European Services Strategy Unit

The Adult Services option appraisal is limited in scope and depth of analysis and does not provide an acceptable evidence base on which to make fundamental decisions about the future provision of the services. The critique concluded that the options appraisal process is operating to a predetermined agenda, it is not comprehensive, nor in sufficient detail to examine the impact and consequences of the options. See Transformation and Public Service Reform for other reports on Barnet’s Future Shape project.

A series of questions and answers about Barnet Council's Future Shape project, revealing what this transformation programme is really about.

Sets out a 12 point economic case for in-house options and bids. Prepared for Barnet UNISON where the Council is refusing to consider even in-house options as part of its Future Shape programme.

A revised edition of the ESSU Employment Risk Matrix has been published comparing the risks of the Secondment, TUPE Plus and TUPE employment models. It covers changes to terms and conditions, pensions and staff consultation and representation. 84% of the risk for employees in a TUPE transfer are in the high and medium risk categories compared with only 8% for a TUPE Plus transfer and none for secondment.

Commissioned by the University and College Union (UCU) and UNISON, the study estimates that the University's proposed 35m pound budget cut by the beginning of the 2010/11 academic year will result in between 625-700 university job losses and a total UK loss of 1,187-1,330 jobs. It concludes that “a ‘world class university’ is also one that gives much greater attention to its economic and social impact on the neighbourhoods in which it is located and its role in the city and regional economy.”

The Toolkit is based on templates for Service Reviews, Options Appraisals and Business Cases. Appendices cover soft market testing and key questions for options appraisal.

There is renewed interest in management buy-outs (MBOs), social enterprises, the ‘John Lewis’ model and other mutual forms of ownership as an alternative to outsourcing or ‘partnerships’ with private contractors. The Briefing draws on historic and recent evidence. These options transfer a service from the public to the private sector and is thus privatisation. The form of private ownership, for example whether it is a public or private company, a cooperative, mutual, social enterprise or some other non-profit organisational model is a secondary matter. The fact of the matter is that the ownership of assets and employer responsibilities will transfer to the private or voluntary/third sector. A procurement process will still be required, irrespective of an MBO or social enterprise option. However, the MBO/social enterprise option effectively means that there will be NO in-house bid.

2009

Examines Cardiff Council’s transformation ‘insourcing’ strategy consisting of four major strategic partnerships with the private sector. The assessment, commissioned by Cardiff UNISON, examines service driven verses ‘customer centric service delivery’, the lack of citizen and community involvement and the problems of top-down budget dominated transformation. It proposes an alternative transformation strategy that is substantive and sustainable, protects and improves the quality of service, achieves a better balance between transformational change and budget objectives, involves staff and trade unions in the transformation process and protects the quality of employment.

Studies assessing reform proposals and alternatives.

ESSU was commissioned by UNISON Northern to prepare a detailed report on a PPD/KPMG proposal to outsource and offshore prescription processing. This comprehensive report examines value for money, risk assessment, insourcing trends, public cost analysis and other issues. A decision to outsource was postponed indefinitely in November 2006 following intervention by the Health Minister.

A Glossary of Terms covering many of the current concepts, phrases and jargon used in the design, planning and provision of public services.

Dexter Whitfield.

384 pages, January 2010, Spokesman Books, Nottingham.

Public infrastructure in the 21st century is confronted with new challenges – adapting to climate change, meeting the economic, energy, water, transportation and social infrastructure needs of megacities in Asia, megaregions in North America, European city regions and older industrial areas.

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The South Australian State Government is proposing five PPPs for the future development of the State’s correctional facilities by moving men’s and women’s prisons, a youth training centre and a pre-release centre to Murray Bridge. The Public Service Association commissioned the Australian Institute for Social Research (AISR), University of Adelaide, to identify the indirect and/or hidden social/economic costs associated with the relocations. The European Services Strategy Unit literature review focuses on the economic, social and employment impact of locating prisons in rural areas, drawing particularly on US evidence. In October 2008 the South Australian State Government announced that funding for the new prisons will delayed until 2013-14 because of the current economic climate. A preliminary analysis of direct and indirect costs associated with the relocation of prison facilities to the Murray Bridge district by AISR is available at www.cpsu.asn.au/~sa/webnews/Final_Report_30_10_08.pdf