The report of the Chief Executive is attached.

Contact: Tanya Miles (01743) 255811

The Chief Executive introduced a report providing an update on governance improvement activity over the past 12 months, highlighting work undertaken to strengthen governance, accountability, risk management, internal control and insurance arrangements across the Council. It was reported that the Council had received a limited assurance opinion on its governance and control framework for a period of seven years, and that addressing this position remained a key organisational priority. The report acknowledged both progress made and the ongoing scale of required improvement. It was emphasised that governance arrangements remained in transition and that sustained effort would be required over time to embed change across the organisation.

The Chief Executive outlined a series of actions already implemented, including the introduction of regular statutory officer meetings, the establishment of a governance group chaired by the Chief Executive, strengthened oversight of performance, risk and compliance, improved engagement with internal and external audit, and a review of the Constitution and scheme of delegation. It was further noted that a revised senior leadership structure and recent senior appointments were intended to strengthen corporate capacity, improve accountability and provide clearer leadership for organisational improvement.

The Chief Executive explained that governance improvement was closely linked to wider organisational transformation, financial sustainability and the Council’s response to external assurance and challenge. A more coordinated corporate approach was described, with increased visibility of governance issues and improved escalation routes enabling earlier intervention where required. Reference was made to emerging evidence of improvement, including increased engagement from services, stronger ownership of governance issues, and improved tracking of risk and compliance matters.

In response to questions regarding cultural change, a member expressed concern that improvements may not be embedded across all levels of the organisation and that organisational culture and underlying values required further attention, particularly within frontline services. The Chief Executive acknowledged that cultural change was central to the improvement programme and stated that the focus extended beyond behaviours to organisational values and expectations. It was noted that a structured programme for managers was being implemented, setting out clear expectations regarding performance, behaviours and accountability. It was also stated that some individuals may require additional support or reassessment of their suitability for roles where expectations were not met. The Chief Executive added that a staff engagement survey (“pulse survey”) was being introduced and that a temporary dip in performance in some areas was anticipated as the organisation adjusted to increased expectations.

Clarification was requested on how independent oversight from the Audit and Governance Committee would interact with the Council’s governance group, particularly in terms of access and engagement. The Chief Executive confirmed that the Chair of the Audit and Governance Committee, along with the Vice-Chair, would be welcome to attend the governance group and that further discussions would take place to strengthen joint working and improve responsiveness to governance issues.

A further question was raised regarding how the success of governance improvement would be measured and how the Committee would be assured that progress was being embedded. In response, the Chief Executive indicated that sustained improvement over four consecutive quarters would be considered an important indicator of embedded change. It was also stated that internal audit outcomes, complaints data, performance development plan completion rates, and risk information would be used as key measures, and that a simplified summary dashboard would be developed for regular reporting to the Committee. A target of 80% completion of performance development plans was referenced as part of the current improvement expectations.

A member asked about the approach to strengthening the corporate leadership structure and how changes to staffing, structure and roles were being balanced. The Chief Executive confirmed that five of six senior leadership posts had been filled and that a more traditional local government structure had been introduced to strengthen accountability. It was explained that a management development programme was being rolled out to reinforce expectations regarding leadership behaviours, governance responsibility and organisational values. It was acknowledged that, as part of this change process, some staff may find adjustment challenging and that performance variation was possible during the transition period.

A question was raised regarding how the Council would ensure alignment between political leadership and the Chief Executive’s role without compromising appropriate professional distance. The Chief Executive explained that regular engagement with the Leader was necessary and that the relationship required both cooperation and appropriate challenge. It was stated that the separation of political and officer roles was maintained, while acknowledging the need for coordinated working to deliver organisational priorities and financial sustainability. External feedback was referenced as indicating improved alignment between political and officer leadership compared with other authorities.

Assurance was sought on how decision-making processes would be evidenced and audited, particularly in relation to significant officer decisions. It was noted that improved governance structures and reporting arrangements were intended to strengthen oversight, and that transparency and accountability were central to ongoing governance improvements.

The Chair concluded discussion by noting the importance of ensuring that governance improvements were demonstrable and embedded, rather than purely structural or procedural. It was emphasised that assurance would be required over time through evidence of sustained improvement, supported by audit outcomes and risk management activity.

RESOLVED:

• To note the progress made in strengthening the Council’s governance, risk

management, internal control and assurance arrangements.

• To note the Chief Executive’s continued commitment to leading the Council

towards stronger governance, improved accountability and a culture of

compliance, openness and constructive challenge.

• To note the next phase of governance improvement activity set out in the

report.

• To continue to receive regular assurance on the delivery, impact and

sustainability of governance improvement actions.