A workforce that meets the needs of the patients, the politicians, the service, and of course the staff themselves - wouldn't it be wonderful? Motivating people to take pride - yes real pride - in the service delivered, and to tailor their own actions/ activity/ hours to deliver the very best within finite resources is the Holy Grail - find out more . . .
At Ask! restaurant in Durham, where we went on Saturday night with friends, the toilets are more discreet than most.
Let's be realistic: this crunch won't last for ever. And when it ends, consumers will need new products. We're going to need innovation in financial services (after all, we can't reuse the failed products of last year and preceding decades). New delivery services (keeping food miles down, recognising more purchasing on the internet, even home delivery services from a trip down the high street so you can go on spending!).
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John Thorp's book "the information paradox" is probably the foundation on which future benefits realisation has been based. Although it is based around IT projects (notoriously, with a 70% "failure" rate), there is much that can be applied to all environments.
The Demos report "measuring social value: the gap between policy and practice" asks a very important question 'is there a standard method of measuring SROI?'.
The answer is: that depends.
When planning a new project, or evaluating whether an existing service has been successful, financial success is often the only thing that gets counted.