A PUBLIC SECTOR GUIDE  Doing more with less  8 key issues faced by public  sector managers and how  to solve themA PUBLIC ...
ContentsIntroduction	                                            3Is this guide for me?	                                  ...
IntroductionMajor funding cuts have put the UK public sectorunder pressure to ‘do more with less’.That means delivering th...
Is this guide for me?If you work in the public sector and     They are:are looking for ways to make shrinking             ...
Why managers need to‘do more with less’With few exceptions, the whole public                                          Loca...
The cut in public sector spending has          In other words, public services have tobeen accompanied by other pressures,...
8 ways to ‘do more with less’in the public sectorIn over a decade of working with             In recent years, the adoptio...
1) Reducing the costof procurementIn its report, Strategic FinancialManagement in Councils: DeliveringServices with a Redu...
2) Cutting staffing costsand increasing productivityWith the current pressure to cut jobs across   It’s a good approach, b...
Good online collaboration software can help    •	 entralised project management                                           ...
3) Developingshared servicesTowards the end of summer 2012, the           The three organisations have sharedLocal Governm...
The online collaboration software they            Because key individuals from bothchose gave them just what they needed  ...
4) Cutting IT andsoftware costsIf you start using online collaboration within   For example, you can createyour organisati...
•	 reate intranets and extranets — with  C                                             •	 eeting and committee management ...
5) Partnership workingand joined-up governmentIt’s relatively simple for senior public sector   •	 taff working in differe...
You can solve these problems simply by        “As a result of the NHS reforms,using online collaboration. Individuals     ...
6) Designing effectivepublic consultationsConsultation is at the heart of public sector   Ironically, public consultation ...
As a way of making sure you create a public                                 consultation that asks the right questions,Onl...
7) Improving stakeholderengagementMost public sector organisations need           Online collaboration makes it muchto imp...
8) Public sector innovationIt’s all very well for political leaders to insist   That was just the beginning. Once thethat ...
Find out moreThe advice in this guide is based on thereal-world innovation of modern publicsector organisations.It is brou...
1 Weston Court, Newbury Road, Weston, Berkshire RG20 8JEt. +44 (0)1488 648 478 e. info@kahootz.comkahootz.com          @Ka...
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Public sector guide doing more with less

  1. 1. A PUBLIC SECTOR GUIDE Doing more with less 8 key issues faced by public sector managers and how to solve themA PUBLIC SECTOR GUIDE If it’s collaborative, it’s in Kahootz 1
  2. 2. ContentsIntroduction 3Is this guide for me? 4Why managers need to ‘do more with less’ 58 ways to ‘do more with less’ in the public sector 71. Reducing the cost of procurement 82. Cutting staffing costs and increasing productivity 93. Developing shared services 114. Cutting IT and software costs 135. Partnership working and joined-up government 156. Designing effective public consultations 177. Improving stakeholder engagement 198. Public sector innovation 20Find out more… 21A PUBLIC SECTOR GUIDE 2
  3. 3. IntroductionMajor funding cuts have put the UK public sectorunder pressure to ‘do more with less’.That means delivering the same, or better, serviceswith much smaller budgets.It’s a demanding task, but there are proven onlinesolutions that will help you to cut costs, deliverefficiencies and innovate.This guide shows you how to apply them to 8 keyissues currently faced by the public sector — andhow others have used them to succeed.A PUBLIC SECTOR GUIDE 3
  4. 4. Is this guide for me?If you work in the public sector and They are:are looking for ways to make shrinking 1) educing the cost of procurement Rbudgets stretch further,this guide is for you. 2) Cutting staffing costs and increasing productivityIt covers 8 key issues faced by 3) elivering shared services Dyour sector, and shows you howother public sector organisations 4) Cutting IT and software costshave solved them. 5) Joining up government 6) Delivering cost-effective consultation 7) Improving stakeholder engagement 8) Public sector innovation But first, let’s take a quick look at the current public sector landscape of budget Quick fact cuts — and calls for innovation.£1,032 BillionPublic sector net debt atthe end of July 2012 —equivalent to 65.7% ofgross domestic product.Source: ONSA PUBLIC SECTOR GUIDE 4
