Hi Ed, thanks for your swift response.
In answer to your question, the partnership is a formal one which is responsible for delivering a large number of projects under several themes. It involves a number of partners including Fire, Health, Police, Probation, the Council and Voluntary sector etc.
I don’t think there would be much value in scrutinising the projects as this is the role of the board so I imagine much of the scrutiny will be of the actions of the board itself to avoid duplication in performance monitoring. I imagine there will also be some scrutiny of the partnership itself but this is obviously dependant on the views of the members of the scrutiny panel (non executives from the partners on the board).
Any examples that anyone knows of similar kinds of scrutiny and points of learning from such scrutiny would be very gratefully received.
(25-04-2012 03:01 PM)Ed Hammond Wrote: Hi Emyr - two approaches really - 1) scrutiny of partnerships (ie looking at the partnership itself) or 2) scrutiny of the services those partners provide, jointly and severally.
It's a slight distinction but a crucial one.
Could you also advise whether you are looking principally at informal partnership working or at more formal contracting / commissioning arrangements? Obviously, that affects how scrutiny should be carried out.