Card practices that you just wouldn't credit

From Trevor Prouse.

I’M astounded, although I have absolutely no idea why I should be, at the current procurement policy and purchase card practises in the public sector.

It’s almost laughable that the number of cards in circulation has now risen by 40 per cent (JEP, 24 August) since the Jersey Evening Post published their first article in January 2009.

Indeed, there is reason to suggest that the JEP is partially responsible for this increase. If the local publication hadn’t investigated and then printed an article concerning that pathetic state of affairs, then all those public sector employees who, at that time, had no knowledge that such a useful credit card existed (useful because the bill is settled by someone else) then they wouldn’t have subsequently submitted a request to obtain one. Hence the increase!

Global companies with tens, if not hundreds, of thousands of employees, across multiple jurisdictions and continents, manage to put in place successfully centralised procurement units. Policies and processes are put in place to minimise wastage and fraud. Sensible and workable delegation of authority matrices, and cost management principles, are employed to ensure value for money is attained via bulk purchasing, with negotiated prices and payment terms, all of which are regularly reviewed. Approval levels are determined by necessity and trustworthiness rather than simple seniority.

If global companies can achieve this, then a small organisation of roughly 6,000 employees, all situated within the same tiny jurisdiction, should find it a ‘breeze in the park’. But no, our pathetic public employees are just as incapable of managing this aspect of their mandated responsibilities as they are with almost everything else they touch. Maybe the police force (and yes, I use the traditional name rather than the watered down and pitiable Police Service name that some nincompoop thought up) should be brought in to ensure policy is being followed? But no, that wouldn’t work, because as we have recently been informed, again thanks to the JEP, some of them are no better than the thieves they lock-up.

Bill Ogley should be ashamed, and blamed, as CEO of the public sector, supposedly reporting to a ‘board of executive directors’ (the Council of Ministers). Fists should now be banging on the boardroom table, with immediate action being demanded. Furthermore, and if necessary (which it absolutely is) inquiring as to who should be walking the plank, without any compensation for loss of office.

The trouble is that that plank would become worn out very quickly if anyone actually had an ounce of gumption about them. And, it’s no good John Richardson, (Mr Ogley’s second-in-command) saying that savings are now being made, as it’s far too little and far too late. It is my understanding that having a robust performance appraisal system is part and parcel of managing a professional workforce; however, it’s obvious that no such system is in place within our civil service.

And, don’t get me started on Health and Social Services’ latest recruitment drive. They need project managers, do they? Organisational change management must start with changing the culture, not the infrastructure. That comes later. It doesn’t matter where you position the deck-chairs if the ship is sinking . . . although, come to think of it, if you throw the deck-chairs, with the occupants, overboard, at least the ship sinks more slowly.