1.
This is the first Select Committee and Best Value Support
Annual Report and covers the municipal year 2003-04.
2.
This report sets out the work, achievements and frustrations
experienced by Select Committee members during the past twelve months. The difficulty in measuring Select Committee
outcomes is well recognised by colleagues throughout the country, but this
report examines the scrutiny and policy reviews undertaken and wherever
possible lists the instances where both members and officers have delivered
real outcomes that have resulted in improvements to service delivery.
3.
The Isle of Wight Council (IWC) is a
unitary authority with responsibility for delivering all statutory services.
Politically, the Council consists of 48 members, of whom 27 are currently
Island First (a coalition of Liberal Democrats and Independents), 13
Conservative, 3 Labour and 5 others.
4.
In compliance with Part II of the Local Government Act 2000,
the IWC formally adopted new Executive arrangements in April 2001. Under these
new arrangements decision-making was based upon the Leader and Cabinet model,
with a small number of elected members operating as the Executive and the rest
of the members having the opportunity to provide accountability by becoming
involved with the new function of Overview and Scrutiny (O&S).
5.
These new arrangements reflected the focus on modernisation
that was being driven through the public sector by central government. The
changes to the traditional committee structure, which had been in place in
local government since the nineteenth century, were intended to increase public
involvement and improve decision making by making it faster, easier and more
transparent
6.
The Local Government Act 2000 was not generally prescriptive
about how O&S should be organised or what powers it should have, but it did
stipulate that the arrangements and procedures for O&S should be set out in
Councils’ Constitutions.
7.
On the Island O&S is currently provided through the
following six Select Committees:
·
Economic Development, Planning, Tourism and Leisure
Services Select Committee
·
Education, Community Development and Lifelong Learning
Select Committee
·
Environment and Transport Select Committee
·
Fire and Public Safety Select Committee
·
Resources Select Committee
·
Social Services, Housing and Benefits Select Committee
The remit of each
Select Committee is attached as Appendix 1. Each Committee has a Chairman and a
Vice Chairman who are elected by Full Council on an annual basis. The
membership of each Committee on the 1 April 2004 is attached as Appendix 2.
8.
In addition, the Health and Social Care Act of 2001 provided a
more explicit power for local authorities with responsibility for Social
Services to scrutinise health services within the authority’s area. Since
January 2003 this responsibility has fallen within the remit of the Social
Services, Housing and Benefits Select Committee.
9.
During 2003–04 each of the Select Committees had 12
members, with the membership of the Education, Community Development and
Lifelong Learning Select Committee also including
2 diocesan representatives and 2 parent governor representatives with certain
voting rights. The membership of all of the Committees is
politically proportionate
and each Committee has generally met formally on a monthly basis throughout the
year. In addition, all the Committees have held many other formal and informal
meetings and briefings.
10.
The Coordinating Committee undertakes the overall
management of the six Select Committees, ensures that there is no
duplication and that cross cutting issues are dealt with appropriately. It also
reviews the processes used by Select Committees to identify best practice and
develop the Council’s overview and scrutiny arrangements. It is politically
proportional and its membership comprises the six Select Committee Chairmen
(all Island First members), two Conservative members and one Labour member. It
elects a Chairman on an annual basis and meets bimonthly. Membership of the
Coordinating Committee during 2003-04 is attached as Appendix 3.
11.
Unless they
have considered confidential items each formal meeting of the Select Committee
and the Coordinating Committee held throughout the last year has been open to
the public and press. Feedback on this aspect of the Select Committee
process will be provided later on in this Report.
12.
The Select Committee’s general role is to undertake policy
review and development and to scrutinise decisions made or actions taken in
connection with the discharge of any of the Council's functions. This is
reflected in the way in which Select Committee agendas currently split the
non-essential business at each meeting into distinct scrutiny and policy and
review sessions.
13.
To assist the IWC in achieving the six Key Objectives which
underpin the Corporate Plan, dedicated support is provided by a team of 6 staff
managed by the Head of Select Committee and Best Value Support. The team
provides administrative, research and project planning support to all the
Select Committees and is, at the direction of members, almost wholly
independent of the rest of the Council’s paid service.
14.
Select Committee Support’s key objective is to enable members
to achieve effective,
successful, and influential Select Committees where efficiency, transparency
and accountability are maximised. This ethos is reflected on a yearly basis in
the team’s Service Plan and in each member of staff’s individual Personal
Development Plan.
15.
O&S on the Isle of Wight enjoys a healthy tension with the
Council’s Executive. The ‘critical friend’ approach is very much at the
forefront of the Select Committees’ work and helps to maintain a vigorous and
democratic committee process. Portfolio Holders are invited to attend Select
Committees meetings and sit alongside Council officers answering members’
questions and receiving members’ recommendations.
16.
During February and March 2003 each Select Committee held a
Development Day. These were held away from County Hall and facilitated by
Select Committee and Best Value Support. They were not open to the public.
Under the direction of the Chairman each Committee undertook a SWOT (Strengths
Weaknesses Opportunities Threats) analysis in order to review work undertaken
during 2002-03 and allocated time to plan each Committee’s work programme for
2003–04.
17.
During the Development Days members were encouraged to buy
into the Select Committee and Best Value Support team’s ethos of “Do Less to
Achieve More”. In addition, members were reminded that the independence of the
Select Committee to set its own work programme is critical to ensuring a
challenging, robust and transparent scrutiny function.
18.
Following the Development Days Select Committee and Best Value
Support prepared a draft work programme for each of the Select Committees.
These were then submitted to each Committee for approval. The management of the
work programme throughout the remainder of the year then lay with the Select
Committee Chairman, whilst ownership continue to lie with each Committee
member.
19.
Members had been advised that the following areas of scrutiny
should be undertaken by all the Select Committees throughout 2003-04 and it was
agreed these would form the basis of each Committee’s work programme:
·
Revenue and Capital budget monitoring
·
Service Plans
·
Best Value Review Improvement Plans
·
Quarterly Performance Management Report
·
Budget Proposals (2004-2005)
The remainder of each Committee’s
workplan concentrated on items for policy review and development.
