North Warwickshire Borough Council – Progress Review

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

The Progress Review is an integral part of the CPC process. 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 North Warwickshire Borough Council (NWBC) 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 NWBC took place (virtually) on 27th January 2026, with discussions also taking place ahead of this on 22 January with a focus on the recommendations around Leisure Phase 1.
The Progress Review focussed on each of the recommendations from the CPC. For this Progress Review, the following members of the original CPC team were involved:

• Jackie King - Chief Executive, Epsom & Ewell Borough Council
• Cllr Louise McKinlay – Deputy Leader and Cabinet Member for Communities, Economic Growth and Prosperity, Essex County Council
• Sarah Parfitt - Director (Corporate Services),Gravesham Borough Council
• Ian Leete - Senior Adviser – Culture, Tourism and Sport, LGA
• James Millington - Peer Challenge Manager, LGA 

Out of the CPC’s 12 recommendations, the council’s action plan reports that most actions which have been developed to meet the recommendations are complete or are being progressed by the council. Since the peer team were onsite for the CPC the council has been responding to the needs to Local Government Reorganisation (LGR) and this has clearly necessitated organisational attention but NWBC has also focused on responding to findings of the peer review.

NWBC has taken meaningful steps to strengthen organisational clarity, performance management, governance and financial planning. Regular all‑staff briefings,  refreshed performance indicators with improved reporting rhythms are helping embed a more strategic and outcomes‑focused performance culture across the council. Alongside this, governance arrangements have been reinforced through stronger audit oversight, updated risk management processes and progress on constitutional revisions - supported by improved collaboration between senior statutory officers.

Financial sustainability and modernisation frameworks are also becoming more structured, with clearer medium‑term financial planning and development of a more comprehensive savings plan. Key digital and service‑level improvements, such as modern IT systems, customer contact reviews, service redesigns and the launch of the residents’ app, demonstrate growing organisational capability. The leisure transformation programme, in particular, has become a major driver of improved governance, with clearer project objectives and more evidence‑based decision making, while integrating wider health, community and asset‑management considerations.

NWBC continues to build leadership capacity through new senior appointments, a maturing management structure and enhanced communication with staff. Member development, digital support and partnership engagement are recognised as improvement areas, with early progress underway. Overall, NWBC is showing continued movement toward stronger strategic leadership, clearer priorities, more disciplined project delivery and improved engagement with residents, partners and staff - laying firmer foundations ahead of LGR and future transformation demands.

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

3.1 Recommendation 1

The peer team heard how NWBC has undertaken sustained activity to reinforce the visibility and shared understanding of its corporate priorities across the council. The all staff briefings which were held in January, February, June, November 2025 and are scheduled again for March 2026 are a key mechanism to ensure staff are informed about strategic objectives and organisational direction. These sessions have been supplemented by targeted engagement by the chief executive through attendance at team meetings, to reinforce consistent messages and strengthen links between the strategic ambitions and day‑to‑day service delivery.

The council’s performance management arrangements have been refreshed following delays linked to the LGR submission, with an updated performance report now scheduled for consideration at the March 2026 executive board meeting. NWBC’s performance indicators have continued to be refined, bringing forward a revised corporate plan performance report and indicators. This approach demonstrates renewed commitment to embedding a performance‑focused culture and hosting the interactive performance dashboard on the website demonstrates the council’s commitment to transparency.

The council is re‑establishing its reporting rhythms, with a timetable that includes annual reporting on refreshed corporate plan priorities and twice‑yearly performance reports to the executive board. These steps demonstrate progress towards a more systematic performance management framework, emphasising transparency, accountability, and the ability to track delivery against agreed objectives.

Overall, the peer team have seen that the council has made some progress in creating a more robust and embedded culture of performance. It will be important to maintain this to ensure NWBC’s priorities continue to be delivered in the period up to LGR implementation.

3.2 Recommendation 2

The peer team heard how the internal audit service has improved through the Central Midlands Audit Partnership, but this has resulted in some difficult audit findings with no/limited assurance around areas such as risk, governance and health and safety.  NWBC recognises that there are some cultural challenges for the council in embracing the more robust and independent audit service but the peers were clear that management and members understand the value internal audit can bring.

The peer team heard how monitoring has been strengthened through regular reporting to the resources board and the establishment of a member working party to review internal audit recommendations. This new layer of member oversight aims to secure an overall “reasonable” audit rating for 2025/26.

