Report focusing on the difficulties public sector organisations often have engaging with the communities they serve to find solutions to problems or winning legitimacy for leaders and public institutions. It questions why leadership in a partnership context is really necessary and arranges the issues into an agenda for practical action and policy change.
Report providing a critical overview of developments in leadership theory in recent years and of its application through Scottish public sector leadership development training. It also aims to provide a stocktake of public sector leadership development provision with a view to helping inform conversations on the limitations of existing provision, how it might be improved and the challenges to leadership development posed by a difficult economic climate.
The Skills Utilisation Action Group presents this report on the inspection of the assessment and management offenders who present a high risk of serious harm by Social Work Inspection Agency (SWIA), HM Inspectorate of Constabulary for Scotland (HMICS) and HM Inspectorate of Prisons (HMIP).
Report looking at options for reforming public services in the UK to make them more effective and responsive. It argues that reform should be based on principles such as a lessening of bureaucracy and over-management, better training for staff and better accountability.
Pamphlet arguing that public sector efficiency can only be achieved through creating more effective services which are personalised and delivered collaboratively. It also provides guidance on how this can be done.
This report gives shape to the argument that the next focus of public sector reform should be on the relationship between the citizen and frontline staff in public services. It does so by focusing on what matters in the relationship between citizen and the state on the frontline of public services. The report can be download without registration.
Paper examining the concept of agility and what it might mean for government. It looks at the characteristics of agile organisations and how these might translate to the public sector environment. It argues that government must become more agile in order to respond to changing citizen needs.
In December 2005, the Accounts Commission considered the Controller of Audit’s report on the Best Value audit of Glasgow City Council and required the Controller of Audit to make a further follow-up report on the council’s progress. Glasgow City is well placed to build on its current performance.
The purpose of the Act is to establish a Commissioner for Public Appointments in Scotland, to abolish 5 Non-Departmental Public Bodies (the Ancient Monuments Board for Scotland, the Historic Buildings Council for Scotland, the Scottish Hospital Trust, the Scottish Medical Practices Committee and the Scottish Conveyancing and Executry Services Board), to give certain notarial powers to independent qualified conveyancers and to conveyancing and executry practitioners, and to create a new statutory Non Departmental Public Body to succeed the Ancient Monuments Board for Scotland and Historic Bu
Report that reflects the picture available at the time the main audit work was conducted between August and October 2008. The Commission is concerned to note the position at South Ayrshire as set out in the Controller of Audit’s report.
The council has made limited progress towards delivering best value and faces severe financial pressures which pose significant risks and which will make it more challenging for the council to make the improvements needed.