CSC NPfIT deal is a crucial test of coalition strength

Posted on 28/09/2011 | 1 comment

By Tony Collins

Comment:

The Cabinet Office’s Major Projects Authority has intervened in NHS Connecting for Health’s running of the NPfIT.

In particular the Authority has taken a role in the negotiations between CSC and the Department over the future of about £3bn worth of local service provider contracts.

Had the Authority not intervened a memorandum of understanding between CSC and the DH is likely to have been signed several months ago. Fortunately for taxpayers a deal wasn’t signed.

According to a leaked Cabinet office memo the deal would have been poor value for money. It would have cut £700m or more from the cost of CSC’s contracts but doubled the cost to taxpayers of the remaining deployments.

The Cabinet Office memo said the “offer [from CSC] is unattractive”. It added:

“This is because the unit price of deployment per Trust under offer roughly doubles the cost of each deployment from the original contract”.

It could be said that signing such a deal with CSC would be as naive as a shopkeeper asking a Cadbury wholesaler to change his order from 100 chocolate bars to 30, and thus agreeing to paying Cadbury double the price for each bar.

Now it transpires that the official within the Cabinet Office who wrote the memo expressing concern about CSC’s offer is leaving. This could imply that an “unattractive” deal between the Department of Health over Lorenzo will go through after all.

Indeed the Cabinet Office has published its assessment of the NPfIT – the “Major Projects Authority Programme Assessment Review of the National Programme for IT” – which includes a section on CSC that suggests a new deal with the supplier may be signed, even though critics say the NPfIT contract with CSC should be “parked” with no further action taken on it.

The DH has accused CSC of breach of contract and vice versa. A legal dispute can be avoided by parking the contract with the agreement of both sides. If the DH signs a new deal with CSC it will be a sign that the intervention of the Cabinet Office has come to little or nothing.  It will also be a sign of coalition weakness. If the coalition cannot have an effect on a deal the DH has long wanted to sign with CSC when can it effect in terms of central government reform?

This is the worrying  section in the report – dated June 2010 – of the Major Projects Authority:

“… if the decision is taken to allow the Lorenzo development and deployments to continue there needs to be a considerable strengthening of the renegotiated position first to give CSC the opportunity to step up to its failings and for a clear statement of obligations on all parties and a viable and deliverable plan to be created and adhered to.

“There is no certainty that CSC would deliver fully in the remaining time of the contract, but the terms of the renegotiation could enable them to have a completed Lorenzo product which can compete in the market which replaces Local Service Providers…”

Other parts of the Major Projects Authority report are highly critical of Lorenzo. It says that in the North, Midlands and East of England there have been “major delays in the development of …Lorenzo”. As a result of the delays “interim and legacy systems have been used to maintain operational capability”.

The report also says the “productisation of Lorenzo is not mature” and adds: “This is evidenced by the fact that bespoke code changes are still being used in response to requirements from the early adopter trusts. This issue will be exacerbated if the remaining product development (of the modules referred to as Deployment Units) is not completed before future implementation roll-outs commence.”

The report says there is a need to be “certain about the capacity and capability of CSC to furnish sufficient skilled resources to undertake the level of roll-out needed to satisfy the existing schedule”.

It continues: “During the review it was mentioned that on occasion, people needed to leave the Morecambe Bay activity to go to the Birmingham installation at short notice to resolve problems. At this stage of the programme, CSC skills, schedule and utilisation rate, including leveraged resources, should be available to support a proposed roll-out schedule…”

There is still a “significant degree of uncertainty both about the planning of [Lorenzo] implementations and also the capability of the solution. The four key trusts chosen to implement the Lorenzo solution are in very different situations. University Hospitals Morecombe Bay is close to sign-off whilst Pennines Trust has stated its desire to leave the programme. Birmingham Women’s Hospital Trust is being held back by one issue which views have suggested are about a difference of opinion with the Supplier believing that they have met the Deployment Verification Criteria whilst the Trust is not happy about the level of functionality delivered. Connecting for Health expect to resolve this difference of opinion soon.”

And the MPA report says the latest implementation of Lorenzo 1.9 is “a long way short of the full functionality of the contracted solution which has four stages of functionality and is intended to be rolled currently out to 221 trusts”.

