Best Value
Best Value was government policy in the United Kingdom affecting the provision of public services in England and Wales. In Wales, Best Value is known as the Wales Programme for Improvement. A statutory duty of Best Value applies in Scotland. Introduction. The predecessor to the UK Labour Government's Best Value policy was the Conservative Government's 1980s policy of compulsory competitive tendering (CCT). This required public-sector organisations to enable private companies to bid for contracts to deliver public services (such as cleaning, transport, security, and catering) in competition with the public sector's own organisations. The  idea was to improve services through competition. CCT requirements were relaxed upon the election of the Labour government in 1997, but similar concepts were soon promoted by the Labour government through its 'Best Value' policy. Best Value was adopted in England and Wales by the Local Government Act 1999, introduced by the UK Labour Government. Its provisions came into force in April 2000. The aim was to improve local services in terms of both cost and quality: Effects. The range of activities affected includes almost all local authority functions, including for example social services, environmental health, housing and planning. The  first details of Best Value were set out in the ’Twelve Principles of Best Value’ announced in June 1997. The bill to provide the statutory framework was introduced in the 1998/9 parliamentary session. In the period between announcement and introduction (May 1997 and April 2000) the government sponsored 37 voluntary council ‘pilots’, 22 of which contained a housing element. The purpose of the pilots was to “test elements of the best value framework, and assess the extent to which actual improvements in service quality and efficiency have flowed from the new approach”. The rationale for the introduction of Best Value  was summarised as follows: Thus, the rationale for Best Value emphasised three points: the failure of compulsory competitive tendering; the importance of partnership in service provision; and the adverse effect of competition as a prime objective. History. Under the leadership of John Major the Conservative government pursued compulsory competitive tendering almost as a dogma, often against the wishes of local government. This led to an uncomfortable stand-off between the two, with CCT regulations being produced in increasing detail, and sometimes extending further than would have been the case in the private sector. The government was unambiguous about what was  required – issue of tender, receipt of tender, selection of provider. The term "compulsory competitive tendering" was superseded in 2000 by "best value". Labour's Best Value proved more difficult to define. The notion of Best Value prior to implementation was enshrined within one key consultation document: Modernising Local Government — Improving local services through best value. This set out four defining elements of Best Value. The first was the duty to secure economic, efficient and effective services continuously (the ‘3 Es’). The second required service reviews within which the authority must demonstrate that in the fulfilment of their duties under Best  Value they have: compared their service provision with that of other private and public providers; consulted with local business and community; considered competition in provision; and challenged the reasons for, and methods of, provision (the ‘4 Cs’). The third defining element introduced a regime of audit and measurement of performance, with the broad expectation that, year-on-year, costs would reduce and quality would increase. Performance would be monitored locally through Best Value Performance Reviews (BVPRs), partly through adherence to locally and statutorily determined Best Value performance indicators (BVPIs), and disseminated annually through Performance Plans (BVPPs). The fourth defining element  of Best Value outlined the consequence of performance: government intervention in cases of Best Value failure, and reward in cases of success. In turn these four aspects of Best Value are bound by adherence to twelve principles of Best Value mentioned above. The answer to the question of what method of service delivery, precisely, the government expected to arise from Best Value seemed to centre on local interpretation as satisfactory. The lack of clear definition, in the context of housing services, was explained as follows: Therefore, while the message was unequivocally that compulsory competitive tendering was to be withdrawn, the  replacement was to be less prescribed, with the intention that local authorities follow a responsive and locally determined method of service provision within a centrally defined framework. Best Value was not, therefore, about what local authorities should do: it was a framework that prescribed how they should decide what to do. Specifically Best Value would differ from compulsory competitive tendering in three respects: organisation performance, organisation process, and the relationship between process and performance (Boyne 1999, p. 2). Measuring Best Value. For councils and authorities to be measured against Best Value, performance indicators, known as BVPIs (Best Value Performance Indicators ) were introduced. They are a statutory set of 90 indicators developed by government departments to measure the performance of local authorities, that is, all local authorities must measure themselves against BVPIs. The data is collected and audited annually by the Audit Commission. There Were 90 BVPIs, which cover many, but not all aspects of services provided by local councils. These were withdrawn in 2008. In order to get a balanced view of performance the BVPIs cover four dimensions of performance: Each year government departments work with each other to set indicators for the next year. BVPIs are set in line  with the financial year (1 April to 31 March). Many of the BVPIs have been in effect since the start of Best Value in April 2000, but some new indicators have been set, and some existing indicators were revised either to improve their definition or to be aligned with central government policy. Where a BVPI has a target attached to it, these targets are reviewed each year, in light of the most recent performance data provide by a local council. As far as possible the government has tried to limit the number of changes. In fact, there were no amendments  of additions to the BVPI set last year, and government has agreed to make no amendments to the present BVPIs until 2008/09. Consequences of failing Best Value. Where a council fails to meet a statutory target, the Secretary of State is at liberty to take action, particularly where an authority is not meeting its duty of continuous improvement. In practice, the Secretary of State can direct the council to take specific action to secure improvement, or, in extreme cases, remove the functions concerned from its control altogether. Scotland. The duty of Best Value in relation to Scotland applies to all  public bodies. It is a statutory duty for Scottish local authorities and a formal duty for the Scottish Police Authority and its Chief Constable and the Scottish Fire and Rescue Authority and Chief Fire Officer. Elsewhere in the public sector it is a formal duty placed on Accountable Officers, such as the chief executives of NHS bodies and further education colleges.