The Applicability of Best Value in the Nigerian Public Sector

We examine the applicability of Best Value practices in the Nigerian public sector and present a Best Value Model for Nigeria. We find the literature does not extend to the Nigerian context. We make contributions towards understanding stakeholder perceptions of public service delivery best practice. We show Best Value as a significant initiative for improving public service delivery. The mixed methods survey reveals Nigerian Best Value initiatives do not exist significantly, but are applicable. Outcomes are exploration of a new area for Best Value application, incorporation of implementation issues into the model and the seven-stage process for its implementation.     

An Inquiry into Balanced Scorecards within Best Value Implementation in UK Local Government

The aim is of this paper is to conduct an exploratory study into the use of Balanced Scorecards as an approach to implementing Best Value in UK local government. Furthermore, a participant-observation method is used to study the development into a Balanced Scorecard within local government.
There is a need to critically evaluate approaches to implementing Best Value so that local government can determine how to achieve the service performance levels laid down in the framework. There is a paucity of systematic studies exploring and critiquing the effectiveness of using the Balanced Scorecard in Best Value implementation. The paper describes an exploratory multiple case research study followed by longitudinal participant-observer research on Balanced Scorecard development in a Best Value context. The findings show that the Balanced Scorecard can play a key role in Best Value implementation. Moreover it is also useful in linking other improvement initiatives. However, the Balanced Scorecard process must be informed by organizational and environmental information that is both accurate and adequate. The audit functions of the Business Excellence Model go some way to providing this information.     

Customization in Civil Service Training: Implications for Outsourcing Human Resources Management

In the public sector, central training institutes once played an irreplaceable role in formulating training policies and providing training programs to government employees. The introduction of new public management (NPM) has stimulated a reform agenda in human resources (HR) management, resulting in a shift from centralized training to decentralized or outsourced training; to be precise, making civil service training more demand-driven and lessening the role of central training institutes. Local-level governments and agencies have acquired more autonomy in deciding whether to provide training in-house, or to purchase relevant services from private providers. In addition, dramatic institutional, economic, and operational changes in the public sector in the twenty-first century have brought about competition among governments worldwide in terms of innovative and creative ideas, prompting them to equip their employees with the relevant skills for the governments to remain competitive. This study explores how civil service training in Hong Kong has been decentralized and customized from the viewpoint of civil servants being trainees, and assesses the role of the Civil Service Training and Development Institute as a centralized training institute for Hong Kong civil servants within the modern, decentralized, and consumerized HR management regime.     

Competition and Contracting in the Transition from CCT to Best Value: Towards a More Reflexive Regulation?

Following publication of the government’s proposals for a statutory framework of Best Value, and the introduction of regulations increasing the flexibility of CCT pending its abolition, this paper examines the relationship between the compulsory regime and its likely successor. First, the paper suggests that the Best Value frame-work is likely to impose a range of regulatory, monitoring and enforcement constraints similar in effect to the formal requirements that operate under CCT. Continuity with Conservative policy will be reinforced practically through transitional arrangements for the gradual abolition of CCT and the phased introduction of its replacement. Second, the paper argues that contracting is likely to continue to have a significant role under the new regime as the natural adjunct to the voluntary competitive processes that will be the preferred management tools for securing improvements in service performance. Open tendering and public-private sector partnership arrangements, both of which imply contractual governance, are given explicit priority in the consultation document over benchmarking, performance indicators and other comparative public management mechanisms. Third, the paper argues that local authorities are likely to want to retain and develop contracting arrangements that potentially permit a degree of control over service provision that might not be available were more radical service-providing alternatives to be adopted, involving the complete transfer of functions outside the public sector and/or their vesting in independent companies. Finally, the paper assesses the transition from CCT to Best Value from the theoretical perspective of responsive and reflexive regulation. Following a brief account of the reflexive failures of CCT, the paper argues that, although the Best Value framework is characterized by inherently reflexive processes involving self-review, consultation and standard-setting, its relative success is likely to depend ultimately both on the tightness with which legislation is drafted and on the manner of its practical interpretation, implementation and enforcement.     

