2) Decouple all civil servant bonus payments from introducing a specific system and link instead to measurable improvement in customer feedback.

3) For every project over £25 have a mandatory monthly teleconference / online presentation status update where any member of the public can attend (listen only). All sessions to be recorded (sound and slides) and provided in an archive for future “lessons learned” sessions.

– constrained by existin contracts
– constrained by procuremnt regulations

* know what it is you want to buy
– ID the svce categories you want to buy in new world
* ensure you move away from bespoke reqts; ID what is genuinely unique.

Create envt where pub sector collaborates on proct is a world away – mechanisms for comms etc just not in place

Loops back into enabling business change – the bigger part of savings.

Standardised reqts conflict with “we work this way”: existing business processes inhibit change. So we need holistic view of entire piece. Where is the IT reinforcing inefficiencies.

IT suppliers not entirely happy with gov approach to proct. re the 4 principles:

i effective competition: YES
ii separation of complex v commodity. DOnt wrap up desktop with user-facing: agree in principle. But recognise it cd drive up cost of bespoke work (if commodity partis removed)
? is public sector ready to support multi vendor environment? Skills, manpower issue.
Bespoke only when necessary: doesnt require move away from proprietary; just means define tech arch standard and we have interopability so nothing is closed off.
4: breaking it up. We thought this was admirable, but is the problem statement fact or open to argument? Also: it points to importance of collaboration and partnership. Dont send suppliers into bunkers to solve problems.

Terms/key recs:
1. identify genuilnely unique reqts. Standardise and share the rest.
2. improve capability and skills for whole programme; proj, contr mgt as well as procurement. There are many causes of failure.
3. Big gap: how is risk priced into existing contracts? (ind cd help with this). Do they understad tradeoffs with cost savings etc.
4. Find ways to ease proct process. eg rolling centralised accreditation or pre PQQ stage, so it doesnt have to be done case by case. “This supplier is capable of supplyig these services, up to these sorts of standards or levels of risk” – gold/silver . Doesnt rul eout SMEs. Might drive cost of sale down, and length of procureent,

Things to stop:
overly flexible OGC frameworls focussed on PRICE of IT svces as opposed to the change it delivers. Driving magin out is not in long term interests of entire market.

Avoid ignoring businesss process change: focus on the larger prize.

Avoid process as blocker to change.

We DO sense change in envt in trying to have debate on difficult and entrenched issues. Persist with this

2) Decouple all civil servant bonus payments from introducing a specific system and link instead to measurable improvement in customer feedback.

3) For every project over £25 have a mandatory monthly teleconference / online presentation status update where any member of the public can attend (listen only). All sessions to be recorded (sound and slides) and provided in an archive for future “lessons learned” sessions.

a new technology assessment and loan scheme?