The Transformation and Assurance Board (TAB) convened to address the Ministerial Directions issued in January 2025, focusing on a Continuous Improvement Plan, a Cultural Change Programme, and a Political Mentoring Programme. The board approved all three programmes, and also agreed to updated terms of reference. The board noted that the Continuous Improvement Plan would be reported to the full council in July, alongside the council’s first report to the Ministry of Housing, Communities and Local Government (MHCLG).

Continuous Improvement Plan

The board agreed to the Continuous Improvement Programme (CIP). The plan is designed to address the January 2025 Ministerial Directions.

Stephen Halsey, Chief Executive, presented the plan, highlighting key achievements and anticipated challenges. Kirsty Roberts, Chief Executive's Senior Strategy Officer, provided an overview of progress against each of the 11 major programmes identified in the CIP.

The board discussed the iterative nature of the CIP, agreeing that change and adaptation would be required as lessons are learned. They also agreed that formal reporting of the CIP to the Full Council should reflect this iterative approach, with a quarterly change control mechanism overseen by the TAB.

The board discussed the need to address skills gaps within the leadership team to deliver improvement, with the Local Government Association (LGA) offering assistance.

The board discussed the need to improve the council's external perception, with leaders (officers and members) playing a role in promoting the council's achievements.

The board raised a number of points on the first draft of the CIP:

• The importance of embedding sustainable change to secure its longevity.
• The need to develop cross-cutting governance to prioritise change that has a corporate impact, such as AI saving and digitisation.
• The importance of aligning the CIP to other council strategies.
• The need to agree on success measures/evidence, focusing on improvement being felt at 'ground level' and not simply reflected in data and reports.
• The challenges that the May 2026 elections will present to implementing the political mentoring programme.

The board agreed that the CIP is iterative and that the council will work closely with the board to develop and agree on a change control process. Kim Bromley-Derry, Lead Ministerial Envoy, indicated that the envoys were satisfied with the council’s progress against the Directions at this stage.

Cultural Change Programme

The board agreed to the Programme of Cultural Change to Rebuild Trust Between Officers and Members.

The board welcomed the proposal for early 'pulse' surveys to build trust and get clear feedback, encouraging the use of free text boxes for best quality feedback. They noted that success measures will be developed once more inputs are in place. The board also suggested that a greater emphasis on the development of the Corporate Management Team (CMT)-Cabinet interface could strengthen the programme.

Political Mentoring Programme

The board agreed to the Political Mentoring Programme.

The board noted that improving political behaviours will be a key tool to help realise other aims in the CIP, such as culture change. They recognised that mentoring under this programme will be weighted towards behaviours, rather than skills.

The board discussed the challenges of assessing/judging success, noting that it is likely to lean more towards qualitative data than quantitative. They welcomed work already underway, such as the individual mentoring offer for Cabinet members.

The board discussed the terminology of 'universal mandatory' mentoring, with some members feeling a mandatory element will reduce effectiveness. They noted that genuine buy-in from members is essential.

The board discussed existing formal escalation routes and sanctions, noting that very limited powers to sanction councillors presented a significant challenge to all local authorities aiming to address poor behaviours. They also discussed the need for care with the implementation of any new escalation route to prevent it becoming an opportunity for 'vendettas'.

The board noted that political environment problems were an entrenched problem in Tower Hamlets that had not been addressed for a generation, but that there is a genuine appetite for change amongst the current councillor cohort.

The board agreed to develop an engagement plan and how the political mentoring programme will ensure members are involved in the next phase of design via a session with TAB Elected Members and Sir Steve Bullock DL¹.

Terms of Reference

The board agreed to the updated Terms of Reference of the Transformation and Assurance Board.