’s 10 recommendations, the council’s RAG rated action plan reports that 50 per cent of actions are completed, 40 per cent are being progressed and 10 per cent have not been progressed.

• Collaborative Political and Managerial Leadership

Recommendation 1: Invest urgently in creating a more collaborative, shared, political and managerial shared leadership team. This includes creating space for this leadership team to come together to think strategically, horizon scan and identifying issues earlier. 

The council included the following actions in their action plan:

• Improve regular communication of issues carrying a reputational or financial risk, to include the leader and deputy leader as well as relevant committee chair. Ensure that information on key matters is provided in writing and contemporaneously. Clear and realistic timescales will be agreed and acted upon for responding on issues raised by members.
• Jointly agree agendas in advance and agree, communicate, and monitor actions emerging from regular meetings -leader/chief executive 121s, RA/Senior leadership team meetings. Retain an action log, ensure those actions are carried out and progress is reported back promptly.

The peer team found a more collaborative political and managerial shared leadership team since the peer team were last on-site for the 2024 corporate peer challenge, with relationships on a much stronger footing. Regular communication arrangements have been strengthened and formalised, with fortnightly meetings between the leader and chief executive now embedded. Actions arising from these meetings are agreed, documented, and monitored through an action log, ensuring timely and consistent follow-up. Written updates on reputational and financial risks are now shared with the leader, deputy leader, and relevant committee chairs, supported by clear timescales for responses.

Senior councillors from the Residents’ Alliance and senior officers also meet fortnightly, with agendas agreed beforehand. These sessions provide an opportunity to address priority issues, such as planning performance, and to test solutions ahead of Member Reference Group (MRG) discussions. The MRG itself meets fortnightly, bringing together group leaders, senior councillors, and the senior leadership team to be a sounding board for key projects, including the council’s response to Local Government Reorganisation (LGR) and the Tandridge Transition Programme (TTP).

The leader and chief executive are working effectively together, both internally and externally, representing the council in LGR discussions across Surrey. Their joint approach has also been evident in wider engagement with councillors and staff, reinforcing confidence in the council’s direction. The visibility of this collaborative leadership is critical, particularly during the LGR process, as it signals stability and shared purpose to staff, members, and external stakeholders.

The clarity of priorities clearly articulated by the political leadership—focused on delivering tangible outcomes before LGR—provides essential direction for officers managing competing demands. Maintaining this focus will be vital to sustaining momentum and ensuring that the council’s legacy ambitions are achieved.

• Statutory Officers 

Recommendation 2: Foster a more collaborative relationship between the three statutory officers so that they work together as a team as set out in the Best Value Statutory Guidance. 

The council included the following actions in their action plan:

• Improve regularity and content of Statutory Officers meetings. Meetings to take place fortnightly Use SOLACE/CIPFA new Code of Practice as basis for reassessment.
• Establish an information sharing and early-warning agenda items for unusual activity (particularly with a financial / legal / governance impact).

The peer team saw and heard evidence that the three statutory officers—the head of paid service, section 151 officer, and monitoring officer —are working effectively together as a collaborative leadership team in line with Best Value Statutory Guidance. This is particularly critical during a period of significant organisational change, including LGR.

Following the 2024 corporate peer challenge, the terms of reference for the statutory officers group were reviewed against the SOLACE/CIPFA Code of Practice, with revised arrangements implemented in September 2024. The group now meets fortnightly, with membership restricted to the three statutory officers. Other senior officers attend by invitation for specific items, ensuring focus and confidentiality.

The agenda includes standing items such as LGR updates, governance activities linked to the Annual Governance Statement and budget, oversight of limited or no assurance audits, urgency decisions, and matters requiring escalation. The group also monitors live organisational risks—for example, planning appeals—addressing staffing, financial, and reputational implications. These arrangements have strengthened information sharing, horizon scanning, and early warning on issues with financial, legal, or governance impact.

The relationship between the statutory officers was described as “re-energised” since the peer challenge. More regular engagement has helped to establish a stronger “no surprises” culture, supporting more effective collective working on governance, finance, and risk management. This collaborative approach is essential for organisational resilience, particularly during LGR, where the council must maintain grip on current statutory and governance requirements while preparing for future structures.

