A council praised for its strong community focus is now under pressure to address leadership imbalances and financial risks after an external review highlighted areas needing urgent attention.
A Corporate Peer Challenge carried out by the Local Government Association found that North Devon District Council is “well-led” with a clear commitment to improving outcomes for residents. However, the report warned that councillors must take a more active leadership role and that clearer structures are needed to support decision-making and accountability.
The review, which took place between Monday, October 21 and Thursday, October 24, examined key areas including governance, financial planning and organisational leadership.
It found that while the council has delivered financial surpluses in recent years, it does not yet have a formal savings and efficiencies programme in place to address a projected budget gap.
The report stated that introducing such a programme is “essential” to ensure long-term financial resilience and sustainable service delivery.
Leadership was also identified as a key issue, with concerns that the authority may be overly officer-led. The review recommended that all councillors should be supported to take on stronger leadership roles and play a more active part in shaping the council’s strategic direction.
An action plan presented to the Strategy and Resources Committee sets out how the council intends to respond.
This includes introducing a member development programme, improving clarity around lead member responsibilities, and increasing engagement between councillors and senior officers.
The council will also hold regular workshops to help members better understand financial challenges and take ownership of budget decisions.
In addition, steps are being taken to strengthen governance arrangements, including stress-testing the roles of statutory officers to ensure their voices are fully embedded in decision-making processes.
The review also highlighted concerns about staff capacity, with several senior officers covering multiple roles. It warned this could pose risks to service delivery, particularly as the council prepares for Local Government Reorganisation.
To address this, the action plan includes measures such as improved workforce planning, exploring shared services with neighbouring councils, and creating more opportunities for staff engagement.
Despite these challenges, the peer review recognised the council’s strong partnerships and community focus, describing it as a proactive authority with a clear sense of place.
However, it cautioned that many partnerships rely on individual relationships, which could be at risk in the future if not formally embedded within the organisation.
The council is expected to publish both the review and its action plan, with progress to be monitored ahead of a follow-up visit scheduled for October 2026.
