Contract inspecting of outsourced service: challenges for public universities

Marinho, Rita de Cassia Pinto; Andrade, Emmanuel Paiva de; Marinho, Cassia Regina Pinto; Motta, Elisabeth Flávia Roberta Oliveira da

doi:10.1590/0104-530X1595-18

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Original Article • Gest. Prod. 25 (3) • Jul-Sep 2018 • https://doi.org/10.1590/0104-530X1595-18 copy

Contract inspecting of outsourced service: challenges for public universities

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Contract inspecting in public management, though essential for the functioning operation of projects and programs, have not been given the same care and support other bidding procedures have. The contract inspectors are not an organically-structured group, and this hinders the utilization of conventional training. The role of contract inspectors in public universities requires heterogeneous skills and knowledge, including thorough knowledge of legislation and operational practices of maintaining efficient management policies that satisfy the public interest. This paper investigates the challenges faced by these professionals and analyzes the learning mechanisms associated to the inspecting activity. The methodological tool is based on the case study strategy, making use of structured interviews and document analysis. The results point to the existence of weaknesses in the inspection process, confirming the need to hone and develop the skills of public agents assigned to the monitoring of outsourced service contracts in the university in question.

Keywords:
Knowledge management; Organizational learning; Public administration

Processes/ intra-organizational learning mechanisms		Characteristics
Knowledge acquisition	External acquisition	Mechanisms through which professionals acquire tacit and/or codified knowledge outside the company. Ex: training abroad
Knowledge acquisition	Internal acquisition	Mechanisms through which professionals acquire tacit knowledge by performing different activities within the company. Ex: performing routine tasks or optimizing processes
Knowledge conversion	Socialization	Mechanisms through which professionals share their tacit knowledge. Ex: observations, meetings, joint solution of assignments, training.
Knowledge conversion	Codification	Mechanisms through which the individual tacit knowledge is expressed in explicit concepts in an organized and accessible manner, making it more easily understood. Ex: standardization of methods, documentation, internal seminars.

Outsourced Service	Year
Outsourced Service	2007	2008	2009	2010	2011	2012	2013
Building Maintenance			X	X	X	X	X
Operational administrative support				X	X	X	X
Guard	X	X	X	X	X	X	X
Technical support to cultural activity				X	X	X	X
Conservation and cleaning	X	X	X	X	X	X	X
Technical and administrative support			X	X	X	X	X
Armed guard	X	X	X	X	X	X	X
Drivers and vehicle washing		X	X	X	X	X	X
Entrance control and inspection		X	X	X	X	X	X
Food services	X	X	X
Library services	X	X
Technical support in informatics	X	X
Nº. of outsourced employees / year	476	481	488	563	582	731	793

Category	Amount	Percentage
Active technical-administrative servants	1.293	62%
Outsourced employees	793	38%
Total:	2.086	100,00%

Sex	Level of Education	Experience as inspector
Predominantly male (65%) against 35% female	87% possess specialization courses and 13% possess basic education	61% have performed the activity for over 4 years and 39% for less than 4 years.

IMPORTANCE OF SKILLS
Skill description	Mean µ	Average Md	Mode Mo	Standard Deviation σ
C1. Have knowledge of the legal norms which regulate public contracting and inspection of outsourcing contracts
Group A	3.67	4	4	0.577
Group B	3.80	4	4	0.447
C2. Have knowledge of the attributions and responsibilities inherent to the function of contract inspector.
Group A	3.67	4	4	0.577
Group B	3.80	4	4	0.447
C3. Have detailed knowledge of the contract under their supervision as well as of the provisions established in it.
Group A	3.33	3	3	0.577
Group B	4.00	4	4	0.000
C4. Register in proper documentation the irregularities found and established measures resulting from the non compliance to obligations agreed upon in the contract.
Group A	3.67	4	4	0.577
Group B	3.80	4	4	0.447
C5. Utilize control mechanisms (standard documents) to aid contract monitoring.
Group A	3.33	4	4	1.155
Group B	3.80	4	4	0.447

