What's a Best Value inspection like? We report on what to expect
Although Best Value inspections are only just getting underway across England, here in Nottingham we are one of a select band who can already say we know what it's like to be inspected. And overall, both the experience and outcomes have been very positive and beneficial.

We volunteered as one of three authorities nationally to assist the Audit Commission's Housing Inspectorate in testing their methodology for carrying out Best Value inspections, alongside Lincoln city council and Welwyn Hatfield council. The primary purpose of the inspection therefore was not the inspection of our housing service, but the testing of the Audit Commission's methodology. However, the style of inspection, and the style of report we received was similar to that which authorities will receive when actual inspections are undertaken.

The inspection team reviewed aspects of our corporate approach to Best Value and our housing strategy, focussing specifically on our management of the housing repairs service and allocations.

The first phase was a "desk top" review of our key departmental documents, policies, strategies and performance information. This included Best Value documents, our housing strategy and Housing Investment Programme, annual reports and accounts, and details of performance against national indicators.

The team then decided to focus on three main questions to test the reality of our services and filter out any spin. What is important to the customer? How much money is involved? What is the risk involved? At the time we had not undertaken a Best Value review of either of the services. So the inspection team undertook a service review rather than an inspection of a review.

The second phase involved a team of four inspectors visiting Nottingham for four weeks - quite intense for both ourselves and the team. It included interviews with staff across the full spectrum of levels; interviews with staff at the government office for the East Midlands; interviews with members and tenants; mystery shopping exercises; and shadowing staff.

The customer interface and "reality checking" of the customer experience was a key tool of inspection. The focus was to assess how customers were able to drive service standards and influence changes to the way services were delivered. Like most authorities we have an established framework for consultation and a considerable amount of information about our customers' views. However, as a result of the inspection, we were able to identify gaps in how we were using this information to drive service delivery.

The inspection also highlighted the balance required between quality and speed of service delivery. Whilst many Audit Commission performance indicators record the speed in which services are delivered, the inspection itself focussed on the quality and standard of the finished product. This involved both physical physical audits of repairs and the standard of empty properties; and interviews and focus group work with tenants and customers. Vacant property management was a particular area in which we were able to benefit, and as a result, we have developed a lettable standard more in keeping with our tenants' expectations.

Whilst accepting the inspection was a pilot, an independent, external evaluation of service delivery by four experts in the housing and local government field certainly provides an extra dimension that we consider to be of great benefit.

The final report was presented using signposts for improvement from which we have developed a medium term improvement programme for our repairs and allocations services which we intend to have fully implemented by December 2001. Both services received a two star rating, although this was on the basis that neither had been reviewed internally and so an assessment of potential for improvement following review was not valid.

The inspection showed that we have well-developed systems for working in partnership; a clearly considered Best Value review process; a good housing strategy; many good quality staff members keen to provide a good service; and finally, a willingness to consider innovation.

The areas that were sign-posted for ongoing our attention were:

  • to ensure that the Best Value review process is rigorously applied and fully addresses the 4Cs
  • in consultation with our tenants, develop and implement a clear tenant participation strategy
  • fully develop a corporate procurement strategy
  • fully develop a contract management and competition strategy
  • fully involve customers in contract letting and management
  • improve monitoring systems, aiming and continuous improvement in quality and customer satisfaction
  • adopt a realistic and reasonable lettable standard
  • review levels of IT investment

So what advice would I give to authorities preparing for inspection? Ensure your policies and strategies are current, reviewed, realistic and relative. Make sure your monitoring systems are rigorous and transparent. Ensure that performance is assessed and presented honestly. Make sure councillors and staff are on board, and supported through the process. Check that your service plans are in place and that they are meaningful.

And don't forget to address the 4Cs rigorously.

Be prepared for an intense, but highly rewarding few weeks. The results are likely to provide benefits both for the services being directly reviewed and - by applying the management improvements highlighted - for other services that may not be part of the inspection. From our experience, inspection also seemed to engage tenants in a productive manner from which hopefully, we will all benefit.