Transformation
Looking back - moving forward: an account of council improvement by leading politicians
05/02/09 22:02 Filed in: Local
Government | Public
Administration
An excellent and succinct collection of eight
leaders’ and one elected mayor’s personal accounts of
their council’s improvement journey, produced and
published by the IDeA. The accounts of these leaders
are significant, complex and represent collective
endeavours. Through their stories some strong themes
emerge. To many leaders these themes will sound
self-evident, but they are worth stating again
because their obviousness often only becomes so with
hindsight. What is also evident is the real sense
that all the leaders involved are not content to rest
on their achievements and that they have a strong
commitment to continuous improvement.
Click here to view the report...
The report is published as a .pdf document. If you can not view the report, you may need to install Acrobat Reader on your machine. Read More...
Click here to view the report...
The report is published as a .pdf document. If you can not view the report, you may need to install Acrobat Reader on your machine. Read More...
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Sharing and integration of services to children
This case study examines the advantages and practical
challenges of sharing and integrating services
between Rotherham Council and Primary Care Trust for
Children's Services, and the practical lessons that
other organisation can consider whether evolving
Children's Services or other shared services
initiatives.
The case study looks at how both these different bodies have had to rise to challenges of adapting to a different culture, agree on new outcomes and objectives, integrate process, share information and manage confidentiality. Officers and executives of the council explain how they have managed staff change and created an integrated structure to accommodate the different organisational issues, responsibilities and governance across the Local Authority and PCT. The importance of creating a shared vision and establishing core principles is also highlighted.
To view click here. Read More...
The case study looks at how both these different bodies have had to rise to challenges of adapting to a different culture, agree on new outcomes and objectives, integrate process, share information and manage confidentiality. Officers and executives of the council explain how they have managed staff change and created an integrated structure to accommodate the different organisational issues, responsibilities and governance across the Local Authority and PCT. The importance of creating a shared vision and establishing core principles is also highlighted.
To view click here. Read More...
Efficiency savings through outsourcing
26/06/07 12:36 Filed in: Public
Administration | Shared
Services
Spelthorne has recently renewed its IT outsourcing
contract with Steria to deliver technical solutions
that will support service modernisation and
improvement, while making £125K savings at the same
time. Spelthornes partnership with Steria is
supporting customer service improvement and releasing
significant efficiencies for its Planning and
Revenues and Benefits department with online
self-service facilities that allow residents and
businesses to manage their accounts and make payments
online.
Click here to view. Read More...
Click here to view. Read More...
Keys to LSP and LAA Success - Openness, Information Sharing and Performance Management Keys to LSP and LAA Success - Openness, Information Sharing and Performance Management
20/06/07 12:31 Filed in: Public
Administration | Local
Partherships
The open sharing of information and monitoring of
performance are key to the success of Local
Partnerships, LAAs and LSPs. Now for the very first
time, LocalGov TV are going to be talking the same
language but also talking about it at the same time.
'I believe that data and that accuracy of data will
provide us with the power we never had but also
provide us with much more confidence that the
activities we are suggesting as the way forward are
the right activities' claims Dr Angela Lennox,
Chair, Leicester Partnership.
To view click here.
Read More...
To view click here.
Read More...
Sharing Services: A route to getting started
18/06/07 12:29 Filed in: Public
Administration | Shared
Services
This expert forum brings together policy leaders,
advisors and practitioners to consider the benefits
that Shared Services between councils and other
public bodies can deliver, and, most importantly, the
different approaches to partnerships, governance and
commercial arrangements that are proving successful
in establishing successful shared services.
To view, click here. Read More...
To view, click here. Read More...
Local Government Transformation Outlook: Bromley
11/06/07 12:26 Filed in: Public
Administration | Shared
Services
Find out how Bromley is transforming services to
residents and generating internal efficiencies by
increasing links between its call centre and service
departments via a new CRM implementation. As part of
its Customer Access Programme, Bromley has
implemented a new Customer Relationship Management
(CRM) system using business process templates to
automate linkage between call centre staff and staff
within ten key service departments.