SKILL MASTERY
Skill description	Mean µ	Average Md	Mode Mo	Standard Deviation σ
C1. Have knowledge of the legal norms which regulate public contracting and inspection of outsourcing contracts
Group A	1.67	2	2	0.577
Group B	2.20	2	3	0.837
C2. Have knowledge of the attributions and responsibilities inherent to the function of contract inspector.
Group A	2.00	2	Amodal	1.000
Group B	1.80	2	1	0.837
C3. Have detailed knowledge of the contract under their supervision as well as of the provisions established in it.
Group A	2.33	2	2	0.577
Group B	2.80	3	2	0.837
C4. Register in proper documentation the irregularities found and established measures resulting from the non compliance to obligations agreed upon in the contract.
Group A	1.00	1	Amodal	1.000
Group B	2.20	2	2	1.483
C5. Utilize control mechanisms (standard documents) to aid contract monitoring.
Group A	1.00	1	Amodal	1.000
Group B	1.40	2	2	0.894

GROUP A		TRAINING PRIORITY INDEX (IPT)	GROUP B
*Ranking*	Avegare IPT(µ_A)	SKILLS	Average IPT(µ_B)	*Ranking*
3º	8.67	C1. Have knowledge of the legal norms which regulate public contracting and inspection of outsourcing contracts	6.60	4º
4º	7.67	C2. Have knowledge of the attributions and responsibilities inherent to the function of contract inspector.	8.40	2º
5º	5.67	C3. Have detailed knowledge of the contract under their supervision as well as of the provisions established in it.	4.80	5º
1º	11.33	C4. Register in proper documentation the irregularities found and established measures resulting from the non compliance to obligations agreed upon in the contract.	6.80	3º
2º	10.67	C5. Utilize control mechanisms (standard documents) to aid contract monitoring.	10.00	1º

SKILLS	GROUPS
SKILLS	A	B
C1. Have knowledge of the legal norms which regulate public contracting and inspection of outsourcing contracts	X
C2. Have knowledge of the attributions and responsibilities inherent to the function of contract inspector.		X
C3. Have detailed knowledge of the contract under their supervision as well as of the provisions established in it. ¹ 1 Neither group requires improvement in the C3 skill.	-	-
C4. Register in proper documentation the irregularities found and established measures resulting from the non compliance to obligations agreed upon in the contract.	X
C5. Utilize control mechanisms (standard documents) to aid contract monitoring.	X	X

Challenges	f	fr (%)
Lack of training and qualification to perform the task	7	29%
Unfamiliarity with KM tools	6	25%
Unfamiliarity with attributions and responsibilities	5	21%
Unfamiliarity with legislation	3	13%
Relationship with agent	2	8%
Unfamiliarity with contractual provisions	1	4%
Total	24	100%

Processes / Learning Mechanisms	Key characteristics of learning processes
	Variability	Intensity	Functioning	Interaction
	Absent Present (Limited Moderate Diverse)	Once Intermittent Continuous	Unsatisfactory Moderate Good Excelent	Poor Moderate Strong
Period	2007-2013	2007-2013	2007-2013	2007-2013
[1] Participation in external events: courses, seminars and conferences on contract inspection.	Limited	Intermittent	Unsatisfactory	Poor
[1] Consulting / subscribing to magazines on the practice of inspection.	Limited	Continuous	Moderate	Moderate
[2] Internal training programs on the theme of contract inspection.	Limited	Intermittent	Unsatisfactory	Poor
[3] Sharing experience and knowledge on contract inspection.	Limited	Intermittent	Moderate	Moderate
[3] Meetings for collaborative problem solution.	Moderate	Continuous	Good	Strong
[4] Manual of procedures presenting good practices and guidelines for inspection.	Absent	-	Unsatisfactory	Poor

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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[1] Source: Adapted from Figueiredo (2009) Figueiredo, P. N. (2009). Gestão da inovação: conceitos, métricas e experiências de empresas no Brasil. Rio de Janeiro: LTC. .