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Overview and Scrutiny at Bury MBC - A Good Practice Guide

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					            Overview and Scrutiny – A Good Practice Guide




              OVERVIEW AND SCRUTINY

                A GOOD PRACTICE GUIDE

                                          BURY MBC




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            Overview and Scrutiny – A Good Practice Guide

    Section                                               Contents              Page
      1.0               Introduction                                             2


        2.0             The function and powers of Overview and Scrutiny         5-7

                         Overview and Scrutiny functions
                         What powers do Overview and Scrutiny
                          Commissions/Panels have
                         The role of the Chair in Overview and Scrutiny

        3.0             The Structure of Overview and Scrutiny                  8-15

                            Membership
                            Terms of reference
                            Scrutiny Management Committee
                            Frequency of meetings
                            Attendance of Executive Members
                            Annual Report

        4.0             Overview and Scrutiny at work                           16-24

                            The Work Programme
                            Identifying and Selecting Work Programme items
                            Scoping Work Programme Issues
                            Agreeing the Work Programme
                            Carrying out Overview and Scrutiny
                            Managing the Work Programme
                            Links with other elements of the Decision-making
                              process

        5.0             Public Involvement in Overview and Scrutiny              25

        6.0             Checklist for contributors to Overview and Scrutiny      26

        7.0             Key Contacts and Further Information                    27-28

                        Contacts
                        Linkages
                        Glossary of Terms
                        Bury MBC Policy Framework
                        Decision-making Structure for Bury MBC

  Appendix 1            Matrix for assisting with scoping the work programme     (i)




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            Overview and Scrutiny – A Good Practice Guide

Section 1: Introduction


1.0      Welcome to Bury MBC's Good Practice Guide to Overview and Scrutiny.

         This Guide is intended for:

                  Councillors serving on Overview and Scrutiny Commissions and Panels

                  Co-opted Members serving on Overview and Scrutiny Commissions

                  Officers working with the Overview and Scrutiny process

                  People involved in the process in another capacity (for example, invited
                   to give evidence)

                  Others with a general interest in the Overview and Scrutiny process.

         Bury MBC is committed the modernising agenda and is working hard across
         all its areas to ensure:

                  The Council is providing vision and leadership for local communities;
                  Decision-making is more transparent and open;
                  We provide high quality, accessible services designed for the needs of
                   the service-users;
                  We work effectively in partnership locally, regionally and nationally.

         Overview and Scrutiny is central to this process as well as ensuring that the
         Council achieves its Corporate Aims.

         This Guide looks at the remit and scope of Overview and Scrutiny, the
         structure adopted by Bury MBC, and links with other elements of the decision-
         making structure of the Council. It gives information on how the process works




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            Overview and Scrutiny – A Good Practice Guide
1.1      Overview and Scrutiny Values

         The following are values which Bury MBC’s Overview and Scrutiny
         Commissions Panels work towards to make the process more effective.

         To always –

         1. Treat people fairly and with respect

         2. Be constructive especially when challenging people

         3. Seek consensus

         4. Be open and transparent

         5. Look for continuous improvement rather than blame

         6. Be inclusive and democratic

         7. Communicate well and constantly

         8. Demand nothing but the best from the resources available

         9. Ensure equality of opportunity




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             Overview and Scrutiny – A Good Practice Guide

Section 2: The Functions and Powers of Overview and Scrutiny

2.1      Overview and Scrutiny Functions

         Overview and Scrutiny serves a wide variety of functions. The main roles
         within Bury MBC have been agreed as:

             Holding the Executive to account

         This is the 'scrutiny' activity of overview and scrutiny. It means tracking the
         progress of vital decisions before they are made, before they are implemented
         and after they are implemented. This is done in a variety of ways including
         identifying future issues from the Council's Forward Plan, examining the
         minutes of meetings and receiving information from people who are working
         on the project.

             Policy Development and Review

         Overview and Scrutiny can assist the Council and the Executive in the
         development of its budget and policy framework (see Section 7 for the Policy
         Framework). Within the Council there are also a number of strategies and
         policies which are outside the formal policy framework as defined in the
         Constitution, which Overview and Scrutiny can play a significant role in
         developing. This can occur in a number of ways, including:

          Conducting research and consultation in the analysis of policy issues and
           possible options
          Considering and implementing mechanisms to encourage and improve
           community participation in the development of policy options
          Liasing with other external organisations and partnerships to ensure we
           work together more effectively
          Making recommendations to the Executive and Council on the approach to
           be adopted
          Benchmarking approach against best practice

         Once a policy/strategy has been implemented it needs to be reviewed. This
         review may apply to the whole policy or only to a certain aspect of it. The
         review is predominantly focused on the question 'Have the policy's aims and
         objectives been achieved?' A review could also examine the other issues:

             Have the processes involved in implementing the policy been successful?
             Has the policy been communicated successfully to all stakeholders?
             Are stakeholders following the policy, and if not, why?
             Has the policy targeted issues at an Area Board level?

