Overview and Scrutiny Guidance for Fourth Option Councils

• achieving some early successes in new ways ofworking: examples include: task and finish groups;public involvement; holding meetings in communitylocations; site visits; liaison with outside bodies; useof co-options; responding to issues of local concern.• responsive executive, or policy committees in fourthoption councils: willing to listen and be influenced• genuine non-partisan working• dedicated officer support to facilitate themanagement of scrutiny processes• achieving a supportive senior officer culture• encouraging a high level of awareness andunderstanding of the work of overview and scrutinyBuilding on the research to date, the Centre for PublicScrutiny (CfPS) has identified four principles of goodscrutiny. They are reflected in the general guidance ongood scrutiny produced by CfPS and also underpin thisguidance for fourth option councils. The four principlesare:• provide ‘critical friend’ challenge to executives aswell as external authorities and agencies• reflect the voice and concerns of the public andits communities• take the lead and own the scrutiny process onbehalf of the public• make an impact on the delivery of public services4. Particular issues for fourthoption authoritiesIn addition to the factors affecting overview andscrutiny generally, a number of specific issues havebeen identified for fourth option councils:• finding a distinct role and agenda, gainingcredibility and the respect of the rest of the council:In the cabinet or mayoral system, scrutiny is moreclearly seen as a counter-balance to the executive.In fourth option authorities, decision-making is notso concentrated and the complementary roles of theexecutive (policy committees/council) and scrutinyare not perceived as quite so clear-cut. There can beconfusion over the respective role of policy-makingand scrutiny committees. Scrutiny chairs and othermembers in fourth option authorities therefore needto think carefully about the best way of carrying outthe scrutiny role in their authority, in order to addvalue to the decision-making process.• explaining the role of scrutiny and developing ascrutiny culture:both for the public and for members and officerswithin the council. This point flows from the previousone: if there is a lack of clarity about the role, itwill be difficult to convince others of the value ofoverview and scrutiny either within or outsidethe council.• holding decision makers to account; and call-in:challenging decisions and using call-in withina fourth option system is sometimes seen byscrutiny members and officers as ‘the few criticisingthe many’. Call-in by a minority group may be seenas simply political; and call-in by the majority groupmay be seen as ‘letting the side down’. (Thisuneasiness about call-in is also felt within other kindsof councils and call-in is very little used generally.)However, challenge to decision-makers is crucial tothe scrutiny process and can be done in a variety ofways which are constructive and helpful to decisionmaking,rather than negative and party political.• lack of resources:this includes insufficient officer support; lack offunding to buy in expert help, provide training orcarry out consultation; and constraints on electedmembers’ time. All small authorities suffer fromresource problems. However, this is exacerbated infourth option authorities by the need to supportpolicy committees. Ways need to be sought toprovide the necessary resources.5. Understanding your role5.1 Policy review and developmentThe ODPM research in 2002 found that this was themost impressive aspect of overview and scrutiny andthat this work had rarely been carried out by traditionalcommittees. Policy development and review work canpresent a real opportunity in fourth option councils todemonstrate the new and distinctive role of overviewand scrutiny: both in relation to the issues beingexamined; and the way in which the committeesare going about their work.The key factors in successful policy review anddevelopment are set out below, with examplesfrom fourth option councils.Guidance forfourth option councilsCentre for Public Scrutiny 3