20.
The following section highlights some of the significant
pieces of scrutiny and policy work undertaken by the Select Committees during
2003-04 and, where possible, indicates the outcomes that were achieved.
Significant
Issues
21.
Smoking in
Wight Leisure Licensed Facilities.
The Committee heard evidence from Council
officers that there had been an increase in the number of complaints received
from customers about smoking in Wight Leisure licensed facilities. This, together with similar concerns being
voiced during a consultation exercise undertaken with staff and customers,
resulted in a recommendation to the Portfolio Holder for Tourism and Leisure
requesting that a no smoking policy be implemented in the bars at the Heights
and Medina Leisure Centres.
22.
Tourism Development Plan
In the summer
of 2003 the Committee considered the draft discussion document that identified
the process required for developing a Tourism Development Plan. As a result of
evidence received from a range of Council officers, including the Head of
Highways, the Committee recommended to the Executive that the appointment of a
Head of Tourism should be a matter of priority. The Committee has continued to
closely monitor developments in the Tourism Development Plan throughout the
rest of the year.
23.
Best Value Review of Planning Services
The Committee
has been closely involved with the Planning Best Value Review, from approving
the review scope to ensuring elected member input. At the end of the Review the
Committee held a scrutiny session to examine the Improvement Plan and
subsequently recommended it for approval by the Executive.
24.
Sandown Bay Regeneration Strategy
In April 2004
the Committee held a scrutiny session on the consultation that had been
carried-out during the preparation of the Sandown Bay Regeneration Strategy. A
number of key stakeholders, including representatives from relevant town
councils and business associations, provided valuable evidence that enabled the
Committee to conclude that the consultation process had been both successful in
drawing-in the local community and a value for money exercise.
Significant
Issues
25.
Special Educational Needs (SEN)
In May 2003
the Committee received presentations on special educational needs from
representatives from the Autistic Research Centre at the University of
Cambridge and from two members of Oxfordshire County Council. This resulted in
the establishment of a task group to look at how the IWC is implementing the
Code of Practice for SEN. The task group is still ongoing at the time of this
Report and is currently taking evidence from partner agencies on the
statementing process.
26.
Best Value Review on Community Development.
In September
2003 the Committee recommended that the Executive adopt the Improvement Plan
arising from the Best Value Review on Community Development. Due to the wide-ranging
nature of this review the Committee has agreed to closely monitor the progress
made with the Plan and agreed that in future evidence about its progress should
be taken directly from relevant stakeholders.
27.
Cultural Strategy
Scrutiny of the draft
Cultural Strategy involved evidence being taken from a number of organisations
that had been involved in the consultation process. These included the Rural
Community Council, Early Years Partnership, Town and Parish Councils and
Playing Fields Association.
28.
Sport Development
Towards the
end of 2003 the Committee held a scrutiny session on Sport Development. A
number of stakeholders were invited to attend the meeting, including the IW
Sports and Recreation Council, IW Netball Association, Ryde Lawn Tennis Club,
IW Cricket Academy and IW Athletics Club. Having heard the views of
stakeholders officers were tasked with investigating whether discounted
transport could be made available in the future for schools travelling to
sporting events.
29.
Island School Performance
In March 2004
the Committee considered Island school performance throughout 2003,
particularly in terms of pupil underachievement. As a result of this session
the Committee agreed to work with appropriate stakeholders to monitor the
effectiveness of the Education Development Plan. This should help to ensure
that improved school performance can be achieved in the future. In addition,
members also requested that the feasibility of working with Governors to share
experience on how to improve school’s scrutiny of performance be investigated.
Significant Issues
30.
Throughout the year the Committee has closely monitored how
the newly introduced highway capital programme prioritisation scheme is
operating.
31.
Road Traffic Accidents on the Island.
The Committee
has undertaken a major scrutiny exercise on road traffic accidents on the
Island. This involved taking evidence from senior officers from the Police,
Fire and Ambulance Services, the Coroner, Safety Camera Partnership and the
Institute of Advanced Motorists. A report on the outcomes from this exercise
will shortly be available.
32.
Youth Transport
In November
2003 the Committee received a presentation from the IW Youth Trust on research
it had undertaken into youth transport. The Committee supported the
recommendations of the Trust and appointed an elected member to champion this
issue in future.
33.
Integrated Waste Management Contract
In 2003-04 the
Committee revisited the operation of the Integrated Waste Management Contract.
This had been the subject of in-depth scrutiny in 2002-03 by the Waste
Management Task Group. As part of this year’s session evidence was again taken
from the General Manager of Island Waste and the Committee were pleased to
conclude that performance targets contained within the Contract were still
being achieved.
34.
Use of Mechanically Propelled Vehicles on Rights of Way
During the
January and February 2004 meetings the Committee considered a Consultation
Paper issued by Department of the Environment, Food and Rural Affairs (Defra)
on the Use of Mechanically Propelled Vehicles on Rights of Way. The Select
Committee ensured that the views of officers from the Council’s Area of
Outstanding Natural Beauty team and the Archaeological Unit and from a representative
of the Local Access Forum were taken into account in the Council’s response to
Defra.
Significant Issues
35.
Crime and Disorder
Throughout the
year the Committee has undertaken an ongoing review into how the Council is
tackling its responsibilities with regard to crime and disorder. A number of
scrutiny sessions have been held, including one that focused on the Council’s
statutory responsibilities under Section 17 of the Crime and Disorder Act
during which evidence was taken from the Chief Executive Officer, the Strategic
Director of Environment Services and the Chief Fire Officer. In addition,
during a later session members had the opportunity to question the Island’s
senior police officer about the Hampshire Constabulary’s Service Plan for the
IW Division. One of the Island magistrate members on the Police Authority was
also in attendance. This review is still ongoing at the time of this Report.
