Archived decisions
14. Summary of Recommendations
14.1 In a case such as this, where there is "matrix management" of a senior
manager by the Chief Officer of another department, clarity should be given at the outset of the project as to who has Chief Officer responsibility for ensuring compliance with Standing Orders (paragraph 13.7).
14.2 It is important that those giving leadership to a corporate project remain mindful of the need to give a clear and consistent message that corporate advisers have an important role to play in protecting the Council's interests and that, if in doubt, advice should be taken (Paragraph 13.9).
14.3 Consideration should be given to all procurement (or possibly that of a value beyond a given financial threshold aligned with EU Procurement Regulations and Standing Orders) being handled centrally, by specialists suitably trained and experienced. This would give greater comfort in ensuring that processes will be consistently and properly applied, best value consistently obtained, and reduction of risk from non-compliance. Further, in a world of "shared services" this may also present a business opportunity through provision of a service that other local authorities and public bodies may wish to buy into (paragraph 13.11).
14.4 If responsibility for procurement remains with departments, and is not handled centrally, consideration should be given to extending the role of County Supplies, which currently monitors procurement practice for value for money purposes, so that they assume responsibility to monitor, promote best practice and report on areas of non-compliance (paragraph 13.12).
14.5 Disciplinary action is initiated as stated in paragraphs 13.20 - 13.27 above.
14.6 The practice of a consultant being involved in the selection of staff or other consultants, including consultants from their own agency, should be reconsidered. The role and influence of contractors/consultants in future decision making should be limited to an advisory one only, with clear arrangements in place to ensure that proper accountability exists and potential conflicts of interest are avoided (paragraph 13.31).
14.7 In cases of similar significance to this, a report by the Monitoring Officer and
Section 151 Officer should be brought no later than three months from the date of becoming aware of the relevant circumstances, provided that action is taken as quickly as possible to remedy any defects that exist (Paragraph 13.35).
Stephen Taylor
District Auditor
Audit Commission
Kevin Gardner
Head of Legal Practice and Deputy Monitoring Officer
Chief Executive's Department
Ejner Knudsen
Chief Internal Auditor
County Treasurer's Department
14th September 2007