In short: for decades they’ve been allergic to doing any design or project management in house, which meant brand new teams of consultants and contractors spun up for every single project. Lucrative for the consultants, not an efficient way to use funds for a big organization that is constantly doing design and construction.
Seems like the MTA is finally starting to invest in building internal expertise again so they can stop farming everything out
This is the story of the American public sector. Voters push them to outsource X Y Z to the private sector because clearly public organization X sucks. The private sector is greedy and a black box, so they're basically going to bleed the tax payers dry because they have no accountability to anyone. And the added complexity of hops between communication just burns money. And now the military is paying 150 dollars for a shovel.
The American public is allergic to just considering public actors as job programs. If the MTA would just keep everything in-house that can be a real boon to the local economy. But no, we have to give those jobs to some fuck ass companies made up primarily of salespeople who are going to make big claims and then proceed to run every project overtime and over budget.
The real problem is public corruption. People got tired of public officials getting paid off by a public sector union to create a bunch of makework jobs at taxpayer expense. The theory of privatization is that you put the contract up for bids and then every private company has the incentive to get the contract until the profit margins are low enough, and "low profit margins" are to the public's advantage.
But then the contracting process gets corrupted to prevent most companies from bidding and direct the contracts to specific cronies.
What you actually need is better ways to stop public officials from screwing the public for personal advantage.
I disagree fundamentally - as more things got privatized in the US, you can clearly see the degradation of our services. For example, the NYC subway.
The reality is we are now paying a lot of money for some of the worse public services we've ever had. In the 50s, 60s, and 70s, our public services were considerably higher quality - AND this is with increased labor. We've managed to significantly lower labor cost through technology, and yet the quality has degraded.
We've tried the theory of privatization. In fact we keep trying it over and over. Look around you. Is it working? Yes or no? No, right? Then we should be on the same page.
> as more things got privatized in the US, you can clearly see the degradation of our services. For example, the NYC subway.
The question is whether this is caused by privatization or by corruption. Obviously if you constrain who can bid on the contract so that it can only go to some well-connected paymasters who overcharge and underdeliver, things are going to go poorly.
> We've tried the theory of privatization. In fact we keep trying it over and over. Look around you. Is it working?
In which place are we incarcerating the politicians who deliver the contracts to their cronies?
So the solution is private corruption where nameless corporations and CEOs get to take public money with 0 oversight instead?
I'm not a yank myself, but in the Netherlands the national railway (NS) is "jointly" owned but run as a private business and is a complete clusterfuck, exactly because we for some insane reason believe that running public transport should be profitable. Prices get raised every year (and we already have some of the most expensive train costs in the world), there's less trains, conductors get paid like shit and treated like garbage (hence them striking often), the trains are late more and more often, they're filthy etc. I don't want to drive, but if me and my partner decide we want to go to a different city by train, it costs us easily double what the equivalent car journey would cost. Of course, if we didn't subsidize cars as heavily as we do that'd probably be a different story, but that's venturing off-topic.
Similarly in the UK, privatization led to nothing but chaos there, and now they're left with ludicrous prices compared to all other modes of transport, because again, things are being run as a private business and they're expecting profits to be made.
Public transport should be a public good, and we should not expect it to be profitable. If it's possible, that's great, but we should aim for quality of service above anything else. How about we instead divert the gigantic chunk of money that goes to maintaining roads and making sure drivers have few inconveniences and instead start investing that in actual public transport instead?
> So the solution is private corruption where nameless corporations and CEOs get to take public money with 0 oversight instead?
Presumably the solution looks something like rounding up all of the public officials who officiated over anything that even hints a whiff of personal advantage and sticking their heads in a guillotine.
> Public transport should be a public good, and we should not expect it to be profitable.
Whether something is profitable or not and whether it's provided by direct government employees or not are two independent things. You could very easily pay a private company to operate a transit system while subsidizing fares with tax dollars.
Meanwhile at some point the government is going to be buying something from the market. If they operate the trains, are they also going to design and manufacture the trains? Are they going to manufacture the steel that goes into the trains? What about the energy used to make the steel, or the trucks used to transport it?
But as soon as you have the government buying something from anyone, you need to start lopping off the heads of the public officials whenever there is anything fishy going on with the bidding process or you get what we've got.
There wasn't a "theory" because this wasn't some garbage that aloof academics cooked up.
