LGA Corporate Peer Challenge – Progress review: Malvern Hills District Council

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

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 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 Malvern Hills District Council (MHDC) 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 MHDC took place on 8 January 2026.

The Progress Review focussed on each of the recommendations from the Corporate Peer Challenge.

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

• Catherine Howe - Chief Executive, Dorset Council
• Cllr Neil Clarke - Leader of the Council and Portfolio Holder for Strategic and Borough-wide Leadership, Rushcliffe BC
• Cllr Caroline Jackson - Leader of the Council and portfolio holder for Housing and Homelessness, Lancaster City Council
• Emma Hodds - Chief of Staff, Kings Lynn & West Norfolk Borough Council
• James Millington - Peer Challenge Manager, Local Government Association.

Out of the CPC’s nine recommendations, the council’s RAG rated action plan reports that all of the actions related to the recommendations are either ongoing or are complete with no further action required.

The peer team heard overall how MHDC has made good progress in addressing the recommendations from the CPC, with a focus on governance, strategic planning, and organisational resilience. The peer team found that the administration and senior management team (SMT) have pulled together as a team, which is significant as this was a very new partnership at the time of the original CPC and the top team are working together now with a shared sense of purpose.

The peer team heard how this has been a challenging year for the council with the impact of local government reorganisation (LGR) but MHDC has responded proactively by ensuring members, staff, and the public are well-informed through briefings, engagement campaigns, and surveys. A revised council plan for 2025/26 was introduced to prioritise achievable actions before reorganisation, supported by targeted staff training to build resilience and adaptability.

The peer team heard about a significant shift in the financial awareness across the organisation. Financial planning and the careful investment strategies have been strengthened to support the council’s vision and deliver tangible community benefits. The introduction of the community infrastructure investment plan (CIIP) and the community facility legacy grant scheme has resulted in investment in local assets and facilities, leveraging additional partnership funding. Governance improvements include enhanced training for members, the creation of a corporate governance manager role, and greater involvement of policy development panels (PDPs) in shaping strategic plans. Internal alignment has been reinforced through cross-departmental collaboration, updated performance frameworks, and project management training for staff.

MHDC has also advanced its digital transformation and communications strategy with a view to improving service delivery and engagement. Progress has been made in automating processes, introducing artificial intelligence (AI) and robotic process automation, and redesigning customer journeys across key services such as planning, housing, and revenues and benefits. External communications have been strengthened through storytelling campaigns, social media engagement, and proactive promotion of council achievements, with a focus on inclusivity and transparency.

The peer team’s reflections on progress made in relation to each recommendation is set out below:

3.1 Develop member and officer understanding of the impacts of local government re-organisation and incorporate key learning within the council plan as necessary.

MHDC has taken significant steps to develop member and officer understanding of LGR and integrate this learning into its planning processes. Initially, regular staff and member briefings were introduced, supported by a frequently asked questions document on the intranet to ensure transparency and clarity. The council plan was reviewed in light of LGR and replaced with a shorter-term, focused plan for 2025/26, which prioritises actions achievable before reorganisation. This approach will continue into 2026/27, with updates based on the evolving LGR position.

The peer team heard that throughout 2025 MHDC has maintained a strong emphasis on communication and engagement. Members have received detailed briefings on the LGR process, including outcomes from public and staff engagement and the development of the draft business case by KPMG. Town and parish councils were also engaged through briefings and surveys to gather their views on reorganisation. Public engagement was facilitated via the Shape Worcestershire website and a county-wide campaign, which attracted over 4,200 survey responses and was recognised by the LGA as good practice.

Staff engagement has been a key focus, with surveys designed to gauge understanding and identify training needs. Based on feedback, a comprehensive training programme was introduced, covering resilience, stress management, and change readiness, delivered through multiple sessions by Work Well Live Better. These initiatives aimed to prepare staff for the uncertainties of LGR and equip them with skills to manage change effectively.

The council plan was updated to reflect the realities of LGR, concentrating on deliverables before reorganisation and ensuring a legacy for the district. It was agreed that the plan would not be refreshed for 2026/27 to maintain focus on completing current priorities and preparing for transition.

In regards to LGR the peer team found there was wide understanding of MHDC’s preferred position of the 2 unitary council model. However MHDC should continue to emphasise that until a decision is made then this future model is unconfirmed. Staff do appreciate the communications but currently view these as reactive rather than proactive. Following the final decision there will be a need to ensure that council services are ready for the future from a staff and service perspective.

