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Evaluation of Responses to Consultation on Best Value in the Wider Public Sector
4. ONGOING SUPPORT
The Consultation requested direct responses to the following key question:
- What types of ongoing support to allow exchange of learning, good practice and networking would consultees envisage as being most helpful?
In summary, respondents identified five main mechanisms for ongoing support, including:
- an Internet-based shared resource;
- information exchange/forums;
- central provision of comparative information;
- use of case studies; and
- learning (and sharing) the lessons from Local Government implementation.
4.1 INTERNET-BASED SHARED RESOURCE
A number of respondents considered an Internet resource as an effective and efficient method of ongoing support and an accessible repository for key information. Respondents viewed this as being launched and maintained by the Scottish Executive to showcase good practice and provide online advice and assistance as the process of Best Value develops. Should the Scottish Executive choose to support that request, it is fundamental that such a resource is integrated with existing web-based information sites to avoid duplication of effort and promote virtual networking.
4.1.1 Internet-Based Shared Resource Analysis
8 respondents - 9% of the sample, 25% of respondents (4 NDPB, 2 NHS, 0 Executive Agency, 3 Other).
4.1.2 Internet-Based Shared Resource Summary
Developing an Internet-based shared resource would require the collection of good practice, case studies, and guidance on the application of performance techniques, e.g. an excellent example of this can be found on the Communities Scotland website (http://www.communitiesscotland.gov.uk/).
4.2 INFORMATION EXCHANGE/FORUMS
Respondents identified networking and exchange of information as vital to the success of Best Value, the sharing of best practice and the promotion of joined-up thinking. A workshop/seminar forum was suggested for Best Value 'Champions' to review successes and discuss forthcoming challenges within a learning environment. These were viewed as similar to the Local Government Best Value Task Force (BVTF). There was evidence in the responses of a presumption and a strong reliance on the Scottish Executive to administer, facilitate and develop this networking and information exchange. Respondents also requested that the Scottish Executive launch Best Value as an initiative which conveys positive messages, rather than benchmarks and highlights poor performance.
The main point for further debate in this section raised by respondents was establishing the most effective constituency of successful forums to balance the utility of sector specific forums (i.e. NHS-only, NDPB-only) with the effectiveness of establishing cross-sector links and exchange. The range of functions, size and sectors within the public sector is acknowledged. A further suggestion was forwarded that this could be undertaken on a geographical basis and integrated with existing partnership forums of this nature.
4.2.1 Information Exchange/Forums Analysis
16 respondents - 17% of the sample, 50% of respondents (7 NDPB, 4 NHS, 2 Executive Agency, 4 Other)
4.2.2 Information Exchange/Forums Summary
Respondents clearly wish to exchange and share good practice. The main concern was that such networks already existed but were failing to deliver because they were being used inappropriately or were under resourced. Respondents were requesting alignment of such forums, and the provision of greater support for fewer mechanisms in order to use resources more effectively.
4.3 CENTRAL PROVISION OF COMPARATIVE INFORMATION
Several respondents called on the Scottish Executive to play a role in the provision of centralised comparative information for the purposes of benchmarking. Advantages of central provision were forwarded as:
- the need for some basic standards to ensure a level of uniformity across the sector and targeted at raising standards overall;
- avoiding duplication of effort;
- appropriate benchmarking by an external source; and
- providing assistance to 'unique' organisations which may not have an obvious comparator.
It was noted by respondents that benchmarking is an extremely resource-intensive task to support.
4.3.1 Central Provision of Comparative Information Analysis
5 respondents - 5% of the sample, 16% of respondents (2 NDPB, 2 NHS, 1 Executive Agency).
4.3.2 Central Provision of Comparative Information Summary
There is a vast amount of data available, and there are a multitude of sources from which comparative data can be accessed. Respondents would prefer the creation of a routing mechanism to existing sources rather than the development of a further source per se.
4.4 CASE STUDIES AND THE SHARING OF GOOD PRACTICE
Respondents requested provision of detailed Case Studies to illustrate how Best Value principles have been applied and demonstrated in other organisations. Respondents perceived that accumulating, analysing and disseminating good practice case studies should be identified as ongoing support. Respondents requested that the Scottish Executive provide details of good practice, including useful tools and techniques of application across a range of public services. Respondents noted that existing structures e.g. Scottish Quality Network could provide an opportunity to take this forward.
4.4.1 Case Studies Analysis
6 respondents - 7% of the sample, 19% of respondents (1 NDPB, 1 NHS, 2 Executive Agency, 2 Other).
4.5 LESSONS LEARNED FROM LOCAL GOVERNMENT
Respondents identified that the Local Government implementation of Best Value could provide valuable lessons for the wider rollout across the public sector and avoid duplication of effort. Respondents felt that organisational learning could be transferred from local government to the rest of the public sector. Respondents wished to learn from colleagues who have delivered Best Value over a period of time and have a number of concerns around the apparently cumbersome approach and bureaucracy of the Local Government implementation. It is acknowledge that Local Authorities were the 'pioneers of Best Value' and that significant development time and learning from their experiences could save effort.
4.5.1 Lessons Learned from Local Government Analysis
6 respondents - 7% of the sample, 19% of respondents (3 NDPB, 1 NHS, 1 Executive Agency, 1 Other).
4.5.2 Lessons Learned from Local Government Summary
Local Government has had nearly 7 years of experience with the development of Best Value. They have a distinct understanding of what Best Value means for Local Government service delivery, and have developed an understanding of Best Value, which is now part of Local Government culture. Local Government have lessons from which others can learn, and which should inform the future development of Best Value for the wider public sector.
4.6 ONGOING SUPPORT SUMMARY
The following issues were identified as areas of concern for respondents:
- Integration of ongoing support with support mechanisms that exist for related initiatives - to avoid duplication of effort and provide customer facing central point of contact.
- Appropriateness of targeting sector specific groupings versus cross-public sector groupings for ongoing support (i.e. NHS-only or NDPB-only forums and/ or integration of bodies in single forums).
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