         Note: While Overview and Scrutiny can develop and review policy, it is the role
         of the Executive, and Council to agree what the policy will be.


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             Performance Management

         Overview and Scrutiny has a central role in reviewing the performance of the
         Council in relation to its policy objectives, performance targets and for
         particular services.

         Best Value Reviews, Service Development and Delivery Plans and
         Performance Indicators are processes by which the Council is achieving
         continuous improvement. Overview and Scrutiny Commissions/Panels are a
         key element of the challenge process in such Best Value and Service
         Reviews. This includes challenging:

          The scope of reviews
          The initial findings
          The conclusions and draft Improvement Plan

             External Scrutiny

         This aspect of Overview and Scrutiny recognises the increased importance of
         partnership working at local, regional and national level. Commissions and
         Panels may decide to conduct a review of any issue, which impacts on the
         local area including the contribution made by external agencies.

         The council has a role in scrutinising health service matters (introduced in
         January 2003).    This is undertaken through the Healthier and Safer
         Communities Commission and joint Scrutiny arrangements.

2.2      What Powers Do Overview and Scrutiny Commissions/Panels Have?

         Overview and Scrutiny Commissions/Panels have the power to:

             Make reports or recommendations to the Council or the Executive about
              decisions which are the responsibility of the Executive;

             Review or scrutinise decisions or action taken on matters which are not the
              responsibility of the Executive;

             Make reports or recommendations to the Council or the Executive about
              any matters which are not the responsibility of the Executive;

             Make reports or recommendations to the Council or the Executive about
              subjects that affect the Council or its inhabitants;

             Overview and Scrutiny Commissions and Panels have no executive
              powers. They must recommend to the Executive or Council what action
              they think should be taken.




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2.3      The Role of the chair in Overview and Scrutiny

         Scrutiny chairs review and play a crucial role in the development of effective
         overview and scrutiny arrangements. They:

             Provide leadership and direction
             Ensure work is member-led, for example that they lead on developing a
              work programme
             Ensure members have the necessary skills
             Try to engage all members of the Panel/Commission
             Ensure that adequate financial resources and officer support are provided
             Help prioritise the main work
             Take action to minimise the common pitfalls
             Co-ordinate and share learning with other Scrutiny Panels/Commissions
              and chairs
             Develop a constructive relationship with the Executive especially with
              relevant portfolio holders
             Develop a constructive relationship with the chief officers in the
              departments that the Panel/Commission scrutinises




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             Overview and Scrutiny – A Good Practice Guide

Section 3: Overview and Scrutiny Structure in Bury MBC

         Bury MBC introduced Overview and Scrutiny as a pilot in 1999 and was
         established in the new Council Constitution in November 2001. In 2002 the
         pilot structure was reviewed and the following introduced as a result of lessons
         learnt and the development of the Community Strategy themes and Corporate
         Aims:

         Two panels that focus on internal issues:

                  Resource Scrutiny Panel
                  Performance Management Scrutiny Panel

         Three panels that focus on wider external subjects:

                  Healthier and Safer Communities Scrutiny Commission
                  Learning Communities Commission
                  Economy, Environment and Transport Scrutiny Commission

         See section 7 for a diagram of Bury MBC’s decision-making structure.

3.1      Membership

         Bury MBC's Overview and Scrutiny Commissions/Panels follow a number of
         principles in terms of membership. These are:

             All Commissions/Panels must be politically balanced;
             Executive Members cannot be part of any Commission/Panel but may
              attend;
             Lead Members can only sit on Commissions/Panels that cover areas
              where they have no involvement or influence;
             Commissions/Panels can appoint co-opted members and involve partners
              and forums to help them in their work.

         * See Council Year Book for names of members.