Effective statutory officer relationships are a hallmark of well-performing councils. The strengthened partnership in Tandridge provides increased assurance that governance and financial risks are being actively managed. The statutory officers’ collective role as the organisation’s “golden triangle”—linking governance, finance, and legal oversight—is central to maintaining organisational grip. Their ability to anticipate and address emerging issues, maintain compliance, and provide clear advice to members and senior officers is fundamental to the council’s overall organisational health. The introduction of structured agendas and standing items has reinforced accountability and transparency within this leadership space.

Maintaining this momentum and focusing on early warning and risk oversight will be critical to strengthened governance and organisational resilience as the council navigates LGR and wider challenges over the coming year. Continued emphasis on openness, shared responsibility, and proactive risk management will ensure the statutory officers remain a strong and united leadership team.

• Corporate Narrative, Place Leadership and Shared Partnership

Recommendation 3: Develop a clear vision for the place, building on the foundations of the new corporate plan, ensuring this vision is understood and articulated by all. 

The council included the following action in their action plan:

• Use the new Corporate Plan as the basis for creating a clear narrative for the Tandridge district. The narrative will reflect the distinct nature of the district – Green Belt, rural with valued landscapes, no major towns, major infrastructure or public/private sector employers, challenges with public sector resilience.

Since the peer team visited in July 2024, the council has developed a clearer narrative for Tandridge, defining its vision of place, in the context of LGR. This narrative reflects the district’s identity and priorities and is intended to inform the development of the proposed East Surrey unitary authority ahead of April 2027.

This vision seeks to articulate what Tandridge stands for—preserving what matters most to residents while planning for future needs such as infrastructure needs and housing growth. The peer team observed that this narrative is being communicated effectively both within the organisation and externally and encourages the council to continue embedding this throughout the transition. 

A corporate plan was adopted in 2024 which provides a framework for delivering this vision. It sets out clear priorities and actions, links objectives to service planning and staff performance, and ensures alignment across the organisation. This clarity of purpose is essential, particularly during a period of financial uncertainty and structural change. The annual review of the corporate plan action plan allows the council to monitor progress and adjust priorities as circumstances evolve.

While LGR will inevitably impact delivery, the council’s focus is to safeguard key services and maintain continuity for residents. Members’ commitment to the narrative of place is particularly encouraging, as it will be critical to influencing the new unitary authority and ensuring Tandridge’s priorities are not lost in the wider transition. The peer team was pleased to see strong alignment between political and managerial leadership and a clear sense of what matters most to the community. Maintaining this focus will be vital to securing Tandridge’s legacy and shaping its future within the new governance arrangements.

Recommendation 4: Create a Tandridge Leaders Board which brings together public, private and community partners to identify and work collectively on shared priorities. 

The council included the following action in their action plan:

• Rather than create a Tandridge Leaders Board use existing mechanisms - Parish Assembly, Health and Wellbeing Board, BIDs to further the council's and partners objectives for the district. Potentially use the annual review of the Corporate Plan to bring together partners to explore opportunities for collaboration and shared priorities. 

While the peer team were disappointed that the council didn’t create a Tandridge Leaders Board, the team could clearly see that progress has been made in developing local governance and partnership structures that reflect its commitment to community engagement and place leadership, which has been prompted and shaped by LGR. Tandridge is one of four pilot Neighbourhood Area Committees (NACs) as part of the Surrey LGR proposals. This initiative aims to ensure that larger unitary councils remain connected to local communities by creating forums that bring together residents and key organisations. The Tandridge pilot, covering the north of the district, has held three formal meetings since September, agreeing terms of reference and identifying initial priorities around poverty, economy, and health. Subsequent discussions have focused on youth mental health and poverty, supported by expert input, with further engagement events planned to raise awareness and encourage community participation.

Alongside this, the council has strengthened its relationship with parish councils. The Parish Assembly has provided a platform for collaboration on key issues such as LGR, planning changes, and community asset management. As a result of the council’s transformation programme, the council initiated a review of its community assets including consideration of Community Assets Transfers (CAT) as a way of reducing ongoing costs to the council. This work has continued into the council’s preparation for LGR and is an example of partnership working enabling the sustainable transfer of valued local facilities to parish councils and community groups. This proactive strategy safeguards community assets and empowers local ownership ahead of structural changes.