36.
Marine Safety
Following
reports that the numbers of deaths in the Solent had been increasing the
Committee agreed to review off-Island Marine Safety. Evidence was taken from
the Coastguard Sector Manager for the IW, Cowes Inshore Rescue, Freshwater
Inshore Rescue and Sandown/Shanklin Inshore Lifeboat. Having heard their views
the Committee agreed to make representations to the Government on the need to
introduce a competency test for owners of any form of vessel utilised for
leisure or recreational purposes.
37.
White Paper – Our Fire and Rescue Service
In November 2003
the Committee considered the White Paper – Our Fire and Rescue Service. Views
on the proposals contained in the White Paper were received from the Fire and
Rescue Service, the Fire Brigade Union and Our Fire Service (a group
representing local firefighters) Having heard a great deal of evidence about
the need to retain a fully operational local fire and rescue service the Select
Committee strongly recommended to the Executive that the Control Room should
remain on the Island. This has subsequently become the view of the Council.
38.
Tetra Masts
Recently the
Committee has held a widely attended scrutiny session on the public concerns
surrounding the health and safety implications of Tetra Masts. Evidence was
given on public health matters by a representative of the Ryde Tetra Action
Group, the National Radiological Protection Board, the Regional Communication
Manager for Airwave MMO2 and an officer from the Council’s Development Control
Team. After hearing the evidence the Committee resolved that the Director of
Public Health for the Hampshire and Isle of Wight Strategic Health Authority be
asked to undertake an assessment regarding the level of illnesses that may be
attributable to Tetra masts and report back to a future meeting of the Full
Council.
39.
Closed Circuit Television (CCTV) Best Value Review
Following the Best Value Review, the
Committee arranged a number of informal meetings to resolve the sensitive
funding anomalies surrounding how, and by whom, CCTV should be paid for in the
future. The final outcome from these sessions was a number of recommendations
which were then successfully presented to a meeting of the Executive by the
Committee Chairman. The success of these recommendations should ensure the
long-term financial viability of CCTV and facilitate the establishment
of a Service Level Agreement thus resulting in an improvement in
service standards and clearer systems of performance management.
Significant Issues
40.
The Council’s Printing Arrangements.
Following
concerns expressed by members during the previous scrutiny year the Committee
agreed to review the Council’s policy on printing arrangements. During the
session members expressed concerns that the system was still not effective in
identifying the costs of Council Directorates using outside printers. Following
further scrutiny of the issues involved the Portfolio Holder for Resources
agreed to ensure that action was taken to introduce a protocol on the
management and operation of printing work throughout the Council. This protocol was introduced on 31 March
2004.
41.
The Appointment of Members to Outside Bodies.
Following
difficulties experienced in the previous scrutiny year with this area of
Council policy the Committee agreed to review the appointment of members to outside
bodies. The Committee were keen that
the review concentrated on ensuring that future appointments would be relevant
and add value to the Council’s ethos of partnership working. This work is on
going at the time of this Report and an evaluation report is due to be
published in November/December 2004.
42.
Member Services
The Committee
undertook a wide-ranging review of members training needs, budgets and travel
requirements. This resulted in a
comprehensive training plan being prepared for Select Committee members which
gained all-party support. In addition,
a training programme has been commissioned through South East Employers to
assist with the introduction of members’ Personal Development Plans. This
commenced in April 2004.
43.
The Council’s Forward Plan
In September 2003 the Committee examined the
content and layout of the Council’s Forward Plan. The Committee made a
number of recommendations directly to the Leader of the Council regarding
additional information that members felt should be included to help explain the
background to items on the Plan.
44.
Council Tax on Second Homes
Towards the
end of 2003 the Committee scrutinised the issue of Council Tax on Second Homes
and took evidence from a local estate agent, the Chamber of Commerce, and an
interested member of the public who had written to the local paper on the
issues involved. Having heard the evidence the Committee made recommendations
to the Executive on the level of discount available to second homeowners and
the tax payable in respect of long-term empty properties.
45.
Property/Asset Management Task Group
The Task Group
met on a number of occasions throughout 2003-04. As part of its scrutiny of the
proposals included in the Authority’s latest Accommodation Review the task
group recommended that the Library Service Headquarters, Education Sores and 8A
Clarence Road in East Cowes be relocated to Units 4 and 5 at Mariners Way in
Somerton. This relocation has now been successfully achieved.
46.
Great Access to Great Services (GAGS)
Throughout
2003-04 the Committee has closely scrutinised the development of GAGS. In
particular the Committee has received presentations on the development of a
corporate call centre and is scheduled to take evidence on partnership working
with the private sector to deliver the GAGS agenda.
Significant Issues
47.
Throughout the year the Committee has undertaken scrutiny of
the homelessness monitoring and nomination statistics. This close monitoring by
members has been key to the Council achieving the governments target to remove
all families from bed and breakfast accommodation by April 2004.
48.
Recruitment & Retention of Childrens Social Workers
Task Group
The Recruitment
& Retention of Social Workers Task Group has met throughout the year.
Updates from the Task Group were received by the Select Committee in March and
October 2003 during which the following achievements were reported:
·
The success of a targeted recruitment drive which had
had reduced the vacancy rate of social workers from 24% to 14 %, 3% above the
national average.
·
Details of an exhibition stand that has been reserved
for a Community Care Live Event due to be held in May 2004
·
The development of a promotional CD Rom to provide
potential employees with a realistic view of island life.
·
The payment of a £1,200 market supplement to all
qualified social workers.
·
That sponsorship and “ growing our own” was continuing.
·
The development of a workforce capacity strategy and
participation by the Island in a national project on workforce planning.
·
The opportunity for new employees to receive a
relocation allowance of up to £8,000 subject to circumstances.
49.
