online pharmacy orlistat no prescription rating
4-5 stars based on 210 reviews
(1996) Fluoro-deoxyglu-cose positron emission tomography in diffuse Lewy body dis-ease. (2010) Serum25-hydroxyvitamin D and depressive symptoms in older womenand men. This line of communication usuallybegins with the patient’s ?rst appearance in the neurosurgical service online pharmacy orlistat no prescription either in theoutpatient clinic or in the emergency department.

A reactionmeans we give the emotions permission to run the gamut.It can easily lead down a trail of anger xenical online pharmacy despair, agitation,and hopelessness.

Socialsupport factors and health among a senior center population in southernOntario, Canada. Because of the specific need, occasionally tumor or ascites prevent percutaneousplacement. Penetration of ceftazidime into bonefrom severely ischaemic limbs.

While there is substantial progress devel-oping techniques that can quantify specific oncogene ortumor suppressor gene mutations (see Section “CancerBiomarkers”) non prescription Orlistat 120 mg it is generally not possible to adequatelyaddress this key question. In addition online pharmacy orlistat no prescription the ventricular chambersbegin to hypertrophy in response to pushing volume against an obstruction. However online pharmacy orlistat no prescription prophylactic use of antibiotics raisesconcern for an increase in bacterial antimicrobial resistance.

She also noticed difficulty in chewing, swallowing, speakingand drooping of the upper eyelid following activity for … months. The nasal resistance PTP online pharmacy orlistat no prescription respectively, ?49 and ?56 % (Essouri et al.is already high in children, and additional 2008). Processes of these neurons are included in so-matic afferent and visceral afferent nerve fibers

Where can i buy orlistat without prescriptions

Processes of these neurons are included in so-matic afferent and visceral afferent nerve fibers. Thistheme has long been a mainstay of both autobiographical and research lit-eratures. Requested for the de novo con-stitution of collections online pharmacy orlistat no prescription they can also swiftly supply samples that have already beencollected in order to verify the presence or the lack of a biomarker. Consequently, if theVictorian asylums were found lacking as therapeutic institutions, then it is likely that this will alsobe the case for the DGH psychiatric units. These monitors carry the risk of infection,hemorrhage, malfunction, obstruction, or malposition

Pay COD for xenical without prescription

These monitors carry the risk of infection,hemorrhage, malfunction, obstruction, or malposition. a model developed now, to be applied to future individuals).

The decision to proceed withrepair of these defects or to hold off has important implications for quality of life andcancer treatment, and these competing concerns require a knowledgeable and experiencedsurgeon or surgical team. 8.3 Flow waveform, generated by measuring ?ow vstime

Orlistat without prescriptions in usa

8.3 Flow waveform, generated by measuring ?ow vstime.

Treatment with clopidogrel resulted in a 20%relative risk reduction and a 2.1% absolute risk reduction inthe primary composite end-point of cardiovascular death,myocardial infarction, or stroke after 12 months of follow-up.112It is important to note that this benefit was accompanied by anincreased risk of major (3.7 vs. ATL patientsclustered in southwest part of Japan and its epidemiologic clustering instigated Japaneseinvestigators to discovery the pathogen of ATL.

Normally, after activation through T-cell receptor, calcineurin dephosphorylates a ‘nuclear factorof activated T-cells’ (NFAT) which translocates to the nucleus and triggers transcription of cytokine genes resulting inproduction of IL-2 and other cytokines.

BRCA1) and a disorder (e.g.whether or not a woman develops breast cancer).

Suspect this with any missing placental cotyledons. Thetransversecomponentis analogous to the risers ofthe stairway. Information in the medical record is used for research andfor student instruction

Buy orlistat online made in america

Information in the medical record is used for research andfor student instruction. For youth on the overt path-ways, unless intervention was successful, aggression led to increasing violence,crimes, and increasingly poor adolescent outcomes

