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Dundee City Council Member Workshop on Scrutiny: Organising Scrutiny 02/12/09

Dundee City Council Member Workshop on Scrutiny: Organising Scrutiny 02/12/09. Mark McAteer Director of Governance and Performance Management Improvement Service. Drivers. McIntosh & L.A.P.: Separating DM & scrutiny Executive/cabinet & scrutiny committee(s) & assembly

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Dundee City Council Member Workshop on Scrutiny: Organising Scrutiny 02/12/09

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  1. Dundee City Council Member Workshop on Scrutiny: Organising Scrutiny 02/12/09 Mark McAteer Director of Governance and Performance Management Improvement Service

  2. Drivers • McIntosh & L.A.P.: Separating DM & scrutiny • Executive/cabinet & scrutiny committee(s) & assembly • P.R, minority and coalition: Options for governance & scrutiny

  3. 3 Broad Models • The conventional model & adaptations • Committees & separate scrutiny committee • Executive & scrutiny models

  4. The Conventional Model • Administration & opposition • Committee based: DM & scrutiny (balanced representation: chairs, convenors) • Separate Audit Committee: BV as part of remit • Periodic meetings for performance review • Supported by: Efficiency scrutinies; BV reviews; M/O groups

  5. Problems • Weak scrutiny of policy (but group, pre-agenda, etc) • Limited scrutiny of performance: Why beat yourself up? • Marginalisation of opposition: Balance • Local ward end of scrutiny strongest but operational, not systematic

  6. Committees & Separate Scrutiny Committee • Often ‘audit & scrutiny’ • Led by opposition not administration but • Workload, resourcing & support • Party political advantage

  7. Cabinet/Executive & Scrutiny Model • Separation of DM & scrutiny: Executive & ‘assembly’ • Portfolio holders: Rapid decision making • Scrutiny or select committees: Policy, implementation, performance • All party ‘backbencher’ composition

  8. Points • Empowerment of executive: Port-mortem scrutiny • Assumes frontbench/backbench split not parties • Support & resourcing for scrutiny: Chief Officers, advisors, etc.

  9. Post PR • Coalition & political management: Proportionality & scrutiny • MM wards: Implementation, performance, citizens issues • Corporate & area level scrutiny • Resourcing & support for elected members

  10. Key Points • All models separate out decision making & scrutiny: political business process & cycle • Scrutiny needs to happen at the right level & time to be effective: to add value • Scrutiny is of decision & delivery of outcomes: not people • Scrutiny needs designed to reflect democratic balance

  11. Potential Elements • Audit committee • Central scrutiny committee: Major decisions & developments; pre decision making • Committees sitting quarterly as performance & improvement sub: committees • M.M.W. Performance meeting: Open to public • Cross cutting M/O groups: Service review; efficiency & productivity; asset management etc

  12. Precondition • Get the political business process right • Responsibility not partisan advantage • Good support for elected members

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