Category Archives: Universal Credit

Report on status of big Gov’t projects to be published at last

Posted on May 9, 2013 | Leave a comment

By Tony Collins

The Telegraph reports that the Cabinet Office’s Major Projects Authority is about to publish its first annual report – and it will reveal the status of schemes that include Universal Credit, says the article.

The Cabinet Office said in 2011 that the MPA’s annual report would be published by the end of December that year. In 2012 Sir Bob Kerslake, head of the civil service, told the Public Accounts Committee’s Conservative MP Richard Bacon that the MPA’s annual report would be published in June 2012.

But senior departmental  civil servants have objected repeatedly to the red-amber-green “traffic light” status of projects being published, which contradicts the wishes of Kerslake and Francis Maude, the Cabinet Office minister.

One reason for the delay in publishing the MPA annual report is that Maude and Kerslake have been weighing objections to the reporting of the red-amber-green status against the need for departmental cooperation to implement civil service reforms.

From the Telegraph article it appears that Maude has persuaded (or forced) departmental heads to accept the publication of the traffic light status on big and risky projects. The Major Projects Authority reviews IT and other projects costing more than £50m.

The Telegraph says the MPA annual report will reveal Government troubleshooters’ concerns about multi-billion pound projects like the Universal Credit.

The article says the MPA annual report will show that about a third of projects it has reviewed are late or over budget. Says the Telegraph: “Government sources said that the MPA will show that management of big projects has improved significantly since 2010, when two-thirds of programmes were in trouble.

“But the report, expected later this month, will confirm that Whitehall ‘still has a long way to go’ to improve its handling of major projects, a source said.”

The article adds that publication of the annual report “follows a lengthy internal struggle between ministers and civil servants about the disclosure of problems with big Government schemes”.

Some ministers, says the article, are privately concerned that civil servants are bad at managing big, expensive projects but repeatedly cover up their failings and refuse to tell ministers about problems.  Disclosing “candid” assessments about big projects will improve management, ministers believe.

The Telegraph says that a “new publication scheme that will start later this month” will publicly rate each project at red, amber, or green. 

Each central department will be told to publish details of its major projects every six months, including the red-amber-green ratings and the data behind them, says the article.

The Telegraph quotes as a coalition source as saying: “Releasing a candid report about Whitehall’s major projects is a big and brave step for Government…”

Management of big projects better but still generally poor? 

Lord Browne, a lead non-executive in the Cabinet Office and the man appointed to recruit business leaders to Whitehall departmental boards, has criticised the management of major projects as “worryingly poor”.

He said that insufficient attention was given to identifying risks in the planning stage, and that there had been a “consistent failure” to appoint leaders with the right skills and experience.

Browne said the creation of the Major Projects Authority (MPA) in the Cabinet Office in 2011 had improved their delivery, but “nobody ever intervenes in a poor project soon enough” and that warning signs were often ignored or under-reported.

He called for an “ongoing and rigorous review process with real teeth” which would monitor measures of progress and call “time out” on failing projects, allowing them either to be fixed or stopped.

Browne said the government could learn from the private sector, where projects are scrutinised to a “very high standard” before work begins. In line with this, he suggested that the MPA should have a strengthened “stage-gate approval process” to ensure that projects achieve objectives.

He said that projects should not be allowed to begin until a team with the right skills – including a leader who had previously delivered a large, complex project – had been identified.

He also suggested that the MPA nominate leaders and veto unsuitable candidates. He said that expensive projects should “never be seen as a personal development opportunity”.

He advocated using pay, benefits and bonuses to give team members incentives to work on the project “until appropriate milestones are reached”. This, Browne said, had been key to the success of major projects delivered by the private sector.

Departments still sceptical of Maude’s reforms?

Meanwhile the FT has reported that Maude’s attempts to inject commercial acumen into Whitehall by putting leading business figures on departmental boards is failing to live up to its billing, with some departments rarely consulting their external non-executive directors.

The FT says that the Treasury department’s supervisory board met only once in the year to April 2012, according to a report by Insight Public Affairs, a consultancy. The energy department’s board met twice, compared to 15 meetings in the transport department, reflecting the inconsistent involvement of non-executive directors.

John Lehal, managing director of Insight Public Affairs, said the ad hoc manner in which departments held board meetings reflected the need for greater accountability – as underlined by the Treasury’s failure to engage its non-executives.

Comment

At long last the Major Projects Authority, under the straight-talking Australian David  Pitchford, will publish its annual report; and it may contain more detail on major projects than has been published by any government.

As departments fear public embarrassment more than any other sanction, publication of the traffic light status of projects – with the underlying detail – should genuinely discourage the starting of ill-considered projects.

Although the MPA annual report is much delayed Maude has succeeded in getting agreement for it to be published. Provided it contains enough detail to allow the status of projects to be judged by armchair auditors, it should begin to make a real difference.

Telegraph article

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Posted in change management, Gateway reviews, Government IT, IT projects, IT-related failures, Major Projects Authority, openness and transparency, project management, public sector, public services, Real-Time Information, Universal Credit

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Decline of the great British government IT scandal

Posted on May 7, 2013 | 4 Comments

This is a guest post by SA Mathieson, writer of Card declined: how Britain said no to ID cards, three times over .

Whatever happened to the great British government IT scandal?

In the 2000s, such events kept many journalists gainfully employed. Careers were built around the likes of the NHS National Programme for IT and identity cards. But their numbers have fallen away – both the scandals and the journalists – as this government’s programme of austerity reaches even this area of spending.

