Professional Documents
Culture Documents
Curtis26jul10tcm8 2591 110628062056 Phpapp01
Curtis26jul10tcm8 2591 110628062056 Phpapp01
Procurement
Revd Timothy Curtis
Senior Lecturer in Social Entrepreneurship
University of Northampton
Supported by
Brief
• What are the challenges for local government
in policy, commissioning and procurement
that make it harder for them to get the most
out of social enterprises?
– ‘wickedness’ of the issue not addressed
– procurement is uni-directional & untrusting
– Needs to be ‘purposive’, ‘prosumed’ and ‘co-
produced’.
‘monetised
civil society’ Public Sector
Social ~£400billion revenue
~£157billion
Enterprises
~8.4billion
Procurement
~£150billion
Note the
complex mix of
ownership
types, inc EBT
6
SME’s
• There were an estimated 4.81 million private
sector enterprises in the UK at the start of 2008
• Small and medium-sized enterprises (SMEs)
together accounted for 99.9 per cent of all
enterprises, 59.4 per cent of private sector
employment and 50.1 per cent of private sector
turnover.
– http://stats.berr.gov.uk/ed/sme/smestats2008-ukspr.pdf
Curtis 2005
Wicked Issues
• The problem is not understood until after the
formulation of a solution.
• Wicked problems have no stopping rule.
• Solutions to wicked problems are not right or wrong.
• Every wicked problem is essentially novel and unique.
• Every solution to a wicked problem is a 'one shot
operation'
• Wicked problems have no given alternative solutions.
– Horst & Rittel and Conklin
Tamed Problems
Chapter 1 of Dialogue Mapping: Building Shared Understanding PS, the trick is not to tame an issue,
of Wicked Problems, by Jeff Conklin, Ph.D., Wiley,
October 2006. but to keep it wicked 13
lets take a diversion for a minute
14
therefore: getting back on track
The (hidden) overhead for the
Big Society
• “Perceived need to control the very complex arrangements for delivery of
services leads to layer upon layer of indirect activity.”
• A team to specify what service is needed and to create a bidding specification
• Several organisations to commit resources to create competitive bids often, in the case of activities that will last
over several years, these bids can run into hundreds, even thousands, of pages and cost tens or even hundreds of
thousands of pounds to produce
• The “purchasing” team to negotiate, answer queries, re-specify details and so on, before ultimately selecting one
“provider”
• The provider to set up a democratic structure with Board, committees, procedures to supervise and give
legitimacy, and to demonstrate “Good Governance”
• The committee to be involved with the “purchaser” in setting up a new organisation that meets all the
expectations of “good practice”, equal opportunities, financial accountability to the last penny, smooth public
relations to let the public know that they are there and so on
• A building, a phone system, intranet/ website/ customer and back-office systems strong enough to give people
the information they need for complete public accountability
• Sub-contracts for cleaning, food, stationery (lots and lots of paper!), maintenance
• A Human Resources department, disciplinary and grievance procedures, appraisal and career
• development system
• Salaries, bonuses, pension provisions, cars and allowances for indirect staff and senior managers all at
competitive market rates
• And so on and so forth
co-design
co-finance co-deliver
co-decide co-assess
Co-produce
Pro-sume