Business

Croydon's overall approach to best value is people-centred. It emphasises that the interests of the public come first. Best value is about results and not processes. The council must deliver customer-focused services which make 'a real and positive difference' to local people. If a change will deliver a better service for the customer then the council must make that change.

But we also recognises that its employees are its greatest asset and without their ideas and commitment little will improve. The council will manage any changes that best value requires, ensuring that employees are consulted, supported and treated fairly.

We have a legal obligation to select the service delivery option that is most likely to meet current and future customer needs, and deliver continuous service improvement in terms of economy efficiency and effectiveness.

The council recognises that no service is perfect - the expectation is that every service (whether provided directly, or through other public, private or voluntary sector alternatives) can be improved on some level.

Competition policy statements

The council's policy on competition under best value is outlined in the following 12 statements:

1. In determining how a service should be provided in the future, the council will select the service delivery option that is best for the public and at the same time most likely to deliver continuous improvement in terms of economy, efficiency and effectiveness.

2. A "mixed economy" of service provision (i.e. a number of providers and/or forms of service delivery) is likely to provide the optimal solution for Best Value in Croydon.

3. Whichever service delivery option is selected the council will work in genuine partnership with the provider/s.

4. The council will generally seek to retain in-house services where there is an over-riding reason for doing so, such as to safeguard the public interest or users' needs, or to maintain a 'core' democratic, policy or statutory function.

5. Following a successful test of competitiveness, if it can be shown that the performance of an existing service compares well with the best alternative provider, and it can be demonstrated that it will be able to meet the required improvement targets and customer needs, the current provider (in-house or otherwise) will be retained.

6. The council recognises that it does not have a monopoly on expertise and it will be proactive in seeking out new and innovative relationships with other sectors for all services to achieve mutual benefits.

7. Where it is established that a service is materially uncompetitive, and likely to remain so, or it has consistently failed to meet agreed performance improvement targets, some form of alternative service delivery will be pursued.

8. Where significant investment is needed, and/or where risks can be shared, the council will seek out new forms of funding, for example, through partnership with other best value authorities or the private sector.

9. Where it is found that there is no viable supply market for a service the council will explore ways of encouraging new providers, such as working with other best value authorities, with social or voluntary enterprises or re-packaging services.

10. Formal competition is seen as a means of demonstrating competitiveness and improving services, but it is not the only means.

11. The council will actively consider market testing where there is clearly a viable supply market for a service.

12. Existing partnerships, contracts and CCT arrangements are not exempt from the competition requirement and will be reviewed to ensure that they deliver best value.

The competition process

Challenge, consultation and comparison are integral to the assessment of the way in which competition should be addressed.

All reviews must assess the scope for alternative means of providing the service, identify potential options for service delivery, and develop a methodology for assessing these options for future means of service delivery, which incorporate customer needs, costs and quality of services. All services will be required to demonstrate that they are competitive by showing evidence of:

• the service meeting and responding to customer needs and expectations
• the service comparing well with the best, with continuous, measurable and sustainable service improvement
• identification and assessment of the options, opportunities and potential which the external market might offer
• a methodology to compare or test the options available, and their likely impact on competitiveness, service to customers, quality and costs
• the rationale and justification for the Best Value service delivery decision, showing how it proves that the service is competitive, to the satisfaction of customers, members and auditors / inspectors
• an action plan to deliver the improvements and changes identified.

Contact Details

Contact name

Andrew Royle

Job title

Senior Policy Officer

Department

Finance & Resources - Procurement Division

Telephone

020 8407 1318

Fax

020 8760 5571

Email

andrew.royle@croydon.gov.uk

Address

6th Floor Taberner House
Park Lane
Croydon
CR9 3JS