Assessment of Options - Key Principles / Criteria
Argyll and Bute Council · 16 May 2025
Back to Single Authority Model Short Life Working Group — 16 May 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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ARGYLL AND BUTE COUNCIL SINGLE AUTHORITY MODEL SLWG CHIEF EXECUTIVE 16TH MAY 2025 ASSESSMENT OF OPTIONS - KEY PRINCIPLES / CRITERIA 1.0 INTRODUCTION 1.1 One of the key activities for the SLWG, as set out in the terms of reference, is to assess the SAM options identified to date and seek to recommend to the Council on 26th June 2025 a preferred option for Argyll and Bute, which will form the basis of further discussion and initial engagement with relevant staff groups and partners. 1.2 In order to assist with that exercise, Officers have identified a set of proposed assessment criteria, detailed in section 3.2 below, which encapsulate the anticipated benefits of a SAM, helping to address the key challenges faced by the area and ultimately provide better outcomes for the residents of Argyll and Bute. 2.0 RECOMMENDATIONS 2.1 It is recommended that the SLWG • Consider and agree the proposed assessment criteria detailed at section 3.2 as the basis on which to evaluate the options identified to date; and • Agree that Officers prepare a report for the next meeting of the SLWG, detailing the outcome of the appraisal exercise, including a proposed recommendation for Council to consider at their meeting on 26th June 2025. 3.0 DETAIL 3.1 Having regard to the work undertaken to date in exploring alternative governance models for Argyll and Bute Officers have identified a set of guiding principles/criteria, based around the anticipated outcomes and benefits of a SAM, which can be used to assess the five main options identified so far.
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Further detail on the benefits can be found within the briefing document included in today’s agenda. 3.2 Proposed Assessment Criteria a) Does the model provide scope for a place based approach to service delivery? • Development of local specific solutions that are tailored to the unique needs/priorities of the area. • Flexibility to adapt national policies and practices to fit the local context, rather than applying a one-size-fits-all approach • Integration of services allows for coordination of efforts across various agencies to increase co-produced services and innovative approaches to service delivery. • Aligned vision, values and priorities for Argyll and Bute as a whole, across all bodies within the scope of a SAM, resulting in strong strategic planning in partnership. b) Does the model provide scope for i. the expansion of local democracy and influence of democratically elected local members ii. greater democratic participation and local engagement in public sector functions? • Influential decision making - a SAM could provide the opportunity to expand the democracy and accountability which is inherent in local government to include all services providing within a SAM, or by agencies with accountability to the SAM • Local planning and delivery of services under a SAM could provide a vehicle of opportunity for significantly expanded democratic participation in the key decisions affecting communities. • The Democratic Renewable Principles which guide the Local Governance Review process as a whole, and the associated SAMs development state that decisions should be democratically accountable and taken at the lowest possible level or at the level closest to the people they affect, and that people should be able to influence decisions that affect them and trust in the decisions the people they elect make on their behalf. c) Does the model provide scope to utilise revenue and capital budgets in a better and more efficient manner? • Depending on the model, there are opportunities to make more efficient use of declining revenue and capital budgets – opportunity to pool resources from across all partners within the scope of a SAM, including utilisation of assets, creating a more
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coordinated approach / integrated budget management across all services. d) Does the model provide the opportunity to streamline/merge back office functions and organisational structures? • A SAM could provide the opportunity to streamline duplication across organisational structures and functions, creating consistency of approach. SAM is not about losing vital jobs within the public sector, which are essential to population retention and growth, but there are likely to be crossovers in those functions that could produce efficiencies and provide better value for money at a time of continuing financial challenge. e) Does the model allow for i. The protection of NHS identity/brand and protection for professional status and governance ii. Staff to remain on current terms and conditions, or would TUPE be required? • It is envisaged that any changes to existing governance arrangements will preserve vital elements, such as the value people place on the NHS, the important relationship they have with the Council and the ways in which professional identities instil pride in different workplaces. • Important and sensitive issues such as brand identity and professional status will need to be considered carefully as part of any SAM proposals. • Any SAM model which includes moving to a single employer/corporate structure would require fundamental changes to the relevant legislation, as well as the management of national terms and conditions, where these exist. TUPE many also need to be considered, depending on the model. f) Does the model provide flexibility to expand the scope? • As a starting point the main focus of SAM exploration so far has been on those areas where developed synergies already exist (such as Health and Social Care) building on the current level of integration. • It is recognised that the scope of a SAM could be extended to include other public sector bodies. 4.0 CONCLUSION 4.1 A key activity for the SLWG is to assess the SAM options identified to date and seek to recommend to the Council on 26th June 2025 a preferred option for
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Argyll and Bute, which will form the basis of further discussion and initial engagement with relevant staff groups and partners. 4.2 To assist in the fulfilment of this exercise, Members are asked to consider and agree the proposed assessment criteria/principles outlined in section 3.2, and that a report be prepared for the next meeting of the SLWG detailing the outcome of the appraisal exercise, including a proposed recommendation for Council to consider at their meeting on 26th June 2025. Pippa Milne - Chief Executive Councillor Jim Lynch – Leader of the Council 1st May 2025