Lorenzo was originally due to have been delivered by the end of 2005.  If, after all the MPA’s criticisms, a new Lorenzo deal is signed what will this say about the ability of the Cabinet Office to influence decisions of civil servants?

In 2006 an internal, confidential report of CSC and Accenture on the state of Lorenzo and its future was positive in parts but listed a multitude of concerns. The summary included these words: “…there is no well-defined scope and therefore no believable plan for releases beyond Lorenzo GP…”

The current outdated NPfIT deal with CSC should be set aside , and no further action taken on it by both sides. CSC will continue to have a strong presence in NHS IT, at least because many trusts that have installed iSoft software will need upgrades.

But if a new NPfIT deal is signed with CSC it will greatly undermine the credibility of the Cabinet Office’s attempts to effect major change on the machinery of departmental administration; and it could help consign the so-called reforms of central government to the dustbin marked  “aspirations”. It will certainly give ammunition to the coalition’s critics. The Government has said it is dismantling the NPfIT. It didn’t say it was prolonging it.

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Posted in Campaign4Change, change, Government IT, NHS, npfit, procurement, public sector, public services, supplier relationships, Uncategorized

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Coalition will learn lessons from Pathfinder pilots before expanding mutuals programme

Posted on 28/09/2011 | Leave a comment

By David Bicknell

Given the references to mutuals at the recent Lib Dem conference and some comments at fringe meetings at the Labour Party conference, it might be reasonable to expect that at next week’s Tory Party conference, we could expect some forward thinking on taking the mutuals agenda forwards from a practical perspective.

Two areas that might be worthy of further discussion are procurement including competition and lengths of service delivery contracts, and mutuals financing,  which are issues that those who want to spin out from the public sector – and those that already have done – are now facing.

According to this story reported by Civil Service World, the Government has said it will take close account of what is happening with the Pathfinder ‘pilots’, before rolling out the mutuals programme more widely.

Although Ed Davey’s comments were actually from last week, they still make interesting reading. Civil Service World reports him as saying the Coalition “has an ambitious agenda” on mutuals and there will be “lots of things we need to learn from [the Cabinet Office’s mutual] pathfinders before we can have confidence to roll it out more widely.”

Davey quoted a study from Cass Business School which found that employee-owned organisations perform better in downturns, and highlighted the importance of employee empowerment. “It is not simply about ownership, it’s also about involvement and engagement; just giving people shares isn’t [enough],” he said.

Davey also highlighted the challenges of attracting finance for mutuals, and of helping them to secure service delivery contracts. Some new mutuals will initially need three- or five-year contracts, he said, to allow them to get established and provide “reassurance” for members.

Cabinet Office tells mutuals future is bright

Hammersmith & Fulham Mutual Pathfinder expected to launch in 2012

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FOI team hides already released Universal Credit report

Posted on 27/09/2011 | 1 comment

By Tony Collins

Universal Credit is one the government’s most important IT-enabled programmes, along with HMRC’s “Real-time Information” scheme, Whitehall Shared Services and the MoD Change Programme.

If the Universal Credit programme goes wrong benefits claimants could have payments held up or receive incorrect amounts.

For this reason it is important that the coalition doesn’t repeat Labour’s mistake of wrapping IT-related projects and programmes in so much secrecy that the public, MPs and the media only discover problems when it is too late to effect a rescue.

Early warning of faltering projects

There is an early-warning of projects and programmes that are likely to falter or are actually faltering: “Starting” gate reviews and “Gateway” reviews, which are independent assessments of big or risky schemes.

The coalition in opposition promised to publish Gateway reviews if they came to power but civil servants have persuaded ministers to drop the proposal: does the minister want opponents and the media picking up authoritative internal information on projects that may be going wrong?

Our FOI request

Because of the continued suppression of the reports Campaign4Change, on 20 May 2011, made a request under the Freedom of Information for the Department for Work and Pensions to release a copy of Gateway reviews on the Universal Credit project.

The reply was nearly helpful. “There have been no Gateway reviews on the Universal Credit programme.  There has been one Starting Gate review on the Universal Credit programme.” The reply, by Jack Goodwin of the DWP’s Universal Credit Briefing Team, did not include a copy of the Starting Gate review report, so we sent a follow-up email.

We pointed that that Public Administration Committee had already requested a copy of the Universal Credit Gateway Zero Review and, in response, the DWP had sent the Committee a copy of the Stating Gate review, though the Committee decided not to publish it.