At the time thins were privatized (50s through 80s) the misalignment of incentives was plain as day obvious fact. People looked at <shuffles cards> New York City, and said "do not want" and they attempted to break the feedback loop between public agencies and the parties they were making work for and tried to resolve it by putting more of the decisions of what work needed to be done under the umbrella of the agencies doing it. With proper competition, this can work. But people like you have spent the last 70yr erecting barriers to competition and so in an environment where things are only ever getting bid on by the same few players the costs rise and the values go down.
The sane way to privatize a transit system isn't to give the private company ownership over the system, it's to have the government own all of the plant and equipment and pay various private companies to supply or operate pieces of it. Then they're not deciding what fares are (the thing with no competition), they're deciding how much they bid to provide rolling stock or train conductors and then the government chooses the company with the most attractive bid for each thing it needs to buy in any given year.
The government in turn sets the fares by amortizing the total cost of the system over the number of riders modulo any taxpayer subsidies it intends to provide.
The half-nationalised half-privatised system you're suggesting isn't that far off the UK's approach, which results in almost zero maintenance, no on-platform support for disabled people and fares so high that people fly to other places in the UK via europe because it's cheaper than taking the train.
The outsourcing push was a Republican party propaganda anti-tax shibboleth combined with pique at government departments that had the temerity to point out that "Reality Has A Well-Known Liberal Bias(tm)".
The problem is that you switch from the government doing something possibly inefficiently to private industry who WILL take their cut no matter what which leads to even less efficiency. The contracting companies are the same but they love privatization because the government has far less recourse when they don't deliver properly.
If you want real competition, you have to keep at least some amount of capability in house in the government or the contractors will simply wring you out knowing full well that you have no recourse.
For the modern strain: see DOGE. And how much money got saved? Yeah, exactly like that.
> The outsourcing push was a Republican party propaganda anti-tax shibboleth
For that to be true it would have to be actually saving money in order to allow lower taxes at a given level of deficit spending.
> Reality Has A Well-Known Liberal Bias(tm)
Quoting a satirist isn't a real argument.
> If you want real competition, you have to keep at least some amount of capability in house in the government or the contractors will simply wring you out knowing full well that you have no recourse.
If you want real competition then you need real competition, i.e. multiple companies that can each supply the thing. And then they lose the contract to the other bidders if they mess up.
But when the corruption is the outcome desired by the politicians, preventing competing bidders is the name of the game.
Quoting Republican propaganda isn't a real argument, but you did it anyway.
The Republican point of outsourcing has always been "My goal is to cut government in half in twenty-five years, to get it down to the size where we can drown it in the bathtub." (quoting Grover Norquist).
> And then they lose the contract to the other bidders if they mess up.
This only works if the government has enough competent personnel to be able to oversee and evaluate "mess up". When you outsource everything, you no longer have that. So, contractors only have to worry about being sued after the fact, if that. In reality, the failures only manifest 10 years down the road and the companies have all rolled up and disappeared with the profits.
> Quoting Republican propaganda isn't a real argument, but you did it anyway.
I think you're missing the dichotomy:
> The Republican point of outsourcing has always been "My goal is to cut government in half in twenty-five years, to get it down to the size where we can drown it in the bathtub." (quoting Grover Norquist).
One of two things has to be true. Either their purpose in doing privatization is to cut government spending in order to cut taxes, which would imply that it actually does save money. Or, their purpose is something else, like diverting the same number of tax dollars to their cronies, in which case "in order to cut taxes" is an erroneous attribution of their purpose.
And by the evidence it's the second one, because they don't actually cut spending and yet they still want to do privatization for some reason. Meanwhile if it was the first one as you claim then we should actually want to do it because then it's more efficient and would provide more government services per tax dollar regardless of whether or not you want to cut taxes.
> This only works if the government has enough competent personnel to be able to oversee and evaluate "mess up". When you outsource everything, you no longer have that.
This doesn't require a large number of personnel and in particular it doesn't require the likes of bus drivers or construction workers to be direct government employees, because they're not going to be tasked with making managerial decisions either way.
The real problem is that the people who are tasked with those decisions get paid off (revolving door etc.) to make sure the government gets locked in to some specific contractor or otherwise takes no effective recourse when they come in late and over budget.
The other thing is that privatization is old-school patronage on steroids: if you structure it right, you get to channel government money to the recipients in a way that continues even after you lose power.
Public or private, this is what happens without competition. Even with a fixed set of tunnels and tracks, there are ways to benefit from competitive market forces.
