Minutes - 91st GLAA Board meeting

1

Introductions

Welcomed all attendees to the meeting.

2

Apologies

Noted as above.

3

Declarations of interest

JM declared her continued role as Senior Non-Executive Director of the Independent Office of Police Conduct.

4

Minutes of the meeting of 22 July 2024 – for approval

The committee agreed to approve the minutes of the meeting of 22 July 2024, with no further comments.

Decision

The minutes from 22 July 2024 are approved by the Board.

5

Outstanding Actions

Several actions were discussed, including outstanding actions related to data strategy and legal cuts. 

Specific action BM90(2) had been noted as missing from the action log.

6

CEO Update, Elysia McCaffrey

Fair Work Agency (FWA) Transition:

The legislation for the FWA has been laid. The FWA is a substantial piece of the Employment Rights legislation and includes all of the GLAA’s current powers. The extension of powers will be picked up through amendments. It is now confirmed the FWA will be an Executive Agency.

Staff morale remains positive, with many staff excited for growth and others feeling concerned about whether the changes will happen.

The Executive is committed to ensuring a joined up communication plan is created to ensure staff feel assured across all three bodies.

There were concerns about the possibility of GLAA's enforcement and victim-centred approach being diluted within the framework of the FWA. Emphasis was placed on maintaining the GLAA's distinctive role and powers, especially in terms of our enforcement powers and our victim centred approach, while highlighting the risk of shifting the focus toward business and employment rights.

The GLAA has been working with other enforcement bodies and the ODLME on progress against DLME strategy recommendations. It has now been confirmed the ODLME role will be abolished with the creation of the FWA.

Management Consultancies Association (MCA) Awards:

The GLAA was given a highly commended award in the ‘People and Leadership’ category at the MCA award.

6

Minister Update, Elysia McCaffrey and Julia Mulligan

Meeting with Safeguarding Minister, Jess Phillips:

• The meeting with Minister Phillips was very positive, and strong support was shown for the GLAA's position regarding the FWA.
• Jess Phillips agreed to speak with Minister Madders about ensuring that the GLAA's enforcement powers and victim-focused approach are maintained within the new agency.
• Minister Phillips expressed interest in the care sector, given its high percentage of female workers and her personal commitment to end violence against women and girls. Minister Phillips supports the GLAA's potential role in regulating this sector.
• Minister Phillips committed to attending a GLAA operation as soon as possible.

Deputy Prime Minister:

• A meeting has been requested.

Minister Madders:

• Efforts are being made to secure a meeting with Minister Madders. KR offered to raise key points with Minister Madders in his upcoming meetings. He requested input from the team to ensure all critical points are covered.

Action BM91(1)

EM to write to KR with key points for Minister Madders.

7

Home Office Update, Jodie Gibson

Spending Review:

The Spending Review process is expected to unfold in phases, with initial projections anticipated by the end of the month.

Proposed Fee Changes:

Officials have reviewed and stress tested the proposal, with overall feedback being supportive. This is to go to ministers soon. 

Business Plan:

This is currently with ministers for sign off. 

8

Finance Update, Justin Rumball

a)     Financial Position and Outturn

Current Financial Position:

The GLAA is currently facing an overspend, with the latest reported position indicating a £145,000 overspend. This figure has been adjusted after discussions with the Home Office, which removed some items from the forecast. 

Key areas contributing to the overspend include estates costs and pay spend, with offset from identified savings and income. 

Licensing Income:

There is uncertainty around licensing income, particularly regarding renewals. The GLAA is monitoring the situation closely, as the income from renewals is critical to the financial forecast. 

The performance in processing licences has been strong, with the current processing time at 40 days, but the long-term impact on renewals remains uncertain. 

Estates Costs:

The move from Apex Court to Loxley House has introduced significant financial challenges. The cost per square meter has reduced, but the cost of shared services has increased, removing the forecast savings. 