Online pharmacy orlistat

For youth on the overt path-ways, unless intervention was successful, aggression led to increasing violence,crimes, and increasingly poor adolescent outcomes. What I have tried to make clear is that herbs can be beneficial,but they can also be dangerous. According to fivestudies involving 328 patients online pharmacy orlistat no prescription complications occurred in 28% of the patients [11, 34,41, 48, 50]. This lesion iscon?rmed as extranodal marginal zone B-cell lymphoma of MALTassociated with H. In most observationalstudies, several factors are measured, or there could be several exposures ofinterest, and the aim is to examine these at the same time, including allow-ance for potential confounders

Buy orlistat online made in america

In most observationalstudies, several factors are measured, or there could be several exposures ofinterest, and the aim is to examine these at the same time, including allow-ance for potential confounders. Ispaghula and other bulk forming colloidsare useful in both constipation and diarrhoea phases of IBSand reduce abdominal pain as well. Mostpsychiatrists now prefer to use an atypicalantipsychotic orally or by i.m.

buy orlistat

The first of these two posts was originally published in Sept 2016; both posts reflect the latest data in various reports, including the second annual orlistat without prescription: Benchmarking the digital and financial capability of consumers in the UK, and the fourth annual overnight shipping on generic orlistat: Benchmarking the digital maturity of small businesses and charities in the UK

This post is Part Two of two posts:

buy generic xenical no prescription looks at some data on online and digital skills in the UK population as a whole

and

Part Two looks specifically, at 2 regions of England (West Midlands and East Midlands) where we are working with some people in smaller charities and some people in the tech communities.

PART TWO

We at RnR Organisation are working to increase and improve basic digital skills and use of technology in smaller charities in order for them to achieve their aims more effectively. This second post looks at digital skills in UK SMEs and charities, including in the West Midlands and East Midlands.

Basic Digital Skills

Basic digital skills are defined as:

1.      Managing information

2.      Communicating

3.      Transacting

4.      Creating

5.      Problem solving

Basic digital skills in SMEs by region

 

 

 

 

 

 

 

 

 

 

 

Barriers to doing more online for SMEs by region

Basic digital skills in charities by region

 

 

 

buy orlistat online made in america

So it snows, and you have to cancel the seasonal market for which you’ve been preparing for the last few weeks, or even months. There are so many disappointed people – you, the organiser, your staff, your stallholders, their potential customers. You and your staff have allocated time and resources, stallholders have prepared and/or refreshed products and services, customers were expecting to see and probably buy something new.

A VIABLE ALTERNATIVE?

Before completely abandoning the market, maybe there’s a viable alternative to cancelling it. Stallholders will have prepared­­ products and services for sale, and many of them will have been planning to offer customers some special offers or discounts. What about creating and organising an online virtual market on your website, or other shared platform, offering at least some of the above?

A ‘VIRTUAL’ MARKET

This ‘virtual’ market could start whenever the actual market was due to start, and run up to whenever the season ends. You could use posts in your social media channels and have a catchy unique hashtag, which both stallholders and customers can re-use and cross-post. Stallholders could submit some copy/video about their products/services for you to use (reasonable quality video can now be done on a smartphone) – they can make whatever they were planning to have had/sold/displayed at the actual market look as good as they can make it.

POTENTIAL BENEFITS

What are the potential benefits that could happen with a ‘virtual’ market? You and staff could get to use the allocated time and resources in a slightly different and creative way, stallholders could still show off their products and services, and customers, maybe even more than would have turned up in person, could still see and possibly buy something, and they might also recommend the market to their contacts – bonus marketing!

ARE YOU READY FOR THIS?

We know that not every organisation is set up for adapting to a situation like this. We know that not every organisation can yet take payment online or over the phone. We also know many smaller organisations don’t have a website, Facebook page or other online presence. These cases illustrate what we, for some time, in our business RnR Organisation, have been saying needs to be happening in our sector.

Non profits, voluntary sector organisations and social enterprises need to be using available technology, possibly in ways they haven’t tried before. A lack of digital skills and no organisational culture to use technology in our organisations and businesses can obviously be overcome, but, in this case, having an online presence where they can display, promote and sell their wares will have given your stallholders a proven competitive advantage over those who didn’t have one.

We hope this post encourages organisers to consider running virtual events online when opportunities like this arise, possibly having it as a Plan B when they start planning any future markets or similar events.

NEED SOME PRACTICAL HELP?

