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Improving public sector efficiency
Good practice checklist for public bodies
REPORT BY THE COMPTROLLER AND AUDITOR GENERAL19 May 2010
BELFAST:TheStationeryOffice £5.00
ReportbytheComptrollerandAuditorGeneralforNorthernIreland
OrderedbytheNorthernIrelandAssemblyto be printed and published under the authority of the Assembly, in accordance with its resolution of 27 November 2007
ImprovingpublicsectorefficiencyGoodpracticechecklistforpublicbodies
ThisreporthasbeenpreparedunderArticle8oftheAudit(NorthernIrelandOrder1987forpresentationtotheNorthernIrelandAssemblyinaccordancewithArticle11ofthatOrder.
KJDonnelly NorthernIrelandAuditOfficeComptrollerandAuditorGeneral 19May2010
TheComptrollerandAuditorGeneralistheheadoftheNorthernIrelandAuditOfficeemployingsome145staff.He,andtheNorthernIrelandAuditOfficearetotallyindependentofGovernment.HecertifiestheaccountsofallGovernmentDepartmentsandawiderangeofotherpublicsectorbodies;andhehasstatutoryauthoritytoreporttotheAssemblyontheeconomy,efficiencyandeffectivenesswithwhichdepartmentsandotherbodieshaveusedtheirresources.
ForfurtherinformationabouttheNorthernIrelandAuditOfficepleasecontact:
NorthernIrelandAuditOffice106UniversityStreetBELFASTBT71EU
Tel:02890251100email:[email protected]:www.niauditoffice.gov.uk
©NorthernIrelandAuditOffice2010
Improvingpublicsectorefficiency
Good practice checklist for public bodies
AuditScotland,theNorthernIrelandAuditOfficeandtheWalesAuditOfficehavedrawnonourcombinedknowledgeandexperiencetodevelopthisgoodpracticechecklist.Weintendforthechecklisttopromoteimprovementandfacilitatedetailedreview,reflectionandself-assessmentbyauditedbodies.Wehopethatbysettingoutthekeyprinciplesthatapplytopublicbodiesinallofthedevolvedadministrations,therewillbeaconsistenttooltohelpyouassessyourownapproachtoefficiencyduringthesechallengingtimes.
Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies
Contents
Part 1: Introduction 1
Theneedtoreviewpublicservices 2
Whatisrequired? 2
Aboutthechecklist 3
Part 2: Good practice checklist for public bodies 5
Adoptingapriority-basedapproachtobudgetingandspending 6
Improvinginformationonproductivity,servicequalityandperformance 10
Improvingcollaborationandjointworkingtodeliverefficientanduser-focussedservices 11
Part One:Introduction
2Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies
The need to review public services
1. Frommid-2008untiltheendof2009,theUK’seconomywasinrecession.1Thelong-termimplicationsoftherecessionforthepublicfinancesandthepressuresonservicedeliveryarenotyetknownbutitiscleartherewillbesignificantreductionsinresourcesforthepublicsector,atthesametimeasneedsanddemandscontinuetoincrease.2
2. InDecember2009theChancellordeliveredhispre-budgetstatementsettingouttheUKGovernment’staxandspendingplans.3UsinginformationcontainedwithinthisstatementtheInstituteforFiscalStudiesestimatesthatby2013/14therewillbearealtermfallinUKGovernmentspendingaveraging3.2percentayear.Thisisareductionof£35.7billionoverthethreeyearsfrom2011/12–2013/14.4
Itisveryunlikelythatthisscenario,orsomethingverylikeit,canbeavoided.
3. Whilethereisrecognitionacrossthepublicsectorthatthereareseriousfinancialchallengesahead,makingtherequiredsavingsthroughefficiencywillbecomeincreasinglydifficult.Publicsectorbodiesneedtobeconsideringworkforceflexibility,rationalisingtheassetsusedandconsideringalternativewaysofdeliveringservices.Withoutconsideringsuchissues,publicbodieshavelimiteddiscretiontoreducetheircostswhilemaintainingthelevelsandqualityoffrontlineservices.
What is required?
4. Tomeetthechallengespresentedbythecurrenteconomicclimatepublicbodiesneedtotakestockandconsiderhowtheywillsecuregreaterefficiencyandimprovement.Thisisurgentbecausefinancialyear2009/10islikelytobethepeakyearforpublicspendingforsometimetocome.
