Variations in Outpatient Performance (report published: 25-Nov-99)
John Makinson, Group Finance Director of the media company Pearson PLC, led a team examining performance incentives for the 150,000 front-line staff who work in the Benefits Agency, HM Customs & Excise, the Employment Service and the Inland Revenue. Although the specific proposals in his report are tailored to those four agencies, the basic principles are potentially capable of much wider application. The report also contains a wealth of comparative data on how performance is rewarded and incentivised across both the public and private sectors.
John Dowdy,a Principal with McKinsey, has reviewed the performance management systems of the newly formed Defence Logistics Organisation against a model developed by the Productivity Panel. The report describes the particular challenges facing the DLO and the considerable progress it has made to date. It also describes in detail the integrated performance management model developed by the Panel and since adopted by the Civil Service Management Board for use throughout the Civil Service.
Clare Spottiswoode, formerly Associate Partner of PA Consulting, has identified a new way to measure the efficiency of the police. She has identified a way of using information which is already collected by the police service to make a more meaningful analysis of which forces are doing the most to prevent, solve and reduce crime within available funding. More importantly, the report outlines a means by which police forces can better understand their relative strengths and weaknesses. This will help raise the level of performance of all police forces to the level of the best, within the framework of the Best Value initiative. The report makes an important contribution to the Government's crime reduction strategy and its approach has wide potential application across all public services.
Refocusing performance management [PDF 162KB] (report published: 17-May-00)
Sold on Health (report published: 26-May-00)
This report marks a step change in the way the NHS manages its estate. Developed with guidance from Dame Sheila Masters, the report sets out a new national framework designed to root out more surplus estate, accelerate sales and cut red tape. Not only can the approach save and generate additional finance but through modernising the estate management process it can free up resources to increase the focus on patient care. It is hoped that the report will also provide useful ideas for other public services with large property portfolios.Working in partnership (report published: 26-May-00)
Also prepared with guidance from Baroness Noakes, this report tackles the difficult issue of achieving joined-up working at a local level, particularly when it comes to developing joint IT systems. The report has a strong practical edge, highlighting the key issues that organisations will need to tackle as they begin to plan across organisational boundaries. It includes a simple self-assessment tool which other public services might find valuable in helping them to develop local service partnerships.
Productivity Panel member Andrew Foster, Controller of the Audit Commission, has been looking in particular at ways of improving the quality of service provided to customers.† This, his second report for the Panel, looks at how to get best value for tenants from the £4 billion invested each year in improvements to social housing stock.† Based on research that included interviews with over 700 tenants, his report makes recommendations for engaging tenants in setting overall priorities,† ensuring that structural improvements are linked to social objectives and approaching housing improvement schemes as a partnership between tenants, landlords and contractors.Maximising Value for Money (report published 20-July-00)
For some time, major capital investment projects in the NHS have involved the development of Strategic Outline Cases at an early stage of developing plans for investments in new facilities, involving the various major stakeholders. This report - developed with guidance from the Baroness Noakes - examines the potential role of the Strategic Outline Case as an important element of planning for information systems and change management initiatives which involve a large number of stakeholders, are novel, risky and complex, or where the objectives and scope may be ill-defined.
Effective reporting in education [PDF 179KB] (report published: 28-Jul-00)
Public Services Productivity: Meeting the Challenge
A joint report by the Public Services Productivity Panel (report published: 2-Aug-00)
Meeting the Challenge brings together the main findings and lessons from the Productivity Panelís programme of 12 studies, Whilst the study programme tackled such diverse areas as incentives, customer service, procurement and benchmarking Ė the Panel have identified high quality performance management as an essential feature of any high-performing organisation. Although most public services have performance management systems in place, they are often not working effectively and are not at the heart of the way organisations are managed and services delivered. This report identifies a simple, integrating framework that all managers can use to engineer a step-change in their organisationís productivity and support continuous improvement. Recommendations for change in this and other key areas are also identified.
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