The GLAA is having ongoing discussions with the Government Property Agency to address these issues and seek a more affordable solution.  

Learning and Development Spend:

Current L&D Spend:

The organisation is currently only funding mandatory L&D, primarily in the operational area.

Impact on Equality:

The lack of ability to invest over and above mandatory training may impact the organisation's ability to drive effective Equality, Diversity, and Inclusion (EDI) change. There is a risk that the current L&D spend is not supporting the organisation's EDI goals. 

Proposed Solutions:

The conversation highlighted the need for a more inclusive approach to L&D spend to support the organisation's EDI goals and the importance of having a comprehensive EQIA to guide these efforts.  

The Equality Impact Assessment (EQIA) was discussed, and it was suggested to have an overarching EQIA for the strategy and business plan, which would reduce the burden and ensure that any related papers link back to this overarching EQIA. 

Action BM91(2)

SI to look into creating an overarching EQIA for strategy and business plan. The first draft to be presented at January Board.

a)     Medium Term Financial Forecast

The GLAA is preparing for potential budget cuts, with the Home Office indicating a possible 5% reduction. This would result in a budget shortfall of approximately £350,000 per year. 

The organisation is exploring various strategies to manage these financial pressures, including potential adjustments to its operational model and seeking additional funding or cost-sharing arrangements. 

Key Risks and Challenges:

The GLAA's ability to maintain current staffing levels and operational effectiveness is at risk due to the financial constraints. 

There are concerns about the impact of reduced funding on the GLAA's statutory obligations and the potential for legal challenges if the organisation is unable to fulfil its regulatory duties. 

Action BM91(3)

For the executive, to undertake a review of the GLAA’s statutory functions and consider the risk and impact of delivery.

9

Accommodation Update, Karen O’Brien

Current Situation:

The GLAA is facing significant challenges with the move from Apex Court to Loxley House, managed by the Government Property Agency (GPA). The process has been fraught with issues, including fluctuating costs and lack of clear timelines. 

The cost per square meter has decreased, but the cost of shared services has increased, leading to higher overall costs than anticipated. 

Key Issues:

The GPA has not provided a final figure for the move costs,

The GLAA has not received a formal design document from the GPA, so we are currently unable to assess security and operational requirements.

Risks and Concerns:

We have concerns regarding the security offerings and are working with GPA and HO to gain assurances.

Actions and Support:

The GLAA is seeking support from the Home Office estates and finance teams to address these concerns. GLAA may escalate to the GPA CEO if the issues cannot be resolved.

Next Steps:

The GLAA is awaiting further documentation from the GPA and will provide an update to the Board once more information is available.

The GLAA is exploring contingency plans to ensure business continuity in case the move to Loxley House is delayed or unsuitable.

Action BM91(4)

JM to consider writing to the Chair of GPA following CEO to CEO conversations.

10

Strategic Risk Register, Sam Ireland

Current Status:

The GLAA is transitioning to the MORGAN system for managing risks, which is expected to streamline the process and provide more systematic reporting.

The primary risks identified relate to finances and resources, which have a cascading effect on other areas such as key person dependency. 

Key Points:

There are no new strategic risks identified at the moment, but the ongoing financial and resource pressures continue to be significant.

The Board discussed the need to reflect emerging risks, such as those related to the FWA and accommodation issues, more clearly in the risk register.

The importance of linking risk mitigation activities to a reduction in risk scores was emphasised, ensuring that efforts translate into tangible outcomes.

Action Items:

The ARAC will consider the inclusion of new risks and ensure that the risk register accurately reflects current challenges.

The accommodation issue will be reviewed as a specific risk, given its potential impact on business continuity.

Next Steps:

The GLAA will continue to refine the risk register, incorporating feedback from the ARAC and ensuring that it aligns with the organisation's strategic priorities.

Action BM91(5)

ARAC to discuss the new risks, at their next meeting, and feedback to the January Board meeting.

Action BM91(6)

The Executive to consider the requirement of a separate FWA risk register.

