Here at Rugby two years ago we had an impasse between O&S and the Executive when Cabinet referred back three reviews for further information, ostensibly for financial appraisal and demonstration of alignment with Council and LAA strategies. An unstated difficulty that Cabinet had with review reports was that they were alleged to have a tendency towards wish-list recommendations with little indication of how they could be implemented in practice.
We drew up a protocol on the manner in which review recommendations should be presented to Cabinet. This is included in the following report, along with a discussion of the issues: http://www.warwickshire.gov.uk/CORPORATE...eviews.pdf
It goes beyond the financial considerations referred to in the title. It succeeded in easing the impasse, and procedural spanners are no longer put in the works. The relationship between O&S and the Executive is generally easier, partly because of this protocol but also because of other initiatives to improve the quality of scrutiny work..
The protocol forms the first part of our O&S handbook: http://www.rugby.gov.uk/downloads/Overvi...ps__2_.pdf
A brief section on the formalities of community engagement appears on page 19 para 6.3.2. This has more recently been augmented by a Community Strategy and Toolkit but this is not specific to O&S, though scrutiny task groups are expected to use it.