When Andy Tatchell, the inaugural Chair of Accrington’s Neighbourhoods Board, stepped down due to health reasons, the board and Council had to manage a leadership transition. The £20mn, 10-year regeneration programme for Accrington had to continue, and those involved have focused on continuity, community engagement, and keeping plans on track during the transition period. We interviewed Cllr Munsif Dad about the process.
Leadership transition was carefully managed
The sudden resignation of Andy Tatchell, a seasoned politician and former Mayor of Burnley, came at an early stage for the newly formed Neighbourhoods Board. Existing governance arrangements were used to ensure continuity for all projects.
Cllr Munsif Dad, Leader of Hyndburn Borough Council, confirmed in an interview that Tatchell had to step aside for severe health reasons. With the board responsible for shaping long-term regeneration priorities, the council and local MP Sarah Smith oversaw a recruitment process to identify a suitable successor.
The process drew six short-listed applicants, from which two candidates were interviewed. Ultimately, Sammy Smithson, a local candidate with a military background and proven community engagement was appointed Chair for a four-year term.
In the interim, board member Graham Jones had stepped in to chair meetings to maintain momentum. This ensured that meetings and planning activity continued as scheduled. According to Cllr Dad, this temporary arrangement allowed the board to meet government deadlines and retain independence from direct local authority control, reflecting the way local partnerships adapt during periods of change.
Community engagement and forward planning remain central
Despite the leadership change, the board’s commitment to community consultation and planning remains a central priority. Smithson’s early tenure has been marked by outreach to schools, colleges, local businesses, and wider residents. This engagement included a two-week consultation event and video communications encouraging local input, illustrating an emphasis on hearing local views in shaping regeneration priorities.
The new leader also identified skill gaps in the existing board and appointed four new members to fill these gaps. These include representatives from the business, health, education and faith sectors, bringing a wider range of experience into discussions.
Cllr Dad explained that this structured engagement fed into a forward plan that was submitted to the government by the end of November. This plan is a prerequisite for the release of capital funding, which is expected to begin in April 2026, when the longer-term programme is due to begin. So far approximately £400,000 in capacity funding has been used to support board operations and early activity while plans are being developed.
Planning continues for a ten-year programme
The Neighbourhoods Board is accountable to Hyndburn Borough Council, and brings together councillors, MPs, community leaders, and representatives from the Police and Crime Commissioner’s Office. Its remit is to shape the long-term ‘Plan for Neighbourhoods’ programme, which replaced the previous Conservative-led ‘Long-Term Plan for Towns’.
Cllr Dad highlighted that while no major capital projects have started yet, the board is actively preparing for the 10-year programme. This approach combines careful planning, early preparatory activity, and stakeholder consultation, to ensure that future projects meet community needs and reflect local priorities.
The transitional period, therefore, has not only safeguarded operational continuity but has also shown how established processes support continuity. As new board members settle into their roles and the forward plan is submitted, the community’s input will directly influence the priorities chosen and the selection of regeneration projects.
Disruption avoided during the transition
While the resignation marked a change to Accrington’s ambitious regeneration programme, existing arrangements helped maintain a smooth leadership transition. Smithson’s appointment, interim support from board member Jones and the structured engagement with local stakeholders are an example of how regeneration partnerships can and should operate.
As the board continues to prepare its forward plan for government approval and eventual capital funding, the focus has remained firmly on community engagement, transparency, and strategic planning. Residents can expect early signs of activity before the official programme launches, alongside opportunities to provide input on the borough’s long-term regeneration priorities.
This experience highlights how local governance structures can maintain continuity and public confidence during periods of transition, reinforcing the role of people and process at the heart of Accrington’s regeneration efforts.
