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	<title>Blog &#187; Ian Moss</title>
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	<description>Institute for Government Blog</description>
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		<title>Don&#8217;t quota me</title>
		<link>http://www.instituteforgovernment.org.uk/blog/2037/dont-quota-me/?source=rss</link>
		<comments>http://www.instituteforgovernment.org.uk/blog/2037/dont-quota-me/#comments</comments>
		<pubDate>Fri, 25 Feb 2011 11:05:44 +0000</pubDate>
		<dc:creator>Ian Moss</dc:creator>
				<category><![CDATA[New models of governance and public services]]></category>
		<category><![CDATA[Commissioning]]></category>
		<category><![CDATA[Mutuals]]></category>

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		<description><![CDATA[On Friday 11 February the Prime Minister launched a new approach to government procurement. As part of his Big Society vision, public services would be thrown open to competition and there would be a &#8220;right to bid&#8221; for delivery of public services. David Cameron also stated that the government’s ambition is that &#8220;twenty-five percent of all government contracts are awarded to small and medium-sized enterprises&#8221;. The ambition was repeated by Francis Maude the following Monday at the launch of the government’s Social Investment Strategy. Not so fast Within days Whitehall &#8216;sources&#8217; were briefing that this commitment to 25% had been dropped. Quite rightly, as EU procurement rules do not allow it. Frances Maude has now gone on the record in an interview with Public Finance confirming: &#8220;We’re unlikely to have rigid quotas. We want public services to be opened up and to have a multiplicity of providers – but it’s going to be hard to define what proportions there should be. What you want is to have openness and encouragement for diversity without trying to enforce a particular template.&#8221; It is clear the direction of travel is to deliver more public services through commissioning with the private and voluntary sector. It is [...]]]></description>
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		<title>Payment by results in public services</title>
		<link>http://www.instituteforgovernment.org.uk/blog/1685/payment-by-results-in-public-services/?source=rss</link>
		<comments>http://www.instituteforgovernment.org.uk/blog/1685/payment-by-results-in-public-services/#comments</comments>
		<pubDate>Wed, 26 Jan 2011 14:27:38 +0000</pubDate>
		<dc:creator>Ian Moss</dc:creator>
				<category><![CDATA[New models of governance and public services]]></category>
		<category><![CDATA[Big Society]]></category>
		<category><![CDATA[Commissioning]]></category>
		<category><![CDATA[Public Services]]></category>

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		<description><![CDATA[The Government will soon publish a white paper that will set out its direction on delivery of public services. The Institute published a short introduction to some of the difficult problems faced in the design of new commissioning arrangements in December. On 20 January, the 2020 Public Services Trust held an event to launch their toolkit for commissioners. New markets could be used as an opportunity to give providers scope to join together contracts where similar services are being provided to similar users with similar needs. Commissioning, done smartly, could end the need for separate silo based contracting in health, employment, reoffending and skills. It provides an opportunity for commissioning to succeed where the machinery of Whitehall often fails – to allow single providers to offer services to support a range of departmental outcomes to individual users. By agreeing on common approaches across Whitehall, there is the potential for services that are more user friendly and better value for money. Better commissioning To take advantage of this opportunity, Whitehall needs to become a better commissioner. It should look carefully at: New skills. This is a complex task that requires understanding of the needs of end users, the capacity of the market [...]]]></description>
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		<title>A smaller Whitehall must better manage its best talent</title>
		<link>http://www.instituteforgovernment.org.uk/blog/796/a-smaller-whitehall-must-better-manage-its-best-talent/?source=rss</link>
		<comments>http://www.instituteforgovernment.org.uk/blog/796/a-smaller-whitehall-must-better-manage-its-best-talent/#comments</comments>
		<pubDate>Mon, 25 Oct 2010 09:51:09 +0000</pubDate>
		<dc:creator>Ian Moss</dc:creator>
				<category><![CDATA[Leadership for government]]></category>
		<category><![CDATA[Civil Service development]]></category>

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		<description><![CDATA[Last week we compared the first three years of a Fast Streamer with the first three years of in a consultancy. The contrast was illuminating. Despite the difficult and exacting selection process, Fast Streamers are likely to have no formal induction to the Civil Service, although there are Departments that are honourable exceptions. Having applied to join the Civil Service, they find that their development is at the whim of their Department and the best talent in Whitehall is still expected to learn on the job. 15 days a year are set aside for training, but this has to fit around the immediate pressures of work. Training before taking up posts Training is nearly all skills based. Fast Streamers are not given a thorough introduction to the knowledge and analysis their Department holds, nor of the business and policy lessons of the Department, and there is almost no introduction to the objectives and functions of wider Government. By contrast, the Management Consultant receives two months initial training upon starting to ensure they are ready to represent their company in client facing relationships and are offered structured training leading to recognised qualifications. They also receive a core set of obligatory in-house training. [...]]]></description>
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		<title>Closing quangos: lessons from Ofcom and the Hearing Aid Council</title>
		<link>http://www.instituteforgovernment.org.uk/blog/390/closing-quangos-lessons-from-ofcom-and-the-hearing-aid-council/?source=rss</link>
		<comments>http://www.instituteforgovernment.org.uk/blog/390/closing-quangos-lessons-from-ofcom-and-the-hearing-aid-council/#comments</comments>
		<pubDate>Thu, 19 Aug 2010 10:31:40 +0000</pubDate>
		<dc:creator>Ian Moss</dc:creator>
				<category><![CDATA[New models of governance and public services]]></category>
		<category><![CDATA[Arm's length bodies]]></category>

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		<description><![CDATA[The latest government cull of Arm&#8217;s length bodies (ALBs)  may be different in scale and speed from anything we have seen in the recent past – but there are many useful lessons out there on how to navigate through the minefield.  In particular it pays to learn from those who have already been through it. Bodies may close but the functions they undertake may remain crucial. Government has to guard against the inevitable blight that hits condemned organisations so essential services do not suffer as a consequence of rationalisation and change. The work of the Financial Services Authority going to the Bank of England might come into the category of issues where high risks are attached if staff turnover leads them to take their eye off the ball on financial regulation. Elsewhere the Government has given commitments that changes in structures will not affect the outcome the body supports. For instance, that the abolition of the UK Film Council will not lead to a loss of support for filmmaking in the UK. Interested parties will be watching closely to ensure this promise is kept. Learning from experience Most Departments will be grappling with the same set of issues, many of which [...]]]></description>
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