Outsourcing public services

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Jonathan Kay
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Cannonball Bob
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Quoting Jonathan Kay: We've just outsourced the management of our nuclear weapons Jonathan We're outsourcing the engineering, not the warfaring and that's been happening since blacksmith were employed to make swords.
tbird
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Maybe initial steps in preparing for Scottish independence
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DougBaker
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Quoting tbird: Maybe initial steps in preparing for Scottish independence Or ensuring it is even more expensive to drop Trident in the future.
TomB
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Nothing particularly new there, my employer is in an alliance with Babcock and essentially run Aldermaston on behalf of the MoD.
Jonathan Kay
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In case you were wondering what the Olympic legacy would mean in practice Jonathan Edited by - Jonathan Kay on 14 Aug 2012 22:27:23
Golf Juliet Tango
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When I saw that, my eyebrows went up. And the legacy also means the sale of school sports fields \" class=\"smiley\" />.

Stephen

Democratic dissent is not disloyalty, it is a positive civic duty

john aston
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Quoting Gavin H: Quoting Jonathan Kay: IMHO That sort of contract should be within the scope of Freedom of Information legislation. If some companies didn't want to contract under those conditions I think we could survive. Jonathan Edited by - Jonathan Kay on 19 Jul 2012 10:24:36 I wouldn't be surprised if the confidentiality was to protect the government from flack. Whilst there is understandable disdain when things go wrong, the accountability is still with the outsourcing department - they are responsible for drawing up an agreement that covers the necessary performance goals, key performance indicators (to ensure a drop of quality below acceptable standard is recognised early enough to be addressed), and suitable punitive clauses to ensure that the provider feels the ramifications if it fails to meet the targets set out. The outsourcing department then needs to take responsibility to monitor performance, and to do something about it when it goes wrong (which it will, from time to time, privately outsourced or still within the public sector). I fear there may be an attitude that, once outsourced, the outsourcing department is not longer accountable - this leads them to take their eye off the ball, and pass blame when issues arise (which is not to say that the service provider does not also deserve some blame, just not all of it). Adequate outsourcing management would go a long way to preventing this - the contracts have to be properly thought through, and then managed, with decisive action when there are failings, implemented by the outsourcer. My former job involved outsourcing a wide variety of public work - highways, waste , catering, IT and social services.- worth up to £300m per contract. I was the poor sap who wrote the contracts and very much endorse sentiment of post quoted. A couple of points- so called penalties are always a carefully balanced remedy. Clients would often want ultra draconian penalties until they were advised some were chocolate fireguards(in the sense that a true 'penalty' -ie out of proportion to loss- is unenforceable) and risk allocation obviously impacts on price. The need to invest in even a slim client function to manage the contract was a concept which many politicians struggled to understand. Having dug my employer out of many holes directly attributable to poor contract management this was a constant frustration. KPIs- my God I so haven't missed that acronym since I retired..
Jonathan Kay
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Update on Serco and the out-of-hours "GP" contract in Cornwall, Guardian storyQuote:Serco, the leading private contractor to the government, has admitted that it presented false data to the NHS 252 times on the performance of its out-of-hours GP service in Cornwall.Jonathan
Jonathan Kay
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