CALL FOR MORE STRATEGIC SOURCING BY COUNCILS

Abstracts: January 10th, 2013

Strategic sourcing, a more sophisticated approach to obtaining the ICT services used by local public service organisations, is likely to offer less risk and greater benefits to communities than simple outsourcing contracts.

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SOCIAL VALUES GUIDE

Abstracts: December 17th, 2012

The Social Values Act becomes effective on 1 January 2013. This guide is designed to help councils, the NHS and other public bodies respond to its requirement. It explains how social value can be embedded into commissioning and procurement.

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CALL FOR WHITEHALL TO ADOPT RADICAL NEW WAYS OF WORKING

Abstracts: December 5th, 2012

The Institute of Government has proposed radical new ways of working to bolster fragile Whitehall departments threatened by further civil service salami slicing as more cuts to departmental budgets are announced by the Chancellor.

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THE SILENT LANGUAGE OF LEADERS – HOW BODY LANGUAGE CAN HELP

Abstracts: November 27th, 2012

This guide for using body language to lead more effectively, by Carol Kinsey Goman, is important for leadership communication in many important ways.

Efforts to communicate effectively can be derailed by even the smallest nonverbal gestures such as the way someone sits in a meeting, or stands at the podium at a speaking engagement.

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TRANSFORMING WHITEHALL

Abstracts: November 22nd, 2012

Whitehall is at a turning point. Overall the Civil Service has shrunk by over 54,000 full-time equivalents or 11% since 2010. The Institute for Government is charting how the radical changes have been made and drawing lessons for the future.

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BENEFITS OF SHARING PUBLIC SERVICE DELIVERY MORE THAN COST SAVING

Abstracts: November 13th, 2012

Sharing is an increasingly important element of local public services sourcing strategy with benefits extending well beyond cost saving says latest Socitm Pocket Guide.

The Guide, from the Society of IT Management, describes sharing as one of the strategic capabilities required for local public service reform.

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PUBLIC SECTOR MUST RESPOND TO 4G DEVELOPMENT

Abstracts: November 7th, 2012

With 4G imminent, public service managers should be thinking hard about implications of this new development in a world where 3G has already made mobile internet use routine.

This warning comes from the Society for IT Management in a report ‘4G mobile telephony: coming to a town near you?’ The report sets out the challenges and opportunities and provides advice about what local public service organisations need to do about them.

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FALLING SATISFACTION WITH NHS AND CONCERN ABOUT THE FUTURE

Abstracts: October 31st, 2012

The annual survey to find out public perceptions of the NHS shows a decline in satisfaction with the current situation and concern about the future.

The survey is the latest in a series conducted by the Ipsos MORI Social
Research Institute for the Department of Health between Spring 2000 and Spring 2012. It aims to explore public perceptions of the NHS and to track how perceptions have changed over time.

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MAJORITY OF CONTACTS WITH COUNCILS NOW ONLINE

Abstracts: October 23rd, 2012

Soctim estimates that some 66 per cent of contacts to local councils are online. This amounts to some 388m website visits.

Details are published in ‘Channel shift: grasping the opportunity’. The report emphasizes that for some councils, per head volumes will be much higher and it urges all councils to work out their own score for this key variable. This process will highlight the scope for savings on the cost of handling initial enquiries and provide evidence for a business case for a ‘digital by default’ strategy. The aim is that 80% of public services should be delivered online.

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EVALUATION OF TAILORED SUPPORT OFFER TO LOCAL AUTHORITIES

Abstracts: October 9th, 2012

This collection of case studies published by the Local Government Association describes the various forms of support councils are providing for unemployed young people.

The case studies demonstrate that because councils are close to the problem of unemployed youth and have much detailed and expert local knowledge, they are able to make effective interventions.

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