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Between 2005-06 and 2011-12, the Animal Health and Veterinary Laboratories Agency spent £103 million (from the agreed budget of £123 million) on reforming the way it delivers animal health and welfare service. The Business Reform Programme was designed to improve the quality of the Agency's data, upgrade its ICT, standardize and automate its processes, and enable private vets to submit bovine tuberculosis tests online. It is now forecast that the Programme will be completed by 2013-14. The Programme has been strongly managed over the last few years and the Agency has made tangible progress in addressing some key challenges at the same time as achieving cost reductions, £4 million to date. In addition to reducing headcount by 119 full time members of staff, over halfway towards its final forecast of 214, new ICT is enabling staff to share data across offices, helping the Agency to generate better information on costs and performance and helping the Agency work more efficiently. Despite reducing the number of staff tracking the movement of cattle testing positive for bovine TB from 43 to 28, the number of tracings carried out in a year rose by 24 per cent. However, there have been issues with the implementation of the new ICT, and only 11 of the 497 private veterinary practices signed up to submit bovine TB test results online are currently doing so. The final stages of the reform programme are critical for securing the full benefits of the new ICT
The government published its Civil Service Reform Plan (the Plan) in June 2012 (www.civilservice.gov.uk/reform). It followed the publication of the 2011 Open Public Services White Paper (Cm.8145, ISBN 9780101814522) which called for a smaller, more strategic civil service that does less centrally, and commissions more from outside. The Plan has many themes in common with previous initiatives that attempted to reform the civil service, and adapt it to the changing needs of governments and public service users, but is arguably the broadest such reform programme since 1968. This Memorandum is intended primarily to inform the Committee's discussions with the leadership of the civil service about the Plan. Given that the Plan is less than a year old, it is not an evaluation of the reforms in the Plan, the progress made against them, or the implementation arrangements in place. It is designed to support the Committee to engage with the breadth of the Plan, so that they can use their influence to help ensure that its implementation improves efficiency, reinforces Parliamentary accountability and protects value for taxpayers and citizens. The Civil Service, in its present form as of 2012, employs 459,000 people across 106 departments and other bodies. The annual spend on Civil Service pay is £16 billion. The projected cost reduction for the Civil Service, between 2010 to 2015 is £80 billion and the projected reduction in the number of full-time equivalent civil servants over the same period is 110,000 representing about 23% of total staff.
As the government strives to get everyone using online services, it must make sure it doesn't ignore people without internet access. This group of approximately 4 million people is skewed towards those aged over 65, in lower socio-economic grops or iwth disability. The Cabinet Office needs to make sure it understands these people's needs better and move forward with its plans to support them. They must not be put at a disadvantage because they either can't or don't want to go online. In some cases, fewer than 50% of transactions are completed online. To achieve its expectation that 82% of transactions are completed online, the Cabinet Office needs to understand better and break down the barriers that stop people with internet access from using online government services.
Older ICT systems that are critical for the delivery of key public services ('legacy ICT') expose departments to risks which must be understood and managed. A particular risk is that departments dependent on legacy ICT will find it more challenging to achieve the business transformation envisaged by the Government in its digital strategy. Some £480 billion of the government's operating revenues and at least £210 billion of non-staff expenditure such as pensions and entitlements are reliant to some extent on legacy ICT. Good practice in managing legacy ICT as an integrated part of public service delivery is therefore crucial to maintaining the performance of these services. The reliance of government on legacy ICT is highlighted by the NAO in a number of case studies. The common risks seen by the NAO in its case studies include a higher vulnerability of legacy ICT to security problems; being locked in to uncompetitive support arrangements with a single supplier; a shortage of skills to maintain and support legacy ICT; the proliferation of manual processes as legacy ICT systems have to cope with changing business needs; the cost of new business processes to compensate for missing functionality in the legacy ICT system; and increased complexity caused by additional interfaces with other systems, driving up costs.