  5. 5. Why managers need to‘do more with less’With few exceptions, the whole public Local authorities alone have beensector is under greater pressure than told to cut their outgoings by 30%it has been for many decades. over a four-year period.The Government’s commitment toreduce the UK’s budget deficit has seenpublic sector spending slashedby significant amounts. 49 Forecast 47 45 43Percent of GDP 41 49 37 35 33 1978-79 1982-83 1986-87 1990-91 1994-95 1998-99 2002-03 2006-07 2010-11 2014-15 PSCR (March forecast) TME (March forecast) PSCR (November forecast) TME (November forecast)Source: ONS, OBRPublic sector spending and receiptsRevised total public sector spending (TME) and total public sector receipts (PSCR) forecasts from the March 2012Economic and Fiscal Outlook. Source: http://budgetresponsibility.independent.gov.ukA PUBLIC SECTOR GUIDE 5
  6. 6. The cut in public sector spending has In other words, public services have tobeen accompanied by other pressures, deliver more with less, but we’re supposedwhich are also putting the squeeze on to enjoy more freedom to decide on the wayalready-tight budgets. we do deliver.For example, the NHS and social care One thing’s for certain though —departments are expected to deliver better organisations that embrace this opportunityservices, not only at a time of budget cuts are the ones that will best succeed.— but also at a time when the populationis ageing, more people are out of work and The ideas in this publication are here toeconomic pressures are having an adverse help you do just that.knock-on effect on health, wellbeing,employment and housing.More positively, central Government wantsto foster a culture of innovation within thepublic sector — although the drawback isthat there are few additional resources toachieve this. For example the Localism Acthas been designed to give local authoritiesgreater freedom from central Government,with the hope that a more entrepreneurialapproach will lead to public serviceinnovation, better partnerships and newways of working.A PUBLIC SECTOR GUIDE 6
  7. 7. 8 ways to ‘do more with less’in the public sectorIn over a decade of working with In recent years, the adoption of versatilepublic sector organisations — from local online software has not only made publicauthorities and NHS trusts to Government sector collaboration faster, cheaper anddepartments and the Fire Service — we’ve much more far-reaching, but it has enabledseen them use a common approach to organisations to deliver innovations thatcut costs, improve efficiencies and would formerly have been either impossibledeliver innovation. or prohibitively expensive.That approach has been centred on Yet, despite current economic pressures,strategic collaboration — with colleagues, much of the sector has yet to adoptpartners, stakeholders and the public. online collaboration as an integral working practice. If you haven’t yet done so, these are just 8 ways it can help you achieve a lot more for a lot less.“Through collaborationand co-operation, thisinnovative project harnessesour collective buying powerto deliver significant cashablesavings and improve the waywe acquire and manageour fleet.”Will Tuckley, Chief Executive,London Borough of BexleyA PUBLIC SECTOR GUIDE 7
  8. 8. 1) Reducing the costof procurementIn its report, Strategic FinancialManagement in Councils: DeliveringServices with a Reduced Income,1 the Audit Fleetcol collaborativeCommission challenged local authorities to vehicle procurementlook at the way they procured services andproducts, thereby delivering better value for Thanks to a service calledmoney through good financial management. Fleetcol, which has been built on online collaboration software,Traditionally, well-managed local local authorities across Londonauthorities maximise their buying power can share details of theirby co-ordinating buying across all their intended vehicle buying.departments. For example, they might co- This allows them to team up withordinate spending on vehicles to get the other authorities or professionalbest prices for new additions to their fleet buying organisations (PBOs) to— whether the vehicles were to be used by bulk buy identical commercialHousing, Education, Environmental or other vehicles at the same time,service departments. resulting in an additional discount of up to 10%However, it’s rarer to see collaboration from suppliers.with other public sector organisations Given a recent study that showsto increase buying power further. That’s London’s 33 local authoritiesbecause encouraging two or more spend over £100m per year onprocurement teams to work in tandem has the acquisition and maintenancenormally been time consuming, bureaucratic of around 6,000 commercialand needing additional investment in vehicles, the savings can theypersonnel — all of which chip away at any make are highly significant —potential cost savings. and allow each authority to stretch their budget further.Online collaboration now brings large-scale, co-operative procurement within yourreach. Here is just one example of how localauthorities can do it.1. Available at http://www.audit-commission.gov.uk/nationalstudies/localgov/pages/strategic-financial-management.aspxA PUBLIC SECTOR GUIDE 8
