Category: Meetup notes

Meetup notes: Work planning for the win


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At this meetup we worked on the issues of work planning. We used a liberating structure called What, So What, What Next to work through a conversation in three stages.

Here are the takeaways that we captured from participants in the chat at the end of each stage.

Hope you find them useful!

Something interesting that you heard that others do

  • canvas residents, reviewing consultations
  • It’s all about communication!
  • We discussed whether committees used the first meeting of their year to finalise the work plan or whether this was established beforehand leaving the first meeting to actually scrutinise – there was a mixture of responses
  • Topic suggestions invited from the public via website and social media
  • a scrutiny café to discuss work plans
  • Social Media Campaigns
  • Communication with Chairperson/Vice Chairperson/Members/Directors and Heads of Service. openness and transparency of agendas etc
  • Public ideas for topics
  • Looking in local media for matters of local interest to be included in work plans
  • moving away from annual work planning
  • Having a google docs type document to share a draft work plan with members and officers for their input
  • corporate plan
  • Looking at the action tracker to see what’s outstanding
  • Interested to see other council using social media to get ideas from public
  • Speaking with cabinet members

 

What insights did you gain from sharing different work planning activities?

  • Members need to think more critically about whether their ideas for scrutiny items are good enough to make most of resources and time
  • Trying to enable more interaction/discussion at meetings – not just presentations!
  • listen to all members across the administration and opposition
  • Variety of sources for longlist of items for work programme
  • Work programme is a living document and constantly changing
  • increased communication with the public, with residents to inform the FWP.
  • Plan to use different mechanisms for scrutiny in your work programme
  • importance of good chairmanship in making meetings focussed
  • meeting with cabinet members
  • How Task and Finish Group work has continued for some.
  • That officers can talk for too long….
  • Flexible work programmes to accommodate urgent items as and when needed
  • Need to get Comms support for engaging with public to get suggestions
  • Comms involvement helps shape scrutiny and the public interest.
  • A shift in perspective about drawing insights from councillors
  • Setting up meetings with cabinet members and chairs/vice chairs starts the year in a productive way.

 

Something to do differently as a result of today’s conversation?

  • Virtual planning event with breakout rooms etc
  • speak to comms on what has been high traffic issue on social media recently
  • Use social media to canvass for suggestions for the public and calls for evidence during a specific review
  • looking at local media as well as complaints and consultation feedback as a source for timely and relevant topics
  • Virtual work programme planning with Committee g. use breakout rooms
  • utilise comms / public consultations to gauge better idea of public concerns
  • Liaise with cabinet members and officers more about topics for scrutiny
  • ability to make use of new technology to gather evidence from stakeholders
  • Informal drop-in sessions for people to find out more about scrutiny / suggest topics
  • Look at how we do our social media around scrutiny.
  • Planning the way we carry out the scrutiny – not just the topic
  • start pre-meets with all Members of the Committee for any questions and to inform the line of questioning to encourage pre reading of the agenda and pack.
  • Engage more extensively with Officers to suggest ideas for scrutiny
  • Scrutiny café research!
  • Engaging others and councillors more. Looking at items as a journey
  • Themed meetings
  • Seeking to widen the circle of Members who contribute their input to the work planning
  • Possibly a Scrutiny ran social media account separate from Comms?
  • Speak to comms about local issues they have picked up
  • Nurture three-way relations (portfolio holders, Chairs, Exec Directors) from the start

 

Meetup notes: What are we gonna do with our annual report?


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We thoroughly enjoyed our annual report themed meetup and thank you to the 50 participants. Special thank yous of course to the three fishes who took part in the excellent fishbowl conversation; Catherine, Camilla and Julia.

Please watch the video and check out the poll results and notes. Plenty to give you inspiration for your next annual report!

 

Poll results

We ran a few polls just to give an idea of where everyone is.

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Notes

Here are the notes from the chat. First the questions and comments for the fishes following a round of breakout groups, second the final takeaways (we usually have a takeaway on a Friday night, mmmm).

