As noted in recent reports, the management of ALBs can vary quite differently by department and indeed by individual ALB. While this can be challenging to negotiate, some aspects of the relationship with Whitehall are key whatever the set-up. These include ensuring you have regular contact with the aim to build trust and good working relationships.

One simple suggestion was to ensure you formally schedule regular meetings in the diary with senior leaders within relevant Government departments. This means that if meetings need to be cancelled, they are far more likely to be rescheduled.

Clearly it is important to be prepared in such meetings. This includes gaining an understanding of the wider concerns and issues within the department. Showing empathy regards these issues may help in the future when you present issues of your own. Similarly, it is important to understand the wider politics of a situation. Not being sensitive to such issues can be frustrating for ministers.

Make sure the time used in meetings is done so effectively and take all opportunities to have informal discussions where it may be easier to have honest, frank conversations. Use specific briefings, annual reports and other milestones as an opportunity to deliver messages personally in between the more formal meetings and so continue to build the relationship. Building relationships outside of a crisis is important for when issues do arise.

Honesty is key, it is important to raise problems early with the aim to have no surprises. If a problem is coming the best approach is to get ministers and senior civil servants onside early on, so as to be part of the solution. The aim here should be to build a ‘Shared view of the world’.

It is important for chairs to build on relationships at various levels within departments, recognising that power to influence decisions may in fact lie with some more junior colleagues, for example within the private office of a Minister or Permanent Secretary, or within the departments sponsor team.

Building these relationships can also expose you to different perspectives and insight. It may be easier to discuss with these colleagues latest thinking around future financial decisions, plans for future ALB review or progress on public appointments. It is always useful to build allies and understand who is talking to who. If building relationships with senior figures is proving a challenge, it might be you can seek help from other colleagues. Clearly this is a complex task and likely requires some detailed stakeholder mapping.

Building stakeholder engagement extends to the wider Whitehall environment, including for example select committees and APPGs. Being able to demonstrate you have done this to Ministers, and made progress with these groups on specific issues, can be seen very positively and can support Chairs in being considered a ‘help’ to senior Whitehall leaders.

On the flip side, Chairs note that ALBs can feel like they are receiving regular request from Cabinet Office and HM Treasury. These can be challenging, but also potentially an opportunity to engage with important people within Whitehall.

There is always opportunity to improve governance structures of ALBs, including how to improve the structures in place between ALBs and their department. If not managed this can lead to tension, for example in getting the balance right between where policy development and operational delivery takes place.

An interesting approach to improve communication between an ALB board and the department is to have a departmental observer sit at board meetings. While for some chairs this can be seen as a challenge, others use the experience as an opportunity to build strong briefing for the department of what the ALB is doing.

Such an approach demonstrates transparency and confidence. Some have taken this a step further and streamed (in some cases part of) their board meetings to the public. While this can sometimes hinder more frank conversations, it is a strong way to demonstrate transparency.

The event took place on 16 June 2021. Thank you to Professor Andrew Kakabadse, Professor of Governance and Leadership at Henley Business School, Sarah Newton, Chair of the Health and Safety Executive and Alex Thomas, Programme Director, Institute for Government for joining our panel.