Independent Board: “RBWM Has Increased Grip on Finances” as Recovery Gains Momentum

Context

The Update Report was presented by Gavin Jones, Chair of RBWM’s FISB -an experienced local authority executive, he is currently the lead commissioner overseeing Slough and Thurrock, and is highly trusted by Government. 

The board was set up voluntarily by RBWM in late 2024, primarily for constructive challenge and learning from sector experts.

Overview

The Council is very well engaged with the board – they are impressed by what the leadership brings forward for consideration. 

Gavin stated the council is in a very difficult financial position for historic reasons, but it is increasing grip on spend, improving budget preparation, and better understanding demand on spend. The recent Government Fair Funding Review hit RBWM very hard. The Council responded extremely well, putting in controls, building a much stronger position and using EFS to help the Council through this difficult period. 

Comments on recent performance

The Update report commented: “2025/26 demonstrated a continuation of the improvement in financial management”

“Expenditure has been effectively managed and contained within the planned budget envelope”

“The council has increased its grip on its finances. Key service areas have responded well and are now driving greater accountability for spend and minimising avoidable demand.”

In discussion, Gavin also highlighted:

• Stronger case management – an excellent mosaic implementation - and financial control in Adult Services, noting that ongoing work is needed with changes to the Integrated Care Board (NHS) locally. 
• The performance in Children’s Services remains strong, in the view of the Board
• In Housing, there is ambition and determination from the council to transform the service. There is a well thought-through plan for the future which gives the FISB confidence. 
• The Local Government Association (LGA) is assisting with signposting good practice from across the sector to RBWM. 
• Developing the council’s own officer talent is a key strength, it is a “decent authority”, “member-officer relationships are strong and productive”, we can “build on our brand” and advertise our agenda for change, we are known as “a council that is good to work with.”

Gavin summarised: “The FISB continues to add value… [with] the evident commitment from the council’s leaders to openness, challenge and improvement.”

Looking forward & transformation

Gavin noted “Cooperation is helping to get best value from board.” He recommended that the council builds and accelerates transformation with support of a strategic partner to help it move at pace.

To make best use of any partner, a key question is “how well do we know ourselves?” For this, the council needs to understand the data, the volumetrics around services. Having “suffered historic trauma”, the key questions are: how well do we now know where we should invest? And: where we should best transform services to recover? 

Regarding transformation, Gavin noted it is important to put in place good change control – it will be critical that we manage change well as an organisation, including enriching learning within the organisation. “Being transparent and honest is the best approach.”

Summary

“There are many legacy issues that the council is having to deal with and many risks that could further impact on progress, particularly with regards to financial bandwidth and sustainability. However, the leadership has demonstrated its commitment to improvement and whilst this continues it is an increasingly strong position to make further progress.”

This report shows clearly that this administration is truly fixing the mess and getting things done to strengthen and improve the council, to deliver better services for residents. 

This report shows clearly that this administration is truly fixing the mess and getting things done to strengthen and improve the council, to deliver better services for residents.