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It is now generally agreed that PFI is not an appropriate form of contracting for IT procurement. This is largely because of the relatively short lifespan of information technology and the complexity of the business process re-engineering often associated with new IT systems. This lack of certainty means that risk-sharing arrangements are often more appropriate.
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| HM Revenue & Customs: ASPIRE - The Re-Competition of Outsourced IT Services (PDF) |
| National Audit Office (NAO), 2006 |
| The Stationery Office |
| A report on the strategic partnering contract concluded by HM Inland Revenue (now transferred to HM Revenue and Customs) to consolidate two previous contracts for IT services. Better competition was secured by re-imbursing bidding and transaction costs but failure to negotiate transition costs during procurement may have led to overspending. |
| HC 938 Session 2005-2006 |
| UK |
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| Department of Health: The National Programme for IT in the NHS (PDF) |
| National Audit Office (NAO), 2006 |
| The Stationery Office |
| A report on the progress to date in delivering the £12bn NHS IT programme which, at the time of publishing, is wider and more extensive in scope, vision and complexity than any ongoing or planned helathcare IT programme in the world. It is accepted that implementation and value for money benefits can only be fully assessed at a later date Part three focuses on procuring and delivering the systems. |
| HC 1173 Session 2005-2006 |
| UK |
| |
| Continuous Performance Improvement: a case study of ICT in UK local government (PDF) |
| Worrall, Les; Greenwood, Martin and Madgwick, Terry, 2005 |
| University of Wolverhampton |
| In the light of performance management initiatives from central government putting intelligent use of ICT at the centre of the delivery of local services, research was undertaken in almost 200 local authorities using 'gap analysis' to understand the priorities for ICT improvement. |
| ISSN 1464-1747 |
| United Kingdom |
| |
| Effective Partnering: An Overview for Customers and Suppliers (PDF) |
| Office of Government Commerce (OGC), 2003 |
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| Guidance commissioned by the Senior IT Forum summarising the key issues around planning and creating a partnering relationship with an IT service provider. It covers the factors in creating a strong working relationship built on mutual benefit which are characterised by openness, communication, mutual trust and information sharing in contrast to the traditional 'arms length' procurement and contract management approaches. |
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| UK |
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| Management of An IT Outsourcing Contract: Department of Veterans' Affairs (PDF) |
| Australian National Audit Office, 2002 |
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| Assessment of an outsourced IT contract extended to provide all computer infrastructure with the aim of ensuring reliable and appropriate networks and services to meet the department's business needs. The DVA was also joined by two other Commonwealth agencies to achieve economies of scale. The audit identified some strategic and operational issues that could lead to improvement in contract management. |
| Audit Report No.46, 2001-2 |
| Australia |
| |
| Outsourcing Information Technology in the NSW Public Sector (PDF) |
| Auditor General, New South Wales, 2002 |
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| A review of the way in which five state government agencies individually outsourced IT functions suchs as payroll, HR management and management information. Although the costs of IT outsourcing for the agencies mainly decreased, there was no evidence that the actual costs matched expected costs or that there was any negotitation of pricing structurues to achieve the decrease. In addition, none of the agencies had developed performance measures to show whether outsourcing improved efficiency. There is also discussion of whether a centralised or "whole of government" procurement approach would have been of benefit. |
| Performance Audit No.103 |
| Australia |
| |
| Review of Whole of Government Information Technology Outsourcing Initiative (Parts 1 and 2) |
| Humphry, Richard, 2000 |
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| An independent review commissioned by the Australian government on the progress of its $4bn Whole of Government Information Technology and Outsourcing Initiative with a focus on implementation risks. The initiative was begun in 1997 following a decision to outsource IT infrastructure by aggregating services within and across budget-funded agencies. |
| ISBN 0 642 74056 9 |
| Australia |
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| Review of Whole of Government Information Technology Outsourcing Initiative (Appendices 1-7) |
| Humphry, Richard , 2000 |
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| (see above) |
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| Australia |
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| Review of Whole of Government Information Technology Outsourcing Initiative (Appendices 8-11) |
| Humphry, Richard , 2000 |
|
| (see above) |
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| Australia |
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