95th GLAA Board Meeting

1

Welcome and apologies

The Chair welcomed all attendees to the meeting.

Apologies noted as above.

MS appointed as Board Conscience.

2

Declarations of interest

JM declared a new role as Chair of the Northwest Ambulance Service.

3

Minutes of the previous meeting

The Minutes of the previous meeting were approved, with a minor edit requested (removal of a comment).

Decision

It was agreed the minutes from 20th March 2025 are an accurate record of the meeting, following the removal of a comment.

4

Outstanding Actions

Outstanding Actions:

BM91(2)

BM94(3) 

BM94(4) 

BM94(5)

BM94(7) 

BM94(9)

BM94(10)

BM94(13)

Closed Actions:

BM91(3) – Content to close.

BM91(5) – Content to close.

BM92(2) – Content to close.

BM93(1) – Content to close.

BM94(1) – Content to close.

BM94(2) – Content to close.

BM94(6) – Content to close.

BM94(8) – Content to close.

BM94(11) – Content to close.

BM94(12) – Content to close.

5

CEO Update, Elysia McCaffrey

Culture Audit

EM reported on a recent audit conducted by the GIAA, which focused on organisational culture. This audit, typically challenging due to the intangible nature of culture, yielded a positive outcome. The GLAA received an overall rating of “moderate,” which, in audit terms, is a strong result. Only two actions were identified, reflecting the organisation’s significant progress in embedding a constructive and accountable culture. The Executive attributed this success to the extensive work undertaken through the Target Operating Model and expressed her satisfaction with the findings. The Executive noted Board members will receive the report via the Board sub-committees.

Fee Increase Implementation and Stakeholder Response

EM also provided an update on the implementation of the GLAA’s fee increase, which proceeded as planned. Gratitude was extended to the Home Office for their instrumental support in facilitating this process.

6

Fair Work Agency – Elysia McCaffrey

Strategic Risks and Leadership

The discussion touched on the strategic risks associated with the transition.

The Board agreed that its role should be focused on areas where it can have the most impact, such as staff retention, internal assurance, and influencing programme governance. There was consensus that the Board should avoid becoming entangled in areas beyond its control, such as contractual arrangements for other agencies joining the FWA.

7

Home Office Update – Hannah Pooley

Immigration White Paper

An overview was provided on the recently published Immigration White Paper, which outlines reforms aimed at reducing net migration while supporting economic growth. Key changes include the closure of new applications from abroad for social care visas, with a phased transition period allowing for visa extensions and in-country switching. Additionally, the government intends to review the overseas domestic worker route, although this remains in the early stages of policy development.

Operational and Sector Implications

Concerns were raised regarding the potential impact of these immigration changes on the social care sector and the associated risks of labour exploitation. It was noted that while the removal of international recruitment may reduce certain types of exploitation, it could also lead to displacement into other sectors such as construction or student visa routes. The need for ongoing monitoring and vigilance was emphasised, particularly in relation to sponsorship arrangements and the control sponsors may exert over workers’ immigration status.

Stakeholder Reactions

It was reported that formal responses from the sector had been limited at the time of the meeting.

Strategic Engagement and Forthcoming Initiatives

Several strategic initiatives were highlighted. The Department for Labour Market Enforcement’s annual strategy has been finalised and is expected to be published before the summer recess. Additionally, a call for evidence on the identification system is scheduled for release within the same timeframe, aligning with ministerial priorities to reform the modern slavery victim identification processes. A roundtable event hosted by the minister is also planned, bringing together NGO leaders and law enforcement representatives to review progress on the modern slavery action plan and strengthen cross-sector collaboration.

8

NAO Lessons Learnt – Sam Ireland

Background and Context

The Board received an update on the lessons learnt following the previous year’s National Audit Office (NAO) audit, which had identified a late-stage issue concerning income regularity. This issue led to delays in finalising the Annual Report and Accounts (ARA) and raised the risk of a qualified or even disclaimed audit opinion. Although the accounts were ultimately laid late, the organisation narrowly avoided a qualification due to the provision of assurance from HMRC checks.