Homecare
Task Group
The
Homecare Task Group has continued to meet throughout the year. In March 2004 the
Select Committee received an update report from the Chairman of the Task Group
which identified the priorities for improvement in this area. The Task Group
proposed the following:
·
That a
locality-based model of care provision would provide the greatest marked stability
and would allow for easier coverage of the rural areas.
·
That the
Council’s current in house service, “Wightcare” should become a specialist
provider, not involved in the locality tendering process but providing an
overarching Island wide service.
The
Committee requested that the Task Group continue with their investigations and
report back in October 2004.
50.
Occupational Therapy
Service.
In June 2003 the Committee considered the current waiting times for adaptations within the
Occupational Therapy Service. As a result the Committee agreed that the
Occupational Therapy Leaflet should be published on the Council’s website and
that it should also be made available in Council Help Centres, the Council’s
Customer Service Centre, GP surgeries and in NHS facilities.
51.
Foster Carers
Throughout 2003-04 the Committee has
continued to review the support the Council gives to foster
carers. Members were keen to ensure that the
significant budget increase supported by the Select Committee in April 2003 had
resulted in the development initiatives that provide greater direct assistance
to foster carers. In June, the Committee were pleased to hear evidence from
foster carers that the Council’s commitment
to improve the financial and practical support package provided for foster
carers had helped to maintain and secure new placements. This topic is due to
be further reviewed in April 2004.
52.
Review of Voluntary Grants in
Social Services
In December
2003 the Committee determined that the Best Value Unit be requested to undertake
an immediate review on the grants received by the Voluntary Sector. The
findings of this Review were reported back to the Committee in March 2004 in
closed session.
53.
Isle of Wight Local Healthcare Strategy
In December
2002 the Hampshire and Isle of Wight Strategic Health Authority (HIOWSHA)
published a number of proposals for the development of a strategic framework
for the future configuration of local health services entitled HealthFit. The publication of the Isle of Wight Local
Healthcare Strategy marked the local NHS response to the proposals contained in
Healthfit.
Due to the
importance of the proposals contained in the Local Healthcare Strategy, the
Select Committee agreed to provide a separate response on these both to the
HIOWSHA and to local NHS health bodies.
Wide-ranging consultation with expert witnesses, key stakeholders and
members of the public was carried-out through a series of Select Committee
meetings specifically arranged around the themes contained in the Isle of Wight
Local Healthcare Strategy. As a result of this process the Select Committee
developed a number of detailed, evidence-based recommendations which it
formally presented to local health bodies in February 2004. Feedback from local health bodies on these
recommendations is expected in mid-April and this will be discussed by the
Committee at their 2004 Development Day.
This
consultation process has been heralded as good practice by colleagues across
the region. The Chairman and officers from Select Committee and Best Value
Support have been invited to present details of the methodology used to two
meetings of a South East Employers networking group for elected members.
Preparations are also underway for written briefings on the exercise to be made
available to other local government organisations and government offices.
Significant Issues
54.
During 2003-04 the Coordinating Committee undertook an ongoing
review of the Select Committee process. The main findings of this review are
detailed below.
55.
Call-In process
The
Committee’s recommendation that the period between the receipt of a call-in
notice and the Select Committee meeting be extended from 5 working days to a
maximum of 10 working days was agreed by Full Council in October 2003. This
will help ensure that all appropriate members and officers will be able to
attend a meeting arranged to discuss the call-in. A pro-forma for notification
of a call-in has also been approved by the Committee and will shortly be
available to members via the Council’s Intranet site.
55.
Member training
The principles of
training for members linked to Personal Development Plans has been accepted and
the process is to initially involve 20 members. This exercise is being
conducted by the South East Employers and commences in April 2004.
56.
Size, frequency and timings of meetings
Consideration was
given by the Coordinating Committee to research undertaken by Select Committee
Support on a range of issues connected with O&S arrangements in other
unitary authorities. This has resulted in a recommendation to Full Council that
the size of Select Committees should be reduced from the existing 12 members to
9 members. In addition, it was accepted that the Select Committees should adopt
a more flexible approach to meetings to enable members to receive informal
briefings, consultations with stakeholder groups in private and information
gathering site visits. The Committee agreed that meeting times should remain
unchanged but consideration of different times or venues will be given in the
future to enable appropriate stakeholder/public involvement.
57.
Budget monitoring
The Committee agreed to move from monthly to quarterly reporting on an
exception basis. This will be linked to the opportunity provided to members’ to
view up to date revenue expenditure via the Council’s Intranet site.
58.
Work Programmes
The Committee
reaffirmed the responsibility of each Select Committee to set its own work
programmes and priorities. It agreed that a pro-forma be adopted to assess potential
workplan items. This would ensure that an item fulfils a common criteria,
either relating to the Council’s key priorities or to a major public concern
over which the Council has an influence.
59.
In January 2004 the Coordinating Committee held an informal
Development Day at Northwood House in Cowes. Members discussed a number of
issues arising from the IDeA Peer Review and had input from the Review Manager
and from a lead member from another local authority. The discussion centred on
making the challenge of overview and scrutiny more rigorous and independent and
explored how the effectiveness of other constitutional models. Further details
about the outcomes from the Peer Review and their impact upon O&S are
supplied later on in this Report
60.
As referred to above during 2003-04 changes were made to the
Council’s call-in process. Details of each of the call-ins that took place in
2003-04 are given below.
61.
Economic Development, Planning, Tourism and Leisure Services
Select Committee - Proposed Fishermen’s Wharf and Fish Food Processing
Plant (25 March 2004)
This was a
decision taken by Portfolio Holders under delegated powers and was called in
due to insufficient consultation with a local member and the Town Council, the
proposed length of lease and the effect that it would have on other commercial
interests in the area.
After hearing
further details of the scheme, information about environmental issues and the
consultation exercise that had taken place and the benefits that it would bring
to the area the Select Committee endorsed the proposed decision.
62.