Questions and comments for the fishbowl

  • The issue of time lag between action and outcome
  • Do you include the Key Decisions in your annual report?
  • How well do you collaborate with IT and Comms team?
  • how do you ensure the annual report is member led and influenced by us?
  • how would you use social media?
  • How do you evaluate the value of scrutiny meaningfully to report it in the Annual Plan?
  • Can you get away with a video only report?
  • Scrutiny is sometimes held to a higher standard of accountability in terms of outcomes and expectations compared to the executive for example some recommendations may take more than a year to implement and have an impact – how can this be overcome?
  • What information – if any – is essential to include in the annual scrutiny report?
  • From our group: Inspired by the way other authorities promote scrutiny, love the idea of a video/using newsletters/ Any other great ideas?
  • How can you overcome the annual report becoming just part of a process and make it more effective.
  • How have you managed any corporate resistance to your change in approach?
  • Absolutely agree around the impact oriented – refined report style. We’ve worked really hard over the last two years to make this happen and we’re pleased with the reports produced recently. New accessibility requirements cause difficulties though. How do we make our reports both accessible and impactful/attractive?
  • How to challenge the culture where scrutiny value is not accepted
  • Comms have basically told us because there is minimal engagement with the invites to the committee meetings they’re stopping doing it and there’s resistance giving scrutiny its own twitter – crazy to see its like that in so many other places, how to we combat this?
  • It is about trust and motivation of the Chair
  • We tag all of the Members into our tweets so they can re-tweet them – this increases the traffic – I should say all of the Members on that particular board
  • We also re-tweet articles that pick up scrutiny issues
  • how to show impact of scrutiny at a time when it is struggle to get attention? – balance between impact and a lasting effect for scrutiny
  • We talked about the need to make this a virtual report – links and videos are a great tool

 

What’s your biggest takeaway? What are you gonna do with your annual report?

  • Get comms onside with scrutiny to help with getting the message across of the benefit of scrutiny.
  • Make annual report shorter and more accessible – involve comms
  • Keep it relevant.
  • To aim to work toward a shorter more punchy and meaningful Annual report based on today’s discussions
  • This year has already been so different for all of us – so lets be brave and make this the year when we go big on making our annual report have impact!!
  • Look into possibility of video presentation to bring to life – we already have good links with Comms team who tweet most of our live streamed meetings
  • Importance of singing about the impact of scrutiny and the challenge of finding the right stage to do it
  • I will try to be more creative learning from others such as Devon, consider videos etc.
  • We should use the report short and virtual to celebrate scrutiny successes and use the voice of scrutiny members to promote it
  • That we can cover more than just the previous year – consider a newsletter approach rather than a board by board report. Using an exceptional year to make changes
  • Thinking about video and social media as ways of driving engagement. How do I make the report go viral!?
  • Member engagement key as it should be their report. Use all forms of media.
  • The question of “If it hadn’t been for Scrutiny, what would have happened?”
  • Be brave – shout about scrutiny!
  • Look at a different way of producing it.
  • Loving the group support – keep pushing for innovation!
  • I really like the idea of incorporating video into future annual reports, and making better use of comms and social media.
  • Using different methods such as video for a report. Keep it short, thinking of the audience and help measure success of the team and work of scrutiny.
  • Keep fighting! Get comms on board and focus on evidencing impact and value added through scrutiny – culture is crucial.
  • Promote scrutiny more – videos, use of newsletters get a good working relationship with comms.
  • Give more consideration to the audience of the report.
  • Short, pithy report demonstrating relevance of scrutiny.
  • Use of social media to increase the reach of the annual report
  • Political/Corporate buy-in of scrutiny is important!
  • Getting those stories or Scrutiny’s impact from others across the organisation, video option is very interesting.
  • The use of stories and quotes – the real voice!
  • Join up comms and scrutiny
  • Let’s try a  non-written report!

 

Meetup notes: Design your perfect scrutiny officer


At this scrutinymeetup we did two things – an informal review to help us plan ahead and a longer activity looking at the strengths we might associate with the perfect scrutiny officer.

Also we had a tenuous robot theme for some reason or other.

Review of the meetups

Here are people’s thoughts on the meetups that they put in the chat:

What’s something you like about the meetups?