5. Thedrivetoimproveefficiencyandproductivityisnotjustanexerciseformanagersandserviceproviders.Italsorequiresstrongleadershipandengagementfromtheverytopoforganisations.Thischecklististohelpboardmembers,electedmembersandseniormanagerstogivethisleadershipandtocheck,challenge,monitorandsupporttheirorganisationsindeliveringefficiencyandproductivityimprovements.Themainaudienceforthischecklistincludeseveryoneconcernedwithidentifyingandmonitoringefficiencyimprovements,butinparticularleadersandseniordecision-makers.
6. Thechecklistsetsoutquestionskeydecision-makerscanusetoassesstheorganisation’sdevelopmentandtochallengeexistingarrangements.Thechecklistisstructuredaroundthethreekeyelementsthatshouldbeincludedwithinafundamentalapproach:
• Priority-basedbudgetingandspending;
• Improvinginformationonproductivity,efficiencyandoutcomes;and
1 Arecessionisaperiodduringwhicheconomicoutputdeclines,usuallyonlybeingtermedarecessionaftertwoormorequartersofnegativegrowth.However,sustainedbelowtrendgrowthisoftenalsoviewedasrecessionary.AlthoughtheUKeconomyisnowofficiallyoutofrecession,forecastspredictaslowrecoveryin2010,withonlymodestgrowthlikely.
2 Scotland’s public finances: preparing for the future(AuditScotland,November2009)highlightsthatScotland’spublicsectorisunderthegreatestfinancialpressureinthetenyearssincedevolution
http://www.audit-scotland.gov.uk/utilities/search_report.php?id=11463 Pre-Budget Report 2009: Securing the recovery: growth and opportunity,HM.Treasury,December2009.4 Public spending,InstituteofFiscalStudiespresentation,December2009.
Part One:Introduction
Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies3
5 Improving public sector efficiency,AuditScotland,February2010(http://www.audit-scotland.gov.uk)6 Independent Reviews of reported CSR07 Value for Money savings,NationalAuditOffice,December2009.7 Managing Sickness Absence in the Northern Ireland Civil Service,NorthernIrelandAuditOffice,May2008.8 Forexamplesicknessabsence,fleetmanagement,buildingsmanagementandsmarterwaysofworking,see http://www.wao.gov.uk/goodpracticeexchange.asp9 Value for money in public sector corporate services,PublicAuditForum,June2007.
• Bettercollaborationandjointworking(Exhibit1).
About the checklist
7. AkeyroleforUKauditagenciesisthattheyworktosupporttheachievementofvalueformoneyinthepublicsector.Thisisreflectedinrecentreviewsandworkundertakenbyauditagencies,including:
• AuditScotland’sreportontheScottishGovernment’sefficiencyprogramme5
• TheNationalAuditOffice’sreviewofreportedcashreleasingsavings6
• TheNorthernIrelandAuditOffice’sworkonefficiencyrelatedissues,suchasmanagingsicknessabsence7
• TheWalesAuditOffice’sworkonefficiency,includingarangeofefficiency-focusedtopicsonitsGoodPracticeExchangewebsite8
• AjointreportbyallUKauditagenciesintothevalueformoneyofpublicsectorcorporateservices.9
8. AuditScotland,theNorthernIrelandAuditOfficeandtheWalesAuditOfficehavedrawnonourcombinedexperiencetodevelopthedetailedgoodpractice
checklistinPart2.Itisintheformofaseriesofquestionsaboutgoodpractice,organisedunderthethreekeyelementsinExhibit1.Itisintendedtopromotedetailedreviewandreflectionand,ifnecessary,abasisforimprovement.Werecommendthatthoseresponsibleforleadingefficiencyandimprovementworkshouldconsiderassessingthemselvesagainsteachquestion,andrecordingtheresults.
9. Wesuggestyourecordtheresultsofyourassessmenttoshowseparately:
• whetheryouhaveconsideredeachquestionforyourorganisation;
• commentstosupportorexplainyourassessment;and
• requiredactions.
10. Theoverallaimistohelpidentifywhetheranyactionisneededtoimprovethedeliveryofefficiencyandproductivityimprovementsforyourorganisation.
11. Pleasenotethatthischecklistisintendedtoofferonlygeneralsupporttopublicbodies.Itdoesnotreplaceyourownorganisation’sfinancialguidanceorrelevantguidanceproducedbytheUK,ScottishorWelshAssemblyGovernments,theNorthernIrelandExecutiveorotherrelevantauthorities.
4Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies
Part One:Introduction
Exhibit 1
Key elements to securing greater efficiency and productivity
Adopting a priority-based approach to budgeting and spending
Thepublicsectorisfacingdifficultdecisionsinthecurrenteconomicclimate.Itneedstoadoptapriority-basedapproachtobudgetingandspending,considercompetingprioritiesanddecidewheretotargetthelimitedfundsavailable.Leadersneedtopromotesystematicinnovationandlearningtosupportimprovement.Moreworkneedstobedonetodemonstrateaclearlinkbetweenpriorities,budgetsandtheperformanceofservices.Apriority-basedapproachtobudgetingmeansthatleadersinpublicsectororganisationsshould:• identifythemoneyavailable;• clearlydemonstratehowservicescontributetonationalandlocalobjectivesandoutcomes;and• revieweachpolicyandserviceanddecideiftheydelivervalueformoney.
Inconsideringwhetherpoliciesandservicesdelivervalueformoney,leadersshouldconsiderwhichones:• areabsolutelyessentialtodeliveringagreedoutcomesandarealreadybeingdeliveredasefficientlyand
effectivelyaspossible;• shouldcontinuebutneedtoberedesignedorreshapedtodeliverthemmoreefficientlyandeffectively;and• couldstopwithoutsignificantlyaffectingpublicservicesandoutcomes.Strongleadershipisneededacrossthepublicsectortorespondtothesechallengeseffectively.
Improving information on productivity, service quality and performance
Makinggooddecisionsandbeingclearaboutprioritiesrequiresgoodinformation.Inparticular,thepublicsectorneedstounderstandbettertherelationshipbetweenthecosts,volumeandqualityofservicestogetimprovementsinproductivityandreductionsincost.Publicbodiesalsoneedtobeabletodemonstratethatefficiencysavingshavenotresultedinacutinservicesdelivered(eitherthelevelorquality),orifcut,cutfollowingarationalanalysisofpriorities.Todothis,publicbodiesneedtohavegoodinformationoncosts,activity,productivityandqualityofservicesanddemonstratehowthesearelinked.Publicbodiesshouldalsoassessthescopetoimproveandstreamlinetheirbusinessprocessestoremoveunnecessaryactivity.
Improving collaboration and joint working to deliver efficient and user-focussed services
Astepchangeinpublicsectorefficiencywillrequiremoreeffectivejointworkingandtheeliminationofduplicationbetweenservices.Thisrequiresstrongleadershipacrossthepublicsector,increasedflexibility,identifyinginnovativeapproachestohowservicesareprovided,andbreakingdownanytraditionalbarrierstomakingthisworkeffectively.Goodqualityinformationisessentialtoinformcollaborativedecision-making.Collaborationandjointworkingcantakeanumberofdifferentforms,includingcontractingwithalternativeproviders,sharedsupportservicesandintegratedapproachestodeliveringfrontlineservices.
Part Two:Good practice checklist for public bodies
6Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies
Part Two:Good practice checklist for public bodies
Ado
ptin
g a
prio
rity-
base
d ap
proa
ch to
bud
getin
g an
d sp
endi
ng
Man
agin
gre
sour
ces
1.
Does
the
orga
nisa
tion
have
ac
lear
pur
pose
and
in
ati
ghtfi
nanc
ial
ob
ject
ives
set
ting
out,
fore
ach
mai
nse
rvic
e,th
ecl
imat
e
desir
edo
utco
mes
,qua
litya
ndle
velo
fser
vice
sto
be
pro
vide
dfo
ruse
rs?
2.
W
hata
reth
em
osti
mpo
rtant
exte
rnal
fact
ors
affe
ctin
g
ea
chs
ervi
ce?
How
has
the
orga
nisa
tion
enga
ged
with
user
s,lo
calc
omm
uniti
es,p
artn
ers
and
othe
r
sta
keho
lder
sto
ens
ure
itun
derst
ands
thes
epr
oper
ly?
3.
Doth
eor
gani
satio
nss
ervi
cep
riorit
ies
take
full
acco
unt
ofp
redi
cted
leve
lsof
fund
ing
and
futu
refi
nanc
ial
pres
sure
s–
and
help
tom
anag
eth
ems
ucce
ssfu
lly?
4.