Environment and Transport Select Committee - Objections to the
Isle of Wight Council (Various Streets, Cowes, IW) (Traffic Regulation) Order
No 1 2003. (9 June 2003)
This decision
was taken by the Traffic Regulation Order Committee of the Executive and was
called in due to concern over consultation procedures and belief that all
comments had not been considered by the Traffic Regulation Order Committee of
the Executive when reaching its decision.
After hearing
the background to the matter the Select Committee accepted that the decision
was lawful, within budget provision and that all comments had been taken into
consideration.
63.
Resources Select Committee - Document Imaging/Electronic
Document Management. (28 August 2003)
This Executive
decision was called in on the grounds that there was not a clear audit trail to
the Risk Register, ‘in-house’ or ‘partner’ solution to the provision of
equipment had not been identified, there was a lack of expert advice on link
with the development of GAGS (Great Access to Great Services) and there was
insufficient information with regard to the location of equipment.
After hearing
details of the Document Imaging system and the process involved in the procurement
and subsequent implementation plans the Select Committee was satisfied that all
processes had been correctly adhered to.
64.
Social Services, Housing and Benefits Select Committee -
Charges for Meals on Wheels, Home Care and Day Care Services. (29 March
2004)
This decision
was taken under delegated powers by the Portfolio Holder and was called in due
to inadequate consultation and absence of evidence for decision.
After hearing
from the Portfolio Holder the Select Committee requested that the Executive
consider the views of service users and the overall effect of the proposed
charges before any final decision was taken on implementation. The Committee
also reflected on the size of the proposed increase and the possibility of
implementing this in stages.
This was the
first call-in when the original decision was challenged and not endorsed and
has led to the Portfolio Holder having to revisit the decision.
65.
Best Value is a central government initiative aimed at improving
local government services. As a Council, we are required to produce an annual
Best Value Performance Plan. This is intended to show the public how we are
dealing with our responsibilities and how the Best Value process and its
principles are helping to improve service delivery. In addition, the Council is
required to prioritise its services for review and set out a review program
each year.
66.
Each best value review must undertake to do each of the
following:
·
Challenge the need for each service, and the level at
which it is provided.
·
Consult those who have an interest in the service to
ensure that service delivery takes account of their views.
·
Compare performance with other organisations through
performance measures and bench marking.
·
Compete - look for the best means of delivering each
service.
67.
Each of the reviews may be subjected to inspection by central
government to verify that the Council has followed the requirements of Best
Value. In the event of serious failure, the Secretary of State has the power to
intervene, which could extend to taking over responsibility for service
delivery from the Council.
68.
Elected members set the review programme and each review
receives support from, and is driven by, a small group of particularly
interested members who form the Appraisal Group, as well as the relevant
Council Director or Head of Service. An important underlying principle is that
reviews are not done to departments, but by them, with the help
and support of the central Best Value Review Unit
69.
The IWC’s Best Value Review process is supported by a
dedicated team of 4 staff and is also managed by the Head of Select Committee
and Best Value Support. Their remit is to see that reviews are carried out in
line with government legislation and to support the service during the period
of their review. This support is given from the initial scoping of the review,
through Appraisal Groups, the development of the Best Value Report and service
Improvement Plans, the process through the relevant Select Committee and Executive
Committee and finally through any external inspection.
70.
Community Development
The main recommendations arising from this Review
were:
·
The production of a Community Development Strategy to cover leisure and
culture
·
The development of an Island History Centre to cover Museums, Records and
Archaeology carry out a review of Ryde and Sandown theatres
·
Ventnor Botanic Gardens to become a centre for horticulture excellence
·
Green Flags to be sought for the Island’s major parks
·
Many detailed improvements for the major services within Community
Development (Libraries, Museums, School Music Service, Sports Development,
Records Office, Arts Development, Parks and Gardens, Ventnor Botanic Gardens).
71.
Planning Services
The main recommendations arising from this
Review were:
·
The development
of S106 agreements (leading to community improvements)
·
The building of a more effective enforcement service
·
The need for more effective consultation with major
service users
·
An improvement in planning applications and outcomes
through consistent advice and guidance
·
Better customer service through information and access,
quicker processing of applications, and more professional decision-making
process
72.
Procurement
This Review had the benefit of high-level
external challenge, via a comprehensive Fitness Check, from the IdeA, to the
way we currently procure a range of goods and services. This resulted in the
integration of the recommendations arising from the Fitness Check with the
findings from the Best Value Review. The
main recommendations arising from this Review were:
·
The need to develop the Island market place to deliver
the goods and services the Council needs
·
The recognition of parallel developments in
e-procurement and capital project partnering
·
The need to enhance the roles of members and senior
officers in order to deliver more effective strategic procurement.
73.
Benefits
This Review
worked closely with Benefit Fraud Inspectorate to produce a joint improvement
plan. The main recommendations arising
from this Review were:
·
The development of improved service information &
access
·
The need to increase take-up of benefits
·
The benefit to be gained from closer working with
landlords, other external organisations and IWC departments
·
Proposals to ensure the faster processing of claims.
74.
Opportunities for Young People
The task group
established as a result of this Best Value Review has continued to
identify areas for improvements, but has been limited by lack of new resources.
The new areas for improvement identified by the task group have included:
·
Proposals to develop a young peoples’ website and
database of projects
·
A strategy aimed at improving work experience
opportunities at the Council
·
The development of the IWC Young Employees Forum.
75.
Closed Circuit Television (CCTV)
The main recommendations arising from this
Review were:
·
Proposals for the future positioning of Council CCTV
·
Details of the benefits that could arise from the
proposed Service Level Agreement and outsourcing the service
·
The need for resources that will be required to meet
the demands on the service and the appropriate funding arrangements for these
·
Proposals for a way forward for developing the service
to cover private monitoring; comparative costs and quality.
76.
Great Access to Great Services (GAGS)
A member of
the Best Value Unit ahs been involved in a corporate group exercise that
considered strategic partnering as a possible way forward for delivering the
GAGS agenda. The group considered presentations from 7 possible partners and
concluded that GAGS could benefit from a partnership in a number of ways and
recommended:
·
A visioning exercise for where the Council wants to be
·
A study of options available
·
The development of a business case.
