Rod Aldridge, the Executive Chairman of Capita, the support services provider, has a vision of the public sector creating strategic partnerships with privates sector companies to transform the way services are delivered. Speaking to the Public Management and Policy Association he questioned the capacity of public bodies, either on their own or collaborating with each other, to deliver the modernization agenda that politicians and the public want. Because transformation demands a change in culture, access to expertise and capital investment, the private sector must play a significant role.He argued that it is highly inefficient for 300 councils to have their own processes and staff to collect council tax and for the NHS to have support sites serving small groups of Trusts. The creation of ‘business centres’ to handle common tasks would deliver big savings which could be plough back into front line services.
The Comptroller and Auditor General has told central government departments that they need to sharpen up their act when buying professional services. The report by the National Audit Office is based on a survey of 152 departments aimed at finding out how they bought services. The survey covered consultancy and advisory services, the design, development and implementation of information systems, advertising for recruitment of staff, the delivery of contracted out services such as payroll administration, research and development, and staff substitutionThe report claims that if Departments adopt the advice to act as intelligent customers by discussing with suppliers all the elements of the contract price, they could cut expenditure by 10 percent and save 60 million pounds a year. Most of the savings could come from a tougher negotiating approach based on better information about comparative fees. Researchers found that almost one third of contracts were awarded on the basis of single tender or informal price tendering and that some contracts were open to interpretation. The report identifies further costs savings from the use of competitive tendering and from contracts that are more tightly drawn up.
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Raine J WThe International Journal of Public Sector Management, (UK), 2000 Vol 13 No 5. Start page: 390. No of pages: 28
Investigates how the courts are interpreting the UK Governments ‘modernization’ programme; examines the main features of the reform agenda. Identifies these as doing it – altogether, better, cost-effectively, democratically, efficiently, faster and for Government; discusses how each of these have impacted on the courts. Analyses the difficulties of transplanting a ‘consumer-orientated’ programme into the legal system; highlights the tensions between different stakeholder groups. Explores issues relating to the selection of judges and magistrates, and the proposed changes to the right to a jury trial. Probes whether the changes will result in courts becoming more cost effective; spotlights the tighter financial regime of fixed budgets for the courts and the lack of resources. Criticizes the fact that the courts agenda is being set by central Government; looks in depth at issues relating to accountability and the erosion of judicial independence. Puts forward that the courts should develop their own modernization agenda to meet their particular circumstances; spells out an alternative agenda around four main themes – financial, jurisdictional, sentencing, public accountability. Concludes by stressing the need for the separation of powers and for a strong independent judiciary.