On 13 July the DWP said it needed extra time to consider our request. Gina Talbot at the DWP’s “Freedom of Information Focal Point” said: “I need to extend the time limit because the information requested must be considered under one of the exemptions to which the public interest test applies. This extra time is needed in order to make a determination as to the public interest. Accordingly, I hope to let you have a response by 10 August 2011.”

DWP wasting public money

This extra time and consideration was unnecessary and a waste of public money because the DWP had already given the report to the Public Administration Select Committee. Indeed the Universal Credit Starting Gate report had also been lodged in the House of Commons library after an MP asked the Cabinet Office’s Ian Watmore for a copy in May 2011.

So the DWP was considering at length whether to release a report that the Department had already released twice – to two separate committees of the House of Commons.

Grounds for appeal

In August the DWP formally refused Campaign4Change’s request, so we appealed. These were some of the reasons we gave:

i) Universal Credit is one of the government’s “mission-critical” projects and its success will be potentially important to tens of millions of benefit claimants.

ii) In the public interest, MPs, the media and public should understand the project’s feasibility risks and chances of success – in short whether it has got off to a good start. The Starting Gate report could help provide such an insight.

iii) The Public Accounts Committee has recommended that Starting Gates be published. The refusal of our request would appear to be a denial of the wishes of the Committee.

iv) Sometimes statements in published Gateway reviews have turned out to be too weak, sometimes too strong. There is no reason to believe that if the reviewers know their reports are for public consumption they will weaken their comments; and if they do weaken them the published reports will allow the quality of advice to be questioned or challenged by what the Cabinet Office minister Francis Maude calls armchair auditors.

v) The objection to publishing the reviews is that publication may inhibit candour. Starting Gate reviewers have a public duty to give the best advice they can (and indeed are paid for doing so). If they alter their advice to make it more acceptable to the public, media and Parliament they are failing in their public duty to give the best possible advice in all circumstances. Equally, if they give their advice in the expectation it will be kept confidential and therefore that they will not be held accountable for it, and alter their best advice on this basis, they could be failing in their public duty.

vi) There is no certain means for Parliament, the media or the public to know how large IT-based projects and programmes are progressing. Sometimes the National Audit Office reports on large IT-based projects, sometimes not.  The NAO cannot be relied on to produce the equivalent of a Starting Gate review on a large IT-based project or programme. Gateway reviews are not usually published contemporaneously.

vii) Coalition ministers have made it clear in numerous speeches that the public have a right to know how their money is being spent. Universal Credit is costing, as an IT-based  programme, several hundreds of millions of pounds. It is not in keeping with the spirit of ministerial statements on openness that the DWP keep confidential the Starting Gate review on Universal Credit. It is the only independent report on the feasibility of the project.

viii) Universal Credit is known to be a risky programme which senior civil servants have acknowledged. The Starting Gate review is likely to show whether or not those risks are understood.

ix) In refusing our request the DWP has not given any reasons for stating that it is satisfied that the “public interest in maintaining this exemption outweighs the public interest in disclosure”.

DWP rejects our appeal

Our appeal came to nothing. It was refused by the DWP’s David Hodgson Stakeholder Manager, who said in a letter:

“The case has been examined afresh, and guidance has been sought from domain experts to ensure all factors were taken fully into account. I have reviewed the original decision carefully and have decided to uphold the original decision withholding information for the following reason.

“While we recognise that publication of this information would provide an independent assessment of the key issues and risks, we have to balance this against the fact that the review document includes operational details of a sensitive nature whose publication would prejudice effective conduct of public affairs.

“The Department is satisfied that the public interest in maintaining this exemption outweighs the public interest in disclosure.”

The report was  released months ago

The DWP lodged the report in the House of Commons library months ago so it is in the public domain anyway. The department’s effort and time twice refusing the release of the report wasted public money.

Campaign4Change has now obtained a copy of the report via the House of Commons’ library.  We  will, separately, publish an article on the contents of the Starting Gate review report on Universal Credit.