Key Lessons and Actions

In response, the GLAA undertook a comprehensive lesson learnt exercise, which was reviewed by the ARAC. The key actions identified include earlier engagement with the NAO, clearer terms of reference, and targeted training for auditors to ensure alignment on expectations. Additionally, director-level oversight has been introduced to ensure responsibilities are clearly distributed across teams, not solely within the finance function.

A critical dependency remains on HMRC’s continued cooperation in providing turnover data, which underpins the assurance required by the NAO. While the current relationship with HMRC is strong, the Board was advised that the absence of this support in future would present a significant risk.

ARAC Observations and Recommendations

ARAC confirmed that the NAO has accepted the current assurance processes and sample sizes and has committed to early communication to avoid surprises later in the audit cycle. The NAO also indicated that the next audit is expected to be completed before Christmas, which was welcomed by the Board.

9

Finance and Performance

b) Closure of Business Plan 2024/25 – Sam Ireland

Overview of Delivery

The Board received a summary of the final performance against the 2024/25 Business Plan. It was reported that approximately 75% of the plan’s deliverables were either fully achieved or partially achieved. Key areas of successful delivery included the organisation’s core regulatory functions, equality, diversity and inclusion initiatives, and the embedding of a continuous improvement culture. These achievements were noted as reflective of the organisation’s strategic priorities and operational focus throughout the year.

Constraints and Deferred Objectives

The Board acknowledged that a number of planned deliverables were not completed, primarily due to financial and resource constraints. In particular, the development of certain IT systems, such as enhancements to the iBase platform, had to be paused due to uncertainty surrounding the future IT infrastructure under the Fair Work Agency (FWA). While these objectives were not fully delivered, efforts were made to progress underlying principles, such as improving data access and quality, within the limits of available resources.

Transition Considerations

The transition to the FWA was identified as a significant factor influencing the delivery of the business plan. Several initiatives were deferred or scaled back in anticipation of structural and operational changes expected under the new agency. The Board recognised the importance of maintaining flexibility and prioritising continuity during this transitional period.

Board Approval

Following discussion, the Board expressed satisfaction with the overall progress made against the 2024/25 Business Plan, particularly in light of the external challenges faced. The plan was formally closed, with outstanding items either carried forward into the 2025/26 Business Plan or noted for future consideration.

10

Whistleblowing Policy – Megan Bethell

Policy Review and Committee Feedback

The Board received the updated Whistleblowing Policy, which had previously been reviewed by ARAC. Committee members had provided comments, particularly regarding the clarity of section 6.2, and sought assurance that these had been incorporated into the final version. It was noted during the meeting that while the feedback had been acknowledged and amendments were in progress, the version presented to the Board had not yet reflected those changes. As such, the final version would be circulated for approval outside of the meeting.

Accessibility and Communication

Board members raised the importance of ensuring the policy is accessible and user-friendly, particularly for employees who may be under stress when seeking to raise concerns. It was suggested that a simplified, employee-facing summary or guide could be developed to accompany the full policy. This would help ensure that staff can easily understand their rights and the process for reporting concerns, without needing to navigate a lengthy document.

Action BM95(5)

To develop simplified employee-facing summary of the Whistleblowing policy.

Acknowledgement and Response Timelines

A specific observation was made regarding paragraph 7.7 of the policy, which outlines expectations for response times. It was recommended that the policy more clearly state the timeframe for acknowledging whistleblowing reports—particularly the 10-working-day acknowledgement period for submissions made via the designated portal. This would enhance transparency and manage expectations for those raising concerns.

Next Steps

The Board agreed that the policy, once updated to reflect the ARC’s feedback and the additional suggestions raised during the meeting, would be approved out of committee. The importance of ensuring the policy is well-communicated and embedded across the organisation was emphasised, with steps already taken to make it accessible via the internal staff platform.

Decision

The Board agreed to approve the updated policy out of committee once final amendments are made.