In seriousness, despite the fact that there are fewer juicy stories, the apparent decline in the number of government IT scandals is clearly a good thing for Britain. But why has it come about; and is it real, or are there problems below the surface?

The Labour government of 1997 to 2010 had a weakness for big IT projects. Some of this stemmed from a creditable wish to modernise the state, but some came from a starry-eyed over-estimation of what IT could do. This may have been generational: its leaders, in particular Tony Blair, liked the sound of IT but had little experience of using it. Mr Blair’s former communications head Alastair Campbell tells a good anecdote about getting a first text message from his former boss after they had left power… sent a word at a time.

Asking too much of IT had serious implications: neither Mr Blair nor a stream of home secretaries ever addressed the serious concerns about the reliability of biometric technology, on which the national identity scheme was heavily dependent, with David Blunkett once telling the Today programme that the scheme would make “the theft of our identity and multiple identities impossible. Not nearly impossible, but impossible”.

Nor did they realise that IT is better at sharing information than securing it – until HM Revenue and Customs lost 25 million people’s personal data on unencrypted discs in the government’s internal mail service in 2007. This over-confidence in technology and security led to other ‘surveillance state’ projects, such as the ContactPoint database of all children and the e-Borders system to monitor all international journeys (the former abolished, the latter only partially implemented with a third of journeys still not covered). 

Mr Blair and his colleagues also ignored what any good technology leader will tell you: that a successful IT project is really about people, organisations and processes. The NHS National Programme for IT did not fail because of IT – parts of it worked fine, and replacement contracts for its N3 broadband network and NHSmail email service are currently being purchased.

The National Programme’s failure came in trying to push individual NHS trusts, which differ enormously, into installing homogenous patient record software.

Implementing such software is difficult enough in one trust – mainly because highly-skilled medical practitioners don’t take kindly to being told what to do, rather than because of insurmountable IT problems – but is still a better bet than trying to impose systems from above.

The present government has learnt that lesson, setting a timescale for electronic patient records’ introduction but leaving trusts to do the work. If some trusts fail to meet this, the result will be local IT scandals rather than a great British one. This is also the level of accident-prone attempts by local government and police forces to outsource IT, such as Somerset’s Southwest One entanglement with IBM.

By downsizing the surveillance state, such as ditching ID cards and stepping back from greatly increased internet monitoring, as well as introducing the likes of Iain Duncan Smith’s Universal Credit in a sensibly incremental fashion,  this government has reduced the likelihood of UK-wide disasters. But while the great British IT scandal has declined, it is not dead. It is just more likely to take place at a local level, away from the national media and political spotlight.

SA Mathieson’s book, Card declined: how Britain said no to ID cards, three times over, reviews the attempts and failures of governments over the last three quarters of a century to introduce identity cards in Britain, focusing on the Identity Cards Act passed in 2006 and repealed in 2010, an issue he covered as a journalist from start to end. It is available as an e-book for £2.99 (PDF  or Kindle and in print for £4.99. 

This article also appears on SA Mathieson’s website.

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Posted in Government IT, IT projects, IT-related failures, NHS, npfit, Universal Credit

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Why isn’t Universal Credit IT a disaster yet?

Posted on April 30, 2013 | 3 Comments

By Tony Collins

voltaireVoltaire said those who walk well-trodden paths tend to throw stones at those who show a new road. 

Iain Duncan Smith has had nothing but criticism in the media for his extreme caution over the go-live yesterday of the innovative Universal Credit scheme. But he told Radio 4’s Today presenter Justin Webb he was learning from the NHS IT scheme and the implementation of tax credits.

[With the NPfIT the Department of Health threw caution to the wind and spent billions on IT work and contracts that were unnecessary. After working tax credits went live the Office of National Statistics estimated that, of the £13.5bn paid out in tax credits in 2004, £1.9bn was in overpayments; and IT-related problems led to delays in issuing payments, which caused hardship for those on low incomes.]

Iain_Duncan_Smith,_June_2007IDS said on R4 Today yesterday:

“What I have introduced here is a deliberate and slower process introduction because I learned from the chaos of tax credits where it collapsed and the chaos of the health department’s changes to their IT systems. I want to do this carefully to make sure we get it right.”

Justin Webb: But your critics say you are not testing the things that could go wrong – children and homeless people are not involved.  When are you going to involve them in a pilot?

IDS: They are all going to be involved as we roll out.

Webb: There will be a pilot that includes those more difficult groups?

IDS: These pilots are to test two things; first of all that the base process works and secondly that all the other issues …

Webb: No homeless people involved in that. The difficult people are not involved?

IDS: What we are doing is testing the basic process. As we roll out from October onwards we then complicate the process and we roll it out in such a way as we are able to bring those people in and ensure that we also test them as we are going through. It’s a perpetual process of rolling out and checking, rolling out and checking. That is the better way to do it. I have done this in the private sector and Lord Freud [work and pensions minister] did this in the banking sector. We have insisted on it because this is the right way to do it. Get it right. Not get it early.

Can IDS be too cautious?

Universal Credit is live on GOV.UK.  To claim it now you need to live in an OL6, OL7, M43 or SK16 postcode, have just become unemployed, fit for work, have no children, not be claiming disability benefits, not have any caring responsibilities, not be homeless or living in temporary accommodation, and have a valid bank account and national insurance number.

But still it’s a test of links between UC  and HMRC’s RTI systems. If the links are working properly the systems should verify that the new UC claimant has recently left PAYE employment. The pilot in Ashton is also a test of the UC payment system and whether the new scheme will encourage claimants to find a job and stay in work longer.