Comment:

This episode suggests that officials at the DWP default to secrecy whatever the coalition says about openness and transparency. There are many superficially valid reasons officials can give to keep Gateway and Starting Gate reports secret. It is up to ministers to challenge that secrecy. If they don’t, the same mistakes and cycles will be repeated:

a) IT-related projects and programmes will continue to falter in secret, as they did under Labour

b) MPs and the media will try and find out the truth

c) Ministers will go on the defensive

d) The truth will eventually emerge and the coalition will be branded as inept when managing large IT-based projects and programmes – as inept as Labour.

If ministers publish Gateway progress reports now – as early warning reviews – we and others will applaud if early action is taken to stop or rescue a failing project. If ministers continue to pander to civil service secrecy the media and Parliamentarians will be right to criticise the coalition. Ministers have a chance to avoid the stigma of mismanagement of public funds. But will they take it?

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Posted in Campaign4Change, change, change management, Freedom of Information, Government IT, improving communications, managing change, procurement, public sector, public services, reforms, Universal Credit

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Mutuals: a small component helping make the German economy tick

Posted on 27/09/2011 | Leave a comment

by David Bicknell

Against the backdrop of the Labour Party conference in Liverpool, there has been much talk about how to energise the economy. One solution being mooted is to take a leaf out of the Germans’ book.

This article suggests that mutuals – admittedly, mutuals in this context are not explicitly defined – are one important component in the German economic engine. The reference to mutuals is only a passing one, but it’s perhaps an interesting suggestion.

“No one is in any doubt that Germany is the engine of the European economy. What makes it tick are the small businesses of the Mittelstand – often family firms or mutuals with an eye for detail, a well-deserved reputation for financial caution and longstanding co-operation between bosses and employees.”

Businessweek: Germany’s Mittelstand still thrives

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NPfIT: NHS CE is still positive after all these years

Posted on 26/09/2011 | 1 comment

By Tony Collins

 Last week the Department of Health announced the dismantling of the NPfIT. In the Department’s press release the comments of Francis Maude, Minister for the Cabinet Office, were harsh.

“The National Programme for IT embodies the type of unpopular top-down programme that has been imposed on front-line NHS staff in the past,” said Maude.

Not quite in accord with these sentiments is a letter that has been sent out by the Department of Health’s top civil servant Sir David Nicholson the Chief Executive of the NHS. Nicholson is the Senior Responsible Owner of the NPfIT. The letter sums up the current state of the NPfIT without a word of criticism of the scheme.

“The National Programme has provided us with a foundation, but we now need to move to more local decision making if we are going to truly unlock the potential of information to drive improvements for patients and achieve the efficiency and effectiveness required in today’s health service,” says Nicholson.

Having taken on the job in 2006, Nicholson was not responsible for the NPfIT – which was founded in 2002 – but he was appointed by Labour in part to promote the scheme within the NHS.

His positive view of the NPfIT remains a little out of step with the coalition’s criticisms. But Nicholson is part of the permanent civil service and ministers hold office temporarily. It’s easy to get the impression that senior officials see their ministers this way.

Nicholson’s stance reflects the view of senior civil servants that the NPfIT has been a success. Nicholson was party to a briefing in February 2007 of the then Prime Minister Tony Blair on the state of the NPfIT. The briefing paper was entitled “NPfIT Programme Stocktake and said  “ … much of the programme is complete with software delivered to time and to budget.”

In fact much of the National Programme is incomplete, late and the costs far exceed the original budgets, according to the Public Accounts Committee. Nicholson was knighted in 2009.

This is his letter last week to NHS chief executives on the “National Programme for IT and the latest steps to no longer run it as a centralised programme” …

Dear Colleague

In September 2010, we announced that the National Programme for IT (NPfIT) would no longer be run as a centralised programme and today I am writing to update you about the renewed steps being taken to achieve that change.

A modernised NHS needs information systems that are driven by what patients and clinicians want. Restoring local control over decision-making and enabling greater choice for NHS organisations is key as we continue to use the secure exchange of information to drive up quality and safety.

We are undertaking a review, led by Katie Davis, Managing Director for Informatics, of the full portfolio of Department of Health informatics applications and services to determine how we will take this work forward. I expect this to conclude and report in the Autumn. Alongside this, we are introducing new governance arrangements to support local decision-making, which we expect to be in place in the Autumn.