The peer team did find that some people were energised by the change but some felt this was ‘the end of term’. The council will want to ensure all members and officers continue to be energised and engaged over the coming period through final decision making and implementation to continue to maintain the council’s approach in positively delivering for communities. There will be a big moment when the final decision on the future is made and MHDC can use this to shift the message in communicating “the mission not the badge” in relation to the future local government structures.

3.2 Spend the time needed to develop a vision in a collaborative way and use that to frame the corporate plan with an investment strategy in order to make good use of reserves to support future ambition.

MHDC has focused on developing a clear vision and aligning it with an investment strategy to support future ambitions. Following this CPC recommendation, the council plan for 2025/26 was created collaboratively, involving councillors through PDPs and the overview and scrutiny committee. This appears to have been a positive step. The council may wish to continue simplifying the narrative of plan as although the peer team did hear a clearer sense of purpose, the plan and narrative does not come through as strongly. This could also be profiled further by specifying what is delivered pre-LGR and what comes after.

The peer team found that MHDC has done some great thinking about how to invest in the future of its communities, and in parallel is considering the future following the end of UK shared prosperity funding (UKSPF). A new investment strategy was introduced to underpin the council plan and make strategic use of reserves. This included the launch of the CIIP and a community facility legacy grant scheme and acquisition of additional assets to support new food waste requirements, and plans for economic development at Park Farm.

Significant progress has been made in delivering the CIIP, with substantial investment in council-owned assets and community facilities. Over £495k from council reserves has been allocated to projects such as refurbishing Malvern Town Football Club’s car park, upgrading Malvern Rugby Club’s changing rooms, and resurfacing outdoor courts at Sport Dyson Perrins. In addition, £530k from other sources, including Section 106 and partnership funding, has supplemented these improvements, ensuring wider impact and sustainability.

The community facility legacy grant scheme has attracted strong interest from local organisations. With an initial £1m allocation, the scheme received 70 applications requesting £3.2m in total. Through additional funding streams, £1.9m has been awarded in principle to 48 projects, leveraging an extra £1.1m in partnership contributions. Collectively, these actions reflect the council’s commitment to collaborative vision-setting, strategic investment, and delivering tangible benefits for residents and communities ahead of LGR.

3.3 Look at the governance and decision-making structure, benchmarking against best practice, to make sure you have the right balance of participation and clear accountability which will help you achieve your vision. For example, look at planning committee, overview and scrutiny, audit committee and the policy development panels as opportunities for cross-party collaboration. To do this, consider the resource and capability you need to review the decision-making framework.

MHDC has taken steps to strengthen its governance and decision-making structures by benchmarking against best practice and improving member engagement. Initial actions included providing training to the overview and scrutiny committee on good decision-making, with further externally delivered sessions planned to inform the council’s workplan. A new corporate governance manager post was created to review governance arrangements and recommend improvements, ensuring accountability and cross-party collaboration.

Training and development have been a focus to enhance committee effectiveness. The overview and scrutiny committee received training from the centre for governance and scrutiny (CFGS) in June 2025, covering robust questioning techniques, structured work planning, and effective lines of enquiry. Planning committee members also completed training delivered by PAS in November 2025, focusing on making defensible decisions. This is all good practice in providing members with the skills and knowledge they need in their roles. However, the peer team did consider that a continued focus on this would be helpful as we heard about the challenges with planning decisions being overturned and the council will want to consider how its internal processes may address this through continued officer and member dialogue on the performance of the committee.

MHDC has worked to increase member involvement in shaping strategic plans and policies. PDPs have played a central role in feeding into major initiatives before they are presented for approval by the executive committee and council. Examples include the community facility legacy grant scheme, the new tourism strategy, and the climate adaptation plan. This approach appears to be helping to ensure that members from all parties have an opportunity to contribute to shaping key priorities and strategies. The peer team did hear that not all PDPs are as active in their approach and there may be an opportunity to review the communications and engagement of these for members so keep all councillors up to date with what is happening.

Progress remains ongoing, with further work planned to refine governance structures and member development. The corporate governance manager is currently reviewing how committees and panels interact, and a member training plan is being developed through the member development steering group. This collaborative approach, combined with targeted training and wider engagement, demonstrates the council’s commitment to improving governance, accountability, and cross-party collaboration.

3.4 Align internal delivery resources so that they work effectively between services and support the long term vision and member decision-making – create a more visible delivery machine. For instance, this could benefit from the inclusion of support services as a corporate level priority.