Fort
hem
osti
mpo
rtant
ser
vice
sth
atth
eor
gani
satio
n
pr
ovid
es,d
oes
the
strat
egy
expl
icitly
refle
ct:
•A
clea
rana
lysis
and
und
ersta
ndin
gof
cur
rent
spen
ding
?
•
Aco
stbe
nefit
revi
ewo
fthe
ser
vice
tod
eter
min
e
strat
egic
prio
ritie
sfo
rinv
estm
enta
nd
di
sinve
stmen
t?
•
Acl
earu
nder
stand
ing
ofc
urre
nta
ndfu
ture
dem
and
fork
eys
ervi
ces
from
the
citiz
en’s
pe
rspec
tive?
•H
ows
ervi
ces
user
s’ne
eds
may
cha
nge?
Supp
ortin
g
5.
Does
the
orga
nisa
tion
have
as
yste
mat
ica
ppro
ach
toin
nova
tion
and
lear
ning
inno
vatio
nan
dle
arni
ng?
le
arni
ng
6.
Do
the
orga
nisa
tion’s
lead
ers
supp
orte
ffect
ive
lear
ning
an
din
nova
tion
by
•En
cour
agin
gtra
nspa
renc
y,o
penn
ess
and
a
cons
truct
ive
appr
oach
abo
utp
erfo
rman
ce,w
ithou
t
cove
ring
upo
rign
orin
gfa
ilure
s?
Goo
d pr
actic
e ar
ea
Key
poin
ts to
con
side
r
Cons
ider
ed
Com
men
ts to
sup
port
or
Requ
ired
(Yes
/ N
o?)
expl
ain
your
ass
essm
ent
actio
ns
W
e ha
ve le
ft th
ese
colu
mns
bla
nk, f
or c
ompl
etio
n by
read
ers
Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies7
•Fo
rmin
gne
twor
kso
utsid
eth
eor
gani
satio
n,to
shar
ein
form
atio
nan
dle
arn
from
oth
ers?
•Sh
owin
gre
spon
siven
ess
too
utsid
eid
eas
and
op
inio
ns,i
nclu
ding
see
king
tole
arn
from
ser
vice
user
s,fr
ont-li
nes
taff
and
supp
liers
ofs
ervi
ces?
Ta
king
as
trate
gic
7.
Do
esth
eor
gani
satio
nha
vea
cle
arly
arti
cula
ted
appr
oach
to
str
ateg
ica
ppro
ach
tod
eliv
erin
gef
ficie
ncy,
inno
vatio
nef
ficie
ncy
and
and
impr
ovem
ent,
with
pla
nsth
at:
impr
ovem
ent
•
Are
clos
ely
linke
dto
its
wid
ero
bjec
tives
fors
ervi
ce
impr
ovem
enta
ndo
rgan
isatio
nald
evel
opm
ent?
•Ai
mfo
rlon
gte
rmg
ains
and
ser
vice
impr
ovem
ent,
al
ongs
ide
shor
tter
ms
avin
gs?
•C
onsid
erk
eye
lem
ents
ofe
ffici
ency
with
inth
e
orga
nisa
tion
and
acro
ssp
artn
ersh
ips,
suc
has
sta
ff
costs
,pro
cure
men
t,as
setm
anag
emen
t,IC
Tan
d
busin
ess
proc
ess
rede
sign?
8.
Does
the
orga
nisa
tion
have
ac
lear
idea
oft
he
effic
ienc
yan
dpr
oduc
tivity
out
com
esth
atit
wish
es
toa
chie
vea
ndh
owit
cou
lde
ngag
ew
ithp
artn
er
agen
cies
(inc
ludi
ngth
ein
depe
nden
tand
third
sec
tors)
to
ach
ieve
thes
e?
Ensu
ring
owne
rship
9.
H
ave
the
orga
nisa
tion’s
lead
ers
help
eds
hape
the
ofth
eef
ficie
ncy
str
ateg
yef
ficie
ncy,
inno
vatio
nan
dim
prov
emen
t
str
ateg
yan
dho
ww
illth
eye
nsur
eit
wor
ks:
•H
asth
estr
ateg
ybe
ena
ppro
ved
atb
oard
or
co
unci
llev
elo
requ
ival
ent?