It is important to be clear that this review will build on the substantial achievements that have now been firmly established and are delivering real benefits to patients. Applications and services such as the Spine, N3 Network, NHSmail, Choose and Book, Secondary Uses Service and Picture Archiving and Communications Service will all carry on providing vital support to the NHS. Similarly, key national applications such as the Summary Care Record and the Electronic Prescription Service will continue to develop in line with our commitment to give patients real information and choice about their care.

We are working in partnership with Intellect, the Technology Trade Association, to develop proposals for how we can stimulate the healthcare IT and technology marketplace in future, to offer greater choice of supplier to local NHS organisations, while still achieving value for money across the service.

The National Programme has provided us with a foundation, but we now need to move to more local decision making if we are going to truly unlock the potential of information to drive improvements for patients and achieve the efficiency and effectiveness required in today’s health service.

Yours sincerely

Sir David

Comment:

There is no doubt that Nicholson’s actions are guided by sincerity and integrity. But his letter is a reminder that it is the civil servants that are in charge of Whitehall, not the ministers. The National Audit Office has exposed the blight on NHS IT of the National Programme for IT, as has the Public Accounts Committee and many others including academics.

Nicholson’s voice is the only one that really counts, though.

His views are in line with the institutional resistance in Whitehall to admit mistakes when anything undertaken by the civil service goes wrong. Senior civil servants who preside over failures and defend them in the face of outside criticism  – particularly criticism from MPs and the media – are much more likely to be knighted than those that share the concerns of outsiders.

Andrew Lansley should take control of his civil servants, which may set a precedent for a secretary of state, Department of Health. If this is beyond Lansley,  Francis Maude and Cameron should seek to exercise more control of the department.

Until ministers run the civil service, not vice-versa, reforms of central government IT, or indeed any major change in the machinery of government will not happen. All the signs are that senior civil servants are biding their time until after the next election when, they hope, reforms of government will have run out of steam. If the reforms fizzle out a great opportunity will have been lost.

NPfIT to be dismantled brick by brick

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Posted in Campaign4Change, change, change management, Government IT, NHS, npfit, Uncategorized

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Planning for and overcoming the challenges to mutuals in town halls’ mixed models

Posted on 26/09/2011 | 2 comments

By David Bicknell

Two pieces written around mutuals which might be worthy of a read this morning. The first is an examination of the ‘Oldham model’  in the Guardian’s Northerner Blog, which quotes an interview with Oldham Council leader Jim McMahon discussing the pros and cons of the outsourcing of services to co-operatives and mutuals.

The other is a discussion by PA Consulting’s Karen Cherrett for the Guardian’s Public Leaders Network which argues that without preparatory work, there is a risk that the ‘current enthusiastic but rather naïve rush to establishing mutuals to transform public service delivery will lead to wide-scale mutual failure.’

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Posted in Campaign4Change, mutualisation, mutuals, public sector, public services, reforms

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Civil Service too risk averse at a micro level

Posted on 23/09/2011 | 1 comment

 Faced with big challenges, the Civil Service thought small thoughts.  [Tony Blair, memoirs]

A report by the House of Commons Public Administration Committee has warned that the Coalition Government needs a more transparent and flexible Civil Service when it comes to commissioning public services from charities, social enterprises, mutuals and private companies.

The Committee’s report says the Civil Service needs to transfer power out of Whitehall and into communities and as a result fundamentally change the way it works.

It says the challenge of this new role will be compounded by the need to meet sizeable reductions in administrative budgets set out in the 2010 Spending Review.

Its conclusions are that while the Government seeks to embrace change, it has failed to recognise the scale of reform required or to set out the change programme required to achieve this reform. It says there is a reluctance to produce what they see as the latest in a long line of reform initiatives in Whitehall. This antipathy to a plan for reform fails to take note of the critical factors for success in Civil Service reform initiatives and wider corporate change programmes: coordination from the centre and strong political leadership. As a result, it warns, key policies like the ‘Big Society’ agenda and decentralisation will fail.

The Committee says: “We have recommended that the Government should produce a comprehensive change programme articulating clearly what it believes the Civil Service is for, how it must change and with a timetable of clear milestones. Such a change programme would enable real change in Whitehall and avoid the fate of previous unsuccessful reform initiatives.

“Such a change programme must also include proposals for the Civil Service to retain and to develop the new skill sets required to meet the demands of the Big Society policy agenda, and to address long-running concerns about the decline in specialist expertise in Whitehall, the failure to innovate and to take risks, and the failure to work across departmental silos. Such a plan is required to combat inertia and deliver government policies where Ministers and departments may otherwise be unwilling or unable to drive change.

