This paper aims to examine the dynamic relationship between informal controls and formal control in the context of public sector outsourcing and explores whether informal controls have a role to play in public sector outsourcing and what implications this has for the role of trust and accountability of the public service. This paper uses two case studies to examine these questions and concludes that while it is necessary for formal controls to dominate the selection stages of outsourcing for accountability and transparency reasons, informal or looser controls can play an important role in the implementation of the outsourcing relationship.
The latest shuffle is the biggest since the Conservatives came to power and has the imprint of Privy Council Clerk Kevin Lynch whose has made it his mission to 'renew' and 'reinvigorate' the public service with more young blood and outside talent to get ready to take over from the old guard of baby boomers who have dominated the senior ranks since the 1980s. The shuffle should reflect the demographic reality that people are leaving and retiring and he's got to ensure the people behind have experience (to take over) so we'll see an unprecedented number of people into positions and a lot of new faces for the next couple of years, " said David Zussman, who holds the Jarislowsky Chair for public sector management at the University of Ottawa. To do that, Lynch began by getting the next gen...
The Material Management Institute (MMI) has long held professional standing and professional development as its watchword, so much so that it is seen as a leader in making solid continuous learning available to its members. And those upgraded professional skills, development, knowledge and interaction form a basis of professional values and ethics. In an insightful presentation to the 2004 Materiel Management National Workshop (MMNW) in Ottawa, President of the newly-minted Canada School of the Public Service, Janice Cochrane, talked with participants about the future of learning in the federal public service. She told her audience that the new school will be tailored to fit individual professional community needs.
[Sydney Monteith] IS an operations technician with the Ministry of Forests, BC Timber Sales. She is located in the interior of BC in the Cariboo-Chilcotin Business Area, where the largest town is Williams Lake, BC. Sydney is a graduate of the BC government's Procurement and Contract Management Program (PCMP), which, in 2005 began delivering public sector procurement content that was developed through a partnership with NECI Ltd., a private sector firm based in BC. Sydney Monteith is an operations technician with the Ministry of Forests, BC Timber Sales. She is located in the interior of BC in the Cariboo-Chilcotin Business Area, where the largest town is Williams Lake, BC. Sydney is a graduate of the BC government's Procurement and Contract Management Program (PCMP), which, in 2005 bega...
... to meet their challenges without private-sector expertise and financing. . To encourage municipali...* enforce laws governing public health and the environment. . To get the most out ... expertise at all levels--planning, management, and operations. Many utilities do not have the pr...
Public sector procurement officers can ensure their source of supply, manage costs effectively and deal with environmental concerns, but in order to do so, they must consider all angles of what is commonly being called the energy value chain. One fundamental issue associated with energy management in the public sector is the current split in many organizations between who makes the buying decision and who decides how that energy will be consumed. A first step towards a sound energy strategy and a win-win outcome is to ensure that these areas are either brought together or mandated to work together. Easy as energy procurement can be, the next areas of the energy value chain - conversion and use - do start to make energy management an issue often-best left to the experts. To be successful...
Many public sector companies, especially not-for-profit organizations, are realizing the value of marketing. Unlike in previous years, the public sector recognizes that marketing is an integral part of management, ensuring that revenues will continue to grow. The increased emphasis on marketing for the public sector represents a huge potential market for public relations and marketing consultancy firms.
PROJECT FAILURE COSTS billions of private and public sector resources each year worldwide - witness many e-procurement initiatives failure to meet expectations. The benchmark failure rate for major projects is 80-90 percent.1 Obviously we need to develop and implement a new approach to major project management and measurement, one designed to radically improve the probability of success. An integrated and comprehensive solution is to pair up a management approach based on the dynamic baseline model2 (DBM), and a measurement approach based upon the excellence driven approach (EDA).3 Based upon DBM classification, level 1 and 2 projects are measured using the excellence driven approach (EDA) to major project measurement. EDA is: For those projects already under way, the DBM provides a met...
The Materiel Management Institute (MMI) has become a powerful and insightful component in the public procurement professional environment and it is now emerging as an important player on the policy and political scene as well. Walter Lastewka, M.P.for St. Catherines, Ontario and ex-General Motors executive, was appointed Parliamentary secretary for Procurement Reform last December, a clear indication of political recognition and priority for public procurement issues. Over the past several years the Materiel Management Institute has enhanced its professional development activities, national and regional workshops, pursued professional certification initiatives, participated actively in procurement reform initiatives and has significantly raised the profile and professionalism of the pro...
During the 10-month long lockout, many NHL teams laid off their management and coaches as a way of reducing costs during a season without revenues. The Capital Sports Group of Companies (CSG), which owns and operates the Ottawa Senators Hockey Club, took a completely different approach. CSG's executive team, Eugene Melnyk (owner), Roy Mlakar (president and CEO) and Cyril Leeder (COO) decided to retain the majority of their management team and focus on improving their off-ice business performance. [Ron Higgins]: The organization exists for customers, and as such, CSG needed to ensure that customer requirements were understood and included in the strategic planning process. Once the requirements were understood, key service and delivery processes were documented and implemented to ensure ...
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