  • Hearing how others LAs are approaching the same challenges
  • Being able to speak in a non-judgemental space with knowledgeable people
  • Meeting new people (I’m new to this)
  • Networking, gaining context, hearing experiences from other types of authorities, meeting new people
  • being able to participate across the country easily
  • getting ideas from people to help me solve problems I’ve got!
  • opportunity to meet scrutiny officers from around the country
  • being able to meet up with officers in such a supportive and safe atmosphere!
  • Networking and chatting to other scrutiny officers. Also your humour!
  • networking
  • It’s somewhere to find ideas for better scrutiny!
  • Networking, information sharing
  • Good chance to hear from others about good practice, but also reassurance that nowhere has the perfect set up – everyone has their own quirks to deal with!
  • a few things:  meeting folk from other authorities, hearing their experiences, and how they practice scrutiny at mo
  • General chats and social
  • Chatting with colleagues from other authorities and getting a sense of how things work elsewhere
  • meeting others
  • learning from others in breakout rooms
  • Being able to learn from others
  • meeting with officers and councillors from different areas to explore issues and ideas
  • They interactive and cooperative

What’s something you might change?

  • perhaps some active learning sessions?  taking one issue and all having a go at it…
  • slightly longer time in the breakout, more councillors involved might be interesting
  • Earlier meetings possibly?
  • More fish bowl speakers. More speakers.
  • you’ve done it now for 2021…different days and times!
  • Struggled with this, I really like them as they are…
  • The time (clash with school run)
  • Haven’t been able to attend others; so probably the time of day. morning maybe less disruptive to daily schedule
  • days of the week and times. thanks for planning a morning one
  • Don’t know as this is my first one!
  • Times, in person in the future once a year.
  • allow self led breakouts
  • I really liked the opportunity to go between groups with different topics that we could choose ourselves – would like to see this again

What might be a good topic for a future meetup?

  • Public engagement / How to engage the community in a meaningful way
  • developing resident engagement with scrutiny and using that to develop the work programme
  • scrutiny and new governance arrangements in Health / health scrutiny
  • what does effective work programming look like (2)
  • what training do other authorities provide for councillors?
  • Dealing with the relationship between members, Executive and Senior officers
  • scrutiny of the budget
  • Making use of performance data, business intelligence, and using it inform priorities and policy
  • having got to a good virtual operating level, how you use it for next level facilitating even more effective scrutiny – its been    good
  • How Paw Patrol is a metaphor for Scrutiny!
  • Share what are the best bits and worst bits of your scrutiny function?
  • covid-19 – the local perspective

Design your perfect scrutiny officer

We invited participants, in small groups, to think about the strengths required for the perfect scrutiny officer and who they might associate these strengths with (partly for descriptive power and partly, well, for fun).

We asked groups to limit themselves to five each. Some of the groups themed all five of their answers (interesting!) so we had Friends, the West Wing and Harry Potter, for example. (Organised like Hermione Granger, the Eye for Detail of Filch the Caretaker, Tenacious -like Professor McGonagal, the Political Nous of Dumbledore and the Curiosity of Harry Potter) 

Here are some of the final list of ‘if you could choose just one’ that were left in the chat. Ready to include these in your person specs, annual appraisals and development plans everyone? 

  • The political nous of Dumbledore! (4)
  • The skill of efficient, thoughtful and robust pursuit of truth.. of Poirot
  • The good personal qualities of Marcus Rashford
  • The happiness and resilience of Rachel from Friends
  • The Investigative Strength of Coleen Rooney/Wagatha Christie
  • The communication of CJ Cregg of the West Wing
  • The communications of Rachel from Friends 
  • The strategic and analytical thinking of Data from Star Trek

Thanks everyone and carry on scrutinising 🕺💃

Meetup notes: Demonstrating the effectiveness of scrutiny


This meetup was all about how to demonstrate the effectiveness of scrutiny. We tried a new liberating structure called Triz. And we tried using Google Jamboards for the group work for the first time. Both worked really well. Hooray!

We also had a tenuous disaster movie theme. Matt likes to call Triz ‘Twister’, so that kinda works. (As do the ‘biggest scrutiny disasters’ above.)

In the main activity, using Triz, we honed in on the things we are currently doing that prevent us from demonstrating the effectiveness of scrutiny by asking the following question:

What are the practical ways you and your team could ensure that Scrutiny’s successes go completely unnoticed by local residents and the rest of your organisation?

At the end of the process we identified some of the small things we might do that could start to make a big difference.

