Archives for October 26th, 2000

LACK OF LEADERSHIP FOR E-GOVERNMENT

Headlines, PublicNet: 26 October, 2000

Leadership is lacking in moving public services towards e-government. This is the claim made by EURIM – the European Infomatics Market, an industry- Parliament lobby group. The Group’s report, A Shock to the System – Joined up Electronic Government, is critical of progress made in developing e-government. The public sector is viewed as ‘change resistant’The Group believes that the fundamental change in the way IT is used, which is an aim of the March 1999 White Paper on Modernising government, has not happened. It attributes this to a leadership failure to influence attitudes and thinking and urges that a cabinet level minister should be given the task of driving e-government.

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STRATEGY TO CUT PUBLIC SECTOR WATER BILLS

Headlines, PublicNet: 26 October, 2000

Central and local government are each set to make an annual saving of 30m pounds on water bills as a result of strategic initiative taken by the Office for Government Commerce. Central departments and local councils spend a total of 600m pounds on water bills, but this will fall over the next three years as a new database provides benchmarks and other data.The 250m pound contract for the database has been won by Energy Metering Technology who will use a web-based version of its monitoring and targeting software to establish benchmarks and target indicators on a monthly basis. Public sector bodies will then be able to input data online to see how they compare against the published benchmark and against other organisations in their specific building group.

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IMPLEMENTING BEST VALUE

Abstracts, PublicNet: 26 October, 2000

Martin SPublic Administration, (UK), 2000 Vol 78 No 1

Start page: 209. No of pages: 19

Assesses the impact the ‘Best Value’ will have on local government in the UK. Discusses the differences between Best Value and compulsory competitive tendering, the system it replaces. Sees the change as indicating a shift in the relationship between central and local government, with locus of decision making moving away from the centre towards the localities. Examines the approaches that local authorities are taking to implementing Best Value, identifying four main approaches – the provision of in-house, functionally organized services; the contracting out of services to the private sector or delivering them through public-private partnerships; the integration of services around the needs of particular client groups; and the integration of services around the needs of local communities. Considers the future development of Best Value.

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