The Whitehall Effect ~ John Seddon - Online Notes
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Links below take you to the chapter notes:
Introduction 1. Prelude Part 1: The industrialisation of public services 2: Call centres 3. Back Offices 4. Shared Services 5. Outsourcing 6. Information Technology Part 2: Delivering services that work Introduction 7. A better philosophy 8. Effective change starts with ‘study’ 9. Better thinking, better design 10. ‘Locality’ working 11. IT as pull, not push Part 3: Things that make your head hurt 12. Targets and standards make performance worse 13. Inspection can’t improve performance 14. Regulation is a disease 15. It’s the system, not the people 16. Incentives always get you less Part 4: ideology, fashions and fads 17. Choice 18. Personal Budgets 19. Commissioning 20. Managing demand 21. Nudge 22. Procurement 23. Risk management 24. Lean 25. IT: features over benefits Part 5 Change must start in Whitehall 26. Beware economists bearing plausible ideas 27. Whitehall is incapable of doing evidence 28. Getting a focus on purpose 
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10. 'Locality' working
1] ‘Locality and Vanguard 2014: Saving money by doing the right thing – Why “local by default” must replace “diseconomies of scale”’ p.14. View More detailed notes on the nature of demand into housing allocations and the subsequent intervention can be found in the subscriber area of the Vanguard website. View 2] Rowena Crawford and David Phillips, ‘Local government spending: where is the axe falling?’ in Institute for Fiscal Studies Green Budget February 2012, p.126: Spending on social care amounts to £21.0 billion, 20% of local government expenditure. View 3] The Guardian, 23 March 2014, ‘Stop bulk buying public services and save £16bn’. Byline: Neil Berry and Louise Winterburn. View 4] ‘Locality and Vanguard 2014: Saving money by doing the right thing – Why “local by default” must replace “diseconomies of scale”’ p.14. View 5] Policy.Mic, 10 February 2014, ‘The Most Unlikely State in America Is On Track to Eradicate Homelessness By 2015’. Byline: Emmett Rensin. View |
