21 October 2005
The creation of 'super-councils' to run all public services is among radical options being considered by the Scottish Executive's review of governance.
The Executive and the Convention of Scottish Local Authorities have put forward a number of options in a letter to council leaders and chief executives, Public Finance can reveal.
These include proposals for an 'integrated service and governance modelling project' to test whether existing council services and those provided by other public bodies could be brought together under a single elected body.
The initiative follows Finance Minister Tom McCabe's announcement of a review of public service provision. He has questioned the need for the present myriad separate bodies providing services in devolved Scotland, which include 32 unitary councils, 15 health boards, 23 local enterprise companies, eight police forces and eight fire brigades.
Inviting councils to participate, the Executive and Cosla explain that the project will explore ways of 'joining up different public service delivery within a local area and the implications for effective governance'.
It adds: 'This will primarily be achieved by simulating and evaluating a number of variations of integrated service delivery with interested local partners – including councils, NHS Scotland, local enterprise companies and other public bodies with local delivery responsibilities and responsibility for scrutiny and accountability.'
Three models have been suggested. The first is a unified public services organisation with elected accountability. 'Essentially this is the model where all the public services (or the majority of them) would be organised under the primary governance of a single elected body.'
The second would involve common services between councils coming together as a single organisation. This could result in two or three councils opting to establish a single unified education service.
The third model is described as councils and their partners coming together to deliver a thematic approach to services. It could be used to explore both informal partnerships and more formal mechanisms, such as joint venturing companies.
The models will take account of 'operating contexts', such as situations where councils and other service providers have the same boundaries.
PFoct2005
