By Steve LeachThe Local Government Act 2000 heralds the most radical departure from a system of business management that has remained relatively unchanged for over a century within local government. New structures and methods of working are being introduced in an effort to deliver more efficient and responsive decision-making. The division between executive and scrutiny responsibilities is intended to facilitate more clear, visible and accountable leadership, whilst providing new mechanisms to properly scrutinise decision making in a less partisan political environment. The change will challenge many established cultures and already some of the early experiments have raised concerns about the role of ‘backbench’ councilors, ’secret cabinets’ and access to information. The booklet is intended to guide the reader through some of the choices and dilemmas that local authorities will face as they implement these changes.

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There’s been a mixed welcome to proposals by the Government for the modernisation of the contracts of NHS consultants.Modernisation of the ways of working of this key group are seen as vital to the success of the NHS Plan, though have been the subject of tense discussion so far between the Department of Health and the BMA.

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At the first joint seminar of its kind, civil servants and executives from BT, J Sainsbury, Mars and the big banks have openly discussed ideas about best practice in customer service.The purpose was to compare and contrast best practice in customer focus in the public and private sectors and create an environment where the sectors can learn from each others’ approaches.

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