11

Strategic Risk Register – Elysia McCaffrey

Overview of Strategic Risk Oversight

The Board held a focused discussion on the Strategic Risk Register, reviewing the principal risks currently identified. While there was general agreement with the six key risks in principle, members expressed concern that the articulation of these risks lacked clarity and precision. It was agreed that further refinement is required to ensure the risks are accurately and effectively communicated.

Risk Appetite and Escalation Criteria

A key theme of the discussion was the organisation’s risk appetite and the thresholds at which escalation should occur. Members emphasised the importance of understanding not only the risks themselves but also the organisation’s tolerance for them. It was noted that escalation should be considered only once all reasonable mitigation efforts have been exhausted, and that such decisions must be supported by clear evidence and documentation.

Assurance and Communication

The importance of maintaining robust assurance mechanisms was reiterated, alongside the need for effective communication with decision-makers. While informal channels are being utilised, the Board stressed the necessity of formal documentation and reporting to support any future escalation of concerns.

Conclusion and Next Steps

In conclusion, the Board agreed that while the current risk register captures the key areas of concern, further work is required to refine the language, clarify ownership, and align mitigation strategies with formal governance pathways. The matter will remain under active review, with updates to be provided at subsequent meetings.

12

Board Conscience Feedback

Overview of Meeting Format

The feedback began with a reflection on the format of the meeting, noting it was the first board meeting held online during the speaker’s tenure. While the board adapted well to the virtual environment, there were initial issues with overtalking, which improved as the meeting progressed.

Reflections on Board Dynamics

A key observation was the presence of frustration among board members. This was attributed to a shift away from strategic engagement, which many members find more intellectually and emotionally fulfilling. The board’s role appears increasingly focused on operational matters, with strategic decisions being made externally, leading to a sense of detachment.

Escalation and Strategic Influence

The speaker highlighted a tension between the board’s desire to escalate concerns and the chair’s view that the timing is not yet appropriate. While reassurances were given that escalation is being monitored, there was a suggestion that the board may soon need to formally consider such action.

Distinguishing Perception from Reality

The feedback emphasised the importance of distinguishing between actual governance or delivery issues and the board’s perception of exclusion. It was suggested that some frustrations may stem more from being removed from decision-making processes than from genuine operational failings.

Additional Observations

A further contribution acknowledged the robustness of the discussions and commended the board’s collective expertise and sense of responsibility. The seriousness with which the board is approaching the ongoing change programme was noted as a positive and encouraging sign of commitment.

13

AOB

ARAC Annual Written Report

The ARAC Annual Written Report presented to the Board provided a comprehensive overview of the committee’s activities over the past year, including a transition in chairmanship. It highlighted a mix of “moderate” and “limited” internal audit outcomes, with “moderate” being recognised as a positive result within public sector standards. The report also addressed significant challenges faced during the external audit, which was narrowly completed without qualification due to disproportionate scrutiny and tight deadlines. Despite these pressures, the organisation successfully met its audit obligations. Additionally, ARAC approved key governance documents such as the Annual Report, Governance Statement, and Annual Accounts, reinforcing its role in maintaining oversight and accountability.

Committee Meetings and Overseas Access

Concerns were raised regarding the scheduling of committee meetings during August, particularly in relation to members being abroad and unable to access board papers due to government restrictions on accessing official documents from overseas. It was clarified that this is a government-wide policy, not limited to the organisation, and that breaches have previously resulted in disciplinary action. The Board agreed to explore alternative arrangements, including the possibility of rescheduling meetings.

Action BM95(6)

To explore alternative arrangements for the August ARAC.

HR Policy Compliance Issue

The Board was informed of a serious issue concerning non-compliance with HR policies by the internal HR team. An urgent review is underway to assess the scope and impact of the issue. The Executive sought the Board’s permission to escalate the matter to both ARAC and the People and Culture Committee, given the potential financial, cultural, and reputational implications. The Board acknowledged the gravity of the situation and supported the proposed course of action.

It was emphasised that the organisation is taking these matters seriously, with appropriate governance and disciplinary measures already in place. Further updates will be provided through the relevant committees, and a closed session briefing was arranged to ensure all members are fully informed.

Next Meeting: 18th July 2025