Best Value and the Market Orientation of UK Recreation Centres

This paper explores the similarities between the Best Value initiative and the well-established market orientation construct. It shows that many of the benefits that Best Value could bring to local authority recreation centres could have been achieved more easily by implementing the market orientation philosophy. A study of 67 recreation centres suggests that although market orientation will increase under Best Value, the benefits from this might be somewhat illusory and represent poor value for the administrative and operational burdens entailed.     

Politicians,organisations and the public ‐ the provision of gypsy sites

Under the Best Value regime, the government requires local authorities to involve the public in determining the provision of services. Indeed, the Best Value legislation provides a legal basis for consulting citizens and the local community in relation to better management of local government functions. The guidance on Best Value also encourages local authorities to place performance management within a community strategy framework. These combined actions will, it is hoped, result in more innovative, effective and efficient provision. Arguably, however, the success of increased participation will be influenced by how and why the public are involved. This study draws on case study research to ask whether involving the public does result in innovative changes and to what extent those involved are empowered through the process, concluding that success for both the authority and service users is influenced by factors such as cost structures and whether the original intent includes careful consideration of how those involved might benefit from the process.     

Multiple Voices of Modernization: Some Methodological Implications

This paper systematically examines intra-organizational consensus of perceptions of managerial reform in local government in the UK. The paper questions the role of 'elite surveys' in public sector evaluation research by exploring the extent to which multiple informants agree on the expected impacts of Best Value. Results from a survey of 978 local government officers in 80 local authorities indicate modest levels of consensus. These findings suggest that single respondent surveys are likely to produce unreliable data and misrepresent the impact of public sector policy reforms. Rather than rely on the perceptions of one respondent it is argued that multiple respondent surveys should be employed if rigorous and reliable data are to be used in providing evidence-based policy recommendations for reform in public sector organizations.     

Performance Management, Evaluation and Learning in 'Modern' Local Government

Public sector reforms throughout OECD member states are producing a new model of 'public governance' embodying a more modest role for the state and a strong emphasis on performance management. In the UK, the development of performance management in the context of the 'new public management' has been primarily 'top-down' with a dominant concern for enhancing control and 'upwards account-ability' rather than promoting learning and improvement. The development of performance management and evaluation in local government in the UK has been conditioned by external pressures, especially reforms imposed by central government, which have encouraged an 'instrumental–managerial' focus on performance measurement. The new Labour government's programme of 'modernizing local government' places considerable emphasis on performance review and evaluation as a driver of continuous improvement in promoting Best Value. However, recent research has indicated that the capacity for evaluation in local government is uneven and many obstacles to evaluation exist in organizational cultures. Local authorities need to go beyond the development of review systems and processes to ensure that the capacity for evaluation and learning is embedded as an attribute of 'culture' in order to achieve the purpose of Best Value.     

Plans, performance information and accountability: the case of Best Value

The current UK government emphasizes the importance of mechanisms of accountability that involve the planning and public reporting of performance. One example of this is the Best Value performance plan. However, there has been little evaluation of the quality of the information provided in this type of document. This paper draws on literature on stakeholding and user needs to identify the data required for accountability. It then assesses whether the plans produced by Best Value pilot authorities in Wales provide appropriate information. The analysis shows that very few of the plans contained the relevant material. Interviews in the pilot authorities highlighted two key reasons for the poor level of data: a lack of performance indicators prior to Best Value and limited staff expertise in performance measurement. The evidence suggests that documents such as performance plans currently make little contribution to the accountability of public organizations.     

Performance Management,Evaluation and Learning in ‘Modern’ Local Government

Public sector reforms throughout OECD member states are producing a new model of ‘public governance’ embodying a more modest role for the state and a strong emphasis on performance management. In the UK, the development of performance management in the context of the ‘new public management’ has been primarily ‘top‐down’ with a dominant concern for enhancing control and ‘upwards account‐ability’ rather than promoting learning and improvement. The development of performance management and evaluation in local government in the UK has been conditioned by external pressures, especially reforms imposed by central government, which have encouraged an ‘instrumental–managerial’ focus on performance measurement. The new Labour government's programme of ‘modernizing local government’ places considerable emphasis on performance review and evaluation as a driver of continuous improvement in promoting Best Value. However, recent research has indicated that the capacity for evaluation in local government is uneven and many obstacles to evaluation exist in organizational cultures. Local authorities need to go beyond the development of review systems and processes to ensure that the capacity for evaluation and learning is embedded as an attribute of ‘culture’ in order to achieve the purpose of Best Value.     