•
Has
resp
onsib
ility
forp
rom
otin
gan
dm
onito
ring
ef
ficie
ncy
and
impr
ovem
ent,
incl
udin
gre
porti
ng
pr
ogre
ss,b
een
allo
cate
dto
as
peci
fic
in
divi
dual
(s)?
•H
owo
ften
ispe
rform
ance
aga
inst
the
strat
egy
re
view
ed?
Goo
d pr
actic
e ar
ea
Key
poin
ts to
con
side
r
Cons
ider
ed
Com
men
ts to
sup
port
or
Requ
ired
(Yes
/ N
o?)
expl
ain
your
ass
essm
ent
actio
ns
W
e ha
ve le
ft th
ese
colu
mns
bla
nk, f
or c
ompl
etio
n by
read
ers
8Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies
10
.Do
the
serv
ices
and
indi
vidua
lsw
hom
ustd
elive
rthe
ef
ficie
ncy
plan
skn
oww
hati
sre
quire
dof
them
and
by
whe
n?
Regu
larly
11
.Do
esth
eor
gani
satio
nre
quire
all
serv
ices
tore
gula
rly
revie
win
gse
rvic
es
un
derta
kea
revie
wo
fser
vice
deliv
ery
and
perfo
rman
ce?
12.
Dos
ervic
ere
view
sre
port
onh
ows
ervic
esa
res
truct
ured
,
de
liver
ing
agai
nstk
eyp
riorit
ies,
legi
slativ
ere
quire
men
ts
an
dth
eco
stan
dqu
ality
ofs
ervic
ede
liver
ed?
13.
Doth
ere
view
sse
ekto
iden
tify
oppo
rtuni
ties
toim
prov
e
co
reb
usin
ess
proc
esse
sby
impr
ovin
gth
eflo
wo
fser
vice
foru
sers
and
byre
mov
ing
unne
cess
ary
activ
ity?
14.
Doth
ere
view
sco
nsid
era
ltern
ative
met
hods
for
deliv
erin
gse
rvic
es,s
uch
aso
utso
urci
ngo
rjoi
nt
wor
king
arra
ngem
ents?
15.
Are
thos
ew
hoc
arry
out
ser
vice
revie
ws
suffi
cien
tly
obje
ctive
e.g
.ind
epen
dent
from
thos
ew
hod
elive
rthe
se
rvic
e?
16
.Is
ther
esy
stem
atic
follo
w-up
tom
ake
sure
the
findi
ngs
ofs
ervic
ere
view
sar
ead
dres
sed
and,
whe
re
appr
opria
te,a
ctio
ned?
En
gagi
ngw
ith
17.
Does
the
orga
nisa
tion
have
aw
orkfo
rce
strat
egy,
sta
ffan
dw
orkfo
rce
w
hich
set
sou
tpla
nsto
ens
ure
staff
are
depl
oyed
pl
anni
ng
ac
cord
ing
toit
sstr
ateg
icp
riorit
ies?
18.H
owd
oes
the
orga
nisa
tion
invo
lves
taff
inid
entif
ying
po
tent
iala
reas
fore
ffici
ency
sav
ings
?
•
Are
front
-line
staff
invo
lved
inre
view
ing
serv
ices
?
Goo
d pr
actic
e ar
ea
Key
poin
ts to
con
side
r
Cons
ider
ed
Com
men
ts to
sup
port
or
Requ
ired
(Yes
/ N
o?)
expl
ain
your
ass
essm
ent
actio
ns
W
e ha
ve le
ft th
ese
colu
mns
bla
nk, f
or c
ompl
etio
n by
read
ers
Part Two:Good practice checklist for public bodies
Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies9
•Ar
eth
ere
wid
erin
cent
ives
(such
as
inte
rnal
aw
ard
ev
ents
orre
cogn
ition
ins
taff
com
mun
icat
ions
)
toe
ncou
rage
sta
ffto
pro
pose
effi
cien
cyid
eas
and
su
gges
tions
fori
nnov
ative
app
roac
hes
tos
ervic
e
deliv
ery/
impr
ovem
ent?
19.
Dod
irect
orat
ebu
sines
spl
ans
and
indi
vidua
lsta
ff
ob
ject
ives
spec
ifica
llyin
clud
eob
ject
ives
linke
dto
the
effic
ienc
y,in
nova
tion
and
impr
ovem
ents
trate
gy?
20.
Does
the
orga
nisa
tion
have
as
uffic
ient
lyfle
xibl
e
ap
proa
chto
its
wor
kforc
eco
ststo
redu
ceo
vera
ll
ex
pend
iture
on
sala
ries?