We hope this post also encourages those in our sector without an online presence to think about why that is, and how they can plan to address that. We’re generic orlistat without prescription canada if you want to talk to us about practical ways of doing something about it.

orlistat buy online without rx

The ordering orlistat online without a precription measures the digital capability of 2,000 small businesses and charities across the UK

The report concentrates on small businesses but it does have a very useful section on charities, especially useful for us being the data about charities in the regions – the two digital demographics diagrams for small businesses and charities are below

(1) Small businesses

(2) Charities

NCVO Almanac

The other key source of regional data about charities/voluntary organisations is the order orlistat (xenical) no prescription

 

 

 

 

 

 

 

orlistat buy no prescription

The complexity of contemporary health issues requires that we all work across boundaries of community organisations, health providers and non-health disciplines. This enables us to embrace a host of behavioural, social, economic and environmental factors that affect the health of our target communities.

We recognise that, as community based organisations, we cannot do this in isolation. We do not have the competencies or capacity to research, design, develop or test services and interventions to improve population health and healthcare quality. We need to work with a wide range of organisations who undertake such activity, who are willing to listen to our experience and input, and support us in changing behaviour through research and by opening and sharing health data.

Generally, community-led VCS organisations are not established to undertake the academic rigor of researching biological, environmental and social causes of disease, including the determinants of health risk behaviours. Many do have an extensive understanding of its impact, and the potential, and frequent failure, of implementation of research findings into policy and practice.

VCS organisations have experience in the community elements of healthcare, with potential links to the quality and safety of provision, childhood health issues and supporting and improving quality of life and health issues with adults and families. This knowledge provides us with robust experiences and access to communities to influence health behaviour change. The extensive community knowledge and delivery experience of VCS organisations has enabled us to identify health and wellbeing sub divisions that have significant intersections with other causal factors.

This knowledge and experience provides us with the opportunity for collaboration within VCS organisations in this field, and participation in larger scale statutory delivery and research programmes that should recognise and acknowledge our access to the relevant communities and beneficiaries.

These relationships should be with not only commissioners, implementing policy decisions, derived from research, but also with the original researchers, enabling us to participate within, influence or even shape such research.

To influence delivery and improve the impact of our delivery we will undertake initial research into the following

  • Developing links with appropriate community based organisations and exploring how strategic partnerships can be developed with statutory partners and wider research institutes.

  • Sharing data and working openly and collaboratively

  • Exploring research and existing cross-disciplinary collaborations between health scientists and researchers related to our beneficiary communities.

  • Working collectively with VCS organisations to identify funding, engage VCS organisations in a process that better understands casual pathways and develop effective and efficient strategies for prevention of ill-health and tackling lifestyles that lead to disease

  • Identifying other potential collaborations by using social media and networks

This blog was initiated by our involvement with the order orlistat online consultation challenge at indian orlistat and influenced by the content and thinking of orlistat order from Cardiff University, Biomedical and life sciences department, population health aspirations.

While the department outlines high level academic aspirations, we explore how Voluntary and Community Sector (VCS) grass roots groups that we work with could initiate, influence, implement and benefit from research activity.

We believe this could have benefits for both the academic and beneficiary communities

orlistat with no prescription

The 2nd largest Search Engine in the world, YouTube processes more than 3 billion searches a month. 100 hours of video are uploaded every minute.

We spent some time at the beginning of this Net Squared Midlands meetup talking about how we search YouTube using filters etc, and then co-organiser Pauline shared some short ‘How to’ clips she had curated from YouTube.

We also had time for a lightning talk about orlistat no prescription needed from 60 mg orlistat

The full Wakelet of the event is here: were to buy orlistat

can i get orlistat without a prescription?

Fig 1 is our first design of such a model. We will, in the coming months, develop this design and model. This will be done through discussion with commissioners and community activists to enable a robust, fundable and sustainable model to be designed that recognises the importance of all participants within the process.

xenical online no prescription

Fig 1 ASSET BASED COMMUNITY HEALTH OPERATIONAL MODEL – 1ST DRAFT

The development of this process is only part of our thinking.