  9. 9. 2) Cutting staffing costsand increasing productivityWith the current pressure to cut jobs across It’s a good approach, but it createsthe public sector, many organisations are problems in its own turn — such as:trying to cut the cost of employing staffand find ways of creating conditions that • bstacles to teamwork Oencourage them to be more productive. team members work from different locations, making communication difficultOne solution is to give staff moreopportunities to work from home. This • roject management issues Pnot only cuts office overheads, but also when team members work apart,increases motivation among employees with it makes it harder to track progressyoung families or other commitments that and project milestonesrequire greater flexibility. • ncreased travelling costs I for face-to-face meetings • ecurity routinely sharing sensitive data S via email can be a security risk These obstacles are not only created by home working, but also when team members work in different offices or locations — or they travel regularly as part of their role.A PUBLIC SECTOR GUIDE 9
  10. 10. Good online collaboration software can help • entralised project management Csolve these issues, keep productivity high — whether teams work remotely orand ensure costs are kept to a minimum. within the same building, some onlineIn particular, cloud-based collaboration collaboration packages deliver adaptable(software that’s accessible to anyone with a and easy-to-use project managementweb browser and an internet connection) functions that can be accessed fromcan deliver: anywhere, bringing the lifeblood of clear communication and intuitive collaboration• ssential project management tools E to every project you work on (this can also — such as calendars, task lists and help you save money by consolidating reminders, all from a secure, shared software. See solution 4, page 13). workspace Used well, online collaboration delivers• ess need to travel — team members L lower staffing costs and higher productivity can collaborate on documents and for all remote and office-based staff — discuss progress within their workspace essential throughout the public sector. from any location, reducing the need for expensive face-to-face meetings• ecure working — online collaboration S overcomes issues such as unsecure email attachments and firewall blockingA PUBLIC SECTOR GUIDE 10
  11. 11. 3) Developingshared servicesTowards the end of summer 2012, the The three organisations have sharedLocal Government Association reported budgets for learning disabilities,that 219 councils across the country adaptations, mental health and continuingwere engaged in 143 shared service care — delivering savings in excess of £3arrangements, resulting in £156.5 million million during 2011 / 2012 across theirof efficiency savings. Procurement, Finance, Payroll HR, ICT, Estates and Transport, Internal Audit,One of those local authorities is Legal Services and CommunicationsHerefordshire Council, which shares a joint departments. Savings for 2012 / 2013 arechief executive and leadership team with forecast to be £4.4 million.2the Herefordshire PCT and Wye ValleyNHS Trust. Online collaboration was essential to developing and implementing the shared services because it gave the partner organisations the functionality to easily project manage the amalgamation of departments, infrastructure and posts. Quick fact According to project manager Dr Ashley Tucker:£4.4 Million “We needed a way of sharingForecast savings for 2012/ 2013, thanks to shared information and the latestservices delivered by drafts of documents withoutHerefordshire Council, duplication… independent ofHerefordshire PCT and Wye existing systems and externallyValley NHS Trust. Online available to everyone we invite.”collaboration was and is anessential component of theirpartnership working. 2. Source: Shared services map, www.local.gov.ukA PUBLIC SECTOR GUIDE 11
