‘Cultural shift’ needed within local government to ensure greater impact of Overview and Scrutiny

January 15, 2004

A new report by the New Local Government Network (NLGN) is calling on local authorities to address the extent to which ‘Overview & Scrutiny’ is not yet embedded in the culture of their organisation.Realising the Potential of Scrutiny by NLGN’s Warren Hatter and Katy Johnson says that even where a council is positive about the new decision making structures, the Overview and Scrutiny function can still lack the backing needed to make the new system effective.

Available free at www.nlgn.org.uk, the report is partly based on a case study of a London Borough Council and involved extensive interviews with councillors. While the NLGN researchers acknowledge that Overview and Scrutiny (O&S) is a clear part of the culture in some authorities, evidence suggests it is not yet widespread. Consequently, they identify six major components for ensuring O&S matters:O&S must be given a high status within the local authorityO&S Committee members must take a clear lead in deciding O & S programmeO&S members must focus on policy considerations, and not be swayed at all times by party loyaltiesO&S must be pro-active, and not just be about scrutinising decisionsThe Executive and the O&S Committee must communicate more effectively and openly (both with one another and the public)Members and officers must take a ‘whole organisation’ view, so O&S is sustainable.As the authors make clear, having such factors in place is vital: “Good governance at the local level needs both the ‘hard’ aspects of implementation, such as the number and organisation of committees to be right, but also the ‘soft’ factors of culture and values to be in line. The two feed off each other and can create positive or negative cycles of outcome”The NLGN report has been supported by the Centre for Public Scrutiny. Its Executive Director, Jane Martin writes in the Preface:“This report gives us a useful insight into how the scrutiny function is struggling to emerge as a rigorous element of the new political management arrangements … The experience of members in this case study will resonate with many others across the country and should prompt us to pause for thought as to what are the key barriers to useful scrutiny and how we could do better”.

All NLGN enquiries to Ian Parker – 020 7357 0116

Notes:1. The New Local Government Network (NLGN) is an independent think-tank, seeking to transform public services, revitalise local political leadership and empower local communities. 2. Realising the Potential of Scrutiny: Research & Recommendations on the Overview and Scrutiny function in Local Government by Katy Johnson & Warren Hatter is published by NLGN and available free at: www.nlgn.org.uk


Explore More