Do
allb
usin
ess
plan
sha
ve
alin
ked
wor
kforc
epl
anw
hich
set
sou
tass
ocia
ted
costs
an
dtim
esca
les?
Isth
eor
gani
satio
nco
nsul
ting
with
w
orkfo
rce
repr
esen
tativ
esto
agr
eea
rrang
emen
tsfo
r
m
ore
flexi
ble
use
ofit
spe
ople
?
Enga
ging
with
21
.H
asth
eor
gani
satio
nco
mm
unic
ated
its
effic
ienc
y,
serv
ice
user
s
inno
vatio
nan
dim
prov
emen
tstra
tegy
tos
ervic
eus
ers?
H
owd
oyo
ukn
owu
sers
unde
rstan
dan
dsu
ppor
tit?
22.
How
doe
sth
eor
gani
satio
nin
volve
ser
vice
user
san
d
cu
stom
erfe
edba
cka
nds
ugge
stion
sin
iden
tifyi
ng
pote
ntia
lare
asfo
rred
esig
ning
ser
vices
and
del
iverin
g
ef
ficie
ncie
s?D
oes
itdo
this
with
its
partn
ers
tom
axim
ise
effic
ienc
y?
23
.C
any
oud
emon
strat
eth
atfe
edba
cka
nds
ugge
stion
s
fro
mu
sers
and
custo
mer
sha
veb
een
take
nin
toa
ccou
nt
inp
ursu
ing
effic
ienc
yan
dpr
oduc
tivity
impr
ovem
ents?
Lo
okin
gah
ead
24.
Are
ther
ear
eas
whe
res
pend
ing
isne
eded
now
to
del
ivers
igni
fican
trec
urre
nts
avin
gsin
the
long
erte
rm?
Has
the
orga
nisa
tion
cons
ider
edh
owc
anth
isbe
fu
nded
?
Goo
d pr
actic
e ar
ea
Key
poin
ts to
con
side
r
Cons
ider
ed
Com
men
ts to
sup
port
or
Requ
ired
(Yes
/ N
o?)
expl
ain
your
ass
essm
ent
actio
ns
W
e ha
ve le
ft th
ese
colu
mns
bla
nk, f
or c
ompl
etio
n by
read
ers
10Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies
25
.W
hata
reim
plic
atio
nso
fan
agei
ngw
orkfo
rce
fort
he
staffi
ngo
fyou
rfro
nt-lin
ese
rvic
es?
How
doe
sth
e
ef
ficie
ncy
strat
egy
refle
ctth
isfa
ctor
?
26
.Is
the
curre
ntc
apita
linv
estm
entp
rogr
amm
esu
stain
able
in
the
curre
nte
cono
mic
clim
ate?
How
has
the
orga
nisa
tion
seti
nves
tmen
tprio
ritie
sag
ains
tthe
lik
elih
ood
offu
ture
cap
itals
pend
ing
redu
ctio
ns?
Im
prov
ing
info
rmat
ion
on p
rodu
ctiv
ity, s
ervi
ce q
ualit
y an
d pe
rfor
man
ce
Unde
rstan
ding
the
27.
Does
the
orga
nisa
tion
iden
tify
and
anal
yse
the
inpu
tco
stso
fpro
vidin
g
costs
fora
llm
ajor
ser
vices
?Fo
reac
hse
rvic
e:se
rvic
es
•
Isth
ere
trend
info
rmat
ion
and
anin
dica
tion
ofc
ost
pr
essu
res?
•Do
esth
eor
gani
satio
nha
vea
cle
aru
nder
stand
ing
of
how
cos
tsch
ange
inre
spon
seto
cha
ngin
gle
vels
of
act
ivity
?
•
Can
the
orga
nisa
tion
repo
rtw
hata
reth
eun
itco
sts
of
del
iverin
gth
ese
rvic
ean
dho
wth
isis
chan
ging
?
Unde
rstan
ding
the
28.
Does
the
orga
nisa
tion
iden
tify
and
anal
yse
the
leve
land
qu
ality
and
leve
lof
qu
ality
ofa
llm
ajor
ser
vices
inte
rms
ofo
utco
mes
for
serv
ices
pro
vided
citiz
ens?
29.
