Is it coincidence that so many government departments have presided over chaos and waste at the same time?
The Home Office has failed to keep dangerous visitors out of the country, and failed to keep dangerous prisoners in prison.
The Environment Department has spent two years unable to give out money to farmers on an agreed EU formula.
The Welfare system admits to ??2,600 million of fraud and error in the last year alone.
The Health Department is unable to promote its own junior doctors into teaching grade posts, whilst managing at the same time to divulge confidential information about some of them.
The MOD is unable to find the equipment troops need when committed to hostile theatres.
The Department for Communities makes a complete mess of its Home Information pack proposals.
The Culture department fails to keep control of the costs of the Olympics and gets into a tangle over casino location.
The Scottish office agees to a Scottish election which produces 142,000 wasted votes as voters did not understand the varied requirements of the different systems used on the same day.
I could go on - the list is as long as the list of government departments. Ministers who have presided over failure include Milliband and Alexander, always hailed as Labour’s brightest and best, as well as Jowell and Hewitt, Reid and Browne.
Having run large organisations in both the public and private sectors,there is no doubt it is much more difficult getting things to work properly in the public sector. Labour Ministers make the task far more difficult by:
1. Failing to work through the policy detail with officials sufficiently before launching an initiative
2. Failing to understand the drafting of the regulations they are putting through
3. Failing to make officials accountable for budgets and outcomes in a disciplined way
4. Making their priority media handling and presentation rather than trying to ensure the department will?? work properly. If they got more things right they would not have so many difficult interviews to handle. The press is??most interested in a government department when it makes a mess.
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The great lost opporutnity of New Labour came about because they taught themselves how to oppose and how to spin, but they did not teach themselevs how to govern. It is more difficult getting results in a government department than at the top of big company because:
1. Ministers do not appoint and promote most of the senior staff
2. Ministers do not make pay awards or design bonus schemes to motivate staff
3. Ministers are often not told by their boss, the Prime Minister, what they are trying to do and how they will be measured and assessed
4. A Secretary of State’s judgement is more likely to be overturned by colleagues in other departments and by the Prime Minsiter than a CEO of a leading company, especially when he is right!
This government has set about making themselves less accountable so they can duck the blame, rather than trying to remedy the defects of a system which all too often does not deliver.
The public sector needs to make better use of competitive private sector busiensses offering to carry out defined tasks for the public sector, and it neeeds to find a way of offering incentives to its staff to allign their interests more directly with the objectives of policy and the public interest as defined by Ministers. If leading companies managed themselves as badly as the list of major errors above in government, many more would be bankrupt and many more CEOs would have been fired for incompetence. This government hires consultants and private sector specialists as well as paying for staff to do the same things, giving us the worst of both worlds and a large bill.
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