The accountable body plays a vital role in ensuring public money is managed responsibly, decisions are properly governed and funding requirements are met. For Mayoral Combined Authorities (MCAs), this responsibility becomes particularly important as funding arrangements, statutory powers and partnerships with delivery organisations evolve. The accountable body is not a new concept, local authorities have long been responsible for sound financial management, effective governan

The announcement that the Government is pausing and reviewing parts of the Local Government Reorganisation programme raises an important question beyond the immediate uncertainty about which councils will eventually exist: what is the cost of changing course after significant work has already been undertaken? On 7 September, the Government announced that decisions affecting Essex, Hampshire, Norfolk and Suffolk would be withdrawn following updated legal advice. Proposals in a

It is a simple question, but one that can create considerable confusion in project governance. In some organisations, the project start date is recorded when an idea first emerges. In others, it is when business case development begins. Some organisations only regard the project as having started once funding has been approved and delivery is authorised. These distinctions matter. The date a project is deemed to have started affects reporting, accountability, resource alloca

Most local authorities should now be preparing for their mid year point reviews. Budgets have been agreed, transformation programmes are in full swing, and service demand continues to evolve. It is also the point where many organisations begin to see whether the ambitions set in April are translating into measurable outcomes. A mid-year review should never be viewed as simply a financial health check or an exercise in reporting progress. It is an opportunity to pause, reflect

As England's devolution agenda continues to gather pace, Strategic Authorities and Combined Authorities are taking on greater responsibility for economic growth, transport, housing, regeneration, skills, and public service reform. Much of the discussion surrounding these new organisations focuses on governance frameworks, assurance processes, constitutions, and delegated powers. While these are all important, ensuring the right behaviours and values seems to have taken a back

The establishment of new Mayoral Strategic Authorities and Combined Authorities represents one of the most significant developments in English devolution. While much attention is often focused on geography, powers, funding, and political leadership, governance arrangements will ultimately determine whether the new organisation is able to make decisions efficiently and deliver meaningful outcomes for residents. Good governance should enable delivery, not become a barrier to it