MHDC is working to better align internal delivery resources and create a more visible and effective delivery structure. To support this cross-departmental collaboration is being supported through service plans, project plans, and regular management meetings. These plans link individual and team objectives to corporate priorities, ensuring that all staff understand their contribution to the council’s success. Resource requirements and inter-service support are discussed at senior management level before plans are finalised.

Building on this foundation, the council introduced new measures to strengthen coordination and capability. A key initiative was the launch of a project management training module for staff, designed to broaden awareness of internal project requirements and enable employees to act as project peers beyond their own service areas. This training supports a more integrated approach to project delivery and enhances organisational resilience.

The peer team remain impressed with the council’s heads of service cohort. This group is professional, energised and are pulling together well as a collective. In relation to LGR they discussed the importance of service readiness for change as part of the legacy of MHDC. The peer team found that there is rightly lots of pride in the services and to ensure they are well positioned for LGR they require time and space to consider how to do the service readiness. In future, councillors may need to be provided with further detail to understand how this may impact delivery capacity at the same time as staff are preparing for LGR transition.

Further progress has been made through the creation of a community infrastructure group, which brings together representatives from multiple departments. This group meets regularly to oversee the delivery of the CIIP, ensuring that finance, planning, and community services work in a joined-up way. Additionally, the annual review process has been updated to include explicit links to the council plan, reinforcing the golden thread between individual roles and corporate objectives.

The council has embedded improvements in its performance management framework and delivered extensive training. Over 100 staff attended one-day project management courses across seven sessions, equipping them with skills to manage projects effectively and collaborate across services. Staff appreciate the investment made in them and how this benefits them personally and the services which they deliver.

3.5 Define the role of assistant portfolio holder in the decision-making structure and make this clearer to officers.

MHDC has clarified the role of assistant portfolio holders through reviewing the constitution and producing a concise note outlining the remit of the role. The note was shared on the members’ portal and distributed to all heads of service, ensuring that both members and senior officers have a clear reference point for responsibilities. MHDC should ensure this continues to be embedded and share any learning from this.

3.6 Consider the code of practice on good governance for statutory officers and ensure the council is able to harness the benefits of the golden triangle relationships.

MHDC reviewed the code of practice on good governance for statutory officers and assessed its relevance to existing arrangements. It concluded the current approach, based on close working relationships between statutory officers, already delivers the intended benefits of the “golden triangle” without the need for formal agendas or minutes. This flexible model was considered effective and appropriate, particularly in the context of LGR, so no structural changes were deemed necessary.

Regular meetings between statutory officers continue under this informal but collaborative framework. MHDC confirmed that this arrangement supports strong governance and decision-making while maintaining adaptability during a period of significant change.

3.7 Enhance financial awareness across the organisation through greater engagement with services and members on the council's finances and financial performance.

MHDC has strengthened financial awareness across the organisation by increasing engagement with both services and members. Monthly meetings between the finance team and individual budget holders were established to ensure ongoing dialogue about financial performance. Additionally, year-end drop-in sessions were offered to staff for 2024/25, and members received training on financial awareness, with opportunities for further support as needed. These steps aimed to embed a culture of financial understanding across all levels of the council.

Targeted training and briefings have complemented these efforts. For example, the head of finance delivered a budget-setting training session to the aspiring talent cohort, enabling participants to work through real-world financial scenarios. Members also attended a briefing in February 2025 to understand the rationale behind the council tax freeze for 2025/26, which was linked to LGR and the funding settlement. Audit committee members continue to receive regular updates on key topics such as the statement of accounts, internal audit, risk management, and cyber security.

MHDC has adapted its approach based on engagement levels, making financial training more structured and mandatory where necessary. Following variable attendance at optional budget holder sessions, these workshops will become compulsory to ensure consistent participation.

Financial performance reporting remains a core part of governance, with regular updates provided to committees. Quarterly financial monitoring reports are presented to the executive committee, and the medium term financial plan (MTFP) is currently in development. The corporate risk register was reviewed by the audit committee in July 2025 and will be revisited in March 2026, aligning with the council’s risk management policy. These measures demonstrate an ongoing focus on transparency, informed decision-making, and robust financial planning.

3.8 Consider the external communications and championing of MHDC activity to develop and support the storytelling of what the council is doing. This should also consider how this can support equalities, diversity and inclusion.

