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The Corporate Peer Challenge report includes a number of recommendations for the LGA to consider. The LGA has accepted the recommendations and is addressing them through an action plan.
Recommendation | Action | Timescale |
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R1: Develop a closer working relationship with the Mayoral Combined Authorities and new county devolution areas as a key, growing part of the local government family. |
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R2: Lead the design of a reshaped sector support and assurance framework for local government, reflecting the different needs seen across the sector. |
Develop detailed action and engagement plans to:
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June 2023 |
R3:Tighten the networks around sector support and assurance, including between the various professional bodies and work with the DLUHC and the emerging OfLog in a way which leads to earlier support, challenge and sharing of best practice. | To be addressed through 2, above. | |
R4:Use the Business Plan and the priorities it sets for the organisation to more consistently shape financial and organisational planning, at a strategic level. |
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R5:Ensure sufficient, dedicated senior capacity and structures are in place to deliver the LGA’s internal change requirements fully. |
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R6:Agree and implement an internal change plan for closing the apparent gap in day-to-day working practices between functions across the LGA, as appropriate. |
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R7:Reaffirm to staff the commitment to equality, diversity and inclusion and continue to provide the required internal leadership and resource requirements for this, building on the steps taken in the last 2 years. |
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March 2023 |
R8.1:Implement the planned training and induction programme for all staff about working in a member-led environment at the LGA. |
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R8.2:Establish a member-officer protocol, specific to the LGA to help shape this. | LGA Board agree protocol | TBC |
R9:Reset the Audit Committee function. |
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R10.1:Refresh the member development and induction offer for members involved with the LGA board. |
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R10.2:Ensure suitable formal and informal feedback loops are in place across the activity of the boards. Ensure members involved in lobbying meetings are supported to consistently convey focussed points in succinct and disciplined way. | Develop new officer training and support. | March 2023 onwards |
R11:Review how the LGA can better use the analysis from international networks to support its work on behalf of local government. | Seminars for LGA staff to highlight international best practice/ refresh understanding of evidence available. | November 2023 and ongoing |
R12:Develop more horizon scanning positions on behalf of the sector, building on the work started and the methods used more recently. |
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13:Map, take stock and develop the LGA’s strategic relationships. |
Adopt stakeholder management strategy. |
July 2023 |
14:Clarify the purpose of Corporate Leadership Team. |
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15: Extend the membership of the Commercial Ideas Lab. |
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16: Consider ways to link the level of reserve held for each risk as part of the LGA’s risk management approach. | Revise risk management approach | July 2023 |
17:Increase the percentage of frontline councillors who speak positively about the LGA. | Introduce process to contact all newly elected councillors. | June 2023 |