Both members and officers understand that good governance is important to both the political and managerial leadership of the council.
What is meant by council-wide assurance? What does it mean in North West Leicestershire in particular?
Both members and officers understand that good governance is important to both the political and managerial leadership of the council.
How does this work in practice?
The council has introduced a suite of governance training which emphasises that good governance is everyone’s job. The training is mandatory for directors, heads of service and team managers and optional for all other staff, includes content on how to support good quality decision-making and information governance and is being embedded into the council’s management development programme. The council’s training management system enables oversight of who has completed the governance training package.
A Governance Toolkit has been rolled out across the council by legal services, including information on procurement, decision making and guidance on consultation. The team will continue to add to the toolkit as questions and suggestions are received.
As an early response to the draft Best Value Standards, the Corporate Leadership Team (the 12 most senior officer roles) conducted a self-assessment of the council’s practice against the standards. An action plan has been developed, informed by this self-assessment, which is being reviewed by departments and subject to the standards being finalised will be considered by the Audit and Governance Committee. This work will inform the council’s Annual Governance Statement.
The Council’s political leadership prioritises transparency, publicising forthcoming decisions ahead of formal agendas being published.
For a number of years, a cross-party working group has led the annual review of the constitution. This work included changes to make the constitution easier for councillors, employees and members of the public to read and understand.
The council has recently agreed its Council Delivery Plan for 2023-28. This sets out the council’s priorities and is underpinned by 18 Key Performance Indicators, reduced from 50 in the previous plan. Scrutiny plays an important role in the council’s governance and is a key part of the council’s performance management framework reviewing progress against the council’s priorities and holding cabinet to account for performance. Most policies go in detail to scrutiny about a month to six weeks before they go to cabinet. This encourages early scrutiny in the decision-making process. Scrutiny has a clear programme of work, including task and finish groups looking at specific issues such as damp and mould in housing. This is supported by quarterly scrutiny work planning discussions with the relevant directors.
The Audit and Governance Committee has a working group that reviewed its role and effectiveness, informed by CIPFA guidance, and agreed an action and training plan. The committee now undertakes ‘bitesize’ training in advance of each meeting as relevant to the topic under discussion (e.g. the statement of accounts).
Training has supported the improvement of the quality of questioning at both audit and scrutiny committees.
The Council is receiving another Corporate Peer Challenge in June 2024 which will provide external assurance of its activities.
Which roles make a particular difference?
The ‘golden triangle’ of corporate statutory officers meets monthly to maintain oversight over governance issues and considers areas of potential weakness in the council. The relationship between the members of the ‘golden triangle’ is essential, supported by constant communication between meetings and trust.
The chief executive focuses on ensuring appropriate corporate oversight of getting the basics right, from good financial housekeeping to writing clear council reports which enable members to make robust decisions.
The monitoring officer plays a key role in supporting members to carry out their roles and has worked to build a relationship of trust to enable this.
The S151 Officer is responsible for maintaining financial stability and sustainability through the development of a robust medium term financial plan, as well as providing advice and challenge to officers and Members to ensure proper financial administration.
Members understand that officers are there to provide advice to inform their decision making and officer/ member discussions take place at an early stage of policy development. Members engage with the monitoring officer to seek advice on issues, for example, about motions or questions at full council. Officers also provide regular portfolio and shadow portfolio holder briefings and all member briefings on important topics, for example on the budget, and there are general briefings from other officers before meetings.
A fortnightly strategy meeting between the administration’s leadership and the Chief Executive and Directors supports planning for meetings and informs policy development at an early stage and wider communications. The Chief Executive also meets regularly with the opposition Leader and Deputy.
Officers work with Audit and Governance and Scrutiny Committee members to develop their respective roles, knowledge and the work of the Committees.
What are your top tips?
- Be connected, network and ask peers and partners for support and best practice.
- Be consistent and build trust through delivering on what you have committed to.
- Be honest about what you don’t know and be vulnerable. If ever in doubt over the best way to proceed, be curious and ask someone.
Contact
Elizabeth Warhurst, Monitoring Officer – [email protected]