Archives for January 8th, 2001

LARGE IT PROJECT OWNERSHIP THE KEY TO SUCCESS

Headlines, PublicNet: 8 January, 2001

A Cabinet Office progress report on “Successful IT” published last year shows that ownership is a key feature in delivering projects. Central government is implementing 50 large IT projects and they all now have a Senior Responsible Owner . The benefits from ownership are streamlined decision-making and an end to confusion about who reports where and who takes responsibility. The process starts at the top with E-Envoy Andrew Pinder fulfilling the role of Senior Responsible Owner for overseeing the implementation of the report.Other management strategies are also being applied to increase the success rate to what can only be described as a poor track record. Suppliers are being actively managed and greater clarity is being brought to government procurement policy through updated guidance. The Office of Government Commerce has published a procurement brief identifying the principal sources of guidance during the various stages within the procurement cycle.

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FUNDS TO TARGET EDUCATION THREATS

Headlines, PublicNet: 8 January, 2001

The drive to improve education standards has come under threat from unfilled teacher posts and disaffected pupils. The most acute problems arise in low attaining Secondary schools which have difficulty both in filling posts and problem pupils. Low attaining schools are to receive up to 70,000 pounds to allow them to pay recruitment and retention bonuses to teachers, as well as to adopt other measures.The rising level of teacher vacancies in London and South East England resulting from labour market competition and high living costs is causing increasing concern and new money is likely to be injected to ease the situation. It is expected that an impending pay deal will include retention bonuses of up to 5000 pounds to newly qualified teachers in areas of recruitment difficulty. London weighting is also likely to be increased by one third.

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CAPACITIES NEEDED BY LOCAL AUTHORITY CHIEF EXECUTIVES

Abstracts, PublicNet: 8 January, 2001

Broussine MThe International Journal of Public Sector Management, (UK), 2000 Vol 13 No 6

Start page: 498. No of pages: 10

Investigates the competencies needed by the chief executives of UK local government; highlights the complex nature of the role; suggests that it is predominately concerned with values and politics. Reports on research commissioned by the Society of Local Authority Chief Executives to look into the key competencies that chief executives need to develop. Outlines a survey of thirty-six chief executives using regional focus groups and telephone interviews. Identifies five main capacities from the survey; identifies these as the capacity to work with the political dimension, to lead change and develop the organization, to maintain personal perspective and self-knowledge, to develop effective external relationships and to maintain a focus on strategic long-term issues; illustrates each capacity with verbatim quotations from chief executives. Spotlights the problematic relationship between chief executive and the leader of the council; puts forward that the concept of “capacity” is appropriate as a description of the chief executives role of being responsible for many diverse dimensions of local government work.

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