Industrial relations and manpower

This article provides the first empirical evidence on the impact of Best Value processes on local service quality, costs, efficiency and accountability. Views were obtained from a wide range of personnel involved in the pilot programme in Wales by means of a postal questionnaire and interviews. The evidence shows that so far Best Value has had a positive impact on quality and accountability but little impact on service costs. Perceptions of the impact of Best Value are significantly more positive in authorities that adopted a corporate approach to the pilot process.     

Energy conservation policy in the united states and Sweden: Comparing research and development responses

This study assesses the comparability of public sector responses to energy conservation research and development (R&D) in the United states and Sweden. Using the evaluative criteria of policy objectives, organizational structure, and funding, the extent to which the institutional context for R&D either constrains or fosters conservation as an element of each nation's energy policies is examined. Sweden, unlike the United States, appears to have been successful in achievement consensus primarily through an open, deliberative process of mutual partisan adjustment regarding where specific allocations should be made in the energy R&D budget for optimal conservation results. To a great extent, it is within these differing institutional contexts of policy uncertainly that the content of specific energy conservation policies and strategies should be evaluated.     

A Prehistory of the Best Value Regime

Best Value was one of the central planks of New Labour's modernisation agenda for local government. This article uncovers the origins of the regime by unpicking the activities of two working groups responsible for its design. Licking its wounds in the aftermath of the 1987 General Election the Labour Party's leadership had come to see the party's record in local government as a source of increasing embarrassment. A series of policy initiatives, first emerging from the party's policy review, later given the Best Value tag, were intended to neutralise producer interests and improve the party's reputation for governing competence.     

Health care policy: lessons from the past and issues of the future

Liberal distributional values, the increasingly powerful capacity of medicine to provide more and better care, and concern about the health hazards of an industrial society fueled the vast expansion of the health care sector during the last 20 years. That growth was facilitated by a growing economy. The current health policy debate at one level reexamines the distributional bases of entitlement programs, and at another seeks alternative resource allocation mechanisms to reduce the cost of health care. This article has two themes. First, distributional and allocational policies are shown to be intrinsically related, so that the health policy debate is fundamentally a clash between liberal and libertarian values. Second, the inexorable social forces driving the health care system are shown to be the aging of the population and the rapid expansion of technology. The resulting dynamics imply the further growth of the health sector, now in the environment of a sluggish economy. Future policies will have to struggle with how to ration scarce health resources and how to reorient the health care sector to the problems of the aged.     

Local Government Modernization and the Views of Chief Financial Officers

Since its election in May 1997, the Labour Government in the United Kingdom has emphasized the need for modernization in the improvement of public services. For local government, this emphasis has led to the introduction of a variety of measures intended, primarily, to improve political management and service delivery. Two key policies have been the introduction of Best Value and the Comprehensive Performance Assessment (CPA). CPA is used by the Audit Commission for measuring local authority performance in England and has led to each authority being classified as excellent, good, fair, weak or poor. Each authority's classification has implications, financially and in terms of its freedom to determine priorities and policies. In addition, the structure of local government is being reviewed by central government, alongside discussions as to the merits of establishing regional assemblies. In considering the justification for, and the impact of, changes, it is important to consider the views of local government employees, not least professional groupings and chief officers. This paper reports the findings of a national survey of chief financial officers (CFOs) of the single tier and county council local authorities in England to establish their views on key features of the Government's modernization agenda.     