Here is the full list of ideas:

  • Do a short video about what scrutiny is and how it works. Would be really helpful if the CfGS could do this and make it available for sharing on their website
  • Speak to Comms team about where they think residents could engage better and see if scrutiny can be part of that
  • Make sure officers across the Council understand what scrutiny is or how Council’s work and the different roles elected members have e.g. Cabinet/backbench
  • publicising Scrutiny more the public and to the Council – members and officers (ie over and above the stat min)
  • issue a Scrutiny bulletin on a regular basis – on the website, and other useful (stakeholder) links/sites – tracking O&S Work Plan
  • invite Press to spend time at offices to be taught about Scrutiny function – Officer led
  • train Members on Scrutiny function – operate a league table for them to compete attendance/competence (think brownie badges)
  • general training – We don’t know what we don’t know – Johari – Member Skills Review sessions. If nec, within their Political Groups (saves embarrassment and publicly competing egos)
  • evaluate Decision-Making Risk , eg assumptions that we know what we don’t know!!!
  • Adapt to how residents want to engage. Don’t insist on particular processes
  • Understanding of the situation: let officers get on with the ‘doing’ before scrutinising. Unprecedented situation.
  • Turn processes virtual. The council office isn’t open for good reason.
  • Promote virtual processes, meetings etc.
  • Get language and materials sense checked by people in the organisation with the skill set to do so – and good neighbourhood community connectors with those skills too
  • Give a presentation to managers on how scrutiny could help them and possibly create a feature on the intranet for all staff
  • Set up meeting with senior managers and leader to discuss scrutiny’s role
  • Provide regular update reports
  • Talk to the comms team about social media posts to explain / promote scrutiny

And here are the favourite ideas identified by the participants.

  • Creating a video about what scrutiny is/does
  • Talk to the comms team about explaining / promoting scrutiny to residents
  • Evaluate decision-making risks by asking Members to grade aspects
  • An easy method of getting all officers in the Council to understand what scrutiny is and how it fits into governance – this is resource intensive so would be useful If CfGS could produce this information or have
  • easily available explainers on their website, like a very basic ‘what is scrutiny?’ etc we could direct members to
  • Get language in reports sensed checked – not just for plain english but for relevance to communities
  • Fully engage comms at the beginning/end of the scrutiny review.
  • Adapt to how citizens want to engage
  • Publicizing scrutiny work – press releases
  • Put in place and promote virtual meetings, processes. you can’t pass a note across the table, just say it and be open

We asked participants ‘What was made possible?’ by this approach:

  • This was a good approach. Using the jam boards was helpful.
  • More objective and granular thought process
  • Promotes a different way of thinking and more creative solutions
  • Good to understand that we all have the same problems and challenges
  • Thinking backwards made us more creative
  • Thinking in a different way – approaching a problem from another angle
  • It was fun!
  • Good way to just flip the opposite of your suggestion. It can be easier to think of the negative and what doesn’t work as a starting point.
  • Anti approach helped clarify how to remedy issues

We hen did a quick exercise to draw out some of the things that people are doing well already…

What helps to demonstrate the effectiveness of scrutiny work?

  • Annual report
  • No. of scrutiny referrals to Cabinet (the more the better)
  • Report annually to Full Council which is a public meeting about what scrutiny has done
  • Robust scrutiny recommendations that led to change
  • An annual report.
  • Quality recommendations.
  • Present the annual report in a more engaging way (e.g. Microsoft Sway report)
  • Outcome based annual report

Thanks to everyone that took part and…..

Keep on scrutinising 💃🏾

 

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Meetup notes: Virtual inquiries and reviews in a time of Covid


This meetup had a Star Trek theme because, you know, Star Trek. We did three, loosely connected, activities to help participants work through the issues (instructions here) and here are the points they shared in the chat.

Hope it’s useful.

What’s something your organisation has done virtually that has impressed you?

  • We held a virtual conference for 100 people including members of the public
  • Just moving to online meetings is a massive achievement
  • Working remotely!
  • Mayor making ensuring Mayor has his gowns, chains and virtual background of the chamber and signed declaration book on line
  • Picture of Bracknell’s Council Chamber as background for all Councillors to use at live events
  • It’s been great to see how we have moved to online meetings and had meaningful engagement from residents!
  • Embracing virtual meetings so quickly, and the accessibility it brings – aside from tech constraints!
  • Much better attendance (less apologies/subs) at committee meetings
  • How well the organisation coped with the move to remote meetings in such a short space of time.
  • Got our virtual meetings up and running from April, Scrutiny meetings started in May.
  • Ask me anything Yammer sessions with our Director of Public Health for all staff to ask any questions about COVID
  • Councils that have managed the ‘virtual transition’ with no dedicated IT support or with huge numbers of members!
  • Virtual meetings in general
  • Borough Conference
  • Quite simply, our most recent Health and Adult Social Care Scrutiny Committee because it was highly political, and would have been challenging in “normality\3 but we got through it…

What has helped to support the successful elements of inquiries / reviews?

