Procurement of Technology and Tech-Based Services

small, agile and transparent

Current public sector procurement is broken, as Public Accounts Committee, NAO and media coverage makes clear. When even a leading govt CIO admits that at best only around 30% of public sector IT projects succeed, yet cost anywhere up to �21bn per annum, the current system is in need of an urgent fix.

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So, how do we take cost and complexity out of existing IT contracts? How do we ensure going forwards that procurement is lightweight, nimble, transparent and efficient? How we do we enable small and medium players to get a look-in ,
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The key principles that it has been suggested are adopted include:
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- small procurement chunks
- transparency of *all* contracts (from big SIs to consultants)
- systems built to open standards
- no contract above �xxm in value (what figure would you put on that? �100m? �20m? Of course there can be exceptions where required - it is the working default assumption we are talking about)
- staged contracts, with competitive tendering at each stage
- no long-term contracts
- no single supplier to have more than x% market share (20%? 25%) (if so, how do we transition from the current market where say a single supplier such as HP is estimated to have around 60% market share alone? Or should we use that monopoloy position to drive the required changes, requiring the big SIs to retire old mainframes, move to open source and so on? And then dismantle their oligarchy?)New Mobile Phones
- acountability for failed procurements/projects/programmes (the ability for the civil service to be able to remove staff who have not performed well as easily as can be done in the private sector. In the case of gross failure, to potentially lose other benefits: the ethos of public service needs to be restored) and should think about paris holiday rentals and Internet Marketing Tips

The existing UK procurement model needs to be improved: it is not working, in terms of having concentrated the supply-side in the hands of just a few mytrans companies.
Government is NOT like a single organisation, such as a bank. With 55% market share of IT procurement, government's behaviour in the marketplace brings distorting, monopoly purchaser impacts, which are rarely considered at present but which have profound negative consequences. Look at the NHS IT programme, which killed off many small and previously successful UK niche players who once supplied their local NHS, but were cut out by the centralised model of Computing for Health.

Many SMEs comment that OGC Buying Solutions is effectively restricting innovation and new entrants to the market by placing barriers to entry (such as insisting on 3 years trading, certain levels of turnover and so on). So new innovative UK-based companies get excluded and incumbents, however ineffcient, get rewarded with

OGC Gateway reviews should be not only openly and routinely published, but also
- to core architectural principles (such as open standards)
- conform to design principles which actually meet customer needs for
There needs to be a formal split of responsibilities, so that audit and review is entirely separate from procurement to avoid conflicts of purpose and kata mutiara cinta interest.

Procurement, governance and architecture all interplay closely: an improved model of governance, architecture and procurement all need to mutually support and reinforce each other in delivering better public services.

Next steps

There are at least 2 distinct strands here: what can best be done with the inherited contracts and projects; and what is the best method of more effectively procuring new requirements.

Inherited contracts and projects

set up a transparency portal with details of for all existing contracts and all spend over 25K
identify % market share of all major IT suppliers to the public sector
identify risk/exposure of "too big to fail" IT suppliers in the public berita terbaru sector
request existing suppliers to agree to the open publication of contractual information on Computer Tips the transparency portal and, where they do not agree to do soSEO Tips make clear on the portal (a) they have declined (b) total value of taxpayers' business with that organisation
review existing contracts against actual requirements, costs, benefits, get-out-clauses
work with existing suppliers to drive a least 20% cost out of existing services within 24 months
make Perm Secs, CIOs and the IT department account properly for all expenditure rather than, as at present, not knowing what is being spent. This should be done within 1 year, the current lack of proper accounting systems is unacceptable
assess the extent to which TUPE is, as some suppliers claim, preventing them delivering innovation, better services at lower cost
request feedback on which products and technologies currently in place under existing contracts are proprietary and/or otherwise not-interoperable

New contracts and projects

temporary freeze on all new procurement while other aspects of eg goverance, information architecture and technical architecture are fixed, along wth clear stategies around eg identity, privacy and security. Exceptions must be thoroughly reviewed.
assess the extent to which agile procurement methods are permitted under EU legislation and promote their rapid adoption in the UK in place of the current model
ensure appropriately skilled technical staff are involved with the procurement process
assess "80% fit " rule against highly bespoke ramalan shio requirements
ensure dialogue with policymakers prior to new legislation, to ensure that the resulting IT requirements are well understood, practical and as simple as possible ("simplification dividend")
break commodity, low risk purchases away from one-off, high risk procurements: do not continue to bundle them together or place with a single supplier just "because it is easier" (use large, high reliability suppliers where appropriate; use agile, specialist providers for suitable tasks. Stop bundling the two together and manage them separately)
(assumption of) no long-term contracts (by default): business case needs to be brought forward for exceptions
move to small procurement chunks rather than multi-year, complex requirements
ensure the architecture stream makes clear the open standards to be specified in all future procurements: no projects to proceed without Software akuntansi laporan keuangan terbaik compliance from berita terbaru
drop OCG requirement for at least 3 years trading figures on smaller procurements and bring in a more realistic risk-assessment model (rather than current risk avoidance)
no contract above �100m in value. There can be exceptions where required - it is the working default assumption we are talking about . Even within a figure such as �100m, there should be clearly staged phases of no more than around �10m-�20m per phase
staged contracts, with competitive tendering at each stage
ensure all projects have a business sponsor not just a technical owner
separate procurement and audit functions (reform OGC and clarify role of NAO and AC). In particular, OGC should no longer have a conflict of interests - remove all OGC Gateway/audit functions from OGC to NAO/AC. But these audit functions also need to be proactive not just retrospective. For example, new NAO Gateway Reviews should help inform London Payday Loans projects by considering alternative ways in which desired outcomes should be achieved, not just accepting the currently proposed ultrabook notebook tipis harga murah terbaik solution.
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The IdealGovernment Wiki : procurement

Procurement of Technology and Tech-Based Services

small, agile and transparent

Next steps

Inherited contracts and projects

New contracts and projects