The peer team were pleased to see progress on the council’s wider partnership work. A well-attended event in March brought together stakeholders from health, housing, voluntary services, and business sectors to explore joint approaches to delivering corporate priorities. Initiatives like these will hopefully serve Tandridge well during and beyond the transition to a new unitary authority.

Recommendation 8: The council has a strong reputation of working in partnership with neighbouring authorities. There is an opportunity to extend existing and new shared partnership arrangements into other service areas to help increase capacity and resilience across the council. 

The council included the following actions in their action plan:

• Further develop collaborative working arrangements with Reigate and Banstead and other neighbouring authorities to include exploring opportunities arising from respective transformation programmes.
• Subject to the Devolution White Paper, work with Government, Surrey County Council and neighbouring authorities on devolution and local government reorganisation.

The council has demonstrated strong partnership working with neighbouring authorities through established shared service arrangements and is actively exploring further opportunities with other East Surrey councils where mutual benefits can be achieved. LGR will create additional scope for sharing staff and resources during the transition to the new unitary structure. Structural changes will be managed through the joint implementation plan and governance framework currently being developed. The council has worked closely with Surrey districts and boroughs throughout the LGR submission process, and the peer team has confidence that the council will continue to maintain an active role in shaping future arrangements.

• Organisational Development and Workforce, Transformation and Capacity 

Recommendation 5: A workforce strategy is urgently required to understand the council’s organisational development needs and will need to consider areas such as recruitment and retention and management development. 

The council included the following actions in their action plan:

• Define the scope of the workforce strategy and proposed solutions.
• Align the development of the strategy with work underway / planned (for example, Talent Management and the Pay and Reward review). Recruit an Organisational Development lead on a two-year fixed term basis. All communications regarding a workforce strategy to be written in simple, everyday language to ensure clarity. Agree resourcing with Members.
• Draft Workforce Strategy to be developed.

The peer team heard that the original plan to produce a formal workforce strategy and appoint an organisational development lead as set out in their action plan was impacted following the announcement of Surrey’s LGR fast track status in February 2025 after the corporate peer challenge took place. This has resulted in the activity that would have been in the workforce strategy being progressed through a People Workstream and reporting to the Tandridge Transition Board. The peer team heard that this approach means there is alignment with transition priorities and reflects a commitment to preparing the workforce for future LGR arrangements.

Over the past year, significant progress has been made in strengthening performance management. Appraisals were relaunched with a focus on meaningful conversations, clear objectives linked to the corporate plan, and behaviours aligned to organisational values. Processes were streamlined following feedback, resulting in improved completion rates. Managers have received targeted support through mandatory training on performance management, recruitment, procurement, and equality and diversity.

Staff development has been prioritised through the One Team approach and a six-month programme for 15 high-potential employees. Three project groups—Talent, Digital, and Modernise—are driving improvements in resilience, digital capability, and data-driven decision-making. These initiatives, alongside participation in the Tri-Sector Challenge and promotion of external programmes such as the DCN development scheme, demonstrate a strong focus on building future leadership capacity and organisational agility.

Training opportunities have expanded significantly. Mandatory equality and diversity sessions, specialist webinars, and partnerships with East Surrey College for Microsoft 365 training have supported skills development. A dedicated LGR training plan is helping staff build resilience and prepare for change, ensuring readiness for new roles within the unitary structure.

Recruitment and retention remain challenging, particularly within the planning service and in the context of Tandridge’s transition to a new unitary authority from April 2027. Positive developments since the corporate peer challenge has seen the council streamlining processes and launch a new careers website and recruitment platform, supported by video content showcasing the council and its teams which has improved candidate engagement. A pay and reward review has also informed changes to remuneration, flexible working, and benefits promotion, with implementation underway. In parallel, the council is preparing for a likely increase in interim staff during the transition to the new unitary and has begun streamlining the process around this.