Panel/Commission                                       Membership
Learning Communities Commission                          9 Councillors, 5 voting church and parent
                                                         governor representatives and 10 non-
                                                         voting co-opted members
Economy, Environment and                                 9 Councillor and 7 non-voting co-opted
Transport                                                members
Healthier and Safer Communities                          9 Councillor and 7 non-voting co-opted
Communities                                              members
Performance Management Panel                             9 Councillors and 2 non-voting co-opted
                                                         members
Resource Scrutiny Panel                                  9 Councillors and 2 non-voting co-opted
                                                         members
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3.2      Terms of Reference

Scrutiny Panel/Commission                                Scope
Resource Scrutiny Panel                                  The Council’s budget, the management of its
                                                         budget, capital and revenue borrowing and
                                                         assets and its audit arrangements.
                                                         The management of the Council’s land and
                                                         property portfolio
                                                         The provision, management and planning of
                                                         financial, personnel and training, property,
                                                         information technology, legal, democratic,
                                                         corporate policy and research, grants to
                                                         voluntary organisations, health and safety,
                                                         emergency planning services/activities.
                                                         Financial reporting on Competitive Services,
                                                         including Direct Labour Organisations,
                                                         Building Services and Architectural Practice.
                                                         Related Best Value Reviews and
                                                         Communications and Community
                                                         Development Issues.
Performance Management Scrutiny                          The oversight of the Council’s corporate
Panel                                                    plans and strategies. The monitoring of
                                                         Departmental Service Development and
                                                         Delivery Plans and monitoring the Corporate
                                                         Plan.
                                                         To receive all inspection reports from
                                                         external Inspectors and Commissions and
                                                         response to the BVPP.
Learning Communities Scrutiny                            The provision, planning and management of
Commission                                               education, lifelong learning, early years,
                                                         youth issues, arts, culture, recreation and
                                                         sport services/activities.
                                                         Related Best Value Reviews and
                                                         Communications and Community
                                                         Development Issues.
Economy, Environment and                                 The social and economic regeneration of
Transport Scrutiny Commission                            Bury. The planning and management of the
                                                         Council’s housing stock. The provision,
                                                         management and planning of economic
                                                         development, social inclusion, urban renewal,
                                                         tourism, single regeneration budget
                                                         services/activities.
                                                         Related Best Value Reviews and
                                                         Communications and Community
                                                         Development Issues.

                                                         The provision, planning and management of
                                                         planning, engineering, highways,
                                                         transportation, traffic management,

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                                                         environmental health, public protection,
                                                         licensing, trading standards, environment,
                                                         operational services and grounds
                                                         maintenance, cemeteries and parks and
                                                         open spaces services/activities.
                                                         Related Best Value Reviews and
                                                         Communications and Community
                                                         Development Issues.
Healthier and Safer Communities                          The provision, planning and management of
Scrutiny Commission                                      social services and healthcare, elderly
                                                         persons’, disability and mental welfare
                                                         services in Bury, community safety, and the
                                                         holding to account of health authorities as
                                                         proposed under the NHS Plan.
                                                         Related Best Value Reviews and
                                                         Communications and Community
                                                         Development Issues.


3.3.     Scrutiny Management Committee

         The Scrutiny Management Committee meets at least four times each year.
         Their functions include:

             To approve an annual scrutiny and review work programme after
              consultation with the Scrutiny Panels and Commission to ensure that there
              is efficient use of the Panels/Commissions’ time and that the potential for
              duplication of effort is minimised.

             To receive requests from the Executive and/or full Council for reports from
              Panels/Commissions and to allocate them to Panels/Commissions
              ensuring that they do not jeopardise the work of such panels.

             To ensure referrals from Panels/Commissions to the Executive either by
              way of report or for reconsideration are managed efficiently and do not
              exceed any limited set out in this Constitution.

3.4      Timetable of Meetings

             Overview and Scrutiny Commissions/Panels will usually meet twice in
              every meeting cycle (roughly 8 times a year).

             Scrutiny Management Committee will usually meet once in every meeting
              cycle

              Working group meetings will be held on an ad-hoc basis.




