Agenda item

-        Chief Executive to report.

Councillor Whelbourn, Chairman of the Performance and Scrutiny Overview Committee, introduced a report which set out the findings and recommendations of the scrutiny review into the role and function of overview and scrutiny in Rotherham and its future arrangements.

The Performance and Scrutiny Overview Committee considered the report at its meeting on the 25^th March, 2011 and agreed the key findings, details of future arrangements which were set out as part of the report and the recommendations as follows:-

1.   That Council agrees that the primary function of Overview and Scrutiny in Rotherham is about “Improving Lives, Improving Places” and its priorities should be:-

·              Holding decision makers and partners to account for delivery focusing on whether services make a difference in our communities.

·              Ensuring value for money and budget transparency.

·              Articulating and reflecting public voice.

On the basis of this Council should agree Overview and Scrutiny’s role and remit and its relationship with the respective parts of the Council’s governance arrangements.

2.      To support the ongoing development of a positive and constructive relationship between Overview and Scrutiny and the Cabinet, ensure that there are regular (at least quarterly) meetings scheduled between Overview and Scrutiny Chairs and Cabinet to exchange concerns/forthcoming issues.  These meetings should be scheduled in advance and published in the Council Year Book.

3.      Ensure that O&S’ work reflects and articulates the public voice by:-

·              Seeking ways to take Overview and Scrutiny ‘out of the Town Hall’.

·              Making the website more accessible.

·              Establishing effective channels of communication with the community, including use of new media and technologies.

·              Developing ways to communicate  scrutiny’s work and raise its profile.

·              Explore ways of further involving the community and other external stakeholders in the scrutiny process.

4.      Develop the process for informing and approving Overview and Scrutiny’s work by:-

·              Developing a work programme that is informed by a range of stakeholders including the Cabinet, Senior Leadership Team (SLT), partners and the community. The work programme would ensure a balanced workload of different types of scrutiny work which would include internal/external focussed work, spotlight or more in-depth reviews, with capacity for responsive work as required.

·              Agreeing an annual work programme for 2011/12 that is endorsed by Council.

·              Having regular dialogue with the Chair of the Audit Committee, Chairs of Area Assemblies and Parish Councils to communicate respective work programmes, minimise areas of duplication and identify areas of joint working as appropriate.

·              Explore opportunities and agree approach for joint scrutiny with other authorities and non-executives/scrutineers from other bodies.

·              Reviewing the current format of the Forward Plan of Key Decision’s to see if it is fit for purpose.

5.      Deliver a Member Development programme to support Overview and Scrutiny’s development and raise awareness and understanding of the new roles, by:-

·              An initial “development day” event to inform the work programme and any future Member Development activity.

·              Regular engagement and consultation – including workshops with and for scrutiny chairs.

·              A programme of role development and skills training for members, including questioning skills and effective chairing.

·              A programme of awareness raising sessions for officers and partners.

6.      Restructure the Overview and Scrutiny function to better reflect the priorities of the Council and its partners, so as to be able to respond to major service and structural changes e.g. NHS reforms, Localism Bill and the emerging transparency/self-regulation agendas, by creating:-

·              An Overview and Scrutiny Management Board to lead and manage the overview and scrutiny function, co-ordinate its workload and commission pieces of work.

·              Underpinning the Management board are four select commissions.

·              A select commission focusing on self-regulation, value for money and budget transparency.

·              A health scrutiny select commission.

·              Improving Lives Select Commission – focusing on children and young people and the wider ‘Think Family’ agenda.

·              Improving Places Select Commission – focusing on wider environmental/ regeneration agendas.

7.      Develop the roles and remits of the Overview and Scrutiny Management Board and each of the four Select Commissions; including:-

·              Terms of reference for the Board and for each of the 4 select commissions – including any specific powers and responsibilities they have (e.g health scrutiny).

·              Role definitions/descriptions for the chair and vice chair of the Overview and Scrutiny Management Board and for Select Commission chairs.

·              Agree a meeting schedule for the Management Board and Select Commissions.

·              Any agreed changes to be incorporated into the Council’s Constitution.

8.      Review the arrangement 12 months after implementation to see if they are ‘fit for purpose’.

Further information was provided on issues emerging from the review, how these could be achieved and the proposed restructure of the overview and scrutiny function to better reflect the priorities of the Council and its partners.

It was suggested that the proposed Select Commissions should meet every six weeks. The schedule of meetings for the Management Board would be fortnightly, although this may be subject to further review and revision.  In-depth reviews may take place outside this cycle as per current arrangements.

Should the recommendations be accepted, the changes to scrutiny structures arising from this paper would make savings. These had yet to be costed, but were likely to mean greater efficiencies in the use of officer resources, fewer formal meetings and a reduction in the associated production and distributions costs for agendas. Should the preferred structure be implemented, direct officer support to the Scrutiny Members could be met through existing staffing resources located in Scrutiny Services. 

Given that the review recommended a new approach to overview and scrutiny, it was suggested that the effectiveness of these arrangements be reviewed in twelve months to judge if they were fit for purpose.

The Local Government landscape had changed beyond recognition since 2010. Like other areas of the Council, scrutiny needed to demonstrate relevance and impact, but in the context of fewer resources.  If scrutiny did not respond to this agenda and change its approach and arrangements, it would undermine its capacity to provide value for money and undertake effective scrutiny both within the Council and externally.

Cabinet Members were informed that future arrangements should not necessarily align portfolio holders to specific Select Commissions, would support the move towards greater co-ordination of work programmes and more efficient ways of working, especially in areas such as Health.

Resolved:-  (1)  That the report be received and everyone involved in the review be thanked for their contributions.

(2)  That the proposals be supported for consideration by the Council Meeting.