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Rafar

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About Rafar

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    HPC Poster
  1. Honestly, you lot don't have a clue about how this government has been treating disabled people. ATOS have clearly been tasked with getting 25% of claimants off DLA prior to the introduction of PIPs (which will probably see another 20% off the benefit, or with severe decreases). They are doing this by running interviews which have been widely reported as fixed, prejudged and unfair. Intermittent disabilities have been ignored if they were not manifest on the day of the interview, doctor's judgement have been ignored for the worst kind of call-centre style scripted interviews. All in order to push people into a jobs market that is already dead and expecting people with disabilities to compete with those who do not in that environment. Many disabled people are terrified for how their future will be. Osborne is viewed as central to that fear. As is ATOS, probably wrongly as they are just doing the government's bidding. All to deal with fraud in a benefit that has one of the lowest rates of fraud in the welfare system (due to the obvious fact that disabilities are usually pretty bloody obvious). That's why he got booed. Not because they were all public sector workers sulking, or left wingers, or parasites, or whichever fantasy version of the public you wish to project on them.
  2. Really, did it? It said "52.5 years after Israel is reformed" did it? No, it didn't, and you well know it. back to LaHaye with you, oh Doom Gloater.
  3. Alright, I will; Who did actually invent the word "robot" and what does it mean?
  4. Well, I can easily make this a lot more complex than the absurd £100 per year for a website estimate. 1) Upkeep of data. Who can do it, how is it done. 2) Administration of access to data. 3) "Details of children" What do we mean by "Details", presumably we will have a single record for a child, followed by a series or incidents entered by people assigned in (2) above. 4) Presumably there will be a way to associate children with other children, both by incident and by residence. This could easily get very complex. 5) Reporting on the database. We will need ways to look for patterns in the database which is probably going to end up going down a neural network model for intuitive pattern matching. This is to spot trends and / or unknown connections. Broadly speaking it is expensive and there are certain to be a lot of spongers ripping it off, it is probably useless, but the idea that it could be hosted on a little server in someone's basement for a few thousand is just silly. You don't even know what the brief was.
  5. Ahh, MEHT. My favourite trust. They only fired their last turnaround guy a couple of months ago so they must need one to finish his fine work. After all, the other consultant had only been busily turning-it-around for over 6 years so it must have been a big job.
  6. That's just silly. Massive reorganisations and redundancy rounds are not things that HR departments do on a regular basis and are very complex. Hiring a speciatist in these circumstances is hardly a sign of a poor HR department.
  7. Our trusts are looking at 30% admin and management cuts, imposed by the SHA. We've just been re-orged to roughly 1/2 the management layer (at about 1/10th the cost as the old lot of contractors were laid off and recruitment was permie only) with a couple of them being moved into delivery roles rather than management. So far it is working well.
  8. Not to mention the IT costs in seperating them all. Suddenly we went from a world in which everything administrative was basically open to all to one where everything has to be carefully secured from other NHS trusts to prevent them gaining competitive advantage. As an example, it used to be (7 years ago) that if one trust came up with a good idea then others would just filtch the idea, often along with the plans and do it themselevs and everyone was happy. Now you each have to develop it for yourselves.
  9. God, that's refreshing to hear someone else say. I've been banging on about it for ages at work. If they keep cutting out roles then we will (and have) suffer a serious loss of skills. As we lose those skills we lose the ability to support certain functions. If those functions cannot be supported then they are going to have to go. I do the DBA work. If I go then they don't have anyone who knows anything about databases. So either they buy in a DBA (on about 3 times my salary as contract rates) or they stop having databases that can are supported. There isn't a third option that actually saves money really, but everyone is carrying on pretending as if there is. You could buy DBA support from another organisation, but no way you would get it cheaper. You could send people on training courses (expensive and ultimately pointless as everyone is already doing two people's jobs). It comes down to, if you want to save money by getting rid of people, you lose the ability to do things. It is no bloody good pretending that isn't true.
  10. NHS IT (Boo Hiss!, but someone's got to keep the bleedin' clinical systems running...) We're watching lots of people getting out as our local NHS decices to carry out plans that will vastly increase IT spend for no real benefit. These plans were, of course, set in motion in the good days of free money. There is a general understanding that there are hard times ahead but no-one really seems to appreciate how hard they are going to be. I'm expecting to see us shredded and virtually incapable of even keeping the lights on, let alone advancing. The mood in general is one of "Que Sera" though. No real doom and gloom, though a few of the young ones who haven't had their ambition crushed are moaning about the lack of advancement opportunities and the sense that roles aren't being filled. They'll get used to battening down the hatches soon enough.
  11. This is also part of it, I agree. I once worked to the full SSADM system on a piece of software for a major public sector org and it did have its advantages. One the upside the project worked first time, every time, fulfilled all the requirements and was very well receieved. On the downside it took a team of 6 6 months to do what I would have expected (when I worked in the private sector) to have taken 3 staff 2 months to have completed. Admittedly the private sector version would have included some "Whoops, we didn't notice that" and "You meant what by that?" post implementation reviews, but there we are. One issue here is that the same rigorous requirements are followed whether it is a tax credits online system or a PCT's brochureware site. For the credits system, yes, vital to get right. For the brochureware site, going by the usually dismal analytics, most of the money is a waste of time, not because the site doesn't ultimately work, but because the "investment" vs "gain for the public" ratio is so low. If only I had the heart to go out there and milk the public sector a bit I could probably be doing very well for myself by now, but I am too damn stupid. Ethics, who'd 'av 'em?
  12. Because, and I say this as someone who works as a web developer in the public sector, they are such bloody suckers for a posh presentation and a glib sales pitch. I do everything for, I kid you not, a max of 10% of the costs that they get when they go outside, but they still like to go outside because they think "Expensive = good". I try to bring them down to earth and point out that most of the time they don't even really need "Good", just "Good enough" but often don't get a look in. Still, I got a £70,000 site upgrade scuppered and cancelled last week with a few choice words to the right people, so that's all right.
  13. Well, you certainly weren't producing a reasoned argument. True. Still, the entire top tier of my org just got scythed off so maybe something will change. Where is this culture of "Anti-competence" you speak of? I see neither hide nor hair of it around here. Good people get advanced, poor people get ditched. The main difference is that actually sacking people is pretty difficult.
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