Instilling a robust governance culture is essential to local governance leadership, improvement and assurance, says guest writer Kath O’Dwyer, Solace spokesperson for Leadership & Learning, and Chief Executive, St Helen’s Borough Council.
On reflection, during my career in local government the work of councils has never been more challenging with ever-rising demand, increasing costs and tighter resources in real terms.
Additional intricacy has been added by Integrated Care Systems functioning across traditional boundaries, alongside issues like climate change mitigation, housing shortages and the need for digital transformation. As we work externally more than ever before, we must not lose sight of our responsibility to maintain sound internal control.
The previous government intervened in a handful of councils. While financial failure was often the trigger, a recurring theme was the breakdown of local leadership and effective governance.
This is why Solace has been working with the Local Government Association to update its assurance framework for local government, helping to map out elements providing assurance and help improve checks and balances. Solace is pushing for a reshaped improvement support offer that reflects the changing operating environment to help the sector understand how these elements of support fit together.
Good governance is essential for councils to continue to effectively provide services and support to local people in an increasingly complex world. As leaders we must continue to facilitate robust risk management and properly understand, discuss, and weigh up the benefits and risks of our plans. The best tool for this is the relationships within the “Golden Triangle” of statutory officers; the chief executive, the MO and the S151 officer.
The synergy between these officers forms a robust framework that helps maintain a balance of power, legal adherence, and financial prudence. So it is crucial that the golden triangle is at the heart of decision-making – strengthened in entirety, rather than in part.
In practice, this means there should be, at minimum, a regular meeting between the triad of statutory officers to discuss governance, assurance, budgets, and organisational decision making, with a focus on financial health. While traditional direct line reporting isn’t always in place, alternative arrangements promote collaboration, regular communication, and strong governance standards. These arrangements can coexist with other effective relationships that uphold decision-making integrity.
In St Helens Council, we ensure that the three Executive Directors, the MO and the S151 are all members of the Executive Management Board and have sight and input into all council decisions. I ensure that, as Chief Executive, I have regular 1:1s with each of my statutory officers, including my DASS, DCS, and DPH. Myself, the MO and the S151 also meet together monthly to consider the governance of the organisation as a whole. This provides the oversight and grip required to ensure effective governance of an increasingly complex organisation.
Given the persistent challenges facing local government, it is critical that we do the bread-and-butter basics right and do them well. Leadership is being rigorous about upholding rules, and instilling a robust governance culture locally is key to balancing the books and avoiding your authority succumbing to national scrutiny.
With these challenges in mind, the Chief Executive Network & Aspiring Directors and Chief Executives Forum Event, hosted by key local government partners, will be a crucial opportunity to shape and develop a strong network for Chief Executives, Senior Managers, and future leaders. Taking place on Friday, 8th November 2024, from 10:30am to 3:30pm, this event will offer an invaluable platform for collaboration and learning to support robust leadership in the sector.
Kath O’Dwyer, Solace spokesperson for Leadership & Learning, and Chief Executive, St Helen’s BC
