City of Edinburgh Council Governance Arrangements

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1 City of Edinburgh Governance Arrangements

2 1. Political Representation 1.1 Full Parties Number of lors Percentage Conservative 11 19% 20 34% Liberal Democrat 3 5% Green Party 6 10% Scottish National Party 17 29% Independent 1 2% TOTAL Administration Parties Conservative Liberal Democrat Green Party Scottish National Party Independent Coalition Coalition 1.3 Governance System City of Edinburgh operates a committee based system. 1.4 Leadership Provost Leader Depute Provost SNP Depute Leader SNP

3 The following matters are reserved to the : all functions reserved by law to the ; determining the strategic objectives of the ; election of the Leader, Deputy Leader, Lord Provost, Depute and Bailies; appointment of committees of the, agreeing and/or amending their terms of reference and delegation of functions to them; deciding the composition of committees of the and appointment of members to serve on them, including external members; appointment of members to serve on joint committees, joint boards and any outside body; making, amending, revoking, re- enacting or adopting standing orders and and Delegated Functions; approving or amending any scheme of delegation to officers; the annual review of the revenue budget and the fixing of council tax; the annual review of the capital investment programme and approval of any capital project with a value exceeding 50,000, not included in the capital investment programme; any material expenditure which is not included in the annual revenue budget; members remuneration; making, amending, revoking, re- enacting or adopting, bye- laws, schemes, regulations or rules made under statute subject to confirmation by Scottish Ministers where applicable; the formal adoption of Local Development Plans; the approval of a Proposed Strategic Development Plan and the delegation of authority to the strategic development planning authority (SESplan); the determination of an application for planning permission for a development of a class mentioned in A38A (i) of the Town and Country Planning (Scotland) Act 1997; appointment and dismissal of the Chief Executive and appointment of a chief official; any decision in relation to any proposal to delegate a power or duty to or accept a delegated power from any other local authority or to co- operate or combine with any other local authority in providing services; promoting or opposing the making of local legislation; the preparation and review of the Scheme for Community s (Special Meeting); amendments to the Treasury Policy Statement, approval of the annual Treasury Strategy and annual treasury management performance. 1.6 Meeting Frequency Monthly

4 2. Scrutiny 2.1 Governance, Risk, and Best Value Conservative 2 15% 11 19% 5 38% 20 34% Liberal Democrat 1 8% 3 5% Green Party 1 8% 6 10% SNP 3 23% 17 29% Independent 1 8% 1 2% Total Conservative (Opposition) 9.5. Power is delegated to the Governance, Risk and Best Value to exercise the following functions: To monitor the financial performance of the and its subsidiary undertakings, the effectiveness of the s audit and inspection, risk management and governance arrangements and of the control environment of the and associated anti- fraud and anti- corruption arrangements; including: Scrutinising information on: (a) Budgets; (b) Management of assets; (c) The s Treasury Management strategy and policies; (d) Control, monitoring and review of income and expenditure, both revenue and capital; (e) subsidiaries; (f) Civic matters; 18(g) Children s Panel; and (h) Common Good Fund Monitoring the annual audit plan and reviewing all audit and inspection work against the plan Receiving and considering summaries of internal and external audit reports which relate to any issue falling within the remit of this committee Monitoring internal controls, corporate risk management and key operational governance areas Scrutiny on a specific issue should follow a committee decision To instruct a report on any matter within the remit of an executive committee but where a decision is yet to be taken; the report as instructed will initially be considered by the executive

