Innovation rather than incremental improvement is the
key for local authorities in meeting growing public expectations
and financial pressures, says a new report from the Audit
Commission.
The
"Seeing the Light: Innovation in Local Public
Services" report says many councils are innovating
successfully, with pressure to improve efficiency being the main
driver.
Outcomes of successful innovation have included improved
performance, increased democratic engagement and better value for
money.
But while most councils and fire authorities are engaged in some
form of innovation, there is still scope to yield bigger gains,
said the Audit Commission.
Evidence from the Commission's corporate assessments suggests
that only one-third of single tier and county councils and a
quarter of fire authorities are involved in extensive
innovation.
The report recommends that authorities identify service areas in
most need of innovation, such as those for which aspirations are
high and performance is low, and support staff in generating and
implementing innovative projects to raise standards.
The report highlights examples of local authorities that have
improved the value for money of their services, achieved more
effective service delivery and built stronger relationships with
their communities through innovation.
Woking Borough Council, for example, was at the forefront of
local action to address climate change before it was accepted more
broadly as a serious concern.
The council adopted a wide-ranging climate change strategy
including plans to adopt a carbon-neutral approach to future
services and activities.
Using innovative approaches to funding, technology and
partnership working, the council has reduced CO2
emissions from its own property by 82%.
Michael O'Higgins, chairman of the Audit Commission, said,
“Local authorities are seldom portrayed as hotbeds of innovation,
but our report shows that many are innovating to deliver better
services within tighter budgets. Innovative authorities realise
that greater efficiency is not always about working harder, it's
about being smarter.
"As the pressures grow on councils and their partners to improve
performance and deliver even bigger savings, incremental approaches
to improvement just won't be able to keep up,” said O'Higgins.
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