From the beginning of his Administration, the President has made it clear that cybersecurity is one of the most important challenges we face as a Nation, and for more than seven years he has acted comprehensively to confront that challenge. But the President believes that more must be done — so that citizens have the tools they need to protect themselves, companies can defend their operations and information, and the Government does its part to protect the American people and the information they entrust to us.
Major Issues Over the last decade there has been a substantial shift in the Commonwealth Government's approach to service provision. Whether a service is provided by government or to government, there is an increasing likelihood that a non-government organisation will play a role.
It is not synonymous with 'contracting' or 'competitive tendering' because it also implies that in-house bids have been discouraged or disallowed.
However, in attempting to measure outsourcing, we are, to some extent, reliant on information about government contracting. Australia joins other Anglo-American countries in this trend. The United States, the United Kingdom, New Zealand and Canada are also increasingly reliant on the private and voluntary sectors for the provision of services-possibly due to our relatively low levels of taxation, leading to greater budgetary pressure, or perhaps to a more general willingness to converge the public and private sectors.
As the Commonwealth's experience with outsourcing grows, it is becoming apparent that this approach can fundamentally change the character of service delivery. For this reason, its implications-both positive and negative-warrant serious attention from policy-makers.
Parliamentary committees have shown a strong interest in this issue and this paper refers to some of their findings. The purpose of this paper is to provide an introduction to the major arguments that are used to support and criticise outsourcing.
Their relevance will, of course, vary according to the service being outsourced, and how well the contract is managed. It is also important to note that there is disagreement among commentators and policy makers regarding each of these arguments.
Four important arguments used to defend outsourcing can also be used to criticise it. These relate to efficiency, quality, accountability and the strength of civil society.
Other reasons invoked to support outsourcing include the following: Other reasons invoked to criticise outsourcing include the following: This paper supports the view that outsourcing raises important questions for policymakers. For example, how can governments harness the benefits of outsourcing while eliminating or ameliorating the problems, and are there situations in which outsourcing is an undesirable option?
One possible response is to increase the use of contracting within the public sector, thereby securing efficiency gains while avoiding some of the potential problems associated with outsourcing.
It also contends that citizens and taxpayers would benefit from the establishment of a comprehensive framework for managing service delivery which ensured that: Introduction Outsourcing has been defined by the Industry Commission 1 as: Companies also outsource a range of services, including information technology, recruitment, payroll and cleaning.
Outsourcing is related to, but not the same as, the sale of government assets and the use of private funding for government-initiated infrastructure projects. The term should not be used synonymously with 'contracting' or 'competitive tendering' because, in a public sector context, outsourcing implies that the service used to be provided by the government, and also that in-house bids have not been encouraged or allowed.
These terms are used in this paper only when directly referring to studies of contracting or competitive tendering. Outsourcing is a potent symbol of contemporary Australian governance. First, it is a component of the microeconomic reform agenda that was initiated by the Hawke and Keating Governments and continued by the Howard Government.
Policies have included tariff reform, financial deregulation, corporatisation, privatisation and the extension of the 'user pays' principle. It also promotes the public sector's adoption of private sector practices and emphasises the pursuit of greater public sector efficiency.
Examples include ambulance communications Victoriainformation technology South Australia and the Commonwealthdetention centres the Commonwealth and defence support services the Commonwealth. The expansion of outsourcing has led some commentators to raise concerns about its potentially detrimental effects on clients and taxpayers.
Some examples have been provided to illustrate these arguments. However it does conclude that there is scope to protect the interests of clients and taxpayers more effectively through the development of greater expertise and appropriate safeguards. The debate over whether to outsource a government service is complicated by the critical issue of contract management-that is, how well the public service handles the tender process, drafting of the contract and oversight of the contractor.
This paper presents the arguments for and against outsourcing on the basis that sound contract management practices are applied. When the Industry Commission released its report, Competitive Tendering and Contracting by Public Sector Agencies init noted that gazetted service contracts let by the Commonwealth budget sector had increased fourfold between and In Maythe Minister for Finance and Administration announced that the Department of Finance and Administration and the Office of Asset Sales and IT Outsourcing would jointly implement the market testing of Commonwealth activities and services, commencing with corporate services.
Even policy advice is not exclusively provided in-house. For example, in andseveral private sector organisations provided the Minister for Employment, Workplace Relations and Small Business, with advice regarding waterfront reform. Similarly, the management of detention centres could also be considered to constitute core business.
The trend towards outsourcing core government functions has intensified the debate about the desirability of outsourcing because the nature of government service delivery, and therefore citizenship, is perceived to be at stake. Questions of accountability and the potential erosion of the Public Service Values and Code of Conduct are two important issues which derive much of their significance from the sensitivity of the services being outsourced.
Another issue yet to be resolved is how and by whom core business is defined. While office cleaning might clearly constitute non-core business, IT outsourcing raises more complex questions, particularly for science agencies.NDIA (National Defense Industrial Association) is a membership-driven association that engages thoughtful and innovative leaders to promote the best policies, practices, products and technology to build a more responsive and collaborative community in support of defense and national security.
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Defense Procurement & Acquisition Policy Directorate ; Director, Joint Rapid Acquisition Cell officials have labeled them as ethical and wise, because. Offered by the Immunization Health Branch, the Standards for Quality Immunization Practice Course (SQIPC) is a one-day course designed to ensure healthcare personnel are trained in vaccine policy, vaccine safety, effectiveness, and the standards of military immunizations.
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