For this model to be implemented systemically, ensuring success and sustainability, we would argue that there is a need for true transformation of the public realm funding processes, to review its attitude and opinion of VCSE / community groups, and their role in service provision.

Figs 2-4 outline our thinking about changes to the public realm funding decision making process.

We promote the use of data from wider sources than those currently used. We outline an asset based approach that should be adopted to support services, not because utilising community assets is a cheaper option in time of public realm budget cuts, but because community assets are an essential and skilful resource than can optimise the impact of projects.

In the coming months we will expand on these designs exploring current process, Fig 2 Traditional (Established) Model (yellow section on left), and the ‘market’ development of a supply chain. This diagram also explores the Product Development Process, (brown section on right), which is supposedly assimilated into the supply chain process.

orlistat in usa

Fig 2 TRADITIONAL (ESTABLISHED) MODEL, PRODUCT DEVELOPMENT PROCESS

Fig 3 Current Ecosystem, Design Process, Wider Data Proposal explores what impact the term ‘transformation’ has had on the ecosystem, with the yellow and blue sections identifying a “delivery disconnect” in the sustainability of income from any ‘product’ developed within the supply chain.

This figure also provides an outline of the ‘Design Process’(grey section), as well as outlining a Wider Data Proposal (green section).

These last two sections form part of ‘absolute’ processes, processes that, together with the Product Development Process, are external to the system but should be incorporated within it, if true transformation is to take place.

buy orlistat online

Fig 3 CURRENT ECOSYSTEM, DESIGN PROCESS, WIDER DATA PROPOSAL

The last sheet, Fig 4, incorporates elements of our previous work, I need to order xenical without presciption and order it COD (green section), together with structures developed by orlistat without a prescription with whom we are working to develop transformational proposals. Poc Zero’s Ring Of Confidence, is augmented by Boxes Of Support (orange section). The final section Developing The Dojos (purple), begins the exploration of how community organisations can be engaged as ‘peers’ within the delivery and process, designed or developed through public realm funding.

buy orlistat 120mg

Fig 4 RING OF CONFIDENCE, BOXES OF SUPPORT, THREE FIELD ACTIVITY

The Operational Model, Fig 1, and subsequent transformational designs, Figs 2-4, place asset engagement and development at the core of the activity.

We believe that communities, assets, volunteers, whatever label is used, should not be seen as an aid to public realm funding cuts.

Communities and individuals, irrespective of their issues, can be assets to a programme but, generally, projects/programmes are developed within a deficiency model, activities to rectify deficiencies.

We at RnR put communities at the core of activities and model how both public organisations, Fig 1 and public realm funding can be transformed to accommodate their resources and assets, Figs 2-4.

This is what we believe to be true transformation.

If you are interested in discussing our designs or activities, please contact us to discuss how we can work together for you to achieve your outcomes and demonstrate your impact.

 

Pauline Roche

Ted Ryan

September 2016 

All images © copyright RnR Organisation except for Ring of Confidence © copyright Poc Zero

how to by orlistat online

All people in tech companies want to improve the lives of their stakeholders, and this can include helping organisations in the charitable or voluntary and community sector (VCS) low or pro bono, an activity usually known in business as Corporate social responsibility (CSR) or Corporate responsibility (CR).

This can include giving the VCS organisation support to use technology better, and more, possibly to automate some of the more repetitive and time-consuming processes in the organisation.

It might also mean joining the Board of a VCS organisation as an unpaid Trustee or Director in order to assist with good governance.

We want to support tech companies and VCS organisations in the Midlands to grow and develop those kind of relationships. We can see there are mutual benefits to be had.

Benefits for the tech companies

Benefits for the tech company can include that the company can offer development opportunities to their staff to increase their employability and retain their talent. They can learn more about and engage better with their local area and community. They can develop new products and services, or improve existing ones. They can gain satisfaction from helping and reinvesting some of their profits and resources in the local community.

Individual staff members can get satisfaction from helping a VCS organisation which helps people in their local area and community.

Benefits for the VCS Organisation

Benefits for the staff of the VCS organisation can include that they can improve their technical and digital skills, thus increasing their employability.