Americans have a weird thing with government agencies (or government-owned companies, e.g. Amtrak) simply hiring people to do a thing the government is tasked with doing, or buying things the government needs in order to do that thing. So instead our governments at all levels rely heavily on contracting it out to private companies to do the exact same thing but with higher cost and turnover and no long term expertise built in-house in the government agency which is now tasked with managing and overseeing all this contracting.
The MBTA in Boston also suffered from this and is now undergoing an effort under the new management to hire more in-house staff to do routine maintenance and other work that had previously been contracted out to a variety of private firms.
I suspect the theory is that private companies with many clients besides the government are less susceptible to bloat and waste than a government agency is because they are not a singleton entity and will be outcompeted if they are sufficiently inefficient.
A problem with this theory is that, I imagine, a lot of such companies basically only have contracts with the government. So it ends up with the same singleton problems, just outsourced.
You’re asking a fair question but I think you’re approaching it from a POV that’s maybe a bit more of an engineering mindset than the person you’re responding to is using
A brilliant algorithm that filters out some huge amount of AI slop is still frustrating to the user if any highly ranked AI slop remains. You still click it, immediately notice what it is, and wonder why the algo couldn’t figure this out if you did so quickly
It’s like complaining to a waiter that there’s a fly in your soup, and the waiter can’t understand why you’re upset because there were many more flies in the soup before they brought it to the table and they managed to remove almost all of them
"Healthy" is a pretty loaded word. In the grand scheme of things apples and peanut butter is indeed a pretty healthy snack: good balance of fiber and protein and carbs and healthy fats, and nothing particularly bad like partially hydrogenated oils if you stick to a decent brand of peanut butter. But its not a particularly low-anything snack, so maybe not an efficient use of calories for someone trying to watch their weight. Nuts in general are a pretty caloric food.
Occasionally (usually as a distraction while trying to make a meal plan for the week) I find myself wondering by what we could do differently with the concept of healthy foods that makes nuances like this easier for people to understand, without getting into fad diet territory. I've never had a brilliant idea here because its fundamentally asking the public to have a nuanced understanding in an industry with tons of historical marketing spin, which is... hard. Really hard. Fad diets and diet plans in general exist because someone telling you exactly what to eat is sometimes more effective than trying to give an understanding about why those choices are made.
The reality is that "healthy" is an individualized goal and different foods are a tool for getting to that destination.
FWIW: this might be a suggestion of the specific audit team you’re working with or a requirement of one of the “follow our playbook and you’ll pass” vendors if you’re using one of those, but the SOC 2 on its own doesn’t really impose specific technical feature/control requirements like this.
I don’t have the exact exam language in front of me right now but the requirement would be something like “you have some process for learning about, assessing, and mitigating vulnerabilities in software dependencies that you use”.
Enabling an automated scan and version bump tool like dependabot is a common and easy way to prove your organization has those capabilities. But you could implement whatever process you want here and prove that you do it on the schedule you say you do in order to satisfy the audit requirement.
True on all counts. But the lowest effort is "just turn off dependabot", which is what I suspect most of the people trying to get past SOC2 will do (like myself).
A use case where we reached for Clickhouse years ago at an old job was for streaming music royalty reporting. Days of runtime on our beefy MySQL cluster, minutes of runtime in a very naively optimized Clickhouse server. And sampling wasn't an option because rightholders like the exactly correct amount of money per stream instead of some approximation of the right amount of money :)
There's nothing Clickhouse does that other OLAP DBs can't do, but the killer feature for us was just how trivially easy it was to replicate InnoDB data into Clickhouse and get great general performance out of the box. It was a very accessible option for a bunch of Rails developers who were moonlighting as DBAs in a small company.
I'm curious though, what would she do with that crypto once she had it?
Presumably she'd need to exchange it for cash since retail acceptance of crypto is pretty low, and the local exchange place that takes WhateverStablecoin and hands out cash is going to take some commission. And at that point it seems like we've just reinvented Western Union or Moneygram.
In your view is the advantage of the hypothetical stablecoin way of doing this that it exists outside of the money-transfer provider ecosystem until its actually exchanged?
I work in the industry at a startup insurtech, we are a life insurance carrier (wysh.com - our flagship product is a b2b micro life insurance benefit, but we built that on top of a term life carrier and also sell d2c term life)
Allianz has ~150k employees but certainly they don't all work on the term life business in the USA, they do all kinds of other insurance stuff all over the world and have hundreds of different products.