  • Remote meetings mean can bring wider selection of people into inquiry
  • Short and snappy meetings with a clear scope for each one.
  • We heard about the importance of external witnesses, both professional and those with lived experience – this was really helpful to put the review in context
  • Good relationships
  • Reviews are better than sound…
  • Hearing from lots of different sources at the start of the investigation to find out what’s happening so the view of council staff, schools, teachers, parents, carers etc. – identified where the issues were and what to focus on.
  • Members undertaking practical/hands on work is beneficial
  • Engaging people where they are
  • Useful to find out what others do
  • Site visits and good engagement with both Members & stakeholders
  • Expert witnesses
  • Using Scrutiny to bring a creative approach to problem solving
  • A real issue, officer buy-in, an external event that coincided with a report and recommendations, a passionate and knowledgeable chair
  • Wide ranging engagement

15% Solutions: What do we have the freedom and resources to do now?

  • Bring stakeholders together – public, experts, officers and members. Often, they are not aware of each other or the services / activities in the area.
  • More/better preparation
  • Utilise the (active) Youth Council where youth engagement is required
  • See what other Councils have done on the topic and see what recommendations they’ve come up with – use this knowledge to check out whether these things are issues locally or whether it’s different things. But at least you’re seeking assurance that those things are in place.
  • More youth engagement making most of their easy use of social media
  • Getting more engagement from others outside of the Councils.
  • Conduct survey/ consultations
  • Time to better evaluate evidence
  • Adding feasibility considerations into reports
  • Co-opt an expert onto group (but might not want to do it for free)
  • Ask chairman to allocate tasks to members of the group to keep up engagement.
  • Put on the website somewhere that members of the public can input scrutiny ideas forward – check other council websites for examples of this.

What makes a constructive relationship between cabinet and scrutiny?

Our sponsors for this meetup

 

ScrutinyMeetup #9 – Executive Protocol

In this meetup (yes, nine already!) we pondered how to make the executive / scrutiny relationshipship more constructive.

In the video you can see a fishbowl discussion of this issue from the perspective of four different councils.

Thank you to our wonderful volunteer fishes:

  • Cllr Bryony Rudkin – Ipswich Borough Council
  • Natasha Taylor – Melton Borough Council
  • Cllr Tom Coole – Gloucester City Council
  • Tracy Tiff – Northampton Borough Council

After the fishbowl, participants reflected on what they had heard and came up with the suggestions below Hope you find them helpful.

 

What practical things can be done to make the cabinet / scrutiny relationship more constructive?

  • Conversations between Cabinet and Scrutiny
  • Clear commitment from Cabinet that there is ‘parity of esteem’ from scrutiny
  • Develop better communication opportunities between Chair/Cabinet Member
  • More and earlier planning stages for the work planning, focusing on council priorities. Also, reverse engineering the work programme from the annual report you’d like to be able to produce.
  • Open and constructive dialogue with the executive outside of formal committee meetings, For example, sharing and discussing future work programmes, likely areas of inquiry, etc….
  • Encourage the executive to appoint an opposition chair
  • Consider other LA’s ways of working and how we can improve our own processes.
  • Conversations between portfolio members and scrutiny members are crucial to creating a good working relationship 
  • Early communication between the two outside of formal meetings.
  • Setting out the agreed channels of communication so each side knows how the other side will be keeping them informed
  • Conversations outside of the formal meetings
  • Discuss with members adopting an Executive/Scrutiny protocol
  • Foster a climate of openness
  • Good, regular, informal communications
  • Cabinet input in the draft work plan (particularly of non-exec/ new items) while maintaining independence from scrutiny and early input in T&F recs for comments
  • Create a formal protocol, promote outcomes of scrutiny more widely across council
  • Getting early stage input from cabinet and using outcomes focus rather than only recommendations focused.
  • Scrutiny chairs meeting leader regularly

Building a supportive culture for scrutiny: Scrutiny meetup notes #7


In this meet up we worked on the tricky issue of the organisational culture that supports scrutiny (or not).