The organisation can learn about opportunities to change some of its processes, possibly freeing up valuable time to spend it with users of their services. They can offer opportunities to local tech companies who want to fulfil their CSR.

How we can help 

We are members of the collaborative workspace and community of changemakers overnight no prescription orlistat We also do project work around open data at the incubation centre of the Birmingham tech community cheap generic orlistat no prescription. We have built excellent relationships with colleagues and companies based in each of these spaces.

This, and our many years of senior level experience and networks in the wider voluntary and public sectors, plus our wide social media networks, makes us ideally placed to bring together people from both the voluntary sector and tech companies under the tech for good/social impact banner.

Tech for good meetups and other initiatives

In 2015 we co-founded purchase orlistat online (@Net2Midlands), a local branch of the global india orlistat network of tech for good groups. We run regular Net Squared Midlands sessions at Impact Hub Birmingham. Every month or so we run a session to bring tech companies and not-for-profits together to address topics of mutual interest e.g. agile processes, using video better.

We also co-founded the unconference for voluntary sector infrastructure organisations interested in digital transformation, buy orlistat australia no prescription, hosted annually since 2013 at Innovation Birmingham. We work on a number of other related initiatives including the UK problems with buying orlistat without rx and the generic orlistat online no prescription

Want to know more?

We are taking these ideas further. If you’re from a tech company or a VCS organisation, or a strategic body which supports these organisations, and this post has sparked your interest, please get in touch with us to find out more and to start a conversation.

MORE RESOURCES

where to purchase orlistat oral cheap by Sam Applebee, 3 Aug 2017

i want to buy pregnizone without a prescription [Conversation Menu], CAST – Centre for the Acceleration of Social Technology, 2017   

how to get orlistat online no prescription in 60 days [growing list]

Thanks to Joel Blake OBE, Social Innovation Consultant, for some of his expert insights in this field

buy orlistat without a prescription

A strange trinity of influence and, while the first two have something in common, they have little to do with the Voluntary Sector. Sometimes, while accumulating information from a variety of sources, something happens. This was one such time for me – a quotation, a television programme and a speech. Suddenly the answers to a conundrum, issues of transformation within the voluntary sector, became slightly clearer

The Quotation

“If I asked people what they wanted, they would have said they wanted faster horses”  – a statement attributed to Henry Ford. The statement could be seen as a total disregard for customer feedback, or it could be an expression of his own self belief, a self belief that transformed car production which may have been his ‘transformational’ gift to market forces.

The Model T is acknowledged as the motor car that transformed the way people perceived motor cars, and perhaps the motor industry, how they travelled and how they perceived the new mode of transport. But was it the car that was revolutionary, or was it the production of the vehicle that was transformational?

Ford made cars cheaper due to his assembly line and efficient fabrication, instead of the then standard hand-crafted vehicles. This made cars affordable, vehicles functional and easy to maintain and, thereby, not just the preserve of the rich or eccentric but affordable by the middle classes.

But, can the development and improving of the assembly line and fabrication process be seen as THE ‘transformational’ act within the development of the motor car? Of course it can’t!

It was important, but other aspects of transport infrastructure – roads, petrol stations, mechanics, etc. – needed to be developed, in parallel with vehicle design and production, for cars to be a reliable and efficient form of transport.

Roads (1) are essential for cars. They need to be flatter and smoother than the ‘tracks’ required for horses, faster or otherwise. John McAdam’s aggregate solution was robust for horse drawn vehicles, not so for people who were becoming more mobile through mechanical devices – cars and bicycles. People started advocating for improved roads through activities such as the ‘Good Road Movement’ in America.

Modern Tarmac (2), a 1901 patent by Edgar Hooley (a Welshman born in Swansea), who added tar to the aggregate, flattened the surface with steamrollers, providing a smooth surface on which to drive or ride. Modern roads, and therefore more comfortable rides, were born.

Access to petrol is another essential component for ‘extensive’ travel in motor cars. Gasoline was originally sold by pharmacies (3). The pharmacy in Wiesloch, Germany, was used to refuel Betha Benz in 1888, and, by the early years of the 20th Century, there was an increase demand for fuel, due to increased car ownership influenced by Henry Ford’s transformations.

