Barking and Dagenham Council has been praised in a Local Government Association (LGA) Corporate Peer Challenge, which described the authority as an innovative and creative council that is well respected by its partners.

The LGA's peer team conducted a four-day review in October 2025, interviewing over 130 staff, councillors, and external stakeholders. Their findings, published in a report, highlighted the council's strengths in regeneration, community-facing work, and its ability to leverage grant funding and partnerships.

A map illustrating the Dagenham Heathway regeneration area, highlighting key transport routes and transformation zones.
Map illustrating the Dagenham Heathway regeneration area, highlighting key transport routes and transformation zones.

Councillor Dominic Twomey, Leader of the Council, acknowledged the positive feedback, stating, The council's leadership on regeneration has had a significant and positive impact through estate renewal, external investment and the delivery of new housing which has helped the council to avoid soaring temporary accommodation costs seen elsewhere.

The report noted that Barking and Dagenham Council is punching above its weight despite facing challenges such as high levels of deprivation and a rapidly growing population. The peer team commended the council's relatively new political and officer leadership, describing them as well regarded both inside and outside the organisation.

Areas for development identified in the report include the need to clarify the organisational approach to transformation, strengthen procurement and contract management, and develop a more detailed business case for the neighbourhood model. The council is expected to publish an action plan in response to the eight recommendations by March 2026, with oversight from the LGA.

These eight recommendations include:

  • Develop the Barking and Dagenham story and tell it widely, with a positive narrative for your place.
  • Be more vocal in promoting the good work the council does, in London and nationally.
  • Work with staff and partners to clarify and take forward the full business case for the neighbourhood model.
  • Complete the review of the Investment and Acquisition Strategy, ensuring robust recommendations and actions which are subsequently implemented and tracked. Agree what's next for regeneration in the borough and how you secure the pipeline of future housing delivery.
  • Clarify the organisational approach to transformation, with a clear plan, budget and savings linked to the MTFS. Consider what investment is required in the corporate centre to support this.
  • Continue the good work you are doing to embed compliance and maintain the narrative on why this is needed (but tackle system inefficiencies and bureaucracy).
  • Ensure the various good initiatives you are delivering are joined up into a coherent approach and that you are measuring their impact and improving outcomes.
  • Ensure a focus on longer term interventions, aspiration and integration with health inequalities work as you develop the Foundations for Change approach beyond April 2026.

The full LGA Corporate Peer Challenge report can be found here.