On Sunday, on BBC Radio 5’s Double Take, I praised the Department of Work and Pensions for an ultra-cautious approach in going live with UC.

But IT consultant Brian Wernham, author of Agile Project Management for Government, pointed out to BBC’s World This Weekend that thousands of people will need to claim UC every day from the official start of the scheme in October 2013 to the end of 2017 if the DWP is to complete its UC roll-out within the coalition’s promised schedule.

Yet the limited pilot in Ashton has restricted claimants to about 300 a month. At this rate the roll-out to more than eight million claimants will not be anywhere near complete by the end of 2017.

Comment

The Financial Times quotes Iain Duncan Smith as saying that one million claimants would be receiving universal credit by the end of April 2014.

This is now unlikely if not impossible. Even in October when the UC roll-out begins nationally, it will start with simple cases. By April 2014 it is hard to see that there will be 100,000 people claiming UC, let alone one million. Indeed the most complex cases may be handled outside of the main UC system, possibly manually or on a spreadsheet.

Why should the coalition care if the 2017 deadline is not met? A general election on 7 May 2015 means that UC will become the responsibility of a new government. IDS is then unlikely to be the DWP’s secretary of state. He could argue at that time that he should not be held responsible for any delays in the roll-out. Indeed the Tories could be out of government by then.

So what the coalition says now about UC’s future means little or nothing.

That said, the coalition seems to be learning lessons from past IT-related failures. It deserves praise for its extreme caution over the introduction of UC.

It is not doing everything right: the DWP is refusing to publish any of its expensive consultancy reports on the progress of the UC IT systems. Partly that is because of DWP culture and because shadow ministers are waiting to jump on any putative weakness in the UC scheme. Labour’s shadow work and pensions secretary Liam Byrne said on yesterday’s Today programme that universal credit was “a fine idea that builds on Labour’s tax credits revolution”.

liam byrneHe added: “The truth is the scheme is late, over budget, the IT system appears to be falling apart and even DWP [Department of Work and Pensions] ministers admit they haven’t got a clue what is going on.”

But when Byrne was in government he was an unswerving advocate of the disastrous NPfIT. So can his criticism of the UC project be trusted now?

Despite a generally negative media there are no signs yet that UC is a disaster in the making.  Indeed RTI is working so far, which was the biggest single risk.

Cabinet Office minister Francis Maude is said to remain concerned that UC could prove an electoral disaster, and his concern is good for the UC IT project. It means the coalition will continue to roll out UC with extreme caution.

Such a play-it-safe approach might never have occurred before on a major government IT project. So does it matter that UC  takes years to roll out?

Perhaps the roll-out may continue well beyond 2017 but it’s better to complete a simplification of the benefits system over an extended time than pay claimants the wrong amounts or leave the vulnerable without payment altogether.  

Teething troubles on day one of Universal Credit scheme – Guardian

Could HMRC have a major success on its hands? – RTIis working

The vultures circle over Universal Credit IT.

DWP hides the facts on UC IT progress.

Are civil servants misleading IDS over Universal Credit IT progress?

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Posted in Agile, change management, DWP, Government IT, HMRC, innovation, IT-related failures, Major Projects Authority, Universal Credit

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Could HMRC have a major IT success on its hands?

Posted on April 17, 2013 | 7 Comments

By Tony Collins

It’s much too soon to say that Real-Time Information is a success – but it’s not looking  like another central government IT disaster.

A gradual implementation with months of piloting, and HMRC’s listening to comments from payroll professionals, software companies and employers, seems to have made a difference.

The Cabinet Office’s high-priority attempts to avoid IT disasters, through the Major Projects Authority, seems also to have helped, by making HMRC a little more humble, collegiate and community-minded than in past IT roll-outs. HMRC is also acutely sensitive to the ramifications of an RTI roll-out failure on the reputation of Universal Credit which starts officially in October.

On the GOV.UK website HMRC says that since RTI started on 6 April 2013 about 70,000 PAYE [pay-as-you-earn] returns have been filed by employers or their agents including software and payroll companies.

About 70,000 is a small number so far. HMRC says there are about 1.6 million PAYE schemes, every one of which will include PAYE returns for one or more employees. About 30 million people are on PAYE. Nearly all employers are expected to be on RTI by October 2013.

The good news

 Ruth Owen, HMRC’s Director General Personal Tax, says:

“RTI is the biggest change to PAYE in 70 years and it is great news that so many employers have started to report PAYE in real time. But we are under no illusions – we know that it will take time before every employer in the country is using RTI.

“We appreciate that some employers might be daunted by the change but …we are taking a pragmatic approach which includes no in-year late filing penalties for the first year.”

It hasn’t been a big-bang launch. HMRC has been piloting RTI for a year with thousands of employers. Under RTI, employers and their agents give HMRC real-time PAYE information every time the employee is paid, instead of yearly.

When bedded down the system is expected to cut administrative costs for businesses and make tax codes more accurate, though the transitional RTI costs for some businesses, including training, may be high and payroll firms have had extra costs for changes to their software.

RTI means that employers don’t have to complete annual PAYE returns or send in forms when new employees join or leave.

The bad news

The RTI systems were due to cost £108m but HMRC’s Ruth Owen told the Treasury sub-committee that costs have risen by tens of millions:

“… I can see that it [RTI] is going to cost £138m compared with £108m. I believe that is going to go up again in the scale of tens of millions.”

She said that in October 2012.

Success?

The Daily Telegraph suggested on Monday that RTI may be “ready to implode”.