Work is underway to address longstanding external audit challenges. The statement of accounts position is improving and the audit backlog cleared with disclaimed opinions issued by Ernst and Young for 2021/22 and 2022/23, and a disclaimed opinion issued by Azets for 2023/24.  The 2024/25 draft accounts were published in January 2026 and NWBC are expecting to meet 27th February deadline for the audit opinion to be issued. There is constructive engagement with the newly appointed external auditors, Azets, which has helped establish a pathway to achieving a ‘clean’ audit by 2027/28. This marks an important step in restoring full compliance with statutory audit requirements. The peer team heard recognition from the council that there remains more to be done on timeliness of the production of draft statements, building back audit assurance and financial monitoring arrangements.  

Progress is also being made on constitutional updates following advice from external solicitors. While delays have been experienced due to staffing changes and operational pressures, the recruitment of new legal officers has enabled planned completion, with a revised constitution expected to be submitted to the executive board in June 2026. Alongside this, NWBC has refreshed its risk management approach, adopting a new  strategic risk register, embedding this through workshops and one‑to‑one engagement with risk holders.

The peer team heard how the council is also embedding stronger senior‑level collaboration through participation in the LGA’s Golden Triangle Development Day and the introduction of ongoing quarterly governance‑focused sessions between the chief executive, monitoring officer and the section 151 officer. The senior officer team way want to consider how they can continue to build on this approach, for instance by meeting in this way more frequently to discuss day-to-day issues of significance.

3.3. Recommendation 3

The peer team heard that NWBC has begun to establish a more structured approach to medium‑term financial planning following receipt of its draft three‑year financial settlement under the new local government funding formula. This has provided a clearer foundation for developing a strategic approach to savings and investment, supporting longer‑term financial sustainability. NWBC’s overall position is strong based on current projections and it is able to produce a balanced budget for the foreseeable future, although it is aware of likely financial challenges after 2028/29.

The Medium Term Financial Strategy (MTFS) is to be considered by the executive board and full council in February 2026. This outlines NWBC’s approach to balancing resources with service priorities and to managing pressures arising from wider system reforms, including LGR.

Although the budget savings plan is still emerging, NWBC has acknowledged the need for a structured and risk‑assessed programme that is fully resourced and sets out clear milestones. The upcoming MTFS updates present an important opportunity to formalise this into a comprehensive, deliverable plan that strengthens financial governance and links savings activity to strategic objectives.

The council’s identification of the need for wider communication and engagement around financial pressures will also support organisational buy‑in and understanding. Ensuring this plan is widely communicated to members, staff, and stakeholders will remain a key determinant of success in delivering the required savings in the medium term.

However, the peer team does consider that there is significant concern over lack of in-year budget monitoring reporting (for General Fund and Housing Revenue Account). There is a need to resolve this with urgency to ensure that in-year decisions are made from an informed position.

3.4. Recommendation 4

NWBC continues its modernisation agenda through a combination of IT improvements and service reviews. A structured transformation project tracker provides visibility of progress, ensuring that modernisation activity remains coordinated and aligned with organisational priorities. This work is supported by an ongoing review of systems to eliminate end‑of‑life technologies.

The council has strengthened its capacity in key areas, including appointing an interim customer services manager to lead a review of customer contact arrangements. Major service‑level improvements, including the review and rebalancing of refuse and recycling rounds, have already delivered operational, environmental and service benefits, demonstrating how digitisation and transformation can support efficiencies and improved outcomes.

Large‑scale system changes, such as the implementation of the Unit4 finance system, demonstrate continued progress toward modernised, integrated back‑office functions. This sits alongside the council’s most significant transformation activity: the leisure project, which is driving whole‑service redesign and substantial organisational learning.

With strengthened structures, clearer governance, and increasing digital capability, NWBC is placing itself in a stronger position to accelerate transformation, respond to LGR requirements, and derive greater value from modernisation initiatives.

3.5. Recommendation 5

The peer team heard how the council has enhanced senior leadership capacity through the recruitment of two new corporate directors and the appointment of an interim director of place to strengthen the planning division. The council has made a conscious decision to retain interim officers as they bring experience and learning, and have implemented positive change. These appointments reflect recognition of the need to increase strategic capacity in key service areas and ensure appropriate leadership bandwidth to support ongoing organisational pressures.

A management team away day in late 2025 helped shape a revised senior management team structure, which has since been approved in principle by senior members. This work has been underpinned by engagement with the recruitment sub‑committee, which will meet in February to consider the proposed arrangements and begin the process of formalising the structure.

