This case study from the IDeA outlines the different approaches two local authorities in Staffordshire have taken to delivering services through one-stop shops. A one-stop shop can be defined as the physical location where citizens can visit and access a range of local authority and partner organisation’s services in one place and in a seamless, convenient and integrated way. The layout and range of services offered by these shops varies from council to council. For Newcastle-under-Lyme Borough Council, community-run one-stop shops deliver some of its services. Staffordshire Moorlands District Council, on the other hand, sets up its one-stop shops in partnership with the County Council. Both councils work with a range of partners – the police, Citizens Advice, Pension Service etc. – delivering their services either through surgeries or on their behalf.The key message emanating from this comparative study is: there is no single best approach to one-stop shops. A good understanding of local needs, the best use of available resources, and effective joining-up with local partners are a good basis from which to start.
A new study has found that three estates built more than 20 years ago have avoided many of the problems associated with large concentrations of social housing because of their planned mix of homes for ownership and rent. The research conducted for the Joseph Rowntree Foundation and published today, shows that the estates have developed into mature, ‘ordinary’ communities in spite of their higher than average levels of deprivation.The study was carried out in Peterborough, Norwich and Middlesbrough by researchers from Sheffield Hallam University. They conclude that a combination of mixed tenure, well-planned community facilities and a pleasant environment have enabled the estates to remain attractive places to live where demand for empty property remains high.
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Public bodies are lagging behind private business in the integration of Information Technology into its core activities, according to a study by Mercury Interactive Corporation among skilled IT personnel. The result is that the public sector is failing to learn from the tough IT lessons suffered by the private sector.Mercury, a leading organisation in business technology optimisation found the private sector was making best use of technology to improve business performance and address investment errors made during the 1990s technology boom, but government IT initiatives were only just starting to do so. Seven out of ten private sector professionals thought IT was now well integrated into their core business but only 34 per cent of public sector professionals shared that view.
Read more on PUBLIC SECTOR ‘FAILING TO LEARN FROM IT MISTAKES IN PRIVATE BUSINESS’…