11

Overview of DDAT Strategy, Karen O’Brien

Context and Purpose:

The GLAA is developing its first comprehensive Digital, Data, and Technology (DDAT) strategy to support the delivery of the overarching GLAA strategy.

The strategy aims to organise technology, manage legacy systems, and ensure alignment with the GLAA's strategic goals.

Key Priorities:

• Managing Legacy Estate:

Ensuring current systems like Crimson, iBase, and GLASS are maintained and integrated, rather than procuring a new case management system due to the impending FWA transition.

• Converging Technologies:

Integrating existing systems to reduce manual input and improve efficiency.

• Shared Technology Products:

Creating solutions that can be reused across government departments, aligning with the government digital agenda.

• Data-Driven Decisions:

Improving data quality and usage to support decision-making processes.

• Delivering at Scale:

Implementing solutions that are proportionate to the GLAA's size and needs.

• Embracing Innovation:

·        Utilising tools like Co-pilot and bot solutions to enhance productivity.

Phases and Implementation:

• Discovery Phase:

Completed, involving audits of current systems and consultations with stakeholders.

• Defining Framework:

Establishing governance for data usage and integrating systems.

• Stakeholder Engagement:

Ongoing workshops to identify specific needs.

• Technology Roadmap:

Drafted, outlining timelines and key performance indicators.

• Agile Approach:

Implementing incremental changes and testing new solutions quickly.

Challenges and Considerations:

• The strategy is designed for a three-year period due to uncertainties around the Fair Work Agency.
• The focus is on making the best use of existing systems and ensuring any new investments align with future requirements.

Overall, the DDAT strategy conversation highlighted the need for a pragmatic approach to technology and data management, ensuring alignment with the GLAA's strategic goals while preparing for future changes.

12

Strategic Performance, Sam Ireland

Current Performance:

The GLAA's performance is currently strong, with licensing processing times at 40 days. However, maintaining this performance is challenging due to resource constraints and reliance on staff goodwill. 

Risks and Challenges:

• Variability in performance is visible, with impacts seen when staff are absent.
• The organisation is facing difficulties in backfilling positions and recruiting new staff due to financial constraints.
• There is a risk of performance dipping if these issues are not addressed.

Strategic Focus:

• The conversation emphasised the need to prioritise maintaining current performance levels despite resource challenges.
• Discussions included the importance of aligning efforts with the GLAA's control strategy and focusing on high-priority areas.

Future Considerations:

• The need for a clear strategy to manage resource constraints and ensure continued high performance is highlighted.
• The potential impact of financial stability on performance and the importance of addressing these issues strategically were discussed. 

13

Board Strategy Day, Sam Ireland

Agenda and Structure:

The agenda was reviewed and agreed, ensuring that the focus would ensure a strategic discussion.

It was agreed to:

• Adjust the agenda to include more strategic discussions and external context.
• Consider inviting external speakers, such as Sara Thornton, to provide a high-level perspective on the strategic context.

The conversation highlighted the need for a strategic focus on priorities, stakeholder engagement, and understanding the broader context in which the organisation operates.

14

Board Conscience Feedback

Meeting Structure:

• There was a discussion about the structure of the meetings, particularly the sequence of the Finance and Performance Committee and the Board meeting. It was suggested that having the committee meeting first might be more effective.
• The need to ensure that the new committee's terms of reference are reflected in the meeting structure was emphasised. 

Effectiveness and Focus:

• The Board's effectiveness was noted in terms of addressing key issues like accommodation and performance.
• There was a recognition of the need to balance strategic discussions with addressing immediate operational challenges.
• The importance of making connections between different topics and understanding their broader implications was highlighted.

Strategic Priorities:

• The Board needs to focus on strategic priorities, especially in the context of financial constraints and performance challenges.
• There was a discussion about how to express the organisation's challenges in a way that is clear and impactful without being defensive.

15

AOB

None.