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Best Value: Is It Delivering?

Author

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  • Paul Higgins
  • Philip James
  • Ian Roper

Abstract

The enhancement of public service performance has been a central concern of successive Labour governments since 1997. Best Value is intended to address this by replacing the former policy of compulsory competitive tendering with a policy that has been likened to a local government version of total quality management. In this article the authors draw on a survey of local government officers to explore the extent to which BV is providing the basis for improvements in the quality of local services and finds mixed results.

Suggested Citation

  • Paul Higgins & Philip James & Ian Roper, 2004. "Best Value: Is It Delivering?," Public Money & Management, Taylor & Francis Journals, vol. 24(4), pages 251-258, August.
    • Handle: RePEc:taf:pubmmg:v:24:y:2004:i:4:p:251-258
    DOI: 10.1111/j.1467-9302.2004.00427.x
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    Cited by:

    1. Michela Arnaboldi & Irvine Lapsley, 2010. "Asset management in cities: polyphony in action?," Accounting, Auditing & Accountability Journal, Emerald Group Publishing Limited, vol. 23(3), pages 392-419, March.
    2. Michela Arnaboldi & Irvine Lapsley, 2008. "Making Management Auditable: The Implementation of Best Value in Local Government," Abacus, Accounting Foundation, University of Sydney, vol. 44(1), pages 22-47, March.
    3. Ian Cunningham & Philip James, 2017. "Analysing public service outsourcing: The value of a regulatory perspective," Environment and Planning C, , vol. 35(6), pages 958-974, September.
    4. Alan Boyd & Adrian Nelson, 2011. "Knowing and doing: the value of intelligent application in local government improvement," Public Money & Management, Taylor & Francis Journals, vol. 31(4), pages 249-256, July.

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