The council has emphasised the value of its blend of permanent and interim senior staff, particularly in the context of LGR preparation. This balanced approach is helping ensure continuity, while providing the flexibility to adapt to evolving strategic requirements and recruitment challenges. Overall, NWBC is taking clear steps to stabilise its senior leadership arrangements, strengthen organisational capacity, and provide greater clarity over long‑term management structures.

3.6. Recommendation 6

Establish regular staff session input from all senior managers and explore opportunities for political leaders to participate in these sessions.

NWBC continues to strengthen internal communication and staff engagement through regular all‑staff briefings, which have gradually expanded beyond their initial focus on LGR. Sessions have now incorporated updates on corporate plan priorities and major transformation programmes. This approach is helping staff understand the broader strategic context and how their work contributes to organisational goals.

The council intends to build on this by incorporating financial updates into future sessions, including at the March 2026 briefing. Broadening the content of these engagements is contributing to greater organisational transparency and helping foster a more informed and engaged workforce. The commitment to maintain at least four all‑staff briefings per year provides a strong foundation for sustained internal communication. Continued expansion of content, participation and format will support organisational cohesion and reinforce a more open and engaged leadership culture.

While NWBC has not yet finalised arrangements for member participation in staff sessions, consideration is ongoing. Introducing member involvement, when designed well, offers opportunities to further strengthen political‑officer alignment and improve visibility of leadership among staff and the peer team encourage the council to consider this further.

3.7. Recommendation 7

NWBC has undertaken significant work to strengthen its approach to communications, including reviewing the communications team structure and securing additional resources to support major programmes such as leisure transformation and ‘simpler recycling’. These enhancements have bolstered the council’s ability to deliver timely, coordinated and high‑quality communications to residents.

A notable achievement is the development and rollout of the NWBC residents’ app, now downloaded over 4,500 times. The app allows residents to check bin collections, receive push notifications, access recycling information, report issues such as fly‑tipping and missed bins, and read council news. This represents a meaningful step forward in improving accessibility, digital engagement and customer experience.

Communication activities have also been subject to increased oversight, with a report to the executive board in November 2025 outlining progress and future priorities. The council has also committed to including communications officer attendance at the executive management team (EMT) meetings, strengthening the link between corporate decision‑making and communication planning.

Overall, NWBC is making positive progress in modernising its communication channels, expanding digital access, and enhancing the quality and visibility of information provided to residents. This includes the interactive performance system - Power BI – which has been introduced and connectivity issues with back office systems are being explored. These steps are supporting more accessible, responsive and user‑centred council services and the peer team encourage the council to continue to build on this approach.

3.8. Recommendation 8

Progress on member development has been limited so far, although the council recognises this as an area requiring renewed focus. Work is now underway to scope needs more fully, with a dedicated report on member development scheduled for the March executive board meeting. This will help establish a more structured and strategic approach.

There are plans in place to deliver cyber security training to all members within the next three months. This is a positive development, particularly in light of the increasing digital‑security risks facing local authorities and the need for members to fulfil their roles safely and confidently.

The council has begun testing digital improvements that will enhance member access and effectiveness, including a pilot project providing laptops to two councillors. This work has the potential to better support hybrid meeting arrangements and improve members’ ability to engage with digital tools and information. The peer team encourages the council to consider engaging more members within this work to develop the learning.

While early progress is modest, NWBC has acknowledged the importance of strengthening member support arrangements and bringing forward a more comprehensive development programme. The work underway provides a platform for future improvement, particularly in the context of LGR preparedness.

3.9.    Recommendation 9

NWBC continues to engage systematically with a wide range of partners across Warwickshire, including principal councils, town and parish councils, police, health bodies and the third sector. Engagement structures such as the safer communities partnership, place‑based health arrangements and the financial inclusion partnership provide ongoing mechanisms for collaboration and shared problem‑solving.

The council has adopted a pragmatic approach to partnership working, focusing on maintaining constructive relationships with major stakeholders while targeting effort on specific issues that require joint action. This approach has yielded notable successes, including improvements in train service provision secured through work with the West Midlands Rail Executive and targeted police interventions on key local issues such as the Bell Inn in Coleshill and the Arley Abattoir. This targeted outcomes‑based approach demonstrates the council’s ability to influence, respond to community needs and secure tangible improvements through partnership working. It also highlights the value of both member and officer involvement in engaging partners and strengthening the council’s profile regionally.

