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The final act for consultants on a job is to pass on their expertise for the benefit of the public sector

By Emily Ford
The Times
3 June 2008


PA's COO Andrew Hooke featured extensively in The Times Talking Point column, which looks at how the nature of consulting in the public sector has changed.

Andrew highlighted PA’s work in the criminal justice system, reducing the time taken to process young offenders, as an example of the way consultants are now working in a more target driven culture.

Says The Times:

'He gives the example of a high-profile target to cut the time it took to process a young offender through the Criminal Justice System from 142 days to 71. "It was one of the first major delivery contracts that we did."

'Targets puts the spotlight on results, Hooke says. "It is much more outcome oriented, not just in designing the work but in the way that companies are rewarded." Performance- related pay is increasingly common, he adds.

'Criticism that civil servant jobs were being done more expensively by external consultants led the public sector to look in-house first, Hooke says. Public sector managers now have skills that were once the preserve of consultants, such as project management, he says, so consultancies have to specialise. "We've really had to think about our skill set".'


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