First we used a Venn diagram to find out how the ‘three pillars of scrutiny” (Culture, Process, Structure) were working for everyone. As you can see above, the most common position is to have process and structure working well but organisational culture (conditions) not so much.

Polls

We then ran some zoom polls (a first for the meetups) to explore the ‘six conditions for effective scrutiny’ taken from research by Dave.

Here are the results of the three questions we asked of the group:

  1. Which condition are you most pleased about?
  • Cross party working – 5
  • Councillor engagement – 5
  • Relationship with the executive – 1
  • Role in council governance – 4
  • Senior officer buy-in – 6
  • Direct scrutiny support – 6

2. Which condition are you most concerned about?

  • Cross party working – 3
  • Councillor engagement – 3
  • Relationship with the executive – 8
  • Role in council governance – 5
  • Senior officer buy-in – 7
  • Direct scrutiny support – 1

3. Which condition has the most potential to be improved?

  • Cross party working – 2
  • Councillor engagement- 5
  • Relationship with the executive – 8
  • Role in council governance – 3
  • Senior officer buy-in – 7
  • Direct scrutiny support – 2

As you can see, a real spread for each of the three questions showing, for this group at least, there really is no one size fits all (although plenty of scope for working on the relationship with the executive perhaps).

Walk Around

We then used a liberating structure in development called Walk Around to get people to talk in groups about their choices for questions 1 and 2. Here are some of the ideas from the discussions that participants shared in the chat:

Thinking about your organisation- Which condition are you most pleased about? What, practically, does scrutiny do to help make this possible?

Cross-party working

  • Proportionate representation on committee and task groups. 
  • Minority parties are usually keen to take part without being political.
  • Hearing the opposition spokespeople in a less combative situation

Councillor Engagement

  • Councillor engagement demonstrates enthusiasm!  it needs channelling and direction some times but of itself is a sign of a healthy democracy
  • Giving Councillors on a review a specific lead role
  • All non exec councillors are on a scrutiny committee and work groups
  • An officer from Stevenage had a great suggestion about giving individual members aspects of topics to research

Relationship with the executive

  • Writing papers on relevant issues
  • Consensus building on topic specific task groups.  
  • Regular informal meetings between cabinet member and chairman with open invite to scrutiny for the cabinet member

Governance role

  • Input and review of constitution supplemented by comprehensive set of procedure notes.
  • Structure set out in the Constitution

Senior officer buy-in

  • Addressing officer anxieties, outlining positive advantages of engaging, benefits to relations with members
  • Informal discussions between scrutiny officers and senior officers about the process and creating a degree of familiarity to help build the relationship.
  • Have a set of informal conversations (i.e. fortnightly or monthly catch ups via teams) with officers . Informal relations are key

Direct support

  • It works really well being an officer that purely supports scrutiny only as it means that you can be independent from the functioning of the Council in order to provide more independent challenge. It also means you don’t end up stepping on others toes and can push for things that you might not otherwise be able to.

Thinking about your organisation- Which condition are you most concerned about? What is the specific challenge and what would you like to see happening instead?

Cross party working 

  • Trying to break up group members sitting together, pick & mix sit next to someone from another party to try to get scrutiny to be non party.
  • Use task and finish groups to get people away from political groups!
  • Specific challenge is a lack of cross party working and there is a structural change occurring with Scrutiny and so for Scrutiny to work there needs to be a better focus. So I hope to see a work programme that allows for this.
  • Not sitting in political groups during scrutiny meetings.

Governance role

  • Challenge of maintaining scrutiny during lockdown.  learning from this experience to have in place an arrangement that allows senior scrutiny members to keep abreast of issues to formulate a work programme for post spike
  • concerns – role of governance. challenge of balance with scrutiny and Covid,
  • Challenge is how to handle Covid. We need to have the debate rather than ignore the issue.
  • A proper covid scrutiny role for our overview/management committee
  • How to scrutinise without adding pressure? How does scrutiny evolve to keep members informed and on the issues that matter whilst also not making a difficult situation more difficult?
  • Maintaining O&S during covid and zoom meetings but now it is up and running evidence gathering meeting tonight and another next week

Executive Scrutiny relationship 

  • Better engagement. Seeing scrutiny as support.
  • Discuss with other officers what decision are coming up during the year so you can help facilitate some pre-decision scrutiny before it even goes on the forward plan.
  • Trust and engagement

Senior Officer buy-in

  • Better communication and understanding of scrutiny’s role
  • I do feel better that others feel the same as me about senior officer buy-in – I am not alone!!