NWBC intends to continue this approach, sustaining its participation in multi‑agency meetings and partnership structures. Embedding more strategic coordination and clearer internal feedback loops will be key to ensuring that insights and learning from partner engagement consistently inform council policy, service design and overall organisational development.

3.10. Recommendation 10 

The peer team have seen how the governance process for the redevelopment of leisure provision has been significantly clarified and streamlined. Decision making routes are now clearer, with stronger accountability alongside greater delegation. This has enabled quicker decisions while maintaining appropriate oversight and reporting back to members.

The delivery timeline has been overhauled to remove inefficiencies and allow parallel development where appropriate. Officers acknowledged that the structures observed during the original CPC had contributed to delays and uncertainty, and these have now been addressed.

There is a more structured and constructive opportunity for members to shape and influence the project. Members have welcomed the new pace of delivery and their level of involvement. For example, a member-led request for a splash pad was swiftly incorporated into the design through the improved governance and delegation arrangements.

NWBC has deliberately separated and restructured the financial planning process after determining that the original model was not working, a risk identified during the initial CPC. New modelling options have been developed and are now clearly presented for member consideration. The revised delivery timeline includes dedicated decision points, with the next key decision scheduled for member consideration in April. This includes a six month lead in period to procure the future operating model. Contingency sums within the financial model have been reassessed, and supplier and council cost estimates have been aligned. This is intended to future proof the project against pricing volatility and ensure long term financial sustainability

The project is recognised internally as a testing ground for new ways of working, given its scale and complexity. Learning from this programme is already being applied to other projects and programmes within the council, reinforcing a shift toward evidence based decision making. In the leisure context, this includes greater use of industry management databases and participation data to inform choices.

3.11. Recommendation 11

The refreshed governance and delivery arrangements have sharpened clarity around the core drivers of the project, particularly the health and wellbeing objectives. Members and officers are increasingly thinking across the wider community and considering how the redevelopment can positively influence the broader determinants of health.

This has included detailed consideration of concessionary pricing when the new facility opens, informed by evidence of significant variation in free school meal eligibility across the borough, reaching as high as 50 per cent in some areas. Supporting families with children has been identified as a priority for maximising public health outcomes.

The drivers are now clearly reflected in the facility design. This includes: the expansion of the learner pool, recognising its role in family participation and lifelong physical activity; the reprofiling of the community café as a destination in its own right, with greater visibility from the main road to encourage wider community use; and the inclusion of a two storey adventure park to further reinforce the family and youth focus.

There has also been an important shift in how the project is described and positioned. It is no longer seen simply as ‘Atherton Leisure Centre’ but as a community asset serving the whole borough. This is reflected in updated branding as ‘Leisure in Atherton’, reinforcing its wider strategic purpose.

3.12. Recommendation 12

Within the delivery plan create clarity as to how to effectively integrate leisure provision with green and open spaces (including fees and charges), develop the asset management plan, and consider how community capacity building could support leisure and health needs including asset management.

The leisure redevelopment is now being actively integrated with the council’s emerging green spaces and playing fields strategies. These strategies have been strengthened by a £3 million investment from the Football Foundation, putting the council in a strong position for future funding applications to the Department for Culture, Media and Sport (DCMS) and Sport England.

Asset management considerations have been revisited as part of the wider delivery plan, with a clearer understanding of how leisure and outdoor provision interact. This more joined up approach strengthens the impact of the offer for the community, and should stand the council in good stead when applying for future funding.

Community engagement around the project has included a range of approaches. While initial observations suggested low levels of staff and community engagement, further discussion clarified that this does not reflect a lack of effort by the council. A wide variety of engagement methods have been deployed for both audiences.

Positive initiatives include capturing memories of the old leisure centre for inclusion on a public microsite, and engagement with local veterans’ associations to ensure that the memorial significance of the existing building is appropriately reflected in the new facility. Externally, the council has also re engaged with established groups, including the town council, addressing concerns raised during the initial visit.

While engagement activity has been extensive, there may be further opportunities to reach non-users of existing facilities. This would go beyond communicating what is happening and instead offer residents a chance to shape what they want from the new place. Insights from this work could also inform future iterations of green space and playing pitch strategies.

As an additional option, consideration could be given to more culturally or sport focused staff and community team building activities, with consultation and engagement integrated into these sessions. This could complement the existing engagement approaches and broaden participation.

The LGA would like to thank NWBC 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 email address is [email protected]. 

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