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3.5      Attendance of                Executive          Members   at   Overview   and   Scrutiny
         Commissions

         These are the general principles of attendance for Executive Members at
         Scrutiny Commissions:

             They should not ordinarily attend to present reports or to lobby , argue on
              policy or departmental issues unless they are reporting on performance
              issues relating to their portfolio

             They can be requested to attend to be asked questions or give clarification
              on policy or development issues but can not enter into discussion on the
              subject

             If an Executive Member is unable to attend, appropriate spokespersons
              may represent the Executive Member in their absence

             On each and every occasion Members should be accompanied by the
              appropriate Officer(s)

3.6      Attendance of Executive Members at Overview and Scrutiny Panels

         These are the general principles of attendance for Executive Members at
         Scrutiny Panels:

             To present reports and take questions on any performance related issues

             If an Executive Member is unable to attend appropriate spokespersons
              may represent the Executive Member in their absence

             On each and every occasion Members should be accompanied by the
              appropriate officer(s)

3.7           Annual Report

              Overview and Scrutiny Commissions/Panels report to the Council annually
              on their work.




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Section 4: Overview and Scrutiny at work


4.1      The Work Programme

         The first stage is to identify the issues to be reviewed. Overview and Scrutiny
         Commissions and Panels are in charge of setting their own work programmes.
         This is subject to the approval of the Scrutiny Management Committee.

4.2      Identifying and Selecting Work Programme Items

         Suggested criteria for selecting work programme items are:

             Issues identified by Members as key issues for the public (through Member
              surgeries, Public Question Time, Open Forum at Area Boards and other
              contact with constituents)

             Services ranked as important by residents, communities and service users
              for example through annual residents survey and other consultation

             Areas of public interest covered in the local media

             Policy or service areas with a high level of expenditure as a percentage of
              the council’s total expenditure

             Pattern of budgetary overspends

             Corporate policy area

             A corporate, regional or national priority area

             Any areas which have been identified as being poor performing from
              performance indicators, the number of complaints received or
              benchmarking exercises

             Issue raised by External Audit Management Letters/Report and external
              inspections

             Areas covering new government guidance or legislation

             Any reports or new evidence provided by external organisations on key
              issue.

             Issues raised by Co-opted members

         The potential work programme for each Commission/Panel is vast. Drawing up
         a realistic and deliverable work programme is essential for effective overview
         and scrutiny Panels/Commissions.

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         Not everything can be included in the work programme and some suggestions
         may be rejected. Reasons for rejection include:

             The issue being examined by the Executive, or has just been examined
             The issue is being examined by officers and changes are imminent
             The issue is being examined by another internal body
             The issue will be addressed by Best Value review within the next year
             New legislation or guidance on the issue is expected within the next 12
              months
             The issue is subject to external inspection

         Note: While these are possible reasons for rejection, they could also be
         reasons for including items in the work programme.

4.3      Scoping Work Programme Items

         Once an initial list of work programme items 'scoping' should be carried out.
         This will help Commissions/Panels to:

          Be clear about why an issue is to be examined and precisely which
           aspects are to be looked at
          Make sure everyone knows the timescales involved
          Prevent people from coming to conclusions before collecting the evidence
          Carry out reality checks, for example making sure the information asked for
           matches the purpose of the review

         Scoping will require the Commission/Panel to consider a number of points.
         Appendix 1 to this Guide sets out a scoping matrix which sets out the point to
         be considered in clearly stating the scope of the piece of work - other points
         can also be included.

             What is the issue/topic
              This can be identified from a number of sources, some of which are
              detailed in 4.2

             What is the purpose/objective(s) of the review
              What are the reasons for including the item in the work programme?
              Why is the issue being looked at?

             What are the likely outcomes of scrutiny?
              Examples include:
              - recommendations to Council
              - recommendations to other parts of the decision-making structure
              - recommendations to an external agency.
              - Panel/Commission members being better informed

             What information will be required?
              - why it is needed?
              - where you will get it from?

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              -    Is the information readily available or is there a need for focused
                   research/consultation?
              -    What will it add?

             How will the review be carried out?
              - commission research/consultation
              - carry out site visits
              - carry out benchmarking visits to other areas/services
              - invite people to attend the Commission/Panel to give evidence
              - ask for presentations on specific aspects of the issue
              - carry out reality checks/mystery shopping exercises
              - commission reports on specific issues
              - undertake the review jointly with other Commission/Panels, Area
                Boards or Partnerships.
              - report from officers

              What is the timescale of the work?
              A timescale should be set out at the start of the process (it may change).
              For example a single report may lead to a further in-depth review. Other
              Reviews may be time limited because of external factors, for example
              leading up to submission of a bid for external/additional resources.

              It is often useful to produce a project plan for carrying out the Review to
              ensure key deadlines are met.

              Who needs to be involved in the review?
              It is helpful to indicate as early as possible (internally or externally) who is
              likely to be involved. As much notice as possible should be given.