Internal communication has also been modernised through a new intranet, improving accessibility and engagement. Collectively, these actions demonstrate a proactive approach to workforce development, despite the complexity of LGR. The peer team noted the council’s strong commitment to its workforce, underpinned by practical initiatives that support staff wellbeing, capability, and career progression. Preparing employees for future opportunities within the new unitary arrangements is clearly a priority, and the council’s efforts to build resilience and leadership capacity are commendable.

Maintaining momentum on talent management, leadership development, and organisational agility will be critical to sustaining capacity and ensuring staff are equipped to deliver services effectively during transition and beyond.

Recommendation 7: Align the transformation programme with the council’s Medium Term Financial Strategy (MTFS). Clarity around the priorities within the transformation programme is needed to provide a more targeted approach. To reengage the transformation programme across the organisation a reframing of how the programme is communicated is required. 

The council included the following actions in their action plan:

• Ensure Future Tandridge Programme 2 (FTP2) is tightly focused and addresses the council’s priorities. Ensure communications regarding FTP2 are clear and relevant.
• Map the transformation programme against the MTFS to better understand what savings need to be achieved and by when.

Tandridge is a small council with limited resilience, high service pressures, and a need to deliver significant savings to maintain stability. The 2024/25 outturn ended with a £741k revenue surplus and £445k in unused contingency. This £1.186m, along with other reserves, was carried forward to 2025/26 and 2026/27. The council entered 2025/26 with £1m savings required. The council’s Tandridge Transition Programme identified two-year of savings - £750k savings for 2025/26 and a £400k saving for 2026/27 to ensure financial sustainability before the council ceases as an entity after 31 March 2027 and becomes part of the new East Surrey Unitary Council on 1 April 2027. The council is incurring approximately £1.5m in one-off costs related to Local Government Reorganisation (LGR) in 2026/27. The council is set to balance its budget for 2026/27 without relying on general reserves.

The council has transitioned from the Future Tandridge Programme (FTP2) to the Tandridge Transition Programme (TTP), reflecting a pragmatic shift to focus on Local Government Reorganisation while maintaining service improvement. TTP provides governance and oversight for the transition to the new East Surrey unitary council, balancing business-as-usual with preparation for structural change. Internally, objectives include safeguarding service delivery, supporting staff through change, maintaining financial stability, and progressing key projects such as Community Asset Transfers and the local plan. Externally, the council is working with partners to influence unitary arrangements, promote resident voice, and pilot Neighbourhood Area Committees. The council has launched MyTandridge Account and adopted an Agile Improvement Model to prioritise change and enhance resident experience. 

The council is currently focusing its capacity and resources to support its Housing Improvement Plan and has established an improvement team to implement a detailed action plan. This is on the back of the C4 rating from the Regulator of Social Housing (RSH) indicating serious failings in relation to the council’s housing stock. Key actions include commissioning a comprehensive stock condition survey, reviewing compliance data, tackling the 1,000 plus overdue fire safety actions, completing overdue electrical checks, and enhancing contractor/repairs management. It is important that the council continues to work closely with the regulator to ensure performance improvements are made.

With limited capacity and resource, the council is taking a balanced approach to transformation and improvement. While the peer team understands this approach, it is important that the council continues to focus on strong governance, being clear on priorities, and proactively engaging with staff and members. This will also ensure that Tandridge remains focused on its legacy, resilience, and financial and organisational readiness for the new unitary authority.

Recommendation 10: Review longstanding working practices to streamline processes and reduce paperwork and mitigate duplication across services. Reduce the number of meetings taking place across the organisation to free up much needed capacity. 

The council included the following actions in their action plan:

• TP meetings have been reduced. MT/EMT meet weekly for up to 2 hours with agendas focused on Finance and Governance, People and Strategy and Performance running cyclically on a monthly basis. Statutory Officers Group now meeting fortnightly. Key Officer Forum meets on a monthly basis. This works for the day-today business of the council and will continue to be in place.

The peer team heard that the council has taken effective steps to improve meeting structures and streamline processes, addressing previous concerns about capacity and duplication. Management Team (MT) meetings now occur fortnightly with a stronger strategic focus, while Extended Management Team (EMT) meets fortnightly to manage operational issues. EMT membership has been broadened to include key service leads, ensuring wider engagement. The Key Officer Forum (KOF) has been reviewed following a staff survey and now operates as a hybrid meeting every two months, with clear expectations for attendance and emphasis on purposeful agendas and time management. Officers are encouraged to challenge the need for meetings and ensure clarity of outcomes.