But problems with RTI so far seem to be mainly procedural and rule-based – or are related to long waits getting queries answered via the helpline – rather than any major faults with the RTI systems.

In general members of the Chartered Institute of Payroll Professionals report successes with their RTI submissions, and some comment on response times being good after initial delays at around the launch date.

Payroll software supplier Sage says the filing of submissions has been successful. There was a shaky start, however, with HMRC’s RTI portal being under maintenance over the weekend.

Jonathan Cowan from the Sage Payroll Team said: “There was understandable confusion and frustration over the weekend with businesses unable to file due to HMRC site issues.”

Accountingweb’s readers have had many problems – it said RTI “stumbled into action –  but few of the difficulties are, it seems, serious. “Have I missed something, but RTI despite all the commotion doesn’t seem that bad,” says an accountant in a blog post on the site.

Payrollworld says RTI problems have been minor. “The launch of Real Time Information (RTI) has encountered a number of minor issues, though payroll suppliers broadly report initial filing success.”

Comment

It’s not everyday we report on a big government IT project that shows signs of succeeding. It’s too early to call RTI a success but it’s difficult to see how anything can go seriously wrong now unless HMRC’s helplines give way under heavy demand.

It’s worth remembering that RTI is aimed at PAYE professionals – not the general public as with Universal Credit. Payroll specialists are used to solving complex problems. That said, RTI’s success is critical to the success of Universal Credit. A barrier to that success has, for now, been overcome.

Perhaps HMRC’s RTI success so far shows what a central department can achieve when it listens and acts on concerns instead of having a mere consultation; and it has done what it could to avoid failure. They’re obvious precepts for the private sector – but have not always in the past been characteristics of central government IT schemes such as the NPfIT.

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Posted in Campaign4Change, change management, cost reduction, culture, DWP, Government IT, HMRC, IT projects, Major Projects Authority, managing change, npfit, public sector, public services, Real-Time Information, Universal Credit

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Another Universal Credit leader stands down

Posted on March 11, 2013 | Leave a comment

By Tony Collins

Universal Credit’s Programme Director, Hilary Reynolds, has stood down after only four months in post. The Department for Work and Pensions says she has been replaced by the interim head of Universal Credit David Pitchford.

Last month the DWP said Pitchford was temporarily leading Universal Credit following the death of Philip Langsdale at Christmas. In November 2012 the DWP confirmed that the then Programme Director for UC, Malcolm Whitehouse, was stepping down – to be replaced by Hilary Reynolds. Steve Dover,  the DWP’s Corporate Director, Universal Credit Programme Business, has also been replaced.

A DWP spokesman said today (11 March 2013),

“David Pitchford’s role as Chief Executive for Universal Credit effectively combines the Senior Responsible Officer and Programme Director roles.  As a result, Hilary Reynolds will now move onto other work.” She will no longer work on UC but will stay at the DWP, said the spokesman.

Raised in New Zealand, Reynolds is straight-talking. When she wrote to local authority chief executives in December 2012, introducing herself as the new Director for the Universal Credit Programme, her letter was free of the sort of jargon and vague management-speak that often characterises civil service communications.  It is a pity she is standing down.

Some believe that Universal Credit will be launched in such a small way it could be managed manually. The bulk of the roll-out will be after the next general election, which means the plan would be subject to change. Each limited phase will have to prove itself before the next roll-out starts.

Reynolds’ letter to local authorities suggests that the roll-out of UC will, initially, be limited.  She said in her letter,

“For the majority of local authorities, the impact of UC during the financial year 2013/14 will be limited. .. Initially, UC will replace new claims from single jobseekers of working age in certain defined postcode areas.

“From October 2013 we plan to extend the service to include jobseekers with children, couples and owner-occupiers, gradually expanding the service to locations across Great Britain and making it available to the full range of eligible working age claimants …by the end of 2017.”

Some IT work halted? 

Accenture, Atos Origin, Oracle, Red Hat, CACI and IBM UK have all been asked to stop work on UC, according to shadow minister Liam Byrne MP, as reported on consultant Brian Wernham’s blog.

Wernham says that Minister Mark Hoban did not rebut Byrne’s statement but said that HP was committed to carrying on with the project. HP is responsible for deployment of a solution, not development, says Wernham’s agile government blog.

Comment

The DWP says that Pitchford has taken over from Reynolds – but separately the DWP had confirmed that Pitchford was leading UC temporarily and that Reynolds had a permanent job on the programme. Pitchford’s usual job is running the Major Projects Authority in the Cabinet Office.

All the changes at the DWP, and the reported halting of work by IT contractors, imply that the UC project is proving more involved, and moving more slowly,  than initially thought. It’s also a reason for the DWP to continue to refuse FOI requests for internal reports that assess the project’s progress.

Perhaps the DWP doesn’t want people to know that the project is on track for such a limited roll-out in October that it could be managed, in the main, by hand. With the bulk of the roll-out planned for after the next general election Labour may be denied the use of UC as an effective electoral weapon against the Conservatives. In other words, the riskiest stage of UC is being put off until 2016/17.

 Francis Maude, who is worried that UC will prove an IT and electoral disaster, has his own man, David Pitchford, leading the project, if only temporarily. Meanwhile UC project leaders from the DWP continue to last an extraordinarily short time. Reynolds had been UC programme director for only four months when she stood down. Pitchford is in a temporary role as the programme’s head, and Andy Nelson has recently become the DWP’s Chief Information Officer.

So much for UC’s continuity of leadership.