The world’s first purpose-built gas station was constructed in St. Louis, Missouri, followed by ‘stations’ in Seattle, Washington and Altoona, Pennsylvania. Early on, they were known to motorists as “filling stations”, and were usually attached to hardware shops. The first bespoke station, opened in 1913 in Pittsburgh, was still open in 2013 as Walter’s Automotive Shop. Not only had filling stations arrived but so also had mechanics.

The Television Programme

In 2007, during an episode of Top Gear (4), Jeremy Clarkson and James May studied a number of early car designs, exploring the root of the modern car design: 3 pedals, one gear stick, a hand brake and an ignition key.

While having an ‘interesting’ time driving classic cars, including the Model T Ford (which wasn’t that easy to drive) and the De Dion-Bouton (Model Q), they concluded that the Cadillac Type 53 (5) was the first car to use the same control layout as modern automobiles. They finished the item by pointing out that the Herbert Austin took that design and put it in the Austin 7 (6) – this became the first mass-market car to be fitted with the layout.

The Cadillac Type 53 remained in production for one year only, 1916. The Austin 7, produced from 1922, created an affordable car for the British public, and is said to have had the same effect on that market as the Model T had in America. Austin licensed the design and it was copied, and manufactured, all over the world – in Germany by BMW, the Dixi, their first car; in France as the Rosengarts; in America, until 1934, as the American Austins, and in Japan, although not under licence, Nissan based the design for their first cars on the Austin 7.

While production of the Austin 7, and other cars grew, so did road building, the proliferation of ‘filling stations’ and the rise of the mechanic. These were individual actions of transformation that collectively transformed the automotive industry, the way we travel and perceive travel on a worldwide basis.

The Speech

So what has all this got to do with voluntary sector innovation and transformation?

For that I turn to Robert Kennedy’s speech at the University of Kansas, March 18, 1968 (7). As part of his campaign for the presidency, he talked of a deep malaise of spirit in America, of Native Americans [so-called ‘Indians’] “living on their bare and meagre reservations, with no jobs, with an unemployment rate of 80 percent” and people living in “black ghetto, listening to ever greater promises of equality and of justice, as they sit in the same decaying schools and huddled in the same filthy rooms”

He believed that “the unselfish spirit that exists in the United States of America” meant that things can be better.

Then came the part that made me sit up, the part that challenges some current views, that VCS organisations, and the sector in general, needs to be transformed, become innovative and more business like

Kennedy stated that “…even if we act to erase material poverty, there is another greater task, it is to confront the poverty of satisfaction – purpose and dignity – that afflicts us all. Too much and for too long, we seem to have surrendered personal excellence and community values in the mere accumulation of material things.

Our Gross National Product, now, is over $800 billion dollars a year, but that Gross National Product – if we judge the United States of America by that – that Gross National Product counts air pollution and cigarette advertising, and ambulances to clear our highways of carnage.

It counts special locks for our doors and the jails for the people who break them.

It counts the destruction of the redwood and the loss of our natural wonder in chaotic sprawl.

It counts napalm and counts nuclear warheads and armoured cars for the police to fight the riots in our cities.

It counts Whitman’s rifle and Speck’s knife, and the television programs which glorify violence in order to sell toys to our children.

Yet the gross national product does not allow for the health of our children, the quality of their education or the joy of their play.

It does not include the beauty of our poetry or the strength of our marriages, the intelligence of our public debate or the integrity of our public officials.

It measures neither our wit nor our courage, neither our wisdom nor our learning, neither our compassion nor our devotion to our country, it measures everything in short, except that which makes life worthwhile. And it can tell us everything about America except why we are proud that we are Americans”.

The Sector

Robert Kennedy was talking about different issues, different measurements.

We cannot value the impact of the VCS on our GDP in the same way as manufacturers. We cannot believe that innovation just happens in service delivery of VCS organisations. We cannot compare our care processes, the looking after of the most vulnerable people, our education system and schools, our green and open spaces to a production line. Yet we do. We are currently exploring how VCS activity becomes more business-like, responding to a ‘new market’, being innovative and borrowing from ‘social sources’ to initiate projects.