In this case study key personnel discuss the many benefits of the new structure. Contact centre staff can now train on a single system with links through to the different back office systems. This reduces the time and cost of staff training in addition to providing a swifter, more professional service to customers. The constant update of information also enables the fast and accurate production of reports for reviews.
"We were absolutely delighted with the ability to implement the new system in less than four months and the whole project including the development of hardware and software was done for under 200,000 pounds". Jim Haslam, Assistant Director of Business Solutions & ICT
To view, click
The implementation of the Microsoft Dynamics CRM system was carried out by Optevia, using Optevia's set of proprietary business process templates to provide best practice linkage to various departmental services in order to accelerate the overall CRM implementation." rel="external">here.
In this case study key personnel discuss the many benefits of the new structure. Contact centre staff can now train on a single system with links through to the different back office systems. This reduces the time and cost of staff training in addition to providing a swifter, more professional service to customers. The constant update of information also enables the fast and accurate production of reports for reviews.
"We were absolutely delighted with the ability to implement the new system in less than four months and the whole project including the development of hardware and software was done for under 200,000 pounds". Jim Haslam, Assistant Director of Business Solutions & ICT
To view, click
The implementation of the Microsoft Dynamics CRM system was carried out by Optevia, using Optevia's set of proprietary business process templates to provide best practice linkage to various departmental services in order to accelerate the overall CRM implementation." rel="external">here.
Local Government progress with shared services
06/06/07 12:22 Filed in: Public
Administration | Shared
Services
Sue Reid, Head of the Modernisation and Efficiency
Division at the Department of Communities and Local
Government discusses in a one-to-one interview the
progress Local Authorities and public sector bodies
are making towards sharing their services.
To watch, click here. Read More...
To watch, click here. Read More...
Written Ministerial Statement on Machinery of Government Changes: June 2007
28/06/07 12:10 Filed in: Public
Administration
This is a transcript of the written
ministerial statement by Prime Minister Gordon
Brown on the Machinery of Government changes on
28 June 2007. He says that the changes will
sharpen the focus of central government on the
new and very different challenges that Britain
will face in the years ahead.
Choice Matters: Putting patients in control
26/06/07 12:00 Filed in: Health
This document provides an update
on the implementation of patient choice in the
NHS since it was introduced at the start of
2006. It focuses on the experiences of patients
and NHS staff. It is aimed at Chief Executives
of primary care trusts, NHS trusts, and
strategic health authorities, Medical Directors,
Directors of Nursing, GPs, and Communications
Leads.
Government reponse to Power of Information Review
25/06/07 11:53 Filed in: Public
Administration
This paper gives the Government’s
response to the Power of Information Review. It
outlines how the Government plans to take
forward the recommendations of the review.
Modernising adult Social Care: What's working
21/06/07 11:50 Filed in: Social Care
This report assesses the progress
and outcomes of the process of modernisation
initiated in Modernising Social Services (1998)
and developed in Independence, Well-being, and
Choice (2005), and Our Health, Our Care, Our Say
(2006) and related policies. It is aimed at
Directors of adult social services.
DFT: Building our capacity together
21/06/07 11:47 Filed in: Transport
| Public
Administration
This action plan outlines the
Department for Transport's priorities for the
future, coming out of the department's
Capability Review assessment.
Cutting bureaucracy in public services: DfES
21/06/07 11:41 Filed in: Public
Administration | Education
The Cabinet Office is today launching its public
sector better regulation strategy, which aims to
identify and reduce the bureaucratic burden on the
front line. The aim is to find practical ways to
lessen the main administrative and regulatory burdens
on the front line, without creating more bureaucracy
in order to do so.
The strategy follows up some major initiatives to reduce bureaucracy already underway, and also focuses on what’s next. In the HE sector, for example, a recently agreed Concordat is significantly simplifying data collection and quality assurance. Next steps will extend the Concordat to more organisations and professional bodies; seek to address issues of health education regulation; and, ensure that the implementation of Sandy Leitch’s recommendations in the HE sector is consistent with principles of good regulation.
