Contact: Jenny Heath, Corporate Performance Manager, ext 7402

1 Summary

1.1 This report highlights the impact of government initiatives on the Council's Best Value review programme and in particular on those cross-cutting reviews which form part of this Committee's forward timetable.

2 Background

2.1 In December 2001 the Cabinet agreed a revised approach to the Best Value review programme - aiming at developing a single integrated corporate improvement programme and ensuring that the scope of reviews are linked to cross-cutting corporate priorities.

2.2 Following the Local Government White Paper `Strong Local Leadership - Quality Public Services', Statutory Instrument 2002 / 305 has removed the constraint to establish a Best Value programme to review all functions within a five year period. While Best Value reviews are still a requirement, this releases local authorities to focus on those areas where there is greatest potential for improvement or innovation, supporting the changes the Council is already making to its review programme.

2.3 There are a number of key areas in which the Council is carrying out assessments of its priorities:

· development of the Corporate Strategy

· agreement of the local Public Service Agreement (PSA)

· self-assessment of the Council's capacity to improve as part of the Comprehensive Performance Assessment (CPA) process

These are enabling a clear overall picture to emerge of those areas where the Council needs to focus its resources.

3 Developing the review programme

3.1 While a number of service-based reviews remain in the year three programme, many reviews are now on strategic and/or cross-cutting issues. Simultaneously with encouraging review teams to focus on strategic issues, the Council's Best Value process has been streamlined with the aim of targeting areas for improvement, rather than embarking on a detailed review of an entire service or function.

3.2 In developing the review programme further, the aim is to avoid duplication of development work arising from other projects or initiatives and of service planning work undertaken to maintain continuous improvement in existing services.

4 Progress with cross-cutting reviews

4.1 This Committee has responsibility for the cross-cutting reviews in the Best Value Review programme. Time has been taken to ensure that the boundaries for these reviews are appropriately drawn to ensure their scope is likely to deliver service improvements. Progress with these reviews is as follows:

· the International Relations review has a well defined scope and is on target to meet the agreed project timetable (see Appendix)

· the Democratic Services review is running to a slightly later timetable but is similarly on target with its plan (see Appendix)

· the boundaries of the `Human Resources in a Changing Environment' review were drawn to avoid duplication of work being carried out under the Enterprise Project and the Pay and Benefits Scheme. However, there have been difficulties in keeping the various exercises to the same timetable and the Review Team Leader is considering the options for continuing in the most effective way

· the scope of the `Managing Change' review has yet to be fully defined.

5 Conclusion

5.1 There is a need to ensure that the reviews of `Human Resources in a Changing Environment' and `Managing Change' will make best use of resources and address key corporate priorities. While this can be achieved by progressing current plans, it would seem sensible to await the outcome of feedback from the Comprehensive Assessment Team. This would maintain flexibility to prioritise resources on key review areas if necessary.

Recommendation

1 That this Committee accept the delay in progressing the Best Value reviews of `Human Resources in a Changing Environment' and `Managing Change' pending receipt of a further report.