Meads S
Serco Health Services.
N Z Health Hospital. 1994 Jan-Feb;46(1):13-5.
Despite the worldwide trend to Facilities Management Contracting and the documented improvements in organisational efficiency, the NZ health sector has yet to grasp the benefits of awarding a single contract to manage a comprehensive range of services. This appears contradictory for an industry which has considerable assets tied up in supporting its core business and is under huge pressure to reduce costs and improve service. NZ is therefore faced with two options: an "evolutionary" route which could take us over a decade to achieve the same benefits as they are currently enjoying in the UK NHS, or "revolutionary" route, taking a quantum leap forward, both in the way contracts are specified and the way services are structured and managed. In this article Sarah Meads, General Manager of Serco Health Services, takes a look at how New Zealand health providers could learn from the NHS experience of contracting out since the introduction of Compulsory Competitive Tendering in 1983. Serco Health Services is the division of Serco Group NZ Limited responsible for assisting healthcare providers to review and manage a wide range of non-core support services. It shares resource and expertise with similar divisions working with the NHS and health-care organisations in Hong Kong.
尽管全球都倾向于设施管理外包，且有文件证明这能提高组织效率，但新西兰卫生部门尚未认识到授予单一合同来管理一系列综合服务的好处。对于一个在支持其核心业务方面投入了大量资产、且面临巨大成本削减和服务改善压力的行业来说，这似乎自相矛盾。因此，新西兰面临两种选择：一是“渐进式”路线，这可能需要十多年时间才能实现与英国国民医疗服务体系（NHS）目前所享有的相同效益；二是“变革式”路线，即在合同规定方式以及服务的组织和管理方式上实现巨大飞跃。在本文中，塞尔柯医疗服务公司总经理莎拉·米兹探讨了新西兰医疗服务提供商如何借鉴自1983年引入强制竞争性招标以来NHS的外包经验。塞尔柯医疗服务公司是塞尔柯集团新西兰有限公司的一个部门，负责协助医疗服务提供商审查和管理广泛的非核心支持服务。它与在NHS以及香港医疗保健机构工作的类似部门共享资源和专业知识。