According to the National Audit Office, in 2011-12, government spent an estimated £316 million less on ICT than it would otherwise have done. The main challenge, however, will be to move to the delivery of ICT solutions that reform public services and the way that government works. The government announced in October 2012 that, subject to audit, it had already saved £410 million from its savings initiatives in 2012-13 and expected to save a further £200 million by the end of March 2013. The appointment of commercial experts has helped departments to claw money back, renegotiate contracts before they expire and, overall, spend less on ICT than they otherwise would have done. However, weaknesses in data held by the Cabinet Office have meant that the £348 million of savings reported by the Cabinet Office for 2011-12, resulting from its initiative to manage ICT suppliers as a single customer, could not be validated. To date, moreover, the Cabinet Office has measured only cost savings and has not published measures of the wider impacts of its initiatives. The department is starting to take steps to consider risk and performance on a more holistic basis, which should provide it with more information on wider impact. Views are mixed on the effect of reform on government's relationship with ICT suppliers. Suppliers consulted by the NAO were frustrated at the slow pace of change and the focus on cost-cutting, rather than exploring innovative opportunities to redesign public service and put services online. There have also been comments from government on resistance by suppliers to change
It has been more than 20 years since Brazil's 1988 Constitution formally established the Unified Health System (Sistema Unico de Saude, SUS). Building on reforms that started in the 1980s, the SUS represented a significant break with the past, establishing health care as a fundamental right and duty of the state and initiating a process of fundamentally transforming Brazil's health system to achieve this goal. This report aims to answer two main questions. First is have the SUS reforms transformed the health system as envisaged 20 years ago? Second, have the reforms led to improvements with regard to access to services, financial protection, and health outcomes? In addressing these questions, the report revisits ground covered in previous assessments, but also brings to bear additional or more recent data and places Brazil's health system in an international context. The report shows that the health system reforms can be credited with significant achievements. The report points to some promising directions for health system reforms that will allow Brazil to continue building on the achievements made to date. Although it is possible to reach some broad conclusions, there are many gaps and caveats in the story. A secondary aim of the report is to consider how some of these gaps can be filled through improved monitoring of health system performance and future research. The introduction presents a short review of the history of the SUS, describes the core principles that underpinned the reform, and offers a brief description of the evaluation framework used in the report. Chapter two presents findings on the extent to which the SUS reforms have transformed the health system, focusing on delivery, financing, and governance. Chapter three asks whether the reforms have resulted in improved outcomes with regard to access to services, financial protection, quality, health outcomes, and efficiency. The con
The Congressional Record is the official record of the proceedings and debates of the United States Congress. It is published daily when Congress is in session. The Congressional Record began publication in 1873. Debates for sessions prior to 1873 are recorded in The Debates and Proceedings in the Congress of the United States (1789-1824), the Register of Debates in Congress (1824-1837), and the Congressional Globe (1833-1873)
The Committee's report on an evaluation of Whitehall departments' plans for structural change in response to the twin challenges of major public service reform and significantly reduced administrative budgets.The Committee expresses concern that the centre of Government, notably the Treasury and the Cabinet Office, is providing neither strategic leadership nor a governance framework to departments in managing their change programmes. The demand is immediate for an all encompassing strategic approach to change, minimising disaggregation and ensuring a 'joined up Government' approach."
The Department for Environment, Food and Rural Affairs and its Animal Health agency successfully contained limited outbreaks of Avian Influenza and Foot and Mouth Disease in 2007. The estimated £33 million expenditure by Animal Health in 2007-08 on dealing with these exotic disease outbreaks has represented good value for money when compared to the economic costs of these diseases becoming more widespread. The control of some of the more serious endemic diseases has been managed less successfully. Good progress has been made with the control of Bovine Spongiform Encephalopathy (BSE), Scrapie and Salmonella, but Bovine Tuberculosis has continued to spread. In 2007-08, tackling Bovine Tuberculosis accounted for 39 per cent of Animal Health's total expenditure. Herd restrictions are applied immediately when disease is identified, but compliance with the requirements for routine testing to detect disease is not rigorously enforced. There are no national standards on farm biosecurity to minimise the risk of diseases spreading. The Department, Animal Health and other inspection bodies, such as local authorities, do not systematically collect and share information about biosecurity risks. Beekeepers have reported unusually high losses of honeybees in recent years and, now that the Varroa parasite is endemic, honeybee colonies are more vulnerable to other diseases. Controlling Varroa and monitoring of other diseases is hampered by the limited inspections of colonies carried out by the Department's National Bee Unit. An estimated 20,000 beekeepers are not known to the Unit's inspectors and are less likely to notify the Department of any diseases.