  12. 12. The online collaboration software they Because key individuals from bothchose gave them just what they needed organisations could communicate and— documents that can be co-authored by collaborate online, management of thedifferent individuals from different locations, restructuring project was efficient andallowing each person to contribute to a because the online workspace kept staffsingle, unduplicated file. At a stroke, they informed throughout the process, it helpedno longer had to worry about collating allay their fears and make the transition asdifferent contributions, or whether emailed painless as possible.documents would make it through firewalls. However, perhaps the most importantThere were other benefits too: outcome of using online collaboration was“We could have one individual the way the local authority and its partners developed new, innovative services — frommoderating and running the online communities for learning mentors toonline group, providing all invited a Europe-wide consortium. You can enjoyICT staff with access to the latest these benefits too, and we’ll explore thesestructure diagrams, job vacancies in more detail on page 20.and application forms whereverthey wanted to access them.The alternative would havebeen to duplicate informationacross two intranets or developa bespoke website withsecure login protection. Bothapproaches would have takena lot longer and demanded farmore overheads.”A PUBLIC SECTOR GUIDE 12
  13. 13. 4) Cutting IT andsoftware costsIf you start using online collaboration within For example, you can createyour organisation, it will encourage you to workspaces that allow you to do all oftake stock of your existing software use — the following things:and almost certainly identify savings. • anage projects — online collaboration MThere are two main reasons for this. Firstly, tools such as calendars, task lists,because cloud collaboration is hosted discussion forums and questionnaires giveexternally and accessed via a web browser, you the flexibility your need to manageit doesn’t require expensive additional projects in an agile way, while maintaininghardware or server upgrades. issue and risk registers and keeping team members engaged. Because aSecondly, if you choose feature-rich collaborative environment encouragescollaboration software, you’ll find that it discussion, exploration, transparency andconsolidates the functions of other software problem solving, it adds a creative andyou might rely on. highly productive dimension that’s missing from many complex project management tools — leading many organisations to favour it. • onduct surveys and polls C — there’s no need to use separate survey software if you need to consult with colleagues or groups of stakeholders. And by soliciting their opinions in a collaborative workspace, you can provide context for feedback not achievable via specialist survey software. Surveys and polls are also good ways to pre-consult with key stakeholders when designing content for full-scale public consultations before publication via your online consultation system.A PUBLIC SECTOR GUIDE 13
  14. 14. • reate intranets and extranets — with C • eeting and committee management M shared files, calendars, bulletin boards — many organisations find that specialist and complementary functionality, you meeting management software has can integrate intranets and extranets a major flaw: it doesn’t help you within collaboration workspaces, manage the work that takes place meaning you don’t need to run separate between meetings. That’s where online software. More importantly, using online collaboration software comes into its own, collaboration software ensures intranets leading many organisations to prefer it to and extranets are available to out-of- the functionality offered by formal meeting office users, and because users are and committee management packages. informed when documents are changed or added, it significantly increases levels You can also make further savings by of engagement. choosing online collaboration software that offers pay-as-you-go pricing, rather than• ile sharing — you can share files F lengthy contracts. That way you can create securely with only the people you a flexible contract that caters only for the choose, and can even create users who need the software, at the times workspaces for departmental or team they need it. file sharing that make basic file sharing software redundant.A PUBLIC SECTOR GUIDE 14