77.
O&S on the Isle of Wight has built on the experiences of
previous years to produce some positive outcomes in 2003 –04. What follows is a
brief outline of some of the strengths that have been developed during the past
year.
78.
Engaging the community
The six Select
Committees have achieved considerable success in involving the community at
meetings and in scrutiny investigations. This has included good use being made
of the Public Question Time slot at meetings (35 questions had been received
across all the Committees by March 2004) and evidence that has been contributed
by members of the public during investigations such as those into Foster Care
Support and Council Tax on Second Homes. In addition, forms have been provided
at a number of Select Committee meetings to enable visitors and invitees to
provide feedback on their experiences of the scrutiny process.
79.
Use of expert witnesses
Select
Committee members have welcomed the valuable input into scrutiny investigations
that has been received from a range of expert witnesses throughout the year. In
particular the contributions that were received from a range of professionals
representing voluntary organisations and the private and public sectors during
the consultation on the safety implications of Tetra Masts and the Isle of
Wight Local Healthcare Strategy.
80.
Member Champions
The concept of
a Member Champion was first put into practice by the Social Services, Housing
and Benefits Select Committee during its consultation on the Isle of Wight
Local Healthcare Strategy. Six Select Committee members were given the
opportunity to chair a consultation meeting and become the lead member for a
particular theme. This gave ownership to the whole Committee and ensured the
involvement of all the political groups represented on that Committee. The same
Committee has also introduced a monitoring scheme whereby following a best
value review or a task group exercise a member remains the expert on that
service area. This allows the Chairman and the Committee to be kept up to date,
either formally or informally, on the future performance of that service.
81.
WebPages/internet
Select Committee and Best Value Support went live with a dedicated
section on the Council’s website in March 2004. The section was designed to be
easy to use by the community and provides an opportunity to contribute to the
scrutiny process either by sending in a question or a comment for the Select
Committees to consider.
82.
Press coverage
It is
acknowledged by scrutiny colleagues around the country that the positive
involvement of the press in the scrutiny process is vital to ensuring its
success. The Island benefits from
having a widely read local newspaper with a readership that is interested in
knowing how the Council is performing. Press attendance at Select Committee
meetings has been consistently high and outcomes are reported on a weekly
basis. In addition, the support team has worked closely with the IWC’s
Communications and Public Relations Team to publicise the work of the Select
Committees, issuing many press releases and encouraging contributions by Select
Committee Chairmen to local television and radio interviews
83.
Member Networks
Throughout the
year members have been involved in a number of cross authority networks. The
Chairman and Vice Chairman of the Social Services, Housing and Benefits Select
Committee are the IWC’s representatives on a Joint Health Committee. These
meetings allow scrutiny members from across Hampshire and the IW to discuss
health issues arising in the region. In
addition, the Chairman of the Coordinating Committee attended a South East
Employees Members Network meeting last autumn and several Select Committee
members have attended Leadership Academy training, run by the IDeA. These types
of networking opportunities provide members with the opportunity to discuss
with colleagues how effectively O&S is working elsewhere and thus
contribute to improving the delivery of scrutiny outcomes here on the Island.
84.
Officer Networks
Officers from
the Select Committee and Best Value Unit attend the quarterly meetings of the
County Council Scrutiny Network to share best practice in O&S with
colleagues from around the country. Attendance has also taken place at meetings
of the South East Employees Scrutiny Network which provides similar opportunities
for officers from County, City, Borough and District Councils across the region
to share experiences of scrutiny, and highlight particular successes or
problems. In addition, officers have attended Centre for Public Scrutiny
meetings at the House of Commons to observe how parliamentary Select Committees
undertake scrutiny.
85.
The Select Committee and Best Value Support Team
O&S has
received independent dedicated support throughout the year from 6 full time
staff and has also received additional support from the Best Value Unit. The
team has a wide mix of experience and expertise in local government and has
provided the Select Committees with advice, background information on scrutiny
topics, project planning and report writing skills and many other support
services.
86.
Best Value on the Isle of Wight has built on the experiences
of previous years to produce some positive outcomes in 2003–04. What follows is
a brief outline of some of the strengths that best value has.
87.
Increased Use of External Resources
Throughout the
year the unit has worked closely with a number of external organisations in
order to enhance the challenge aspects of best value reviews. Both the
Government Office for the South East and the Audit Commission were involved
with the challenge aspect of the Planning Review, whilst the IdeA were engaged
with the Procurement Review and the Benefit Fraud Inspectorate helped to
enhance the review of the Benefits Service.
88.
Member Involvement
Members have
had increased ownership of the best value process in 2003-04. A lead member was
identified for each review, which enabled that person to get closer to the
service. This resulted in a strengthening of the challenge aspect and better
ownership of the final improvement plan.
89.
Improved Consultation
Consultation,
particularly with service users, has continued to be a strength. User
involvement has helped to redesign services and regular feedback throughout the
review process has kept users informed.
90.
Improvement Plans
Reviews have
concentrated on the improvement plan being the main outcome, and considerable
effort has been made by members and senior officers to help ensure that these
are fully owned by staff.
91.
Independence
The Best Value
Unit is seen as an independent and trusted Council resource. The team works
effectively across all Council directorates and has worked hard to ensure that
the best value process is viewed in a positive light with the potential to
result in service improvements across the authority.
92.
Comprehensive Performance Assessment (CPA).
In December 2002 the Audit
Commission announced the results of the IWC’s first CPA at which the Council
was found overall to be a ‘fairly’ performing local authority. This result was
to have a significant impact on the way in which O&S has been carried out
throughout the past year. In particular, the CPA had recommended that the
Council:
Undertake
a consolidated review of the operation of new structures (executive and
scrutiny) to identify good practice and points for improvement.