5 committee Referring back to the appropriate Executive for its consideration any financial performance issue, which might have implications for policy development within the remit of the Executive and its policy development and review sub- committee To scrutinise the operational performance of all council services and subsidiaries in relation to the s agreed pledges, outcomes, policy objectives and statutory performance targets, including: considering information that relate to issues falling within the remit of services, including complaints handling, customer care and ombudsman reports; monitoring employment, organisational development and equalities issues as they relate to the operation of the council corporately and to its individual services; and scrutinising major projects and programmes, service reviews and transformational change To invite s or Vice- s to attend committee, and where appropriate, to question and hold them to account on the operational or financial performance of any service area falling within their remit To refer back to the appropriate Executive for its consideration any service performance issues that might have implications for policy development coming within the remit of the Executive and its Policy Development and Review Sub To initiate and undertake planned scrutiny reviews of any matter falling within the remit of this committee or specific scrutiny reviews requested by the Corporate Policy & Strategy or an Executive To promote the observance by lors of high standards of conduct and assist them in observing the code of conduct, in accordance with any guidance issued by the Standards Commission for Scotland To report, as required, on any matter within the committee s remit to. Every 1-2 months

6 3. Policy s City of Edinburgh has 8 Policy s, which are thematic. 3.1 Corporate Policy and Strategy Conservative 3 20% 11 19% 5 33% 20 34% Liberal Democrat 1 7% 3 5% Green Party 2 13% 6 10% SNP 4 27% 17 29% Independent 0 0% 1 2% Total Leader of the - Vice- Deputy Leader of the - SNP 1.6. Power is delegated to the Corporate Policy and Strategy to: advise the on outcomes, strategic objectives and key priorities; develop and approve policies, including community planning and partnership working; adopt and implement the management framework for planning, implementing, reporting and reviewing corporate service delivery; ensure the meets its statutory responsibilities in terms of best value;

7 monitor implementation of the s business and service plans, corporate strategies, change programmes, corporate initiatives and service reviews; facilitate and encourage public consultation, engagement and participation ensuring the involvement of the community, neighbourhood networks, partners and key stakeholders in the committee decisionmaking process; instruct such performance information as the committee requires to fulfil its remit and monitor overall performance in the delivery of services and the s financial performance; provide strategic oversight of events; monitor annually, performance and consistency between executive committees; determine differences between committees except where the difference involves a decision on an individual planning or licensing application; and take all decisions which are not reserved to the or delegated to another committee of the. Every 1-2 months 3.2 Communities and Neighbourhoods Conservative 2 13% 11 19% 6 40% 20 34% Liberal Democrat 1 7% 3 5% Green Party 1 7% 6 10% SNP 5 33% 17 29% Independent 0 0% 1 2% Total Vice- SNP

8 2.5. Power is delegated to the Communities and Neighbourhoods in relation to the matters listed in paragraph 2.6, to: develop and approve policies, strategies, programmes and projects and work with officers, communities and partners to implement them; take all decisions which are not reserved to the or delegated to another committee of the ; set standards for service delivery and secure value for money; set and monitor corporate standards, consider the necessity of existing service provisions and agree new service proposals; monitor performance, including financial, instructing such performance information as the committee requires to fulfil its remit; set and monitor grant programmes, and award grants; monitor arrangements to ensure best value and continuous improvement across all services; facilitate and encourage public, engagement, consultation, participation and feedback; and review the impact of the committee s policies on the city The matters referred to in paragraph 2.5 are as follows: Capital Coalition pledges 33 and 36; Neighbourhood plans prepared by neighbourhood committees; Community planning and the s governance arrangements within the Edinburgh Partnership and strategic partnerships within the community planning framework; Community s; Locality Planning including Total Place Initiatives; Community Resilience; The Edinburgh Compact and the third sector; Co- operative development and service design; Equalities, social inclusion, poverty and deprivation; and Customer access and care. Every 3 months 3.3 Culture and Sport Conservative 2 13% 11 19% 6 40% 20 34% Liberal Democrat 1 7% 3 5% Green Party 1 7% 6 10% SNP 5 33% 17 29% Independent 0 0% 1 2% Total SNP