The truth about the project hasn’t been told. Isn’t it time someone told Iain Duncan Smith what’s really happening – Francis Maude perhaps?

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Posted in Accenture, Agile, Atos, DWP, FOI, Government IT, IBM, local government, openness and transparency, Oracle, outsourcing, Politics, Universal Credit

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Universal Credit and Pitchford – good move or a potential conflict of interest?

Posted on February 21, 2013 | Leave a comment

By Tony Collins

david_pitchfordThe Department for Work and Pensions has confirmed that the executive director of the Major Projects Authority, David Pitchford, is to take interim charge of the delivery of Universal Credit, starting this week, says Government Computing.

Pitchford will stay initially for a three-month stint until a permanent replacement is appointed. He joins DWP’s CIO Andy Nelson, who was previously at the Ministry of Justice,  in helping to oversee the Universal Credit project.

Pitchford and Nelson are jointly taking the place of Philip Langsdale, DWP’s highly respected CIO, who passed away just before Christmas last year.

The Daily Telegraph and Independent have portrayed Pitchford’s appointment as a sign that Universal Credit is in trouble. The Telegraph’s headline on Monday was

Welfare reforms in doubt as troubleshooter takes over

And the Independent reported that:

“Ministers have been forced to draft in one of the Government’s most experienced trouble-shooters to take charge of the troubled Universal Credit programme – amid fears the complex new system could backfire.”

But DWP officials say Pitchford’s appointment is not a sign Universal Credit is behind schedule.

A DWP spokesperson said, “David Pitchford will be temporarily leading Universal Credit following the death of Philip Langsdale at Christmas. This move will help ensure the continued smooth preparation for the early rollout of Universal Credit in Manchester and Cheshire in April. A recruitment exercise for a permanent replacement will be starting shortly.”

In Pitchford’s absence, the day-to-day running of the Major Projects Authority will be handled by Juliet Mountford and Stephen Mitchell, with oversight from government chief operating officer Stephen Kelly. Pitchford will retain overall responsibility for the MPA’s activities, says Government Computing.

Comment

On the face of it Pitchford’s appointment is a clever move: the Cabinet Office now has a senior insider at the DWP who can report back on the state of the Universal Credit project.

Francis Maude, who is the Cabinet Office minister in change of efficiency and is trying to distance the government from from Labour’s IT disasters, is almost openly worried about the smell that could come from a failure of the Universal Credit project.

DWP secretary of state Iain Duncan Smith keeps reassuring his ministerial colleagues that critics are ill-formed and all is well with the project. But it is not clear whether he has an overly positive interpretation of the facts or understands the complexities of the project and all that could go wrong.

Even officials at HMRC are having difficulty understanding some of the detailed technical lessons from the work so far on RTI – Real-time information. Although RTI does not need Universal Credit to succeed, Universal Credit is dependent on  RTI.

With  much conflicting information within government over the state of the Universal Credit project – which is compounded by DWP’s refusal under FOI to publish several consultancy reports it has commissioned on the scheme – it is useful for the Cabinet Office to have the highly experienced and much respected Australian David Pitchford run Universal Credit. 

Pitchford is a much-valued civil servant in part because he is straight-talking. He said in  2011 that government projects failed because of:

- Political pressure

- No business case

- No agreed budget
- 80% of projects launched before 1,2 & 3 have been resolved
- Sole solution approach (options not considered)
- Lack of Commercial capability  - (contract / administration)
- No plan
- No timescale
- No defined benefits

Since he made this speech, and it was reported, Pitchford has become a little more guarded about what he says in public. The longer he stays in the innately secretive UK civil service, the more guarded he seems to become but he is still one the best assets the Cabinet Office has. His main advantage is his independence from government departments.

Potential for a conflict of interest?

The Major Projects Authority exists to provide independent oversight of big projects that could otherwise fail. Regularly it is  in polite conflict with departments over the future direction of questionable projects and indeed whether they should come under the scrutiny of the MPA at all.

Pitchford’s taking over of Universal Credit, even on an interim basis, raises questions about whether he can ever  be seen in future as an independent scrutineer of the project. According to The Independent, Pitchford will report directly to Iain Duncan Smith – bypassing the DWP’s permanent secretary Robert Devereux.

Once his secondment to the DWP ends Pitchford may wish to criticise aspects of the project. Can he do so with the armour of independence having run the project? Would he have the authority to delay Universal Credit’s introduction?

Pitchford is now an integral part of Universal Credit. He is in the position of the local government ombudsman who is seconded to a local authority, or an auditor at the National Audit Office who sits on the board of a government department.  If a big project at the department goes wrong, the permanent secretary can say to the NAO:  “Well you had a representative on our board. Are you in a position to criticise us?”

The MPA does a good job largely because it is independent of departments. There are signs that it is intervening to stop failing projects or put them on a more secure footing. Can the MPA remain independent of departments if its head has been seconded to a department?

On the other hand Francis Maude is likely to receive an account of how Universal Credit is going. And the Universal Credit project will have the benefit of an external, independent scrutineer as its head.

But if the MPA and Universal Credit are inextricably linked how can the MPA do its job of being an independent regulator of big IT projects including Universal Credit?

Pitchford takes on Universal Credit role

Government brings in troubleshooter to get Universal Credit on track.

Welfare reforms in doubt after troubleshooter takes over

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Posted in Agile, Campaign4Change, change management, DWP, excessive secrecy, Freedom of Information, Government IT, HMRC, IT-related failures, Major Projects Authority, Real-Time Information, Universal Credit

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Universal Credit – the ace up Duncan Smith’s sleeve?