A Realist Evaluation Approach to Understanding the Best Value Review Process

This article evaluates a sample of ten Best Value reviews (BVRs) using realist evaluation techniques. The underlying logic of the BVR process is taken from a reconstruction of the relationship between the review context, the mechanisms used in undertaking the review and outcomes achieved. This 'abstract configuration' is then used to map the actual processes driving the sample BVRs (the 'focused configurations') and variances explored. These variances suggest difficulties in diagnosing the root causes of service problems and selecting appropriate resolution mechanisms. Stakeholder pressure appears to be crucial in determining the focused configurations. The realist method enables the exploration of the precise intent of stakeholders. This capacity demonstrates the efficacy of a theory-based approach to understanding Best Value.     

Housing and Council Tax Benefits Administration in England: A Long-Term Perspective on the Performance of the Local Government Delivery System

The Coalition government announced, in 2010, that between 2013 and the end of 2017 all existing claims to income-based welfare allowances, including housing benefit, would gradually move to the Universal Credit (DWP 2010). This article evaluates the performance of the Council Tax and Housing Benefits Administration Services under the current system for the delivery of these benefits since they were transferred fully to local authorities in 1993 up until December 2011. During this period the performance of local government has been influenced by four successive national delivery regimes, namely: Compulsory Competitive Tendering (CCT); Best Value; Comprehensive Performance Assessment (CPA) and Comprehensive Area Assessment (CAA). An earlier article (Murphy, P., Greenhalgh, K. and Jones, M., 2011. Comprehensive performance assessment and public services improvement in England – a case study of the benefits administration service in local government. Local Government Studies, 37 (6), pp. 579–599) examined the CPA period in detail and found a significant improvement in performance across all types of authorities in all parts of the country during this period. The current article complements this earlier analysis and provides a longer-term perspective on the performance of the benefits service between 1993 and December 2011. The findings of this article show that under CCT the performance of the system was poor, there were wide variations in individual local authority performance, with many acknowledged inadequacies in the system and unacceptably high levels of fraud. However, towards the end of CCT and in the subsequent Best Value period the antecedents of some of the tools and techniques subsequently used to drive improvement in the CPA era were either put in place or were being developed. The Best Value period itself did not show significant improvements in performance and it was not until many of the initiatives were refined, developed and applied within the CPA framework that sustained and significant improvements became evident. This overall improvement generally continued under the CAA although the previous trend of consistent reductions in the variation between authorities’ performance had changed between 2009–2010 and 2011–2012. It is too early to judge whether these latest trends will be maintained under the Coalition government’s localism regime.     

Contracting Out: Dutch Municipalities Reject the Solution for the VAT Distortion

In 2003, the Dutch government introduced a VAT-compensation fund in order to create a level playing field for local governments with respect to Value Added Tax (VAT). This fund eliminates the effect of the tax difference between local governments that supply services themselves and local governments that contract out services to the private sector. However, as this article shows, according to most municipalities, differences in their treatment in terms of VAT did not hinder the contracting out of public services. Therefore, the VAT compensation fund lacks legitimacy. It appears to have had little effect so far, as the number of contracted-out public services has hardly increased since its introduction. In general, municipalities have a negative opinion of the fund. They state that non-budgetary effects and institutional considerations, such as the quality of services, the vulnerability of municipal activities and concern for employment in the municipality itself, are more relevant to decision making on outsourcing.     

Evaluating performance indicators: Current trends in local government

This article summarises research into a small number of local authorities on the use of performance indicators, carried out for the Local Government Management Board (LGMB) and the Policy and Performance Review Network (PPRN) in 1997, and concludes that home‐grown indicators developed in response to Best Value will overcome some of the inadequacies of the Audit Commission approach.     

The Role of Competition in Best Value: How Far Does it Differ from CCT?

This article investigates the role of ‘competition’ within Best Value (BV) and compares it with that of Compulsory Competitive Tendering (CCT). Utilising results of a survey of BV lead officers, the article reveals that ‘competition’ is not being used as widely as may have been expected. However, in terms of outcomes, services subject to BV seem to be at least as likely to be provided externally as would have been the case under CCT. Further analysis also considers the impact that party political control and service type have on the use and outcomes of competition.