9 Vice Power is delegated to the Culture and Sport in relation to the matters listed in paragraph 3.6, to: develop and approve policies, strategies, programmes and projects and work with officers, communities and partners to implement them; take all decisions which are not reserved to the or delegated to another committee of the ; set standards for service delivery and secure value for money; set and monitor corporate standards, consider the necessity of existing service provisions and agree new service proposals; monitor performance, including financial, instructing such performance information as the committee requires to fulfil its remit; set and monitor grant programmes, and award grants; monitor arrangements to ensure best value and continuous improvement across all services; facilitate and encourage public, engagement, consultation, participation and feedback; and review the impact of the committee s policies on the city The matters referred to in paragraph 3.5 are as follows: Capital Coalition pledges 24, 31, 35, 42 and 43; Arts and museums; Sport and recreation, outwith the Education, Children and Families estate, but including Edinburgh Leisure; Libraries; Festivals and events; and Cultural development. Every 2-3 months 3.4 Economy Conservative 2 13% 11 19% 6 40% 20 34% Liberal Democrat 1 7% 3 5% Green Party 1 7% 6 10% SNP 5 33% 17 29% Independent 0 0% 1 2% Total 15 58

10 SNP Vice Power is delegated to the Economy in relation to the matters listed in paragraph 4.6, to: develop and approve policies, strategies, programmes and non- capital projects and work with officers, communities and partners to implement them; take all decisions which are not reserved to the or delegated to another committee of the ; set standards for service delivery and secure value for money; set and monitor corporate standards, consider the necessity of existing service provisions and agree new service proposals; monitor performance, including financial, instructing such performance information as the committee requires to fulfil its remit; set and monitor grant programmes, and award grants; monitor arrangements to ensure best value and continuous improvement across all services; facilitate and encourage public, engagement, consultation, participation and feedback; and review the impact of the committee s policies on the city The matters referred to in paragraph 4.5 are as follows: Capital Coalition pledges 7, 15-17, and 28-29; Economic Development; owned surplus property; External Relations, and Inward investment. Every 2 months 3.5 Education, Children and Families Conservative 4 18% 11 19% 8 36% 20 34% Liberal Democrat 1 5% 3 5%

11 Green Party 2 9% 6 10% SNP 7 32% 17 29% Independent 0 0% 1 2% Total Vice- SNP 5.5. Power is delegated to the Education, Children and Families to: exercise all the functions of the as education authority (education business), within the terms of the relevant legislation; and exercise the functions as social work authority, within the terms of the relevant legislation, in relation to children In addition, in relation to the matters listed in paragraph 5.7, to: develop and approve policies, strategies, programmes and projects and work with officers, communities and partners to implement them; take all decisions which are not reserved to the or delegated to another committee of the ; set standards for service delivery and secure value for money; set and monitor corporate standards, consider the necessity of existing service provisions and agree new service proposals monitor performance, including financial, instructing such performance information as the committee requires to fulfil its remit; set and monitor grant programmes, and award grants; monitor arrangements to ensure best value and continuous improvement across all services; facilitate and encourage public, engagement, consultation, participation and feedback; and review the impact of the committee s policies on the city The matters referred to in paragraph 5.6 are as follows: Capital Coalition pledges 1-6; the s education, children and families services; and major capital programmes or projects implementation, asset planning and facilities management for the s education, children and families services. Every 2 months

12 3.6 Finance and Resources Conservative 2 13% 11 19% 6 40% 20 34% Liberal Democrat 1 7% 3 5% Green Party 1 7% 6 10% SNP 5 33% 17 29% Independent 0 0% 1 2% Total SNP Vice Power is delegated to the Finance and Resources in relation to matters listed in paragraph 6.6 to: develop and approve policies, strategies, programmes and projects and work with officers, communities and partners to implement them; take all decisions which are not reserved to the or delegated to another committee of the ; set standards for service delivery and secure value for money; set and monitor corporate standards, consider the necessity of existing service provisions and agree new service proposals; monitor performance, including financial, instructing such performance information as the committee requires to fulfil its remit; set and monitor grant programmes, and award grants; monitor arrangements to ensure best value and continuous improvement across all services; facilitate and encourage public engagement, consultation, participation and feedback; and review the impact of the committee s policies on the city The matters referred to in paragraph 6.5 are as follows: Capital Coalition pledges 25 27, 30 and 41; s revenue and capital budgets; s expenditure and budget policy; Monitoring the s Treasury Management policies and practices; s long term financial plan and opportunities to generate efficiencies; transformation and change programmes; Procurement, contracts and land