The transformation of the voluntary sector is currently being discussed within the same economic rules in which Ford and Austin, McAdam and Hooley operated. We cannot impose or replicate the actions that transformed the economic environment they operated in. They were not alone in their transformation, and undertook development with an awareness of potential impact. They understood their market – they knew the potential for investment and return on that investment.

My questions are:

How do we measure our return on investment, how many people we care for in a day, how many we wash, dress, feed, teach, enable to play, plant flowers etc.?

Do we spend time developing programmes that insist on innovative ways of counting and delivering outputs, or do we spend time exploring other ways of measuring involvement in the delivery and the impact of activity?

 

References

1 https://en.wikipedia.org/wiki/History_of_road_transport

2 https://en.wikipedia.org/wiki/Tarmac

3  https://en.wikipedia.org/wiki/Filling_station#History

4 Series 10 Episode 8 2nd December 2007

5 https://en.wikipedia.org/wiki/Cadillac_Type_53

6 https://en.wikipedia.org/wiki/Austin_7

7 http://images2.americanprogress.org/campus/email/RobertFKennedyUniversityofKansas.pdf

online pharmacy orlistat

A confusing title for an equally confusing time. We are told we have to behave more ‘market like’, be innovative and develop new products.

But, can publicly funded services, a publicly funded, openly tendered and procured service exist within a true ‘market economy’ (private sector) market?

As a producer, in a ‘market economy’, I would know the size of the market I operate in. I would know my market share, its sustainability and its growth potential.

I would know my customer demographic, have 5 year forecast predictions and have indications of actions to fulfil those potentials.

Any new product (innovation) that I wished to introduce into ‘the market’ would be developed and based on a thorough understanding of the above issues.

I would be able to cost development and retooling , potential borrowing requirements and repayments, capitalize the expenditure over a given period, borrow against projected sales and growth and then decide if I progress or not.

Having developed the initial product, from my own resources, and borrowed to get the product to market I would know which demographic it was targeted at, potential sales and impact on the whole market and my other products within the target market. I would know what share of the market my new product should achieve, and if that would have an impact on current products, or gain me larger market share overall i.e. I might lose 2% of market share from my current products but the new product would obtain 5% of market share, so my overall gain would be 3%.

While I accept that there is a finite amount of money in any given economy, at any given time, in this scenario I believe I could persuade people to change their buying habits and buy my new product.

All these judgements are based within an open ‘economic market’ – knowing that people want to buy my product, persuading people to buy a new product, made by me.

I am aware of how much money exists within my market and what I have to do to impact on my growth.

Product innovated, developed, produced, marketed, sold…

In the public sector funded service provision we are told we are to exist within a market and develop these skills. We are encouraged to innovate and develop new products to meet the need of tenders and procurement activity which is the way we access the funding. The process is developed, implemented and run by commissioners who receive an allocation of funding to ‘procure’ services and, in turn, develop tenders for applicants.

It is therefore a market restricted by funding, funding that can fluctuate within the public finance environment.

It is data driven, public sector data driving delivery targets, informing commissioning targets and outcomes. Data drives silos (specific funding for specific issues), and funding it attached to silos, and cannot (or very rarely can) be transferred between silos.

It is therefore outcome-orientated and very restricted. We have to deliver the expected outcome (data driven) within public sector (and silo) finance restrictions.

This is not a market.

Into an outcome-orientated market (environment), we are expected to deliver given outcomes, often in an expected manner. We cannot innovate, as that may not fit the commissioning brief. We cannot expand our market or products, through innovation, as there is a finite capacity to the finance in the silo for which we may be tendering, and the tender is for delivery, not development.

I cannot borrow to develop new products as I am not guaranteed a place in the market – I can neither argue nor prove my case.

Long term capitalisation of any investment is also restricted by the length of the contract, usually three years but it can be shorter, and any IT development to improve productivity cannot be included in a tender application.

Transformation argues we need, as a sector, to change our behaviour and practice within our ‘markets’.

While there may be skills and practices we can learn from the open market, we are having to learn them within the confines of our eco system, what I would call, based on the foregoing, a ‘non market’.