Why should your council consider the option of the SPC?

Across Suffolk, there are a range of well-established networks that enable the sharing of best practices, mutual learning, and peer support. They often form around specific projects or operate within time-limited forums, meaning the benefits may take time to fully emerge.

The Suffolk Parish Collaboration (SPC) builds on what these informal networks offer by concentrating on supporting individual councils in learning from others through the lens of a “critical friend.” It offers dedicated time and space for experienced officers, councillors, and external partners to share constructive feedback and insights—ultimately aiming to deliver better outcomes for Suffolk’s local communities.

What steps does the council need to take?

The first step is for the council to understand the process, identify key areas to focus on, and understand the commitment involved for councillors and staff.  See sample templates below for assistance. 

• sample wording for agenda item

• sample draft clerk report

Once agreed the council should set up a working group to establish an action plan which should include:

• the council has agreed, a request is made to SALC so they can work with your clerk and chair/mayor to start to make the necessary arrangements.

The process involves organising a team of experienced councillors and senior offices from other councils ("the peers") who will spend a whole day with your council, reviewing the key areas as outlined above. 

After the visit the council develops its own timed action plan within three to six months and, if agreed, takes up the option for a brief follow-up review meeting to assess progress up to a year after the review takes place. 

Who is it suitable for

The SPC is a pilot scheme and is available for medium/larger councils based in Suffolk with an electorate/budget income of xxxx). 

Whilst there is no direct link to the Local Council Award Scheme (LCAS) it can be useful to help inform and direct plans for those councils considering applying for at the least the entry (bronze) level of this national scheme. 

How will the council benefit

Councils who take part should see this as a good way of identifying how they need to improve as an organisation by receiving feedback from people who are experiencing similar challenges in other councils. 

Peers from other councils bring fresh perspectives and independent validation of what’s working well. This helps build confidence among leadership, staff, and stakeholders.

The process encourages honest reflection and critical thinking about how the council operates, helping to identify blind spots or areas that need attention.

Councils receive bespoke, practical advice based on their local context—not generic solutions. This makes the feedback more actionable and relevant.

Peer teams share best practices and innovations from across the sector, helping councils learn from others and adopt proven approaches.

The process supports strategic planning, service improvement, and organisational development, helping councils become more effective and resilient.

Publishing an action plan demonstrates a commitment to transparency, continuous improvement, and community engagement.

Cost

There is currently no cost under the pilot scheme. 

What does it involved

Once the council has made the decision to have a peer review we recommend a working party is set up with clear terms of reference (use this template) so they can identify the areas they particularly want to focus on. You can download this briefing note that details areas of coverage and key lines of enquiry (KLOE) for each area.   

 Local priorities and outcomes

• what are the priorities of the council?

• how were the priorities set? How were local residents involved?  Are they informed by local context?

• has the council published a business plan?

• does the council have the General Power of Competence?

• how does the council monitor performance against priorities?

• does the council report back to residents on performance and achievements?
  

Organisational and place leadership

• how has the council used evidence to shape its work?

• does the council have sufficient capacity to deliver?

• does the council have clear direction/is the council well led?

• are there good relationships between the council and local partners and community?

• has the council achieved bronze, silver or gold status under the Local Council Award Scheme?

Governance and culture

• does the council have clear governance documents that includes its committees?

• are council meetings well attended?

• is there sufficient challenge and scrutiny?

• does the council have a training and development plan?

• what are the training needs for councillors and officers?

• how are relationships at the council - councillor to councillor/councillor to officer?

• have there been any Code of Conduct complaints in the past 5 years?

• has the council signed the Civility and Respect pledge?

Financial planning and management

• describe the council's financial position

• what are the council's current financial challenges?

• how financially resilient is the council?

• has the council recently discussed precept levels -v- ambitions and aspirations?

 Capacity for improvement

• are there areas the council would like to improve?

• are there any future ambitions and priority projects?

• how does the council manage risk?

• does the council have sufficient resource and capacity to deliver on its future ambitions and priorities? 

Who makes up the peer challenge team?

It is the people who take part in the SPC that help make sure it meets the objectives the council set.  Below is an example of the types of people who are likely to be involved:  

All members of the council itself - with key contacts being the clerk and chair/mayor.

Officer peer - this is normally a clerk from a similar-sized council or one with similar challenges, demographics or geography.

Councillor peer - an experienced councillor (from their role as a councillor or from other experience) from a similar council.

District Council councillor peer - an experienced district councillor from the relevant area.

District Council officer peer - an experienced officer from the relevant area.

SALC officer - a member of the SALC team who will bring their experience and understanding of the sector. 

NALC representative - a member of the NALC staff who will bring their experience and understanding of the sector from across the country.  Shadow peer - some peer challenge teams include a shadow peer to add additional capacity.  This might be from NALC or someone from a smaller council within Suffolk. 

Is training necessary beforehand?

New peers who have agreed to take part will have received an outline of the specific roles each plays and then invited to a xx minute briefing via MS Teams.  This provides the opportunity to meet your fellow peers, receive details of the scope of the session from the question and ask any further questions.