Local Government Association Peer Challenge report finds Newark and Sherwood District Council making a “real and tangible difference” to residents’ lives

A review found that a council is making a ‘real and tangible difference’ to residents’ lives — but flagged that some staff are overstretched.

Newark and Sherwood District Council’s cabinet considered the findings of a recent Local Government Association (LGA) Peer Challenge.

The peer challenge is an opportunity for other local authorities to examine what the council is doing well and offer recommendations for what it could improve on.

Introducing the item, at a meeting on Tuesday, February 18, a council officer said: “The report is overwhelmingly positive… but there will always be things we can improve on.”

Leader Paul Peacock added: “It does reflect well… we are blessed with a fantastic workforce who are committed and go the extra mile — probably even an extra two miles.”

The report noted council makes a “real and tangible difference” on residents’ lives, and praised the “great positive, supportive and welcoming culture, with staff going the extra mile to support each other and the communities they serve”.

The council’s strong financial position was also remarked on, and also stated: “The leader and chief executive are held in high regard internally and externally and both are viewed as effective.”

However, one major concern highlighted in the report was that some officers and staff were overstretched — partially due to the “very ambitious” community plan, which in places includes work which would be the responsibility of other bodies.

This included issues such as flooding and highways, which the review felt could put core service at risk if the council continues to tackle these without additional funding as it is not paid for these services.

While the reviewing peers acknowledged the plans was “done with the best of intentions”, it found that councillors needed to better prioritise and consider the day-to-day work officers were carrying out alongside the additional aims.

Work has already begun within the council to improve the plan, which the report suggested may include reducing the number of priorities and setting timescales for delivery.

Another recommendation made to the council was to review the terms of reference for the policy and performance improvement, and audit and governance committees to ensure the council has adequate governance.

The review also found the council needed to ensure all councillors understood longer-term budget pressures, as “not all appreciated the real financial pressures and risks the council is under”, and further suggested the creation of an ongoing councillor development programme to ensure councillors are kept up to date with changes happening in local government.

Other positives noted in the report were the council’s “effectively run services”, and the “dedicated, passionate, and resilient workforce” — however it also noted a decline in staff perceptions about relationships with councillors, and an increase in councillor conduct complaints which “risks bringing the council into disrepute”.

It stated: “Senior officers and councillors spend significant time addressing the conduct of a small number of individuals, some of whom appeared unwilling to respond to professional and peer advice.”

Cabinet members agreed to form a cross-party working group chaired by the leader and including other councillors in leadership roles, to discuss the report’s findings and form an action plan to respond to areas that require development.