The council has enhanced its external communications strategy to better showcase its activities and achievements, while embedding inclusivity and accessibility. Following the CPC, MHDC committed to using storytelling as a tool to demonstrate impact and promote equalities, diversity, and inclusion. This approach was integrated into the delivery of the CIIP and the community facility legacy grant scheme, ensuring communications highlighted how projects improve community spaces and access to services.

A structured communications campaign was implemented to promote the CIIP and grant scheme throughout their lifecycle. This included raising awareness of funding opportunities, publicising successful applications, and showcasing the benefits of completed projects. MHDC used multiple channels - press releases, social media, and member-supported communications - to share stories of individual projects and their positive impact on local communities. This was designed to connect with wider council priorities, such as active travel and wellbeing.

The peer team was pleased to hear how MHDC has also leveraged national recognition and awards to strengthen its storytelling approach. For example, the housing service entered the MJ Awards and was shortlisted for ‘Innovation in Housing’, demonstrating the council’s commitment to sharing best practice and celebrating success. Additionally, the council continued to promote achievements linked to UKSPF, highlighting investments in town centres, business support, and rural communities.

The peer team heard how campaigns addressing environmental priorities have been a key part of communications activity. The council collaborated with Worcestershire County Council on the waste minimisation campaign and rebranded the ‘Food Savvy’ initiative to engage younger audiences. Activities included a front-page feature in the Malvern Hills Resident Magazine and a ‘Food Champ’ competition, supported by social media engagement.

MHDC has demonstrated proactive communication during potentially disruptive projects. For example, when a major road closure was required for wall reconstruction in Great Malvern, the council provided regular updates through social media, videos, and photos in collaboration with contractors. This transparent approach mitigated negative feedback and generated positive engagement, with posts receiving high levels of interaction. Overall, the council’s response reflects a more strategic, inclusive, and innovative approach to external communications, ensuring residents are informed and engaged while reinforcing the council’s reputation.

3.9 As a precursor to more fundamental digital transformation and use of AI, undertake some service design work on the customer experience to review how this is working and supports the customer journey.

MHDC has advanced its digital transformation agenda by focusing on service design and improving the customer experience. Building on previous technology-driven improvements, such as AI-enabled chatbots in revenues and benefits, the council has seen significant reductions in call waiting times and call volumes. For example, interactions handled by the chatbot increased steadily, contributing to a 22 per cent reduction in calls between March 2024 and March 2025. These early successes informed the council’s approach to broader service redesign.

A key priority has been streamlining processes and embedding automation to improve efficiency. MHDC recently digitalised and automated the procurement exemption request process, reducing processing times and enhancing workflow. In revenues and benefits, a partnership was established to implement robotic process automation (RPA) for repetitive tasks, freeing staff to focus on customer service. Paperless accounts are increasing, and call waiting times are continuing to fall, demonstrating tangible benefits from these initiatives.

The peer team heard how the planning service has continued to benefit from the substantial transformation programme aimed at modernising systems and improving customer access. Actions include redesigning the duty planner service, streamlining committee support processes, enhancing website content, and introducing improved validation checklists. These changes have reduced avoidable contact and improved internal efficiency. Further enhancements, such as a centralised complaints process and new self-service tools for permitted development, are scheduled for completion in the next quarter.

MHDC has secured external funding to accelerate digital improvements. Through the digital planning improvement fund (DPIF), £100k was awarded to Malvern Hills and Wychavon councils to support service modernisation. A digital maturity assessment was completed, showing the council benchmarks at or above national averages in areas such as service delivery and digital culture. Based on this assessment and feedback the council is developing a digital action plan to strengthen online self-service, improve system integration, and expand AI-supported processes.

Customer-focused innovations are being introduced across other services, including in housing. The housing team has mapped the customer journey and is preparing to launch a booking system that allows residents to schedule calls at convenient times, improving efficiency and aiming for ‘one-touch’ resolution. Telephony systems are also being reviewed to integrate multiple contact channels, including WhatsApp and AI chat, into a single platform, ensuring a seamless customer experience.

Overall, MHDC’s response demonstrates a strategic and phased approach to digital transformation. By combining process redesign, automation, and targeted use of AI with external funding and collaborative planning, MHDC is creating a more efficient, customer-centric service model. The peer team encourage MHDC to continue to keep this approach in mind throughout the LGR planning period.

The LGA would like to thank Malvern Hills DC 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. 

Helen Murray (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].

Further information, support, and resources on LGR/Devolution, can be found on the LGA’s devolution and LGR Hub website.