Book about American Civil Servants
- Thread starter Allen
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Listen back?
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Well it's about the US government/federal workers so I doubt it.
JoeRoberts
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Do they not have a swipe card ? This is the type of job Doge is getting rid of. I got rid of it in a large company around 2001. Werkly payroll processing went from 4 days to 4 hours. And we were only catching up on what other companies were already doing.
When do we get our version, or was PPARS it?
PPARS, a brief refresher
In case anyone had forgotten, it was not just the OPW's bike shed and their biteen of a wall that were mad, PPARS eventually wasted in the order of €220m, based on an original budget of €9m, that's a budget over-run of 2,344.44%, but I can't remember if anyone got fired. And the much improved replacement still has practices like those described above. Did I mention the Children's Hospital?
DOGE please, ASAP.
In case anyone had forgotten, it was not just the OPW's bike shed and their biteen of a wall that were mad, PPARS eventually wasted in the order of €220m, based on an original budget of €9m, that's a budget over-run of 2,344.44%, but I can't remember if anyone got fired. And the much improved replacement still has practices like those described above. Did I mention the Children's Hospital?
DOGE please, ASAP.
Michael Lewis 'The Fifth Risk' https://en.m.wikipedia.org/wiki/The_Fifth_Risk
There's certainly scope to restructure the Public Sector, and most large organisations both public and private, but not by someone like Musk and certainly not in the way he does it.
That said areas such as healthcare are extremely inefficient and the people who work in the sector are primarily responsible for that waste. If they aren't willing or competent enough to fix their own house then a fix should be imposed upon them from the outside. In that I agree with Trump and Musk.
Please elaborate, Madam . . .
It's a completely unnecessary task. It should be an automated process. All overtime, HR, Contracts, T's & C's, Grades, etc for all doctors, nurses, admin, and other medical jobs within the HSE should be standardised across all hospitals. At the moment they aren't even standardised within single hospitals. That adds a massive administrative cost on the State.
Sophrosyne
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Tell that to DPER.
It only sees IT costs.
It has never measured the comparatively enormous costs of current paper systems.
Excellent summary by @Purple of what happened during the PPARS disaster which cost the state only >€220M and the whole process proved useless. I worked on the system and all along the way I knew it hadn’t a snowballs chance in hell of working. And I wasn’t to blame and neither were my work colleagues. I’ll say no more here. Just read between the lines. What a magnificent cock-up!
As someone who deals with Public sector tenders on a daily basis, a few things jump put at me.
- Quality of the tender documents vary, some are excellent, some are clearly where a procurement "expert" has gone to various parts of the entity and the tender is a mish/mash of cut and paste requirements and no one has sat down and read the entire document end to end to identify the contradictions across the doc.
- T&C's are often bonkers especially when it comes to risk acceptance. There is also an obsession these days with fixed price which means providers have to factor in a massive risk overhead.
- As a provider, you will almost certainly be dealing with rebadged 3rd party contractors at the other end. There is nothing in it for them to be brave and a lot in there for them to justify their existence.
- An understanding of basic project management is usually absent
- They don't understand change management, either contractual or business.
- Decision by committee, and if you can get a 3rd party consultant to tell you what the decision should be, even better
Sophrosyne
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PPARS is often cited as an IT failure, but the C&AG's report makes it clear that the failure was mostly due to the chaotic nature of HSE management.
"Particular features of the project had a significant bearing on this outcome. These included
"Particular features of the project had a significant bearing on this outcome. These included
- A failure to develop a clear vision of what strategic human resource management actually meant for the health service as a whole and for its individual operational units.
- An urgent need in the Department of Health and Children (the Department) for accurate information on health service employee numbers and pay costings and a consequent desire to see the system implemented as speedily as possible.
- A complex governance structure defined by a consensus style of decision-making.
- Substantial variations in pay and conditions, organisation structures, cultures and processes which existed between and within agencies, the full extent of which was not known before the commencement of the project.
- The lack of readiness in the health agencies to adopt the change management agenda.
- An inability to definitively ‘freeze’ the business blueprint or business requirements at a particular point in time in accordance with best practice.
- A failure to comprehensively follow through on its pilot site implementation strategy before advancing with the roll out to other HSE areas."