Does SBC have clear strategic direction?

EWAN LAMB continues our coverage of Audit Scotland's Best Value investigation at Scottish Borders Council

Many of the members elected to Tory-led Scottish Borders Council for the first time in 2017 have told a team from Audit Scotland they are still "getting to grips" with their roles and responsibilities more than two years later.

Not Just Sheep & Rugby has already reported on the recommendations and key messages contained within Audit Scotland's first Best Value Assessment of the Borders local authority since 2010. It seems a number of issues identified nine years ago remain on the council's agenda in 2019.

Part one of the new report is entitled 'Does Scottish Borders Council have clear strategic direction?'

According to the report: "In 2017 the council saw many new elected members. The council has 34 elected members across 11 multi-member wards. Like many Scottish councils, Scottish Borders Council lost a significant number of experienced members following the 2017 local government elections.

"Eighteen members were newly-elected, ten of whom were in the new administration. The administration is a coalition between the Scottish Conservative and Unionist Party and an independent alliance, currently comprising four of the nine independent members . With such a significant change in administration, the Corporate Management Team (CMT) has had an important role in supporting both administration and opposition members."

Audit Scotland claims it can take time for new members to fully understand and take ownership of policy direction. Over two years into their five-year term of office, many members told us they were still ‘getting to grips’ with their roles and responsibilities.

Then the report explains: "The council’s vision for 2017–2022 prioritises six strategic themes, reflecting long-standing challenges. In 2017 the new political administration published ‘Connected Borders 2017– 2022: the vision of Scottish Borders Council’s Administration’.

"It drew on evidence such as demographic and employment information, although it did not explain how the views of communities had been incorporated. The six themes relate to: connected communities; communities of enterprise, beauty, well-being, caring; and communities that are empowered. Four principles underpin the commitments made to realise the vision: consensus, equality, innovation and community. This document was formally adopted as the council’s vision in September 2017."

The investigation team concluded that 'Scrutiny works well'.

"In committee and full council meetings, we observed the effective scrutiny and challenge of officers’ reports. Some members told us that their council work would benefit from more concise committee reports being provided sooner than the current one week in advance of a meeting, to allow more time for consideration. They recognised this is not always feasible. Working relationships between members and officers are respectful and constructive. Members have good access to the CMT and other officers for queries, guidance and information.

"The induction of members elected in 2017 was well-organised by officers and was appreciated by members. Members who were elected to the council for the first time faced a steep learning curve. Some induction events were available to all members while participation was mandatory for members of certain committees, such as on licencing and planning matters.

"Subsequently, support for all members has primarily involved officers offering members a series of briefings. Many members told us that they found the briefings topical. However, they could be made more accessible to members by being made available online. 

"At the time of the audit, the council had not developed individualised training plans for members – something it should have made more progress on. In 2016 our report How councils work: Roles and responsibilities in councils – Are you still getting it right? explained the importance of continuing professional development (CPD) in equipping members with the skills and tools they need. The council intended to start a members’ development programme in September 2019. Discussions were also underway with the Improvement Service to use its members’ CPD framework and to include personal development plans for members."

NEXT: HOW WELL IS THE COUNCIL PERFORMING?