Archives for June 2013

PAYING SUPPLIERS AND KNOWING WHERE THE MONEY WENT

Features, PublicNet: 14 June, 2013

Software to automate invoice processing has been available for a long time, but many councils persist with manual systems. There are reasons for this including the continued use of paper by suppliers. This article explains how Enfield Council overcame the difficulty of handling all shapes and sizes of invoices by automating processes.

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HOW TO IMPROVE DIGITAL AND MOBILE ENGAGEMENT

Abstracts, PublicNet: 13 June, 2013

This briefing from the Society for IT Management shows how councils can take advantage of digital and mobile technologies in response to the challenges of austerity.

The Better connected 2013 research examined councils’ use of social media, email alerts, customer accounts and other digital tools for citizen engagement and service delivery. Key findings and lessons from this research are set out in the briefing.

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COMBINED AUTHORITY FOR LEEDS CITY REGION TO BOOST GROWTH

Headlines, PublicNet: 12 June, 2013

Plans have been agreed for six Yorkshire councils to manage a pooled fund to support economic growth and transport.

The proposed West Yorkshire Combined Authority will be made up from Leeds City Council, York City Council, Bradford MDC, Wakefield Council, CalderdaleDC and Kirklees MBC. The combined authority will have significant powers and funding devolved to it from April 2014. As well as focusing on driving economic growth through a joint approach to strategic investment, the Combined Authority will take on responsibility for Metro’s role as the Local Transport Authority for the area. This will create a streamlined, integrated delivery body.

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PROJECT RISK ANALYSIS: TECHNIQUES FOR FORECASTING FUNDING REQUIREMENTS COSTS AND TIMESCALES

Book News, PublicNet: 11 June, 2013

PROJECT RISK ANALYSIS: TECHNIQUES FOR FORECASTING FUNDING REQUIREMENTS COSTS AND TIMESCALES

In this book Derek Salkeld  presents insights into the key elements of delivering projects on time and on budget.

Risk and opportunity are inherent in projects and yet, whilst many organizations invest heavily in project management methodologies and processes in the hope of ensuring delivery on time and on budget, project sponsors, project board members or managers do not see that the root cause of the problem of overspend and late completion could be that their projects were underestimated in the first place.

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CALL FOR SHAKE-UP IN CAREERS RPOVISION IN SCHOOLS

Headlines, PublicNet: 10 June, 2013

The National Careers Council has challenged  employers, Government, education and the careers sectors to act boldly and decisively in framing a more coherent national and local careers offer for young people and adults.

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THE BEGUILING IDEA OF “SELF-FINANCING SPENDING”

Features, PublicNet: 7 June, 2013

How to reduce debt is an issue facing many governments. Spending to promote growth is an argument that is growing in popularity.  In this article Ryan Bourne and Tim Knox of the Centre for Policy Studies look at both sides of the argument.

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BUSINESS WORKPLACE MOBILITY SURVEY GIVES MESSAGE TO PUBLIC SERVICES

Headlines, PublicNet: 6 June, 2013

A survey of the use of personal communication devices in the workplace in small and medium sized businesses reveals a growing demand to introduce more flexible and mobile work practices. The survey findings have a message for public services.

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CHALLENGES OF SHARING ICT SERVICES EXPOSED

Abstracts, PublicNet: 5 June, 2013

The challenges for councils in sharing ICT services are set out in the latest Society of IT Management briefing which describes the recent experiences of the Aylesbury Vale and Dacorum partnership, and that of the councils involved in East Kent Services.

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FROM SMART TO WISE – ACTING AND LEADING WITH WISDOM

Book News, PublicNet: 4 June, 2013

Prasad Kaipa and Navi Radjou offer a fresh and timely approach to nurturing wise, resilient, and flexible leadership in a world of growing complexity.

Leaders tend to obstinately stick to the leadership style that brought them most success in the past. At the extremes these styles  are functional leadership that focuses on operational excellence and smart leadership that focuses on growth. When a leader’s focus is too functional, the organization becomes introverted and can focus too much on bottom-line profitability while missing out on top-line growth opportunities. But when leaders focus too much on smart leadership, the organization may experience quick growth but lose its effectiveness quickly.

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SOCIAL MEDIA SPREADS ACROSS ORGANISATIONS BUT LOCAL GOVERMMENT PULLS THE PLUG ON NETWORKING

Headlines, PublicNet: 3 June, 2013

The explosion of social media use in the personal lives of many people has led over half of organisation to use social media tools to communicate and build communities with their employees. Cuts in local government have led to the impending closure of the network which allows people developing social media to share experiences.

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