  15. 15. 5) Partnership workingand joined-up governmentIt’s relatively simple for senior public sector • taff working in different locations Smanagers to embark on joined-up initiatives— the problems come when staff from • ime and travel costs for regular Tdifferent organisations or departments have face-to-face meetingsto implement them. • cheduling problems — the more STraditionally, these have been just some of organisations and people involved, thethe obstacles to effective joined-up working. harder it is for project teams to meet or work together in person • ifficulties in tracking project progress D — especially when there are no“As a result of the NHS common project managementreforms, we needed to find a techniques or resourcesquick and cost effective wayto securely share information. • haring and consolidating information SUnfortunately, there was no — using email results in confusingexisting single IT infrastructure multiple drafts and copies of files, whilethat would allow us to do this. organisations firewalls can prevent filesRealising that we only needed from reaching team members in theto support a few hundred key first place.personnel at first, we decidedto opt for a flexible pay-as-you-go cloud-based collaborationservice that would enable us toscale up, avoiding the typicalupfront capital expenditurenormally associated with ITprocurement projects.”Andrew FentonA PUBLIC SECTOR GUIDE 15
  16. 16. You can solve these problems simply by “As a result of the NHS reforms,using online collaboration. Individuals weHealth to find a quick and needed Connect andcan log on from any location at any time, cost effective way working partnership to securelyallowing teams to work together in thesame online workspace. Inter-organisation share information. Unfortunately, Health Connect is an onlineworking becomes simpler because of the there was no existing single support collaboration portal created to ITsoftware’s project management tools, infrastructure that would allow us the development of Central Southerncalendars, shared files and other features. to CSSthis. Realising that weServices). do (Commissioning Support onlyAnd because all files are kept in the same needed to support a few hundredsecure space and users are immediately NHS reforms behind the Central key personnel at first,necessary to find Southern CSS made it we decidednotified of updates, there’s no need formultiple versions of the same file. to a quick andflexible pay-as-you-go opt for a cost-effective way
for NHS cloud-based collaborationOxfordshire, groups in Buckinghamshire, service Berkshire, Gloucestershire and Swindon that would enable us to scale to share information, manage projects up, avoiding the typical upfront and collaborate on documents — capitalthe option of opening up some with expenditure normally associated with IT the public at a workspace areas with procurement projects.” future stage. Andrew branded online collaboration The Fenton system that powers Health Connect allows project managers and
 team leaders to co-ordinate group communications and manage the co-authoring of large documents ensuring everyone is involved no matter where they are located. Information is stored securely within each workspace and only permitted individuals are able to access or modify it.A PUBLIC SECTOR GUIDE 16
  17. 17. 6) Designing effectivepublic consultationsConsultation is at the heart of public sector Ironically, public consultation software isworking, but it can be time consuming and particularly unsuited for this process. That’sexpensive to implement — particularly if because you not only need to ask youryou need to create effective, large-scale stakeholders and colleagues questions, butpublic consultations. With projects of this you also need to gather ideas, referencesize, you simply can’t afford to ask the materials, document drafts, stakeholder listswrong questions. and their feedback in one place — where all relevant people can access it.The key to getting it right is by conductingpre-consultations on a smaller scale, Online collaboration software is perfectmanaged in a more collaborative way. By for this purpose. By creating a dedicatedconsulting with colleagues, special interest workspace and inviting people togroups, key stakeholders and others, you collaborate, you can not only trialcan shape the larger-scale consultation consultation questions but you can askmuch more effectively. users to share their ideas for improving, changing or amending them.A PUBLIC SECTOR GUIDE 17
  18. 18. As a way of making sure you create a public consultation that asks the right questions,Online consultation: it’s fast, efficient and highly cost effective —The Health and and perfect for avoiding expensive mistakes on a larger scale.Safety ExecutiveThe Health and Safety However, do be aware that not all onlineExecutive provides online collaboration software is suitable for thiscollaboration and consultation kind of pre-consultation work — so be surefor tens of thousands of to look for the following features:stakeholders and has • calable software — that allows you to Slaunched the online ‘Pledge invite users as and when you need them.Forum’ for business leadersand others to discuss health • he right tools — decide whether you Tand safety issues. need questionnaires, polls, documents that allow multi-author collaboration,See it in action: the option to comment on files and documents section-by-section and powerful reporting capabilities that will allow you to analyse and chart user feedback. It’s also worth remembering that you will engage with different stakeholders in different ways. For example, you may want to invite detailed feedback from colleagues and special interest groups, but only want to trial your consultation questions with others. Choose software that has the flexible access privileges and tools to cater to all audiences and levels of engagement.A PUBLIC SECTOR GUIDE 18
