Mechta,
I think you've hinted at the problem. When I was in the day job, albeit the offshore industry, our experience duplicated what the RAF has gone through recently. We went from doing all the supply chain work ourselves to having a contractor provide the service. Our base team went down from many to seven. Those seven were tasked with managing the contractors.
This meant getting out of the office and working alongside the contractor, checking and auditing what they did. Once a degree of trust and mutual respect had built up, the levels of C & A were reduced to a reasonable level.
Does anyone know, or might be able to comment, on how the contract for cadet gliding has been managed prior to the 'pause' we now endure?
From my personal experience, the hardest part of the job was knowing when to let go, and then trying to set up a reasonable level of checking that didn't stifle the contractor.
BTW, HQAC may just have an inkling that there are too many levels of 'management' in the system. When I was at a Corps wide conference last year, one question tabled by a VSO was whether or not we really needed regional headquarters, when, in the days of instant comms, we could get instructions direct from HQAC at Cranwell......
Last edited by bobward; 3rd Feb 2016 at 16:58.
Reason: Poor spullong