              Clear guidance should be given to people invited to Commissions/Panels.
              Speakers should be provided with an outline of points/questions to be
              addressed/answered.

              Links
              A work programme item may be linked to something scheduled for future
              Executive meetings in the Forward Plan. Many other links could be
              identified, for example, external inspection, Service Development and
              Delivery Plans, Partnership issue, Strategy or Policy link, including Local
              Community Plans. Thinking about these linkages will help ensure all
              stakeholders are identified and various ways of approaching issues are
              recognised.

          Evidence to be considered
           In examining an issue a range of evidence may be required, such as
           performance information, benchmarking, future plans, and stakeholder
           views.

              Gaps in evidence should be identified and methods of addressing these
              considered.


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              Priority
              Even after following this process of refining the work programme there may
              be a large number of items. It would be helpful for the Commission/Panel
              to prioritise its programme, with the 'must do's' as high priority. For
              example, some items on the work programme will be linked to Best Value
              Reviews which will have an identified project plan to follow. The priority
              allocated could be linked to the timescale for completion.

              Identifying priorities will help in managing the work programme and
              including new items to be added throughout the year.

             Outcome – How and Where will the outcomes of the exercise (findings,
              recommendations, etc) be presented
              Other issues to be discussed could include
               whether any meetings will be held outside the Town Hall; and
               the likely resource requirements of the process.

4.4      Agreeing the Work Programme

         Each Commission/Panel agrees its own work programme. The Scrutiny
         Management Committee considers all work plans. This process enables
         duplication to be avoided as joint reviews are held where these are
         appropriate. As the Scrutiny Management Committee also allocates resources
         for reviews, prioritisation may be required.

4.5      Carrying out Overview and Scrutiny

         The Overview and Scrutiny process could follow these key stages:

         1. Agree the scope
         2. Plan the work
         3. Prepare the groundwork
         4. Find out the views of stakeholders
         5. Interview people identified
         6. Scrutinise the evidence
         7. Reach conclusions
         8. Consider the implications of these decisions
         9. Provide feedback to those involved in the process
         10. Report to Council/Executive Committee

         When considering an issue, members may wish to be informed about:

         Background
          Major changes over the last 5 years
          Recommendations and outcomes of recent local reviews, inspections,
            audits, etc.
          Challenges or opportunities facing the service
          Where provision or practice does not meet the public's needs or wishes
          How service delivery is affected by budgets
          Links with other organisations

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          What is the match to policy and strategy
          What major changes are foreseen (legislation, demand etc.)
          Service delivery issues
          How the public's needs and wants are met
          How are needs and wants understood and defined
          What is communicated to whom and how. Is it effective?
          What resources are employed (people, buildings, equipment, information)
          How are those resources deployed to meet priorities. Should these
           arrangements continue
          Costs
          Partnership arrangements - current and potential

         Performance
          How effective is the service and how is this known
          What trends are shown by performance indicators
          What feedback has there been
          How well does the service compare with others in the field
          Performance against standards and targets
          External awards, accreditation

4.6      Managing the work programme

         Lead Officers
         Each Commission/Panel has been allocated a Lead Officer. These are:

           Panel/Commission                                       Lead Officer
           Performance Management Panel                           Mike Kelly, Deputy Chief Executive
                                                                  0161 253 5230 m.h.kelly@bury.gov.uk

           Resource Scrutiny Panel                                Mike Owen, Director of Finance and E-
                                                                  Government
                                                                  0161 253 5002 m.a.owen@bury.gov.uk

           Healthier and Safer Communities                        Eleni Ioannides, Director of Social
                                                                  Services, Health and Housing
                                                                  0161 253 5501 E.Ioannides@bury.gov.uk

           Economy, Environment and                               Phillip Allen, Director of environment and
           Transport Commission                                   Development Services
                                                                  0161 253 5736 p.d.allen@bury.gov.uk

           Learning Communities                                   Harold Williams, Director Of Education
           Commission                                             and Culture, 0161 253 5603
                                                                  p.h.williams@bury.gov.uk

         Commissions/Panels can identify areas where they which to carry out in-depth
         reviews. When this happens, Management Board should be notified of the
         issue, objectives and timescale and they will allocate a lead officer for the
         piece of work.


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         Research and Consultation
         A budget is available for Commissions/Panels wishing to carry out specific
         research and consultation. Requests must be made to the Scrutiny
         Management Committee.