  19. 19. 7) Improving stakeholderengagementMost public sector organisations need Online collaboration makes it muchto improve the way they engage with easier to engage with stakeholdersstakeholders. for any reason you choose. By inviting groups of stakeholders into a dedicatedUsually you are faced with two significant workspace you can invite feedback, gatherproblems. First, you often have such a contributions and even work togetherlarge variety of stakeholders that it can be towards a common goal.impossible to engage with them all in anymeaningful way. Think of a local council The result is better motivated and highly— stakeholders can include community engaged stakeholders — who developgroups, churches, businesses, charities, stronger links and relationships withservice users, parish councils, schools, your organisation.colleges, local press, co-operatives andmany hundreds of others.Secondly, it can be difficult to draw onthe expertise of significant numbers ofstakeholders — whether you want them to Stakeholder engagementhelp formulate policy, contribute to projectsor provide feedback on your work. in the public sector Land Registry has engaged 50 taskforce members and reached out to 200,000 stakeholders to collaborate on the introduction of a new e-conveyancing system for the UK. Department for Communities Local Government created a collaborative national database on unlawful advertising and fly posting via The Planning Portal.A PUBLIC SECTOR GUIDE 19
  20. 20. 8) Public sector innovationIt’s all very well for political leaders to insist That was just the beginning. Once thethat the public sector becomes more three organisation began working closelyinnovative — but it’s easier said than done. together, collaboration sparked many different innovations.However, that’s one of the great strengthsof incorporating collaboration into the way They included:you work. It sparks ideas and leads toinnovation. 1) reating an online community for C learning mentors to share issues,Do you remember Herefordshire Council resources and updatesusing online collaboration to develop sharedservices with Herefordshire PCT and Wye 2) planned community for AValley NHS Trust? approximately 130 higher-level teaching assistants 3) n upcoming community for deputy A head teachers“Herefordshire Council andNHS Herefordshire are running 4) virtual team supporting Community Amore and more shared services Led Planning, involving the voluntaryand have an increasing need sector, parish councils and 134to work together. Online community groupscollaboration has proven to beeasy to use, well liked and adds 5) orkspaces for the ‘Pedal Power’ Wno support burden on central consortium of 12 Europe-wideICT. I suspect that once we start partners, bidding for European Energyadvertising its availability more Efficiency Directorate funding.widely across the county, usagewill go through the roof…” For more ideas on using online collaboration to innovate, look out for our next guideDr Ashley Tucker, Web content TeamLeader, Herefordshire Council on public sector innovation. Or give us a call! We’d be delighted to share the many examples of innovation we’ve seen across the sector during the last decade.A PUBLIC SECTOR GUIDE 20
  21. 21. Find out moreThe advice in this guide is based on thereal-world innovation of modern publicsector organisations.It is brought to you by Kahootz, the UKonline collaboration software experts whohave been working closely with publicsector organisations since 2002.Our clients include Governmentdepartments, local authorities, the police,health trusts and commissioning bodies —it’s our mission to help many more publicsector organisations transform the way theywork, and to continue refining our softwarein the light of the challenges they face.Find out more about our work.Visit kahootz.com today.A PUBLIC SECTOR GUIDE 21
  22. 22. 1 Weston Court, Newbury Road, Weston, Berkshire RG20 8JEt. +44 (0)1488 648 478 e. info@kahootz.comkahootz.com @KahootzFor more information about Kahootzand to sign up for a FREE trial please visit:kahootz.comA PUBLIC SECTOR GUIDE If it’s collaborative, it’s in Kahootz 22

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