We should learn from the way the French manage their water. There are 130,000 local authorities in France and they own their water infrastructure. BUt they each franchise out the management to the five private companies who manage the systems. The franchises are for fifteen years and have different start and finish dates. Each year about 10% come up for tender and about 6% of the total change hands. So each company is continually sharpening its pencil.
Similarly, Auckland should have been divided into say fifteen “blood farms” and tendered out on a 15 year franchise basis so that only one would come up for tender each year. Competitive bidding, comparative performance monitoring, and no major disruptions for staff etc.
I promoted this several times but no one listened. Why do we not learn from other people’s experience?

Of course we don’t need Medlabs or anything any more. Just pretend you are a dog and find out what modern technology can deliver outside the medical union.

Like or Dislike: 0  0 (0)

Hypervigilance Kevin? – You are THE Man, no doubt – look after these fond isles will you? Something far away beckons me….

Like or Dislike: 0  0 (0)

A few years back I was involved on a UK based PPP outsourced deal that was changing providors. As soon as the result of the bid was known (ie we lost) then a team was set up to migrate the organisation from being under our wing to being under the newcomer.

Thus as the service transitioned from the old supplier to the new there was no disruption to staff or clients.

And in this Auckland malarky it’s DML who have been getting off scott free here; they appear to have made no attempt to manage the transition from them to Lab Tests in a seamless manner, rather trying their best to capitalise on the situation making it worse in whatever way they can.

Next time this happens I hope (a) someone remembes to write transitional arrangements into the contract, and (b) we remember how damaging DML were to the handover process.

Like or Dislike: 1  0 (+1)