         External invitees
         To carry out a review, Commissions/Panels may want to invite people to
         attend the meetings to answer questions and give expert opinions. Any
         Councillor may be called as an expert witness. People outside the Council
         may be asked to make submissions to the Commission/Panel or attend
         meetings.

         In order to ensure the maximum benefit from this, the following preparation
         would be helpful:

          Prepare a Question Plan which identifies the key areas the
           Commission/Panel wish to explore. Advise people of this as early as
           possible so they can prepare for the meeting. If this doesn't happen the
           Commission/Panel may only receive the information the external person
           has prepared, which may not meet the Review's objectives.

          Recognise the Town Hall is an intimidating environment for some people
           and prepare to be flexible in the location of the meeting or layout of the
           room.

          If possible, find a meeting time that is mutually convenient.

          Consider how to encourage people not traditionally engaged with the
           process to attend meetings

         Co-opted Members
         People from the community, voluntary and private sectors as well as from
         other public agencies and organisations can be included as non-voting
         members of Commissions and Panels. They bring expertise and different
         perspectives to the work of Overview and Scrutiny.

         The Learning Communities Commission contains co-opted members with
         voting rights.

         Democratic Services
         Democratic Services support the Commissions and Panels by providing an
         officer for each panel and commission.




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           Commission / Panel                                      Democratic Services Officer
           Scrutiny Management Committee                          Ken Cowell
                                                                  0161 253 6161
                                                                  k.e.cowell@bury.gov.uk

           Resource Scrutiny Panel                                Andrea Tomlinson
                                                                  0161 253 5133
                                                                  a.j.tomlinson@bury.gov.uk

           Performance Management Panel                           Chris Shillitto
                                                                  0161 253 5041
                                                                  c.shillitto@bury.gov.uk

           Healthier and Safer Communities                        Deryck Cawthron
                                                                  0161 253 5127
                                                                  d.h.cawthron@bury.gov.uk

           Economy, Environment and                               Leigh Webb
           Transport Commission                                   0161 253 5399
                                                                  l.m.webb@bury.gov.uk

           Learning Communities                                   Andrew Woods
           Commission                                             0161 253 5134
                                                                  a.p.woods@bury.gov.uk


         Policy Development Officers

         All Commissions/Panels have a role in policy development. They may request
         support for particular reviews from Policy Officers across the Council. The
         following officers from the Assistant Chief Executive's Division work in the
         areas identified below:

           Name                                                   Policy Areas
           Mohammed Ayub                                          Community Safety (including Drug Action
                                                                  Team) and Race Equality

           Lorraine Clossick                                      Research and Consultation (including
                                                                  Census information)

           Jason Crausby                                          Area Boards
                                                                  Local Strategic Partnership
                                                                  Communication

           Alan Darnell                                           Local Agenda 21
                                                                  Health Scrutiny

           David Hipkiss                                          External Funding Co-ordination

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             Overview and Scrutiny – A Good Practice Guide
           Name                                                   Policy Areas

           Safina Rashid                                          Equalities, Community Cohesion,
                                                                  Voluntary Sector, Community Legal
                                                                  Advice

           Graham Smyth                                           Youth Offending

           Carolyn Wilkins                                        Corporate and Community Planning,
                                                                  Customer Contact, Local Strategic
                                                                  Partnership

4.7      Links with other elements of the Decision-making structure

          'Call-in'
         The 'Call-In' mechanism is included in the Constitution to make sure there is
         time and opportunity for:

                  issues to be properly scrutinised
                  amendments to be formulated and proposed
                  full debate on the subject by all Members of the Council


         Call-In in Bury MBC follows the process set out below (Figure 2)


               The Executive publishes the decision it has made




               If, after informal consultation, concerns about the decision
               remain the Overview & Scrutiny Chairs, 2 panel members
               or 8 Elected Members may request that an issue be 'called
               in' to a meeting of the appropriate Overview & Scrutiny
               Commission/Panel




               The Executive decision is then considered by the
               relevant Overview and Scrutiny Commission/Panel




                  If the Panel/Commission recommends changes to the
                  decision, the Executive will then debate the issues
                  and make its final decision

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          Area Boards
           Links still being developed

          Other Commissions/Panels
           - Scrutiny Management Committee is the scrutiny co-ordinating body and
              approves all work programmes
           - Where issues overlap joint meetings of the Panels/Commissions can be
              called or a working group established

