The Nordic Model - Embracing globalization and sharing risks
The Nordic Model - Embracing globalization and sharing risks
The Nordic Model - Embracing globalization and sharing risks
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Quality is a source of<br />
concern but is, on balance,<br />
not undermined<br />
by outsourcing<br />
Competition is key,<br />
specifics of services<br />
are essential, <strong>and</strong> outsourcing<br />
should be<br />
accompanied by clear<br />
goals <strong>and</strong> performance<br />
measures<br />
small nursing homes into large chains, profits went up at the expense<br />
of much lower service. On virtually all indicators of service,<br />
the chains performed below the national average <strong>and</strong> in some cases<br />
were in gross violation of legal st<strong>and</strong>ards.<br />
Health care services seem to be less prone to quality shading.<br />
In a large study of British emergency hospitals strong performance<br />
incentives caused dramatic improvements in waiting times<br />
without any noticeable adverse effects on treatment. 16 In Finl<strong>and</strong>,<br />
local governments have rapidly outsourced ambulatory physician<br />
services to private companies. <strong>The</strong> private firms can take advantage<br />
of economies of scale by servicing large areas covering many<br />
local governments. So far, both cost <strong>and</strong> quality have improved<br />
at MedOne, the largest of the private suppliers, with throughput<br />
per euro increasing an estimated 20 per cent <strong>and</strong> patient as well<br />
as worker satisfaction ratings up. 17<br />
What lessons can be drawn from the outsourcing experiences<br />
to date?<br />
<strong>The</strong> biggest lesson is that competition is the key to improved<br />
performance. It does not necessarily matter whether the bidding<br />
for a service is won by a private firm or a public agency. This was<br />
the finding in a study of outsourced garbage collection, where both<br />
private <strong>and</strong> public sector vendors got contracts. 18 A vendor that<br />
has a captive client is not going to be efficiently run. A vendor<br />
facing competition will be pressed to lower prices <strong>and</strong> mostly to<br />
higher quality as well.<br />
In evaluating the evidence on quality, it has to be kept in mind<br />
that the choice of outsourced services is not r<strong>and</strong>om. <strong>The</strong> choices<br />
have been made considering the potential for the net benefits.<br />
Initially, non-core services <strong>and</strong> the more mundane core services<br />
were outsourced. As the outsourcing movement has gathered pace<br />
<strong>and</strong> exp<strong>and</strong>ed deeper into the core activities of the government<br />
– public security, emergency services, schools, even prisons <strong>and</strong><br />
military combat – the experiences have tended to become more<br />
variable.<br />
A second lesson, not illustrated by this quick review, but evident<br />
in the many case accounts, is that every outsourcing case has<br />
unique features requiring great attention to detail. For instance, the<br />
length of the service contract involves trade-offs that need to be<br />
<strong>The</strong> proper scope of the public sector · 149