1. Ross Loveridge – Public Service Reform Group
Best Value Uncovered
Ross Loveridge – Public Service Reform Group

2. What are we going to uncover
Why Best Value matters to all of us
De-mystifying Best Value
How Best Value is working in Local Government
Revealing what we are doing to refresh Best Value in public services

3. Best Value – The Best Bits ….

4. Best Value – Top Line It is about continuous improvement
Its about proper uses of available resources – finance, staff, assets
It is about customer focused services
It is about taking action on equalities issues
It is about taking action on Sus Dev
It is about joint working

5. The legal explanation ….
Duty to “ensure arrangements are in place to secure Best Value”;
This duty means:
Making arrangements to secure continuous improvement in performance;
Whilst maintaining appropriate balance between quality and cost;
and having regard to economy, efficiency, effectiveness, equal opportunities requirements and to contribute to achievement of sustainable development.

6. The nine characteristics
Commitment and leadership
Responsiveness and consultation
Sound governance
Sound management of resources
Use of review and options appraisal
Contribution to sustainable development
Equal opportunities arrangements
Joint working
Accountability

7. What’s been happening in Local Government??

8. Best Value Duty in Local Gov..
Best Value in Local Government –Local Government in Scotland 2003.
Supported by new financial freedoms and flexibilities for local authorities
Arrangements for public performance reporting
Break-even trading accounts
Supported by a new audit regime
Strong ministerial intervention powers available

9. What is Best Value delivering in Local Government?
Most inspections – showing improvement
Corporate Planning
Committee and Council structures – delivering on key priorities
Business Improvement Expertise
Better Performance Management system – but more to do …
Strong financial management, but need for better budgeting
Increased communication with residents
Better joint working

10. What work are we doing
with the rest of the public sector ?

11. And for the public sector
Accountable Officers are directed to run their operations on a Best Value basis - Scottish Public Finance Manual
High level Guidance in place
But not all public bodies are covered under the Accountable Officer status
Public sector is very diverse
Best Value – proportional

12. Desired Outcomes
Improved services – through better performance management, better governance, better joint working, greater efficiencies
Greater learning and networks for public bodies
Greater understanding for sponsor divisions
Progress on Sustainable development
Better action on equalities issues
Better joint working

13. ‘Best Value’ = good public service management
- Consistency of approach is what matters; not label

14. Making the 9 principles happen – key questions public bodies are asking…
How can we become Best Value organisations?
What good practice already exists?
How can this knowledge be managed?
What capacity do we have within our own organisations?
How will the approach be proportionate?
How will we be assessed?

15. The work ahead Stakeholder engagement seminars (Sept / Oct)
External reference group advises on production of materials (Oct – Jan)
Draft materials presented to Ministerial conference (Feb 2006)
Finalised Best Value regime launched (April 2006)