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Central government's use of consultants
This NAO report sets out two definitions of consultancy: (i) where individuals and companies are engaged to work on specific projects that are outside the client's business as usual; (ii) where responsibility for the final outcome of the project largely rests with the client. Central government spent £1.8 billion on consulting in 2005-06. This report sets out a number of recommendations on the use of consultancy, including: that public bodies need to be much better at identifying where core skill gaps exist; that consultants should only be employed after an assessment of in-house skills; all public bodies should adhere to OGC (Office of Government Commerce) guidance on consultancy contracts; public bodies should explore the market for the range of approaches and contracting methods available and make more use of different payment mechanisms; public bodies also need to be smarter when it comes to understanding how consulting firms operate and provide sufficient incentive to staff to make any consultancy project a success.
Central Government's Use of Consultants and Interims
This report, which focuses on 17 central government departments, finds that in 2009-10, these departments spent over £1 billion on consultants and interim managers (temporary replacements for permanent staff). The departments spent approximately £904 million on consultants in 2006-07. Spending on consultants fell by £126 million in 2007-08, but since then has remained broadly constant, totaling £789 million in 2009-10. Some of the fall in spending up to 2009-10 is likely to be due to increased accuracy in the recording of costs rather than improved control by management, suggesting that some of that reduction in spending is not sustainable. Limited and inconsistent progress has been made...
Central government's use of consultants and interims
Spending on consultants and interims by central government departments amounted to over £1 billion in 2009-10. In May 2010, the coalition Government announced immediate plans to save £1.1 billion on discretionary spending. In the first 6 months of 2010-11, the Cabinet Office reports that consultancy spending had fallen by 46% since 2009-10 due in part to new measures it has introduced to control the use of consultants, but due in the main to government stopping certain programmes. The Committee of Public Accounts has set out a number of conclusions, including: that the Committee does not accept the view expressed by the Cabinet Office that it is impossible to assess the value for money of ...
Central Government's Use of Consultants and Interims
Spending on consultants and interims by central government departments amounted to over £1 billion in 2009-10. In May 2010, the coalition Government announced immediate plans to save £1.1 billion on discretionary spending. In the first 6 months of 2010-11, the Cabinet Office reports that consultancy spending had fallen by 46% since 2009-10 due in part to new measures it has introduced to control the use of consultants, but due in the main to government stopping certain programmes. The Committee of Public Accounts has set out a number of conclusions, including: that the Committee does not accept the view expressed by the Cabinet Office that it is impossible to assess the value for money of ...
Plundering the Public Sector
In their crusade to modernise public services, New Labour are giving vast amounts of taxpayers' money to management and IT systems consultants. They are everywhere - the Inland Revenue, MoD, Education Department, NHS and Downing Street. But are these management wizards siphoning off billions that should have been spent on the frontline services?
Consultants and Consultancy: the Case of Education
This book is a comprehensive study into and about consultants doing consultancy, and having influence in ways that generate concerns about an emerging ‘consultocracy’, with privileged access to governments and public services. It presents a detailed mapping of consultants and consultancy in education as a site of change and modernisation in public sector service provision. It considers consultancy at a macro-level of globalised policy, at a meso-level of national government policy, and at a micro level with vivid descriptions and analyses of consultants at work. The rapid rise of ‘edubusinesses’, combined with the restructuring of public services in western style democracies, has gen...
Implementing e-Government
The Government's e-envoy promised in a recent FT article that 'public services will be on-line by 2005 target'. By the end of 2002 taking these services online will have cost £3 billion. The task involved is huge, both in terms of human and IT resources. Implementing e-Government is a 'must-have' guide to consultants and civil servants charged with the process. Gloria Evans provides advice and background for addressing the issues at hand and provides the key building blocks for planning, designing and implementing a workable strategy. The book includes: ¢ A comparison of the where we were, where we are now and where we need to get to; ¢ An explanation of each of the key drivers behind the...
Government Consultants
GGD-90-72FS Government Consultants: Agencies' Consulting Services Contract Obligations for FY87 and FY88