Posted on January 24, 2013 | 2 Comments

By Tony Collins

Iain_Duncan_Smith,_June_2007Some people, including those in the know, suspect  Universal Credit will be a failed IT-based project, among them Francis Maude. As Cabinet Office minister Maude is ultimately responsible for the Major Projects Authority which has the job, among other things, of averting major project failures.

But Iain Duncan Smith, the DWP secretary of state, has an ace up his sleeve: the initial go-live of Universal Credit is so limited in scope that claims could be managed by hand, at least in part.

The DWP’s FAQs suggest that Universal Credit will handle, in its first phase due to start in October 2013, only new claims  - and only those from the unemployed.  Under such a light load the system is unlikely to fail, as any particularly complicated claims could managed clerically. 

The second phase of Universal Credit, which is due to begin in April 2014, is the important one, in terms of number of claimants. But this phase may be delayed with a general election approaching, according to Government Computing, which quotes the FT.

This is from the DWP’s website:

“Universal Credit will start to take new claims from unemployed people in October 2013.”

It continues:

“For people in work this process will begin in April 2014. The remainder of current claims will be moved to Universal Credit from 2014, with the process being complete by 2017.”

Comment: 

The projected costs of real-time information, an HMRC project on which the success of Universal Credit depends, have increased by tens of millions from an initial estimate of £108m, according to Ruth Owen, Director General, Personal Tax, HMRC.  At least HMRC is being open about RTI – relative to the DWP which continues to deny FOI requests for the risk register or independent assessments of the progress or otherwise of the Universal Credit IT project.

Auditors at the National Audit Office found that the Rural Payment Agency’s Single Payment Scheme for farmers dealt with so few claims that it could have been handled manually for a fraction of the cost of an IT system that went awry. Perhaps Iain Duncan Smith has learnt from that episode.

As Universal Credit phase one will handle only new claims from the unemployed, there may be no need initially for complicated monthly interactions with HMRC’s Real-time information [PAYE] systems. 

There may be further restrictions on go-live UC candidates. The DWP may insist that unemployed new claimants are single, childless, between certain ages and not receiving certain benefits or tax credits. They may have to have a valid bank account.

So the numbers of claimants and simplified processing will maximise the chances of a go-live success.

This may explain why the Major Projects Authority has not intervened (yet) to delay the October 2013 go-live date.   

It makes sense to minimise complications when going live. But the Passport Agency found that although the go-live of new systems in 1999 went well, extra IT-related security checks slowed down the issuing of passports, such that backlogs built up, people lost their holidays and queues built up at passport offices. It was a project disaster. 

The real test of the agile-based Universal Credit project will be when existing benefit claimants move onto the new systems in large numbers. This will not happen before the next general election. The plan is for the roll-out to be completed by the end of 2017.

Meanwhile does Iain Duncan Smith plan to claim a victory for the go-live of Universal Credit when the initial transactions are so simple, and the numbers involved  so insignificant, they could be managed clerically if necessary?

 As long as Universal Credit does not reduce payments to the genuinely disabled and the most needy, it is generally regarded as a good idea. It should cut fraud and administrative costs. 

It’s a pity though that no central department can be open about the progress of its major  IT-related projects; and on forcing these progress reports out of dark departmental corners the coalition has made no difference at all.

Will GDS delay Universal Credit by a year? – David Moss’s blog

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Posted in Campaign4Change, change management, DWP, excessive secrecy, Freedom of Information, Government IT, managing change, public services, Real-Time Information, Universal Credit

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Are HMRC’s IT costs under firm control?

Posted on November 20, 2012 | 1 Comment

By Tony Collins

 The costs of IT outsourcing at HMRC have soared despite a well-written contract that promised large savings. When, as Inland Revenue, the department first outsourced IT in 1994, annual IT costs were around £100m.  Now it has emerged that HMRC’s  annual IT spending was running at more than  £1bn between April 2011 and March 2012.  Only some of the 10-fold increase is explained by new work.

Are there lessons for Barnet, Cornwall and other public authorities as they ponder large-scale outsourcing, given that HMRC did almost everything right and still faces a costly contractual lock-in to major IT suppliers until 2017 – a 13-year outsourcing contract?

HMRC has made some extraordinary payments to its outsourcing suppliers since 2011  – more than mid-way through a 13-year contract.

HMRC figures collated by former Inland Revenue IT employee and now payroll specialist Matt Boyle of Research4paye show that HMRC paid its “Aspire” IT partners £964.2m in a single year, between April 2011 and March 2012.

HMRC paid a further £42.6m of invoices from Serco for one year of website development and support. These figures do not include all of HMRC’s IT costs between April 2011 and March 2012, such as invoices from Accenture for maintenance fees and for work relating to Customs.

IT costs soar

1994. £100 annual IT costs. Inland Revenue first outsources its 2,000-strong IT department to EDS. The annual cost of the 10-year contract is about £100m a year according to the National Audit Office.

2004.  £250m annual IT costs. The end of the EDS contract. HMRC’s annual IT costs have risen to about £250m a year (National Audit Office figure).

2004. £280m annual IT costs. Capgemini wins from EDS a new 10-year HMRC outsourcing deal called Aspire (Acquiring Strategic Partners for the Inland Revenue). Capgemini’s main subcontractors are Fujitsu and Accenture. Capgemini’s bid is for £2.8bn, an average of £280m a year.

2005. £539m annual IT cost.  Inland Revenue merges with Customs and Excise to form HMRC which takes on £1bn Fujitsu IT contract from Customs. The first year of the Aspire contract costs £539m, nearly double the expected amount. The NAO blames most of the increase on new work.