Fore
ach
serv
ice:
•Is
ther
ecl
eari
nfor
mat
ion
onth
ele
velo
fser
vice
pr
ovid
edin
resp
ecto
fpur
pose
and
out
com
es?
•Do
esth
eor
gani
satio
npr
ovid
ere
ports
on
the
qual
ity
of
ser
vice
deliv
ered
?
•
Can
the
orga
nisa
tion
repo
rtho
wq
uality
and
leve
ls
ofs
ervic
eha
vec
hang
edo
vert
ime?
•C
anth
eor
gani
satio
nde
mon
strat
eth
elin
ksb
etw
een
co
st,a
ctivi
tya
ndq
uality
?Do
per
form
ance
mon
itorin
gre
ports
sho
wth
ese
links
?
Goo
d pr
actic
e ar
ea
Key
poin
ts to
con
side
r
Cons
ider
ed
Com
men
ts to
sup
port
or
Requ
ired
(Yes
/ N
o?)
expl
ain
your
ass
essm
ent
actio
ns
W
e ha
ve le
ft th
ese
colu
mns
bla
nk, f
or c
ompl
etio
n by
read
ers
Part Two:Good practice checklist for public bodies
Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies11
Repo
rting
effi
cien
cy
30.
Are
ther
ero
bust
mea
sure
sof
suc
cess
fore
ffici
ency
that
sa
vings
refle
ctp
urpo
sea
ndo
utco
mes
?
31
.H
asth
eor
gani
satio
nse
tbas
elin
esfo
rthe
cos
t,qu
ality
an
dle
velo
fser
vice
ofe
ach
mai
nse
rvic
e?A
reth
e
ba
selin
esro
bust?
32.
Inre
porti
nge
ffici
ency
sav
ings
,doe
sth
eor
gani
satio
n:
•
Repo
rton
ac
onsis
tent
bas
isov
erti
me
and
betw
een
pr
ojec
ts?
•
Use
tool
sto
mea
sure
gai
nsth
ata
rec
onsis
tent
and
relia
ble?
•
Mak
elik
e-fo
r-like
com
paris
ons
with
bas
elin
eda
ta?
•Sh
owh
owe
ffici
ency
sav
ings
are
affe
ctin
gits
base
lines
forc
ost,
qual
itya
ndle
velo
fser
vice,
to
sh
owth
efu
llim
pact
ofc
hang
es?
33.
Does
the
orga
nisa
tion
regu
larly
repo
rtpr
ogre
ssa
gain
st
its
effi
cien
cya
ppro
ach
to:s
taff;
thos
ech
arge
dw
ith
gove
rnan
ce;p
artn
ers;
ser
vice
user
s;a
ndo
ther
sta
keho
lder
s?
34
.Is
the
orga
nisa
tion
able
tod
emon
strat
ew
hate
ffici
ency
ga
ins
have
bee
nac
hiev
edfr
omin
divid
ualp
roje
cts
and
how
thes
ega
ins
have
impr
oved
the
serv
ices
del
ivere
d?
Mak
ing
best
use
of
35.
Has
the
orga
nisa
tion
asse
ssed
opp
ortu
nitie
sfo
rco
llabo
ratio
nan
d
effic
ienc
ies
and
bette
rout
com
esth
roug
hbe
tter
join
twor
king
co
llabo
rativ
ew
orkin
gas
par
tofi
tsstr
ateg
ica
ppro
ach
arra
ngem
ents
to
effi
cien
cies
?Fo
rexa
mpl
e,p
oolin
gof
reso
urce
s,
rem
ovin
gdu
plic
atio
n,s
hare
dse
rvic
eso
rrad
ical
re
desig
nof
ser
vice
deliv
ery?
Goo
d pr
actic
e ar
ea
Key
poin
ts to
con
side
r
Cons
ider
ed
Com
men
ts to
sup
port
or
Requ
ired
(Yes
/ N
o?)
expl
ain
your
ass
essm
ent
actio
ns
W
e ha
ve le
ft th
ese
colu
mns
bla
nk, f
or c
ompl
etio
n by
read
ers
Impr
ovin
g co
llabo
ratio
n an
d jo
int w
orki
ng to
del
iver
effi
cien
t and
use
r-fo
cuss
ed s
ervi
ces
12Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies
36
.Do
esth
eor
gani
satio
nkn
owit
sow
nar
eas
ofg
ood
prac
tice
and
shar
eth
isac
ross
its
sect
or,a
ndw
ider
,as
appr
opria
te?