The
Council’s response to the CPA was contained in an Improvement Plan which
promised that in order to achieve effective scrutiny the Council would modernise its political structures and processes by:
·
Modifying the Select
Committee ‘call-in’ procedure
·
Incorporating new tracking
procedures to map all Select Committee decisions and recommendations.
·
Monitoring and evaluating
the Select Committee structure through 6 consultation days
·
Providing training and induction
for members for their new role in health scrutiny
·
Providing training for all
members under the Modern Members Programme
·
Initiating increased
stakeholder involvement in Best Value and Select Committee consultations
All of these tasks had clear target dates and the
team is pleased to confirm that all have been achieved as stipulated. Details
of how this has been done are given throughout this Report.
93.
Improvement and Development Agency (IDeA) Peer Review
In September 2003 the Council invited a team of seven
local government experts from the IDeA to scrutinise the organisation for a
week. Despite
having had little discussion with scrutiny members or attending any scrutiny
meetings the Review team recommended that, in order to improve the effectiveness
of overview and scrutiny, the IWC should consider the following actions:
·
Engaging the body politic across the Council through
the wider involvement of all political parties
·
Giving consideration to the review team’s perception
that scrutiny does not feel to be as independent and challenging as it might be
In
addition, the Review recommended that the Council:
·
consider and seek out further opportunities to engage
with all political groups in the key activities of the Council. This could also
include a review of the chairing of Select Committees, with a view to enhancing
the perception by all members of the independence of this important function.
·
Ensure members do not become involved in the detail of
operational issues and stand back to give senior officers the necessary space
and trust to manage the running of the organization
In order to respond to these findings the Coordinating
Committee held a Development Day in January 2004. The outcomes from this are
referred to elsewhere in this Report.
94.
Working With Officers
Since the introduction of the new
political arrangements tensions between O&S and the Council’s senior
officers have been present. Despite clarity being given in the Council’s
Constitution about the relationship between the Executive and the Select
Committees and the role of Council officers, scrutiny has long felt that it was
‘second best’. Select Committees have struggled to ensure that reports are
provided on time and that officers attend meetings when invited. A number of
training events have been held to address these problems and Select Committee
Support work hard at improving relationships with colleagues across the
authority.
95.
Measurement of Outcomes from Select Committees
As referred to
above, O&S has received criticism about the lack of procedure in place to
effectively measure outcomes from Select Committees. In response, Select
Committee and Best Value Support has set-up a dedicated database to record all
outcomes from meetings and is working closely with Committee Services to design
and implement a corporate database that is aimed at improving the management of
all the Council’s democratic processes.
96.
Training for Members
Following
criticism of members’ role in the scrutiny process the IWC has recognised the
importance of investment in member training by signing-up to the Charter for
Member Development. Further, it has
been recognised by members that training should be based on need, rather than
the present system which allocates budget to conferences and ad-hoc meetings.
With support
from the Coordinating Committee South East Employers has been contracted to
carry out a programme of member training premised on the use of Personal
Development Plans. Further information on this is provided elsewhere in this
Report.
97.
Development of Competition and Procurement Options
The
Procurement Review has identified the need to ensure that procurement itself
features strongly in all reviews.
98.
Ensuring the Implementation of Improvement Plans
There may be a
requirement for the Best Value Unit to be more heavily involved in the ongoing
monitoring of improvement plans.
99.
Embedding Best Value Principles into Service Planning and
Operation
More work is
required before the principles of Best Value are widely accepted, and put into
practice, across the authority.
100. 2004
Development Days
At the time of
writing Select Committee and Best Value Support are in the process of
finalising arrangements for the 2004 Development Days. These will be held
throughout May at a number of venues across the Island
101. Involving
Leader and Executive Members
Throughout the previous year it has become apparent that the way in
which the Leader and Executive members are involved with the Select Committee
process needs consideration. It is anticipated that a joint meeting between the
six Select Committee Chairmen and the members of the executive will be held
during the summer of 2004.
102. Research
into Best Practice
Officers in
Select Committee and Best Value Support have undertaken web-based research into
overview and scrutiny processes in all English Unitary Authorities. This
information has assisted the Coordinating Committee in its discussions on the
size of Select Committees, meeting times and functions. Further work is to be
undertaken on a range of constitutional issues based on best practice within
those Authorities with good or excellent CPA scores. The contents of documents
such as “Strengthening Local Democracy – Making the Most of the Constitution.”
from the Office of the Deputy Prime Minister; “Realising the Potential of
Scrutiny” from the NLGN (New Local Government Network) and CPS (Centre for
Public Scrutiny); and “The Development of Scrutiny in the UK: A Review of
Procedures and Practice” from The Constitution Unit will also be utilised in
developing the Council’s overview and scrutiny arrangements.
103. Select Committee Effectiveness
In response to
the criticisms received from the IDeA and in the CPA, it has been agreed that
South East Employers will carry out a review of Select Committee effectiveness
between April and June 2004. This is
being carried out in conjunction with the assessment of member training needs
and Personal Development Plans outlined above.
The review will include the following:
·
A survey of Select Committee members by questionnaire.
·
A survey of key IW Council stakeholders (Executive
members, Directors Group and Heads of Service).
·
A survey of external stakeholders who have used the
Select Committee process.
·
South East Employers to attend a sample of Select Committee
meetings.
·
South East Employers to interview some Select Committee
members about effectiveness.
·
A workshop at Northwood House to discuss the results
and to form improvement and training plans.
The review
findings, improvement and training plans will be published, implemented and
monitored.
104.
This first
Annual Report reflects a busy and varied Select Committee and Best Value
programme over the last 12 months. At the Development Days last year members
welcomed the introduction of the slogan "do less to achieve more" as
it could be argued that our inability to focus on fewer, key strategic
issues has resulted in some of the criticism that has been received from
external agencies. Nevertheless, as this Report highlights there have been some
significant improvements in the delivery of many Council services and Select
Committee members should be pleased that their proactive roles have contributed
to Improving Island Life for many in our community.