Alongside governance improvements, the council has advanced its digital transformation programme. The MyTandridge Account offers transactional services for housing, council tax, benefits, and waste has attracted over 10,000 users. This is around 25 per cent of households with a target of 50 per cent by the end of November when the peer team were visiting. The Agile Improvement Model (AIM) supports structured change, focusing on high-impact areas such as housing, waste, and anti-social behaviour. Staff development initiatives complement this work, with project groups reviewing processes to reduce paperwork and improve efficiency. These changes demonstrate a pragmatic approach to managing capacity while preparing for Local Government Reorganisation.

• Planning

Recommendation 9: Some parts of the planning service require urgent attention with direct chief executive intervention, to include the immediate progression of a local plan. 

The council included the following actions in their action plan:

• Our most recent key performance indicators for all kinds of applications are well above the required national targets, in some cases achieving a 100 per cent performance level. The development management service is part way through implementing an improvement plan and the results are already showing a positive impact on performance, reduction in staff turnover, less reliance on contractors and increased efficiencies with our internal processes. There is still much work to do on the improvement plan, and officers and councillors are working hard on its implementation.
• A weekly enforcement turnaround team has been established with progress reported regularly to Members. We have brought in external enforcement companies and also The Sheriff’s Office which provides out of hours cover, while we pursue recruitment to boost the in-house team. We have a clear, published call out process.
• Work has begun on a new Local Plan with the HELAA methodology and the Statement of Community Involvement currently out for consultation.

Planning remains a clear priority for the council. The chief executive provides direct oversight to ensure delivery against agreed objectives. Regular meetings with the leader and close monitoring of the Planning Improvement Plan have helped maintain momentum and address issues promptly.

The development management service is partway through its improvement plan. The team heard there had been positive results with improved performance, reduced staff turnover, less reliance on contractors, and greater efficiency in internal processes. While further work remains, it was clear to the peer team that officers and councillors are working hard to embed these improvements.

The Local Plan has been a major focus, supported by a detailed Project Initiation Document and budget. Although the team is largely interim, it has the necessary skills and flexibility to commission additional expertise when required. Chairs of Planning Committees receive fortnightly updates, and the Planning Policy Committee and Working Group are regularly briefed. The council has completed Gateway 1 of the Local Development Scheme and is out to consultation which closes in March 2026. The local plan is a priority project under the Tandridge Transition Programme, with progress reported to the Transition Board chaired by the chief executive.

The peer team is pleased to see the council moving beyond stabilisation to deliver tangible improvements under challenging circumstances. As LGR approaches, maintaining this momentum and making the case for planning to remain a priority within the new unitary will be critical.

• Member Development

Recommendation 6: A more structured approach to member development is required, given the high number of recently elected members, with more focus on individual development needs. Consider the adequacy of member training budgets and driving up levels of member engagement with training opportunities.

The council included the following action in their action plan:

• Consult with members on individual development needs and develop programme. Review member development budget as part of budget process for 2025/2026. 

This was the area where the peer team saw the least amount of progress. Member development has been arranged, with training for Planning, Licensing, and Investment Committees, alongside risk management sessions open to all councillors. Briefings have covered finance, planning, LGR, and community assets, and councillors are invited to staff training, including equality and sexual harassment legislation. New councillors and chairs received targeted induction, and pre-committee briefings and mid-cycle meetings support ongoing engagement. Despite these efforts, attendance remains a challenge, particularly in the context of LGR uncertainty. The council is considering how much to invest in development for members who may transition to the new unitary, which will provide its own training. The peer team would encourage the council to prepare its members for the change in governance structure from a committee system to a leader cabinet model. There is an opportunity to pair up with other councils in Surrey who will be moving to the new model as well. The LGA also runs development sessions for officers who may not have worked in a leader cabinet model previously. Further information, support, and resources on LGR, can be found on the LGA’s devolution and LGR Hub website. 

The LGA would like to thank Tandridge District 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. 

Will Brooks, South East Principal Adviser, is the main point of contact between the authority and the LGA and his e-mail address is [email protected].