13 transactions; procurement transformation project; monitoring of debt and debt recovery; organisational development, workforce planning and resources; Corporate Governance services within the, excluding Audit and Risk and Pensions; but including Corporate Programmes and Corporate Property; All charitable and other trust funds vested in the except where the has expressly made other arrangements To monitor all of the s budgets, in particular to: establish processes and procedures for close monitoring of the budget approved by ; receive budget monitoring reports from each service and to ensure close scrutiny of the management of each service budget; call budget holders to account for proper control of the budget for which they are responsible; monitor the performance of each service against each budget forecast within the budget plan and change programme; and ensure action plans are in place to meet the budget savings or efficiencies approved by, that are not included within the scope of the long term financial plan or budget plan, and to monitor the performance To approve the disposal and development of owned property other than Strategic Property To consider ratification of any recommendation by the Economy to approve the disposal and development of Strategic Property. Every month 3.7 Health, Social Care, and Housing Conservative 3 18% 11 19% 6 35% 20 34% Liberal Democrat 1 6% 3 5% Green Party 2 12% 6 10% SNP 5 29% 17 29% Independent 0 0% 1 2% Total 17 58

14 Vice Power is delegated to the Health, Social Care and Housing to: exercise the functions of the as local housing authority; and exercise the functions of the as social work authority, for adults In addition, in relation to the matters referred to in paragraph 7.7, to: develop and approve policies, strategies, programmes and projects and work with officers, communities and partners to implement them; take all decisions which are not reserved to the or delegated to another committee of the ; set standards for service delivery and secure value for money; set and monitor corporate standards, consider the necessity of existing service provisions and agree new service proposals; monitor performance, including financial, instructing such performance information as the committee requires to fulfil its remit; set and monitor grant programmes, and award grants; monitor arrangements to ensure best value and continuous improvement across all services; facilitate and encourage public, engagement, consultation, participation and feedback; and review the impact of the committee s policies on the city The matters referred to in paragraph 7.6 are as follows: Capital Coalition pledges 8 14, 32, 34, 37-39; Community care services; Social care; Offender services; Welfare reform; Housing; Regeneration; and Community Safety. Every 2-3 months 3.8 Transport and Environment Conservative 3 18% 11 19% 6 35% 20 34% Liberal Democrat 1 6% 3 5% Green Party 2 12% 6 10% SNP 5 29% 17 29% Independent 0 0% 1 2%

15 Total Vice- SNP 8.5. Power is delegated to the Transport and Environment in relation to the matters listed in paragraph 8.6, to: develop and approve policies, strategies, programmes and projects and work with officers, communities and partners to implement them; take all decisions which are not reserved to the or delegated to another committee of the or officers; set standards for service delivery and secure value for money; set and monitor corporate standards, consider the necessity of existing service provisions and agree new service proposals; monitor performance, including financial, instructing such performance information as the committee requires to fulfil its remit; set and monitor grant programmes, and award grants; monitor arrangements to ensure best value and continuous improvement across all services; facilitate and encourage public, engagement, consultation, participation and feedback; and review the impact of the committee s policies on the city The matters referred to in paragraph 8.5 are as follows: Capital Coalition pledges and 44-53; Tram project; Strategic Transport Planning; Traffic management, roads and parking; Public transport; Public Realm Projects; Sustainability, carbon reduction and energy issues; Flood prevention; Waste services and Environmental Wardens; Environmental health and trading standards; Parks and green space; and Street cleaning and open space maintenance. Every 2-3 months

16 4. Area s City of Edinburgh has 12 Neighbourhood Partnerships made up of a collection of lors as well as representatives from the police, health, local voluntary sector organisations, and the local community. Each is chaired by a local councillor in the role of Convenor, and meets up to five times per year. As the local community planning mechanisms in Edinburgh, NPs can do the following: They can make recommendations to the and other partner organisations about the way services may be delivered in the local area They can comment on strategic decisions that affect the local area They can award small grants to community groups for local projects that can make a difference in the local area

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