          The Executive
           - Extracts from The Executives forward plan are submitted to every
              ordinary Panel/Commission meeting
           - Overview and Scrutiny Panels/Commissions can ‘call in’ decisions of
              the Executive for scrutiny
           - Issues     can     be    considered  by   Overview     and    Scrutiny
              Panels/Commissions to get their views before the are submitted to the
              executive for a decision to be made
           - Appropriate       executive     members     attend     meetings      of
              Panels/Commissions to present reports which have been or will be
              submitted to the executive


4.8      Training Opportunities

         To be identified




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Section 5: Public Involvement in Overview and Scrutiny


5.1      One aim of the Overview and scrutiny process is to encourage the public to
         become more involved in the democratic process. It is hoped that in addition to
         other benefits this will encourage a larger turn out at local elections. One way
         that Overview and Scrutiny Panels/Commissions increase public participation
         is by recommending to officers who present reports or who are called into a
         Commission/Panel to consult further with the public. This helps to ensure that
         the final outcome is the one the public wants. The public can also actively
         participate in the Overview and Scrutiny process.

          Public participation in the Overview and Scrutiny process may take a number
         of different forms.

             At the beginning of each meeting members of the public have the
              opportunity to ask questions to any of the members or Co-opted members
              on the scrutiny panel

             Members of the public in the future will be able to offer suggestions to add
              to the Overview and Scrutiny work programme




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 Section 6: Checklist for Contributors to Overview and Scrutiny


Council employees and NHS employees can be required to attend Overview and
Scrutiny meetings. A minimum of 5 days notice will be given and every effort should
be made to attend.

All contributors will be briefed on what the Commission/Panel is seeking to achieve
and what is expected from them.

In order to help the Commission/Panel do its job, contributors should present their
evidence, whether written or oral, in a concise, clear, jargon free manner. Initials and
acronyms should be avoided wherever possible.

Following the meeting, contributors will be given a Feedback Form on which they can
provide feedback on the style and effectiveness of the meeting.

Notes of the meeting will be sent to all contributors for factual checking.




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Section 7: Key Contacts and Further Information

7.1      Contacts

Ken Cowell                              Democratic Services Manager
                                        Bury Town Hall
                                        Knowsley Street
                                        BL9 0SW
                                        Tel: 0161 253 5126
                                        K.E.Cowell@bury.gov.uk

Deryck Cawthron                         Democratic Services Team Leader (Scrutiny)
                                        Bury Town Hall
                                        Knowsley Street
                                        BL9 0SW
                                        Tel: 0161 253 5127
                                        d.h.cawthron@bury.gov.uk

Carolyn Wilkins                         Assistant Chief Executive
                                        Bury Town Hall
                                        Knowsley Street
                                        BL9 0SW
                                        0161 253 5182
                                        C.A.Wilkins@bury.gov.uk

Alan Darnell                            Principal Policy Officer (Health Scrutiny)
                                        Bury Town Hall
                                        Knowsley Street
                                        BL9 0SW
                                        0161 253 6020
                                        A.Darnell@bury.gov.uk

Mike Kelly                              Deputy Chief Executive
                                        Bury Town Hall
                                        Knowsley Street
                                        BL9 0SW
                                        0161 253 5230
                                        M.W.Kelly@bury.gov.uk


Linkages

     Corporate Planning and Performance Management Framework

     Council Constitution

     Sources of Information:
      I&DeA Knowledge Web-site
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            Overview and Scrutiny – A Good Practice Guide
    Appendix 1: Scoping Matrix - to be revised

Issue for Review
Background (why the review?)



Objectives
What is the purpose of the review?



Information : What is required?

1. People

    Witnesses/Officers

    Who?

    When?

2. Paper

    Documents/Evidence/Research

    Consultation

    What?

    Why?

3. Places

    Site Visits

    Location of Meetings

    Benchmarking Visits

    Video Conferencing

    Where?

    Why?

Timescale
Is there a deadline for completion?

                                 Proforma for assisting with Scoping

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Issue




Terms Of Reference




                             Objectives and Information Requirements

OBJECTIVE 1: To find out about the current situation

           Information Required                                   Source




OBJECTIVE 2: To understand the proposals and the reasons behind them

           Information Required                                   Source




Objective 3: To compare the proposals with best practice


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           Information Required                                   Source




Objective 4: To assess whether the resources allocated will achieve the aims of the
proposal in the time specified


           Information Required                                   Source




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