The Transformation and Assurance Board was scheduled to meet to discuss the council's Continuous Improvement Plan, receive an update from the Local Government Association Peer Review, and discuss member induction. Mayor Lutfur Rahman was scheduled to chair the meeting.

Continuous Improvement Plan

The board was scheduled to discuss and consider the Continuous Improvement Plan (CIP). Jon Lloyd, Strategic Director of Change and Improvement, was expected to cover key changes to the CIP since the last Transformation and Assurance Board meeting, with a focus on the 'One Corporate Team' programme. Elected members were expected to provide group feedback.

The CIP is designed around four key programmes:

• Vision, Partnerships and Participation
• Governance, Political Culture and Decision Making
• Culture and Workforce
• One Corporate Team

The CIP includes an introduction that states:

At its heart the CIP is all about listening, learning and co-producing, by shaping our improvement journey with colleagues, elected members, partners and residents we will become a stronger, more resilient organisation.

The CIP also contains an overview of each of the four programmes, including aims, activities, outputs, outcomes and measures of success.

Vision, Partnerships and Participation

The aim of the Vision, Partnerships and Participation programme is to deepen partnerships, enabling residents and partners to work together on shared priorities, united by a common strategic vision for meaningful change across Tower Hamlets.

The programme aims to:

• Work closely with residents and partners to co-create a long-term strategic vision that reflects shared ambitions for the borough.
• Continue to develop stronger and more adaptable partnership ways of working.
• Foster continued cultural change across partnerships to improve collaboration and accountability.
• Ensure commitment to participation is fully embedded in all that the council does.

Some of the activities in this programme include: engaging with residents, staff and partners to co-create a Borough Strategic Vision; recruiting a new corporate strategic partnership function; ensuring the right political and senior leadership representation at strategic partnership meetings; shaping the next chapter for the Health Determinants Research Collaboration (HDRC); launching a new co-created VCS Strategy¹, VCS Compact² and Rewards and Recognition Policy; and embedding the Community Engagement Strategy.

Governance, Political Culture and Decision Making

The aim of the Governance, Political Culture and Decision Making programme is for Tower Hamlets Council to be well-recognised for strong, transparent governance, a culture that embraces constructive challenge, and inclusive political leadership built on integrity and respect.

The programme aims to:

• Improve political understanding, capacity, and debate by strengthening how politicians interact with one another.
• Ensure governance and decision making are embedded in practice.
• Foster a culture of transparency, trust and openness to external challenge.
• Drive evidence-based, coherent decision-making.
• Improve the chairing and management of key decision-making meetings.

Some of the activities in this programme include: launching mentoring and induction programmes to support member development and onboarding; designing a Member Pledge to guide conduct and collaboration; completing the review of the Constitution to ensure governance alignment to instil confidence in extending delegations; establishing an 'Action Learning Set Forum' to explore improvements in decision-making; embedding the Universal Forward Plan to enhance strategic planning and visibility; and delivering the Scrutiny Improvement Plan to improve oversight and accountability.

Culture and Workforce

The aim of the Culture and Workforce programme is to enhance productivity and resilience of the organisation with an inclusive culture of high trust and accountability, coupled with seamlessly working HR functions.

The programme aims to:

• Foster a cohesive organisational culture that breaks down silos and promotes unified working across all departments.
• Embed shared values and respectful behaviours across all levels, setting clear expectations of employee conduct and reinforcing the council's commitment to being a fair, supportive, and inclusive employer.
• Stabilise leadership and ensure fair, transparent recruitment aligned with long-term organisational values.
• Develop high-trust HR systems that support transparent recruitment, internal career progression, and clear performance frameworks that recognise achievement, support improvement, and address underperformance constructively.
• Launch the 'Brilliant Basics' initiative to build trust by engaging employees and resolving issues that matter to them quickly.

Some of the activities in this programme include: a new employee survey; establishing an employee group (Your Voice Forum); co-production of a People Strategy with the Your Voice Forum; People Transformation; a new People Function; and a Staff Conference.

One Corporate Team

The aim of the One Corporate Team programme is to develop high-performing corporate functions through joined-up approaches and a culture that reinforce trust, continuous improvement, assurance and accountability.

The programme aims to:

• Strengthen assurance culture across all tiers of leadership and decision-making.
• Embed a proactive compliance and risk culture.
• Improve impact and learning from investigations and audit responses.
• Ensure that savings led Transformation improves organisational resilience.
• Develop unified data and insight capability to support decision-making and performance.
• Ensure statutory functions (finance, audit, housing, procurement) are compliant, resilient and delivering against improvement plans.

This programme covers: building the assurance and oversight capability and capacity needed to embed and sustain the council's improvement journey and continue to develop its internal control environment; strengthened oversight and programmatic grip across Statutory Recommendation Action Plan Delivery; data maturity and modernisation with an initial focus on improving performance data; and mobilising a savings led transformation programme, including a more formalised governance structure, standardised PMO³ templates and assurance processes, and the introduction of a Benefits Realisation Framework.

LGA Peer Review

The board was scheduled to receive an update on the Local Government Association (LGA) Peer Review. Steve Halsey was scheduled to introduce the item, with Claire Hogan and Nick Searle joining the board to discuss the review. Mona Sehgal was scheduled to cover LGA support for the next phase of work and key priorities with the board.

Member Induction

Matthew Mannion and Shupriya Iqbal were scheduled to update the board on the Member Induction and wider member support pre and post-election.