|
A number of high profile public sector IT contracts have experienced setbacks in recent years, attracting negative media attention. However, there are a number of factors which make public sector IT projects particularly complex. The large scale of many public sector IT projects is a major contributing factor - few private sector IT projects are of comparable size. The nature of public sector IT projects also means that the diversity of users is broader than for most private sector IT projects. Therefore, it can be difficult to assess user needs and preferences, making system requirements harder to predict. In addition, there may be no precedent for public sector IT projects, so the process of commissioning and developing new systems can be particularly challenging.
(Please note: links on this page will open the page in a new browser window)
| The National Programme for IT in the NHS: Progress since 2006 (PDF) |
| Burr, Tim,, 2008 |
| National Audit Office |
| The National Programme for IT in the NHS is designed to reform the way the NHS uses information by deploying systems to a highly devolved NHS, thereby improving services and reducing costs. This progress report, divided into two volumes, evaluates the progress made in terms of implementation of the Programme and realisation of benefits, including the challenges that must be managed for the successful delivery of the Programme. The first volume presents the NAO's main findings, as well as conclusions and recommendations. The second volume provides details of each of the main components of the Programme. |
| 9780102954128 |
| UK |
| |
| Delivering Successful IT-Enabled Business Change (PDF) |
| House of Commons Public Accounts Committee, 2007 |
| The Stationery Office |
| The PAC makes recommendations on the Government's strategy for delivering IT-enabled public services based on evidence from the Office of Government Commerce and the Cabinet Office on applying the lessons from successful projects, the need to set standards for capacity and competence and the value of openness in reporting on projects. |
|
| UK |
| |
| New IT Systems for Magistrate's Courts: the Libra Project (PDF) |
| National Audit Office (NAO), 2003 |
| The Stationery Office |
| A report on HM Court Service's project to develop a national standard IT strategy for magistrates courts via the PFI route following failures to procure a solution in the early 1990's. However, the contract suffered several setbacks and had to be renegotiated twice to allow for growing costs and underestimated revenues. |
| HC 327 |
| UK |
| |
| Public Private Partnerships: Airwave (Web Page) |
| House of Commons Public Accounts Committee, 2002 |
| The Stationery Office |
| Response to the NAO report (below). The committee also considered the use of a "clawback" clause that would have allowed the Home Office to share the gains accrued from further partners coming on board after negotiations had ended, such as the Fire and Ambulance Services. |
| HC 783 Session 2001-2002 |
| UK |
| |
| Public Private Partnerships: Airwave (Report) (PDF) |
| National Audit Office (NAO), 2002 |
| The Stationery Office |
| Lessons learned from the PFI deal between the Police Information Technology Organisation and O2 to procure a single national secure radio communications network. Highlights the importance of applying a "should-cost" model in cases where only a single bidder is left at the tendering stage and the problems of relying on a public sector comparator when new, untested technology is being introduced.
|
| HC 730 Session 2001-2002 |
| UK |
| |
| The Radiocommunications Agency's Joint Venture with CMG (PDF) |
| National Audit Office, 2001 |
| The Stationery Office |
| Report on the innovative approach taken by the Radio Communications Agency in forming a partnership with a private IT contractor to create a joint venture company for the delivery of IT services and commercial exploitation of the agency's expertise through the sale of consulting services and spectrum management IT tools. |
| HC 21 Session 2000-2001 |
| UK |
| |
| The Cancellation of the Benefits Payment Card Project (Web Page) |
| House of Commons Public Accounts Committee, 2001 |
| The Stationery Office |
| Report of committee following NAO reivew in 2000 (see below). Recognises failure of purchasers to properly weigh risks of pioneering PFI project which was designed to join up systems of two purchasers with differing business objective. |
| HC 358 Session 2001-2002 |
| UK |
| |
| The Cancellation of the Benefits Payment Card Project (PDF) |
| National Audit Office, 2000 |
| The Stationery Office |
| Review of one of the first PFI IT contracts. It was jointly awarded at a cost of £1bn by the Department of Social Security and Post Offices Ltd in order to automate benefit payments and the national network of post offices responsible for the payment of benefits but failed to meet its objectives and the report looks especially at the management of risk. |
| HC 857 Session 1999-2000 |
| UK |
| |
| Home Office: The Immigration and Nationality Directorate's Casework Programme (Web Page) |
| House of Commons Public Accounts Committee, 1999 |
| The Stationery Office |
| Home Office contract for privately financed business change initiative where change management and business process elements were delivered on time but IT was not. This led to a further decrease in the quality of service which was exacerbated by a lack of contingency planning and failure to keep an eye on the contractor's development of new software.
|
| HC 130 Session 1999-2000 |
| UK |
| |
| Department of Veterans' Affairs: Management of IT Outsourcing |
| Australian National Audit Office Department of Veterans' Affairs , 1996 |
|
| Review of the management of a fixed price contract to outsource the DVA's data centre in Sydney, specifically with regard to the management of contractual arrangements. |
|
| Australia |
| |
Back to top
|
