Bridging the Quality Gaps

Abstract

In the UK the policy shift from Compulsory Competitive Tendering to Best Value marks a transition away from a model of public service delivery governed primarily by principles of competition and efficiency towards one which incorporates principles of trust, partnership and public service quality. This article explores a facet of the new Best Value framework - the need to demonstrate continuous improvement of service delivery via meaningful comparisons with like service providers. The findings are based on a case study of a local authority benchmarking group for leisure services set up in response to the Best Value regime. Despite the difficulties associated with benchmarking the evidence suggests that, in a collaborative rather than a competitive or defensive benchmarklng setting, it should be an effective way of delivering continuous improvement in service ‘processes’-both in terms of cost reduction and service quality enhancement for direct users. Benchmarkers must, however, address intra-organizational issues in order to ensure learning is implemented. It appears less likely that improvements in meeting the needs of ‘customers’ who are non-users can be delivered using this tool since disparties here may emanate more from policy and funding gaps than from operational planning and control gaps.