2007. In return for promised savings of £70m a year from 2010/11, HMRC extends Capgemini’s contract by three years to 2017. There’s an option to extend for a further five years.

2010. £700m annual IT costs. Under FOI, HMRC releases a statement saying that the Aspire annual contract costs are running at about £700m.

2011/12. £964.2m annual IT cost. HMRC’s list of invoices from its Aspire suppliers for one year between April 2011 and March 2012 add up to £964.2m. A further £42.6m is invoiced by Serco for website development and support.  This puts HMRC’s IT annual outsourcing costs at 10 times higher than they were when Inland Revenue let its first outsourcing deal in 1994. Some of today’s HMRC systems pre-date 1994 [BROCS/CODA].

Aspire – a good contract?

It appears that HMRC did everything right in its Aspire contract. Indeed the National Audit Office has found little to criticise. Aspire is committed to “open book”, so Capgemini, Fujitsu and Accenture must account for their costs and profit margins.

The contract has some innovations. The suppliers’ margin is retained by HMRC until trials are successfully passed. Even then 50% of the margin is retained until the final Post Implementation Trial about six months after implementation.

Charges under Aspire are split into two categories: “S” and “P”.  The former is mainly a commodity pricing arrangement with unit prices being charged for all service elements at a commodity level (e.g. per Workstation, volumes of printed output etc). The charge to HMRC will vary by volume of demand for each service line.

The ‘’P’’ series charge lines are charged on a man-day basis. Application development and delivery is charged mainly on what HMRC calls an “output basis utilising function points“.

Where IT spending goes

There are more than 800 invoices from Aspire covering the year from April 2011 to March 2012. Some of the invoices are, individually, for tens of millions of pounds and cover a single month’s work.

The invoices cover services such as data centre output, data centre operations, systems software maintenance, software coding changes, licences, IT hardware and data storage.

For some of the Aspire invoices HMRC gives a brief explanation such as £57.6m - ”June monthly payment for development and support”. But some of the biggest invoices have little explanation:

May 2011:  invoice for £24.7m – IT Software. A further invoice of £61.7m - “data output prod”.

June 2011: invoice for £55.8m – “data output prod”. A further invoice £56.8m – “data output prod”.

On top of these payments HMRC paid about 24 invoices of management fees in the year. Typical monthly invoice amounts for Aspire management fees ranged from about £390,000 to £2.9m.

There are dozens of Aspire invoices in the year for IT software changes to support day-to-day HMRC’s business. Quite a few of those invoices for software changes are each for tens of thousands of pounds but more than 30 invoices for IT changes in the year 2011/12 each bill more than £100,000. The biggest single invoice in the same year for software changes to support day-to-day HMRC business is  £469, 964 in December 2011.

Transparency

Matt Boyle collated the figures on HMRC’s IT spending from spreadsheets published by HMRC . All credit to Francis Maude, the Cabinet Office minister, for making government departments publish details of their invoices over £25,000.

And credit is due to Matt Boyle for collating and totalling HMRC’s IT-related invoices. Boyle says he is surprised at the high costs of Aspire. He is also surprised that the contract excludes web development and support.

Comment:

HMRC appears to have done nearly everything right and still its IT outsourcing costs are soaring, apparently uncontrollably.

It is hard to avoid the conclusion that the department and taxpayers would have been much better off if Inland Revenue had not outsourced and instead spent the millions it pays annually on, say,  management fees, to building up an in-house IT force and expertise.

Central government seems now to shun big outsourcing deals but local authorities including Barnet and Cornwall are at the stage Inland Revenue was in 1994: they are considering saving money by outsourcing major IT and other services to one main supplier.

If they learn from HMRC’s experiences – and the sums it has had to pay to outsourcing partners – it may take a little of the sting out of HMRC’s enforced prodigality.

[It may also be worth mentioning that some including Boyle ask how it is possible to credibly justify a spend of £46m in one year on a website.]

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Posted in Campaign4Change, Fujitsu, governance, Government IT, HMRC, managing change, outsourcing, Real-Time Information, Universal Credit

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Is £492m cheap for Universal Credit agile project spend?

Posted on September 21, 2012 | 1 Comment

By T0ny Collins

Labour MP Frank Field asked what recent estimate has been made of the cost of the IT system for universal credit in each sub-category of expenditure.

Mark Hoban, who became a minister at the Department for Work and Pensions this month, replied on 18 September 2012 that IT investment costs over SR10 are estimated at £638m and include IT development, associated integration with other systems and infrastructure requirements.

The spend on design, development and software – at current estimates – is £492m. That sounds like a worthwhile investment from the point of view of at least one of the DWP’s main Universal Credit IT suppliers Accenture. Is it cheap, though, for a complex agile project?

Some have asked it before – indeed on this blog – and we ask again: To what extent is Universal Credit a genuinely agile project?

And with many hundreds of millions of pounds at stake, shouldn’t Parliament and taxpayers be allowed to view independent progress reports on the state of the project? No says the DWP.

Private Eye has picked up on the DWP’s rejection of our FOI request. [Thank you to Dave Orr for spotting the article]. This is from Private Eye’s latest issue:

“Nearly two years ago Eye 1276 reported with concern how the then chief executive of HM Revenue and Customs had told a committee of MPs that, when it came to delivering universal credits, the work and pensions secretary Iain Duncan Smith had a ‘big hard dependency’ on HMRC’s IT systems.

