Each advisor has worked independently, supported by their teams, to develop conclusions and recommendations in their specific area of expertise.
Dr Martin Read's examination of back office operations and IT has focused on the need to improve the collection and integration of management information into departmental processes, and to introduce benchmarking and performance reviews. His work on IT has aimed particularly at better governance of IT-enabled projects, and greater standardisation and simplification of IT across the public sector.
Martin Jay has drawn attention to the need to increase the amount of areas where government uses its collective buying power, by channelling more spending through collaborative strategies and continuing to improve the coherence and coordination of Professional Buying Organisations.
Gerry Grimstone has recommended a stronger mechanism of challenge across government to ensure that assets held by the public sector are managed in a way that maximises efficiency, and that commercial potential is being fully considered and harnessed. The Shareholder Executive will lead a six-monthly review exercise, challenging Departments on the assets they hold through a rolling programme of collaborative studies.
Lord Carter has recommended the creation of a central function to drive efficient use of property across the whole of the public sector, and has shown the need to create incentives that deliver a rationalised and more efficient estate.
Sir Michael Bichard's work has highlighted the opportunities that exist beyond traditional understandings of operational efficiency. Local authorities, their partners and frontline professionals can help deliver savings by collaborating and innovating right across the public sector, especially if protected from the burdens of unnecessary or excessive bureaucracy.
While every advisor has made specific recommendations on their area of expertise, a number of themes emerged throughout, building on the best of private and public sector practice to achieve:
• consistent, comparable data - organisations need to be able to benchmark against others to know whether the services they deliver constitute good value for money. This requires consistent, comparable data, which allows organisations to benchmark their performance and use both public and private sector best practice to raise their standards;
• incentives - an effective system of incentives and sanctions across the public sector would create the right conditions for all organisations and individuals to maximise their contribution to the delivery of high quality public services in an efficient manner;
• structures and tools - the right structures (e.g. shared service centres and professional buying organisations) and tools (such as software which allows access to collaborative procurement deals) need to be in place to help organisations and their staff achieve the savings they are being asked to achieve; and
• accountability and performance management - all elements of the public sector must respond to the efficiency challenge. Organisations should have the flexibility to decide on the most appropriate methods of delivering savings in these areas, suited to their circumstances. To maximise the benefits, and ensure these savings are found across the public sector, there is a need for robust, proportionate accountability mechanisms. With consistent, comparable data, those who are currently under-performing can be identified and supported to improve quickly.