The relationship between a public body and sponsoring department is critical to success. The Cabinet Office have prioritised this relationship, seeking to strengthen governance structures as a leading strand of their ‘Public Bodies Reform Programme.’

Public body chairs have a significant role to play here, as figureheads for their organisation. They operate in an environment where accountability and risks are shared, framework agreements determine the scope of activities, and many boards are required to perform an advisory role for government.

In this first Chairs’ Challenge session of 2022, PCF members gathered to discuss maturing the departmental relationship. In a conversation hosted by Mark McAllister, Chair of the Office for Nuclear Regulation, chairs considered how to elevate relationships with sponsoring departments to a strategic partnership.

With special thanks to our speakers: Trudi Elliot CBE, Chair of the Planning Inspectorate; Dame Christine Ryan, Chair of Ofsted; and Rob Woodward, Chair of the Met Office.

Members shared a range of views and experiences; here are some of the key takeaways from the discussion.

1. Never waste a crisis

Members of the group discussed the importance of taking advantage of ad-hoc opportunities, for example, using times of crisis as a springboard to re-set relationships.

Contributors reflected that the added scrutiny and oversight can often lead to additional channels of communication with departments. Chairs should be prepared to take advantage of these opportunities, to form a wider range of positive working relationships.

2. Clarify governance structures

Chairs newly-in-post may discover certain ambiguities that lie around governance structures and role responsibilities. Though informal governance arrangements can sometimes inadvertently develop over time, clarity of processes and structures are essential, especially in moments of crisis and uncertainty.

Revisiting the bodies’ framework documents is an important first step to re-clarifying governance structures. Benchmarking governance arrangements of other bodies can also be a particularly useful exercise, sparking a re-fresh in both formal and informal relationships.

3. Cultivate a many-layered relationship

Members advocated building up layers of networks with the department, to help ameliorate the risk of a single relationship souring links for the organisation. Nurturing these connections at different levels of seniority can help to improve transparency and trust between the body and department. 

Organising regular meet-ups and agreeing principles of communication with sponsoring departments, such as mutual respect and efficiency, were also discussed as useful methods to encourage a proactive and stable relationship.

4. Identify a common ambition

Ultimately, a public body is created to deliver on a strategic priority of government. To achieve this, chairs shared their positive experiences of working alongside departments to identify mutual areas of interests.

Members discussed the importance of delivering consistent, efficient and transparent communications to assure the department that the agreed upon priorities are being delivered. A robust evidence base, supported by data, was highlighted as an important mechanism to improve transparency.

5. Highlight the core mission of the body

Public body chairs, as advocates for their organisation, have an important role to play in ensuring that all stakeholders, including sponsoring departments, are up to speed with the core mission of their body.

Providing this clarity of purpose can help departments understand the significance of the body’s work, expertise and their role in enabling its continued operations.

6. Play a supportive role

Public body chairs must be prepared to approach departments with a positive mindset. Relationships can be challenging and must be able to withstand changeovers in leadership, shifting strategic government priorities and external crises.

Chairs consider it important to engage in open and honest conversations looking at where and how body and sponsoring department can best support and add value to each other. For example, offering members of the department development opportunities to shadow the board and contribute to strategic conversations.