In the schools sector, the New Relationship with Schools (NRwS) was formulated in response to a review of unnecessary bureaucracy. It aims, within the context of delivering school improvement and the five Every Child Matters outcomes, to: lift bureaucratic burdens that schools feel add nothing to their core purposes; remove confusion and irritation in schools as a result of the number and separateness of the initiatives coming at them (‘initiative overload’); improve accountability by helping schools identify priorities according to their needs, based on the evidence of their self-evaluation; and, restore schools’ sense of responsibility for their own actions.
And in FE, there have been a number of recent major reforms - a focus on simplification; the creation of a single inspectorate for FE and of an Information Authority, which sets standards and organises how information about FE is collected, managed and disseminated; the Managing Information Across Partners Programme, which is securing efficiencies by improving how information about learners and learning is shared across the whole education sector; the creation of a communications gateway for the FE System and the establishment of a Practitioner Panel to advise on the timing and content of publications – LSC has reduced by over 60% the number of its publications between January and March this year compared with the same time last year. The Department recognises and values the commitment shown by the members of the gatekeeping groups to helping the DfES and its delivery partners make a real difference for those at the frontline.
For the future, the big thing that will make a difference in FE is the move to self regulation. This offers the opportunity to further streamline and challenge.
The strategy follows up some major initiatives to reduce bureaucracy already underway, and also focuses on what’s next. In the HE sector, for example, a recently agreed Concordat is significantly simplifying data collection and quality assurance. Next steps will extend the Concordat to more organisations and professional bodies; seek to address issues of health education regulation; and, ensure that the implementation of Sandy Leitch’s recommendations in the HE sector is consistent with principles of good regulation.
In the schools sector, the New Relationship with Schools (NRwS) was formulated in response to a review of unnecessary bureaucracy. It aims, within the context of delivering school improvement and the five Every Child Matters outcomes, to: lift bureaucratic burdens that schools feel add nothing to their core purposes; remove confusion and irritation in schools as a result of the number and separateness of the initiatives coming at them (‘initiative overload’); improve accountability by helping schools identify priorities according to their needs, based on the evidence of their self-evaluation; and, restore schools’ sense of responsibility for their own actions.
And in FE, there have been a number of recent major reforms - a focus on simplification; the creation of a single inspectorate for FE and of an Information Authority, which sets standards and organises how information about FE is collected, managed and disseminated; the Managing Information Across Partners Programme, which is securing efficiencies by improving how information about learners and learning is shared across the whole education sector; the creation of a communications gateway for the FE System and the establishment of a Practitioner Panel to advise on the timing and content of publications – LSC has reduced by over 60% the number of its publications between January and March this year compared with the same time last year. The Department recognises and values the commitment shown by the members of the gatekeeping groups to helping the DfES and its delivery partners make a real difference for those at the frontline.
For the future, the big thing that will make a difference in FE is the move to self regulation. This offers the opportunity to further streamline and challenge.
ICT capital grant for mobile technology
This updated circular sets out the
requirements for the ICT capital grant for
2007-08. In particular, the specific conditions
of grant, grant allocations and payment
arrangement. The main change to this guidance is
in the Acceptance of Grant form at Annex E.
White Paper: Care Matters - Time for Change
This white paper sets out the
steps the Department for Education and Skills,
together with local delivery partners, will take
to ensure children and young people in care get
a better start in life. It builds on responses
to the green paper, Care Matters: Transforming
the Lives of Children and Young People in Care,
and the conclusions of four working groups
established to investigate best practice in
supporting those in care.
Click here to access relevant webpage.
Click here to access relevant webpage.
Transformation at work
19/06/07 11:22 Filed in: Equality
| Public
Administration
This webpage gives information
about the Equal Opportunities Commission's
investigation into the transformation of work,
which examines imaginative and practical ways to
meet the changing demands of today's workplace.
It gives links to the final report and a series
of supporting resources.