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David Noble FCIPS
What now for the UK Government? - January 2011
Public sector procurement has taken a real beating in the press in the last couple of weeks. Understanding some of the challenges first hand as a non-executive advisor to the Government’s Procurement Executive Board, I know how frustrating this must be for those tasked with delivering our public services in these difficult times.
On the face of it, the numbers don’t look good. Recent analysis of more than 70 National Audit Office and Select Committee Reports (as reported in The Times) claims more than £31 billion of taxpayers’ money has been ‘wasted’ over the last two years. Examples have been given of delayed or abandoned projects and contracts which leave government departments carrying most of the risk.
So where does the fault lie? The finger is being pointed at a lack of commercial skills among those placing and managing contracts, and at supplier relationships which have been allowed to get too cosy. Is this really fair? Well, it’s probably a big part of the story. CIPS has long been urging the Government to adopt professional standards and to place a higher value on the role of professional procurement. Unless public procurement can show its commitment to raising standards, it will continue to be seen as the private sector’s poor relation, however unfair that might be.
Knowledge can be passed on and skills can be developed, and CIPS is working with government to improve skills and working practices, but perhaps the bigger challenge is cultural. The Chairman of the Public Administration Select Committee has asked the question: “Why isn’t there a professional procurement cadre across the Civil Service?” The answer is that, historically, procurement hasn’t been perceived within government as having the weight and value of other professions, and it has been difficult for procurement practitioners to find their voice.
Improved skills and procurement policies are only part of the solution. Those experienced procurement professionals who are now leading the drive to raise the bar need to have the sustained support and commitment of the politicians if they are to deliver. And please, let’s stop the ‘private sector good, public sector bad’ generalisation. People are working hard to break down the old stereotypes and actively encourage practitioners to be innovative and work in new ways. I look forward to CIPS playing a key role in that process.
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