37.
Doa
llse
rvic
ere
view
sas
sess
the
pote
ntia
lfor
co
llabo
ratio
nto
del
iverb
ette
rser
vices
acr
oss
the
who
le
syste
min
am
ore
cost-
effe
ctive
way
?
38
.Fo
reac
hm
ain
serv
ice,
has
the
orga
nisa
tion
wor
ked
with
key
loca
lpar
tner
sto
iden
tify
pote
ntia
lfor
bet
ter
outc
omes
and
effi
cien
cyth
roug
hco
llabo
ratio
n?
39.
Isth
ew
ork
that
goe
sin
top
artn
ersh
ips
deliv
erin
gcl
ear
impr
ovem
ents
inth
eac
cess
ibilit
y,q
uality
and
effi
cien
cy
ofp
ublic
ser
vices
?H
owc
anth
isbe
dem
onstr
ated
?
40
.H
asth
eor
gani
satio
nfa
ced
any
diffi
cultie
sor
resis
tanc
e
in
esta
blish
ing
partn
ersh
ipw
orkin
gar
rang
emen
ts?D
o
pa
rtner
ship
sne
eda
dditi
onal
sup
port
tom
ake
any
nece
ssar
ych
ange
s?W
hatr
ole
shou
ldle
ader
spl
ayin
pr
ovid
ing
this
supp
ort?
Us
ing
benc
hmar
king
41.
Does
the
orga
nisa
tion
have
ac
lear
stra
tegy
for
toid
entif
ypo
tent
ial
be
nchm
arkin
gea
cho
fits
mai
nse
rvic
es?
ef
ficie
ncie
s
42.
Fore
ach
mai
nse
rvic
eis
the
orga
nisa
tion
clea
rabo
ut:
•Th
ety
peo
fben
chm
ark
info
rmat
ion
requ
ired?
10
•Th
epo
tent
ialb
enefi
tsfro
ms
harin
gbe
nchm
ark
in
form
atio
n?
43
.Is
the
orga
nisa
tion
able
tom
onito
rand
ben
chm
ark
all
front
-line
serv
ices
?
Goo
d pr
actic
e ar
ea
Key
poin
ts to
con
side
r
Cons
ider
ed
Com
men
ts to
sup
port
or
Requ
ired
(Yes
/ N
o?)
expl
ain
your
ass
essm
ent
actio
ns
W
e ha
ve le
ft th
ese
colu
mns
bla
nk, f
or c
ompl
etio
n by
read
ers
10
Ben
chm
arki
ngo
fas
ervi
cec
anin
volv
e:c
omp
aris
ons
ofp
olic
ies,
out
put
san
do
utco
mes
;com
par
ison
sof
org
anis
atio
nals
truc
ture
san
dp
roce
sses
;and
co
mp
aris
ons
ofc
osts
and
act
ivity
leve
ls.
Part Two:Good practice checklist for public bodies
Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies13
44
.Is
the
orga
nisa
tion
findi
nga
nyb
arrie
rsin
pro
vidin
gan
d
ob
tain
ing
benc
hmar
king
info
rmat
ion?
Wha
twill
itdo
to
over
com
ean
yba
rrier
s?
Usin
gco
ntin
uous
45
.H
asth
eor
gani
satio
nad
opte
dco
ntin
uous
impr
ovem
ent
impr
ovem
ent
m
etho
dsto
revie
ws
yste
ms
and
prac
tices
ford
elive
ring
met
hods
serv
ices
?W
hats
cope
isth
ere
fore
xtend
ing
this
revie
ww
ork?
46
.Do
esth
eor
gani
satio
nkn
oww
hatm
odel
sof
con
tinuo
us
impr
ovem
enta
reb
eing
use
din
oth
ers
imila
rpub
lic
sect
orb
odie
s?H
owc
anit
lear
nfro
mth
isac
tivity
?
Goo
d pr
actic
e ar
ea
Key
poin
ts to
con
side
r
Cons
ider
ed
Com
men
ts to
sup
port
or
Requ
ired
(Yes
/ N
o?)
expl
ain
your
ass
essm
ent
actio
ns
W
e ha
ve le
ft th
ese
colu
mns
bla
nk, f
or c
ompl
etio
n by
read
ers
14Improvingpublicsectorefficiency–Goodpracticechecklistforpublicbodies
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