For term life specifically, there still are some pretty significant back office teams that a customer probably never interacts with directly, though. A few that come to mind:
- underwriters: you wont be able to make a decision for all of your applicants based on the info they provide you and the info you can pull from automated sources, so some number of humans are on the phone with your applicants asking clarifying questions, doing additional research, and making risk decisions. They're also routinely doing retrospective analysis that looks back on claims paid out to make sure the claims are reasonable and there's not some sort of gap in the underwriting approach thats leaving unknown risk on the table, and audits of automated underwriting decisions to make sure the rules engines are correctly categorizing risks
- actuaries: every company has varying risk tolerance for both the policies they issue and the cash they hold/invest. These people are advising on how to take risks and working with underwriters and finance people to try and figure out the financial impact of various underwriting decisions: can a product remain viable if it is purchased by a heavier balance of smokers vs nonsmokers, etc
- accountants and finance: its a capital-intensive business that requires large cash reserves and sane investment strategy for that cash, often subject to tests by regulators or industry associations and all sorts of lengthy audits
- compliance: in the US, life insurance is individually regulated by each state. Many states join the ICC Compact and agree to all follow the same rules and have a single set of regulatory filings, but you still have plenty of other states to do filings with, analyze changing requirements from, maintain relationships with regulators, respond to regulatory complaints or investigations, etc
- industry reporting: most insurance carriers participate in information-sharing programs like the MIB (Medical Information Bureau) and these memberships come with various reporting and code-back obligations. The goal is to prevent you from getting declined at one life insurer because you say you have some sort of uninsurable illness and then turning around and lying about not having that illness to another life insurer the next day. These sort of conflicting answers get flagged for manual review, someone will need to talk to the applicant and figure out why they gave conflicting info to multiple insurers and what the truth really is.
- claims and fraud investigations: many, many people lie to try and get insurance they aren't qualified for or to take out insurance on someone they aren't supposed to. Claims investigations start by asking "is the insured really dead" but then try to answer the questions like "did the insured know this policy was taken out on them", "were the responses the insured gave during underwriting truthful", etc. These investigations are extremely time consuming and often involve combing public records, calling doctors, interviewing family, and more. You'd probably be shocked how common it is for former-spouses to try and take out insurance policies without the other knowing during divorces. Some level of this investigation is happening in the first couple of years a policy is in force, too, as insurers can rescind the policy and refund the premiums if they determine it was obtained under false pretenses
- reinsurance: even the biggest insurers typically pool and share some amount of risk so that a bad claims year can't take down an entire carrier. reinsurance treaties are complex things to negotiate and maintain, and have lots of reporting obligations and collaboration between the reinsurer and the actuaries to validate the risks are what everyone thinks they are
The customer-facing part of a term life company is really just the tip of the iceberg. Small companies are certainly better at doing this with tech than bigger incumbents (thats a big part of the reason we exist at Wysh), and a narrow product focus really helps, but there's still some pretty significant levels of human expertise involved to keep it all running.
The important detail there is doing it without the knowledge of the (former) spouse.
You need both an insurable interest and consent of the insured in order to buy an insurance policy on someone else’s life.
Couples separating and holding policies on each other is pretty common and carriers have some specific rules to follow to make sure there’s appropriate mutual consent for policy changes etc
NYC has a pretty nontraditional setup where the city sheriffs are basically set up to be the enforcement arm of the courts and only work civil issues. Certainly makes stuff like this easier.
I can certainly see the potential: both for this to be really useful at the start and progressively move toward the useless as someone figures out they can get a big bonus if they sell sponsorship within it.
This last weekend I was using ChatGPT to help me select complementary neutral and trim colors for a room where I’d already picked out the accent wall color and other decor, because I got tired of wading through SEO-spam interior design blogs. I gave it quite a bit of detail about my general style, lighting conditions, even things like the various woods used in my flooring and furniture so it could be conscious of complementary undertones.
It would’ve been convenient if once I had the list from the conversation, I could’ve asked it to just order the sample paint chips from Benjamin Moore and have them sent to me. And by that point it knew quite a bit about the size and features of the room, maybe it could have added some requisite supplies to my Home Depot cart for pickup…
The real value is a tool that can act on all the conversational context in a relatively vendor agnostic way. Take my entire plan and use various agents to make it happen.
In short: for decades they’ve been allergic to doing any design or project management in house, which meant brand new teams of consultants and contractors spun up for every single project. Lucrative for the consultants, not an efficient way to use funds for a big organization that is constantly doing design and construction.
Seems like the MTA is finally starting to invest in building internal expertise again so they can stop farming everything out
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