Improvement Service

This report compiles the findings of a number of Association of Public Service Excellence briefing papers. It reviews case studies of effective practice in public procurement; shared services and joint working; lean and systems thinking; energy and green issues; lessons from Total Place; performance management and process benchmarking; joint chief executives and shared management posts; income generation; staff absence; productivity; in-house service improvement plans; and APSE's competitiveness continuum. It considers how to achieve efficiencies in different service areas and sets out guidance for the following services: catering; building; street cleansing; parks and green spaces; refuse collection services; leisure services; street lighting; and highways maintenance and winter maintenance.

Research paper which outlines 'radical efficiency', an approach to innovation in public services which results in better outcomes at much lower cost. The paper outlines the four aspects of radical efficiency: new insights – where new ideas come from; new customers – re-conceptualising customers; new suppliers – looking again at who is doing the work, and reconsidering the role of the customer; and new resources – tapping into latent resources locked up in the people, assets and organisations that are often taken for granted. It also presents 10 detailed case studies, arguing that savings of between 20% and 60% are possible alongside better outcomes

This checklist, from Audit Scotland, the Northern Ireland Audit Office and the Wales Audit Office, considers the need to review public services to meet the challenges of the current economic climate. It outlines the key elements to securing greater efficiency and productivity in the public sector: a priority-based approach to budgeting and spending; improving information on productivity, service quality and performance; and improving collaboration and joint working. The checklist is designed to help identify whether any action is needed to improve the delivery of efficiency and productivity improvements within a public sector organisation.

Evaluation of the Cost Architecture Model pilot at two Scottish councils, which used Activity Based Costing to help develop a better understanding of how much it costs to provide a service. The report looks at the ease of use of the cost calculator and accompanying user guides and support materials, the effectiveness of external co-ordination and support mechanisms, and the usefulness and effectiveness of the Cost Architecture Model itself in identifying waste and inefficiency and informing/driving service improvements.

Report from Audit Scotland which assesses the first year of the Efficient Government Programme - a three year programme designed to deliver efficiency savings in the Scottish public sector. It reports progress in efficiency savings and highlights the need for public bodies to make even greater savings in the future. It also outlines recommendations on how to deliver a more efficient and productive public sector and uses case studies to demonstrate how councils and other organisations are making savings.

Supplement to Audit Scotland's report, 'Improving public sector efficiency' which provides a checklist to improve and facilitate review, reflection and self-assessment by public bodies. The good practice checklist focuses on adopting a priority-based approach to budgeting and spending; improving information on productivity, service, quality and performance; and improving collaboration and joint working to deliver efficient and user-focused services.

This report by Jamie Bartlett of Demos (www.demos.co.uk (http://www.demos.co.uk)) presents the case for greater efficiency in the public sector through more effective services. It discusses three possible reforms which could save public money: increased personalisation of health and social services, more preventive services, and multi-agency collaboration. It also makes short- and long-term recommendations for improving efficiency for service providers, commissioners, local authorities and central government.

Scottish Government report which summarises the achievements of the projects that received funding from the Efficiency and Reform Fund.

Detailed review of public sector procurement in Scotland, carried out by John McLelland. The report looks at: structure and organisation; skills and capability; practices and procedures; performance indicators and targets; and opportunity for improvements and new techniques. It makes a number of recommendations for improving public sector procurement.

A set of best practice indicators (BPI) for public procurement in Scotland, released by the Scottish Government. The indicators and supporting documentation outline the key performance areas where procurement teams should aim to improve, and introduces the BPIs that will enable them to track their progress and seek out best practice elsewhere in the public sector.

This document summarises the key findings from a research study carried out by Brodies LLP in March 2008 which assessed council progress in addressing the expectations of the Efficient Government agenda. Findings are based on the responses of 5 council case studies and 12 councils responding to a national survey.

Report from Brodies LLP which assesses council progress in addressing the expectations of the Efficient Government agenda. Findings are based on the responses of 5 council case studies and 12 councils responding to a national survey.

An overview of the key principles that will help councils to drive improvements in their performance. Presentation by Aspiren.

The Audit Scotland report on the Efficient Government Initiative has found a commitment to improve efficiency, but says the Executive needs to do more to provide assurance on the levels of savings and their impact on service delivery.

Aberdeenshire Council first expressed interest in Lean Thinking in October 2001 after hearing of successes in the Scottish Executive using this approach. After a couple of pilot events, the Council asked Ross International to train a champion and facilitators to make it self-sufficient. This case study is about the first Kaizen Blitz (rapid improvement event) to be delivered under this programme, which took place across the six offices of the planning department.