“Now critics from all sides are wondering whether Whitehall’s imperfect IT systems can be linked up… Labour’s Liam Byrne has claimed the scheme is ‘late and over budget’. Duncan Smith flatly denies this, but his department has refused freedom of information requests from IT campaigner Tony Collins for progress reports. Releasing them would ‘cause inappropriate concern’ apparently. Hardly reassuring.

“PS: Byrne’s credibility as scrutineer of IT is not helped by having been the health minister who in 2006 insisted that the NHS’s National Programme for IT was ‘broadly on track’ when it couldn’t have been further off track…”

Universal Credit IT – current cost estimates:

Design and development £441m
Software  £51m
Changes to dependent systems  £14m
Infrastructure   £52m
Other   £80m

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Posted in Agile, public sector, risk, Universal Credit

DWP starts media campaign on Universal Credit IT tomorrow

Posted on September 19, 2012 | Leave a comment

By Tony Collins

The Work and Pensions Secretary Iain Duncan Smith has told MPs his department is launching a “major exercise” tomorrow to inform the media about Universal Credit, including progress with the IT project.

The public relations push will include a demonstration to journalists of the Univeral Credit front-end, and an explanation of the ability of “agile” to rectify problems as you go along. Duncan Smith said there is a lot of ignorance in the media, and suppositions, that need tackling head on.

His full statement on the PR campaign is at the foot of this article.

Comment

Iain Duncan Smith’s remarks to MPs sound remarkably like the statements that were made in the early part of the National Programme for IT in the NHS, when DH ministers and senior officials were anxious to correct ignorance and suppositions in the media – and to show journalists the front end of new electronic patient record systems.

Several times journalists were invited to Richmond house in Whitehall, the HQ of the DH, to hear how well the NPfIT was going. So anxious were the minister and leading officials to give a good impression of the programme that, on one occasion, trade journalists who had an insight into the NPfIT’s progress and could ask some awkward questions in front of the general media were barred from attending.

I would like Universal Credit to succeed. In concept it simplifies the excessively complex and costly benefit system. The worrying thing about the scheme, apart from the DWP’s overly sensitive reactions to scepticism in the media, is the way UC seems to be following the path which led to NPfIT’s downfall.

The Secretary of State attacks the media while trying to show UC in a glowing light and at the same time keeps secret all the DWP’s interview reviews and reports on actual progress. Duncan Smith says that the DWP wants to be open on UC but his department is turning down FOI requests.

There is no doubt that Duncan Smith has a conviction that the programme is on course, on budget, and will deliver successfully. But there still a morass of uncertainty for the DWP to contend with, and lessons to be learnt from pilots, some of which could be important enough to require a fundamental re-think. That’s to say nothing of HMRC’s Real-Time Information project which is part of UC.

Duncan Smith says the UC project is not due to be complete until 2017 which gives the DWP ample time to get it right. But ministers and officials in the last administration gave the NPfIT 10 years to complete; and today, nine years later, the scheme is being officially dismantled.

Did NPfIT ministers really know or understand the extent of the project’s true complexities and uncertainties?  Did they fully grasp the limited ability of suppliers to deliver, or the willingness of the NHS to change?  But they were impressed with the patient record front-end system and they organised several Parliamentary events to demonstrate it to MPs.

The NPfIT public relations exercises – which included DH-sponsored DVDs and a board game to market the NPfIT – were all in the end pointless.

Should Duncan Smith be running Universal Credit?

This is another concern. Duncan Smith is much respected and admired in Parliament but he appears too close to UC to be an objective leader. At a hearing of the Work and Pensions this week Duncan Smith took mild criticism of UC as if it were a verbal attack on his child.

It is doubtful anyone working for Duncan Smith would dare give him bad news on UC , though he attends lots of departmental meetings. Doubtless he listens to all those who agree with him, those who are walking press releases on the progress of the UC programme. He’d be a good marketing/PR man on UC. But surely not its leader. Not the one making the most important decisions. For that you would need somebody who’s free from the politics, who is independently minded, and who welcomes informed criticism.

Is there any point in a demo of front-end systems?

Seeing a front-end system means little or nothing. The question is will it work in practice when it is scaled up, when exceptions come to light, and when large numbers of people try to contact the helpdesks because they cannot get to grips with the technology and the interfaces,  or have particular difficulties with their claim.

What will a media campaign achieve?

If the NPfIT experiences are anything to go by, journalists who criticise the UC project will be made to feel stupid or uninformed.

In a totalitarian regime the media could be forced to publish what the government wants people to believe. Will the DWP’s PR campaign be designed to achieve the same end without the slightest attempt at coercion?

Duncan Smith’s comments to MPs

Below is some of what Iain Duncan Smith told Work and Pensions Committee MPs this week. He had been asked by a Committee MP to have a dialogue with the media to ensure that people believe that Universal Credit is a good thing.

Duncan Smith:

“On Thursday we are carrying out a major exercise in informing the median about what we are doing, looking at the system front-end, about budgets and all the elements the committee has been inquiring into.

“We will take them through that, show them that. We are going to open up much more. It is such an important system that I want people to learn what it is all about.  There is a lot of ignorance in the media and suppositions made; things that are important to tackle head on. Everyone says you mustn’t have a big bang; you are not going to be ready in time. The time we deliver this is 2017 when it is complete.  That is over four years…”

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Posted in Agile, Campaign4Change, change, change management, culture, DWP, e-health, excessive secrecy, FOI, Government IT, IT projects, managing change, managing outsourced services, NHS, npfit, Politics, procurement, project management, public sector, public services, Real-Time Information, Universal Credit

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