105. Our "next steps" improvements will
commence with our 2004 development day programme, the "select
committee effectiveness training" and continued research into best
practice of Overview and Scrutiny. Learning the lessons of previous experience,
focusing on fewer strategic issues and developing our role with the Executive
and Strategic Directors, will ensure the our Overview and Scrutiny is
recognised by all, as the most challenging part of the modernisation agenda and
a key element to the delivery of high quality value for money services across
the authority.
REMIT OF EACH SELECT COMMITTEE
Economic Development,
Planning, Tourism and Leisure Services Select Committee
During
2003-04 this Select Committee had the opportunity to scrutinise any of the
following:
- Public parks, gardens and recreation
grounds (excluding the Botanic Gardens)
- Seasonal facilities, concessions and
other leisure services
- Wight Leisure
- Economic development
- Events, tourism and marketing strategy
- External relationships with the private
sector and Europe
- Planning policy
- Countryside Management
Education,
Community Development and Lifelong Learning Select Committee
During
2003-04 this Select Committee has the opportunity to scrutinise any of the
following:
- The Council's role as Local Education
Authority
- Sports development and promotion
- Libraries, Museums, Archives
- Ventnor Botanic Gardens
- Theatres and the Arts
- Dual use facilities
- Social Inclusion Strategy.
Environment
and Transport Select Committee
During
2003-04 this Select Committee has the opportunity to scrutinise any of the
following:
- Coast protection, harbours and seafronts
- Waste Management and recycling
- Grounds maintenance
- Public conveniences
- First time sewerage
- Building control
- All types of highways
- County Transport
- Public transport
- Traffic management, Traffic education
and road safety
- Agenda 21 Strategy and Rights of Way.
Fire
and Public Safety Select Committee
During
2003-04 this Select Committee has the opportunity to scrutinise any of the
following:
·
The Fire and Rescue Service
·
Emergency planning
·
Crime and disorder
·
Consumer protection
·
The Coroner
·
Land drainage
·
Bereavement Services
·
Environmental Health
·
Community Safety Strategy
Resources
Select Committee
During 2003-04 this Select Committee has the opportunity to
scrutinise any of the following:
- Information, technological and
communications systems of the Council
- All personnel matters within the
Authority
- The Council's land and property
portfolio
- The Council's corporate image
- Civic, external and twinning affairs
undertaken by the Council
- Cross cutting contractual and legal
Issues
- Financial Management matters.
Social
Services, Housing and Benefits Select Committee
During 2003-04 this Select Committee has the opportunity to
scrutinise any of the following:
- Housing services
- Housing benefits
- Health Services
- Support for the young, elderly and those
with disabilities
- Voluntary sector liaison
- Health Improvement Programme Strategy.
MEMBERSHIP
LIST FOR SELECT COMMITTEES
Economic
Development, Planning, Tourism and Leisure Services Select Committee
Island First (7)
Mr J R Adams (Vice
Chairman)
Mr A C Bartlett
Mr C R Hancock (Chairman)
Mr J F Howe
Mrs M J Lloyd
Mr R C Richards
1 Vacancy
Conservative (3)
Mr A J Mundy
Mr J A Whittaker
Mr D G Williams
Labour (1)
Mr K Pearson
Other (1)
Mr J Bowker
Education, Community Development and
Life Long Learning Select Committee
Island First (7)
Mrs B D Clough (Vice
Chairman)
Mr CR Hancock
Mr J F Howe (Chairman)
Mr R C Richards
Mr V Morey
1
Vacancy
Mr Mazillius (allocated to him)
Conservative (4)
Mr C M Gauntlett
Mr P D Joyce
Mr A J Mellor
Mrs E Oulton
Labour (1)
Mr K Pearson
plus 2 Church
Representatives and 2 Parent Governor Representatives.
Environment and Transport Select Committee
Island First (7)
Mr J R Adams
Mr A C Bartlett
Mrs B D Clough
Mrs M J Miller
Mr V J Morey
Mr G Price (Chairman)
Cllr C Richards
Conservative (4)
Mr M J Cunningham (Vice
Chairman)
Mr J Effemey
Mr A Mundy
Mr A Sutton
Other (1)
Unfilled
Fire and Public Safety Select Committee
Island First (7)
Mr J R Adams
Mr C B W Chapman
Mrs M J Miller
Mr V J Morey (Chairman)
Mr G
Price
Mr I R Stephens
1 vacancy
Conservative (3)
Mr B Abraham (Vice
Chairman)
Mr C H Lillywhite
Mr A A Taylor
Labour (1)
Mr A C Coburn
True IOW
Independent (1)
Mrs B E Foster
Resources
Select Committee
Island First
(7)
Mr J F Howe
Mrs M J Lloyd (Chairman)
Mrs M J Miller
Mr V J Morey
Mr I R Stephens
Mr D T Yates
1 Vacancy
Conservative (3)
Mr M J Cunningham
Mr P D Joyce
Mr R A Sutton
Labour (1)
Mr K Pearson
Other (1)
Mrs B Lawson (Vice
Chairman)
Social Services, Housing and Benefits
Select Committee
Island First (7)
Mr J R Adams
Mr A C Bartlett
Mrs B D Clough
Mr J Howe
Mr V Morey
Mr I R Stephens (Chairman)
1
Vacancy
Conservative (3)
Mr A J Mellor
Mrs E Oulton
Mr D G Williams
Labour (1)
Mrs D Gardiner
Other (1)
Mr R Mazillius (Vice
Chairman)
MEMBERSHIP
OF THE CO-ORDINATING COMMITTEE
Island
First
Mr Ian Stephens
Mr Garry Price
Mrs Margaret Lloyd
Mr Charlie Hancock
Mr Vic Morey
Mr John Howe
Conservative
Mr Patrick Joyce
Mr Mike Cunningham
Labour
Mrs Deborah Gardiner