Virtual meetings, health scrutiny, recovery planning and work planning. Scrutiny zoom notes #5


Here are the notes from scrutiny officers zoom meet-up on 10th June. We used an Open Space format and here are the top tips shared by participants from their various conversations. Thanks everyone!

Virtual meetings

  • appeared to be more interest in our virtual meeting than our normal meeting. Good opportunity to enhance knowledge of what scrutiny is about.
  • IT equipment used by members should be corporate so it can be fully supported. Not 40 members with all different equipment.
  • Different systems produce the same outcome!!
  • ensure everybody involved has plenty of opportunity to familiarise themselves with the technology and meeting etiquette
  • ensure sufficient number of support staff available to aid the efficient running and broadcasting of a meeting
  • Quick learning as we go along …
  • Creating a private WhatsApp group with the Chair during virtual meetings
  • It is interesting that not all authorities have live meetings but put them online afterwards.
  • Learning from experience and adapting approach to virtual meetings as may need to be different to face to face meetings due to video meeting fatigue etc.
  • Members more mindful of live meetings.
  • More public watching virtual meetings than would have attended at the Town Hall.
  • need to ensure additional democratic services support for meetings to deal with technical support.
  • Officer Support during meetings
  • Resource intensive – require other officers to help webcast the meetings.
  • the importance of practice
  • Understand the application you are going to use for your meetings and become an expert before any meetings take place.
  • Practice practice practice.
  • Get team support when holding meetings.
  • Useful to watch online again to capture text for the minutes.
  • Virtual meetings – Different tech being used across UK – Not always the same approaches.
  • Virtual meetings – some Councils needing extra resources to run the meetings virtually. Puts a strain on others.
  • Virtual meetings are very resource intensive
  • Whether the minutes for online meetings should be shorter/different from those for physical meetings at the Town Hall.
  • Never ask for Feedback via email/questionnaire get it from people before they leave the room
  • Retaining the use of virtual meetings for use in the future
  •  Acknowledge extra resources for virtual meetings
  • Trying to get hold of the paid version of Zoom
  •  Virtual meetings preparation is key before formal meetings
  • Continuing to use video meetings for evidence gathering and member briefings

Health scrutiny

  • doing health scrutiny at the right level – local, sub-regional etc. how to decide which level?
  • it’s time to start engaging with NHS partners again
  • remember JHOSCs
  • general concern about NHS transparency
  • Is the focus too much on hospitals and not enough on care in care homes or the community?
  • June 15th deadline for letting NHS England which changes are going to be permeant
  • link into normal health scrutiny workplan in addition to Covid19.
  • Possible need for informal meetings with partners before launching into a formal public meeting.
  • Possible pan-London scrutiny
  • Getting health scrutiny up and running again
  • can individual health scrutiny committees actually look at covid response or does it need to be wider (sub regional)?
  • health scrutiny – challenge on whether the pandemic means they will organise themselves differently in future – and not stop footprints!!

Recovery planning

  • pre-empt politics and guide focus towards service outcomes
  • involve all in the recovery planning phase and the scrutiny of it
  • Getting CEX and senior officer buy-in, Leader and other group leaders support.
  • Scrutiny briefings with the Chair and key officers
  • Scrutiny to look at Recovery Plan
  • Scrutiny to look at recovery plan (as well!)
  • scrutiny to start with recovery plan and drill down from there
  • To drill down on the recovery plan

Work planning

  • ‘Paper criteria’ for work planning
  • all Councils working at different speeds in work planning
  • All future topics will be within the context of Covid
  •  Live virtual meetings (so far) have stifled debate

Innovation

  • Innovation as ‘bravery to fail’ and creating small changes/innovations that making failing more palatable!
  • draw on techniques like agile programme management and design thinking- don’t believe that the parameters of governance will restrict your ambition to innovate!