The BSA works to promote the role of markets in raising standards in the delivery of services in both the private and public sectors.
We seek to show where markets could be established or improved to benefit service users. The UK government spends £220 billion a year on buying goods and services from the independent sector. As the industry body representing many of the companies which supply services to the public sector, recommending reforms is central to our work.
A sign of a healthy market is one with lots of providers of differing sizes. BSA members partner with SMEs and help build networks of local providers and charities.
The BSA champions diversity and values as a cornerstone of successful service delivery
BSA members seek to be good employers, providing good services which help to meet their clients’ objectives. When mistakes are made, as happens with all human activity, they are committed to putting things right promptly.
Devolution has the potential to unlock local and regional economic development and stimulate innovation in the delivery of public services including through greater service integration – cutting down on wasteful service duplication and enabling a greater focus on user need.
These goals will only be achieved through a progressive, outward-looking and forward-looking approach to engagement with local communities and the full range of stakeholders, including those from the private and voluntary sectors who have the relevant expertise and experience.
How does a service organisation improve the quality of life for consumers
Blog by Phil Hooper, Corporate Affairs Director, Sodexo UK & Ireland
At Sodexo we strive to make sure that facilities management (FM) is not treated as a commodity. We put the focus on adding value to client organisations through service excellence, and to do this we look at the human dimension of what we do.
Central to our business is focussing on how the services we provide impact on people’s experience to improve outcomes such as patients’ wellbeing and recovery; reducing reoffending by prisoners; improving productivity in the workplace or helping young people fulfil their potential. Instead of viewing our business as many FM companies do – as a business to business provider – we view it as business to consumer, and if you include the client dimension in this then our business is business to consumer for business.
The Importance of Transparency
Kevin Craven, Chief Executive, UK Central Government Division, Serco
As an ex-employee of Sodexo, I was pleased but not surprised to see the launch of their Transparency Charter recently. I applaud their leadership and congratulations to them. As the CEO of Serco’s Central Government division, I am of course frustrated that they got there before us. But I suspect we will look back in a more transparent future and not worry about who got there first, because consensus is building around the need for greater transparency in the delivery of public services and the momentum seems unstoppable. There are of course those that oppose it vehemently but they are now firmly in the minority.
So why the rush to transparency? Although this is an important question (spotting a bandwagon is a vital leadership skill…), more important is why many of us in the industry are supporters of transparency at a deeply personal level.
The workforce of the future: robots and roadmaps
Transformation is the business buzzword of this generation. Preface it with digital, leadership, cultural or service and you’ll find a slew of articles, comment pieces and case studies on how it’s been done and why everyone should try it. In reality, it boils down to change. We live, as they say, in “interesting times” and one of the striking features of this age is the pace of development.
Technology now underpins our social, economic and business transactions in a way never previously conceived of and it will continue to rapidly evolve and transform our world. For businesses this often means simply keeping up: realising benefits where possible and ensuring their competitive edge isn’t lost to a more agile and savvy competitor. But what does it mean for the future of the workforce? Is technology a threat or an opportunity? How can businesses, particularly those that are built on their people, map out next steps?