“To reflect the changing role of the Civil Service, we have also recommended that the Government should consider the development of a new Haldane model of accountability which can sustain localism and decentralisation; or they must explain how the existing model remains relevant. The new realities of devolving power out of Whitehall to local government and elsewhere should be codified in the Civil Service governance structures.

“Ministers seem to believe that change will just happen. It is essential that the Cabinet Office take leadership of the reforms and coordinate the efforts in individual departments and across Whitehall as a whole. The scale of the challenges faced by the Civil Service calls for the establishment of a world class centre of Government, headed by someone with the authority to insist on delivery across Whitehall.”

In particular, the report says the main change of task, which will affect many but not all departments, will be an increase in commissioning and contracting. More onerous and time-consuming, however, will be monitoring the contracting process and dealing with problems and complaints arising.

The report says Whitehall has traditionally performed three core roles: policy advice, the management of public services, and the supervision of public bodies. If the Civil Service is to connect with Ministers’ ambitions for public service reform a fourth capability will need to be added to this trio: the ability to engage with groups from the voluntary and private sectors through the contracting and commissioning process. Every government department must focus on developing this fourth capability, and the Cabinet Office must ensure that this is embedded in the Civil Service change programme across government.

The report explains why SMEs have made so few inroads into government work. 

It goes so far as to depict ministers as not understanding Civil Service inertia, which means they cannot come up with a plan to do anything about it. Cabinet Office Minister, Francis Maude, described a paradoxical situation where Government took huge risks at a macro level, but at a micro level tended to be very risk averse and hostile to innovation.

He added, “You do not often hear of someone’s career suffering because they preside over an inefficient status quo, but try something new that does not work and that can blot your copybook bigtime.”

 An example of one SME’s innovative ideas

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Posted in Campaign4Change, change management, government, innovation, managing change, mutualisation, mutuals, public sector, public services, SME

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NPfIT to be “dismantled” – brick by brick

Posted on 22/09/2011 | 6 comments

By Tony Collins

A Department of Health press release issued this morning is headlined:

                        Dismantling the NHS National Programme for IT

I asked a senior official at the Department what is new in the announcement. The official’s diplomatic reply was simply: “I am not sure how to answer that.”

There is nothing new. There is no evidence in the press release of the Department’s claim that the NPfIT is being dismantled. Negotiations continue with CSC over its £3bn worth of NPfIT contracts and BT’s deals will remain in place.

Spending on the NPfIT has been about £6.4bn so far – and about £4bn has yet to be spent. The Government has succeeded in persuading some in the general public that the NPfIT is dead. The Daily Mail’s front page has the headline:

                                £12bn NHS Computer System is Scrapped

The online version of the story has had more than 460 comments, which suggests it has been widely read.

The actual announcement gives a hint of the conflicting views among civil service and ministers. The first paragraph of the Department of Health’s press release says the NPfIT is being dismantled and the second paragraph praises the scheme.

“The government today announced an acceleration of the dismantling of the National Programme for IT, following the conclusions of a new review by the Cabinet Office’s Major Projects Authority (MPA). The programme was created in 2002 under the last government and the MPA has concluded that it is not fit to provide the modern IT services that the NHS needs. In May 2011 the Prime Minister announced in the House of Commons that the MPA would be reviewing the NHS National Programme for IT. 

 “The MPA found that there have been substantial achievements which are now firmly established, such as the Spine, N3 Network, NHSmail, Choose and Book, Secondary Uses Service and Picture Archiving and Communications Service.  Their delivery accounts for around two thirds of the £6.4bn money spent so far and they will continue to provide vital support to the NHS. However, the review reported the National Programme for IT has not and cannot deliver to its original intent.”

The signs are that the scheme will be dismantled brick by brick – and will be almost completely dismantled by the time the NPfIT contracts with BT and CSC expire in 2013 and 2014.  The coalition has achieved a PR coup with the Daily Mail story because the public has the impression that in these austere times a £12bn NHS IT scheme initiated by Labour has been scrapped.

The reality is that nothing has changed.

Department of Health announcement

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Posted in Government IT, NHS, npfit, Uncategorized

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End of NPfIT? – Campaign4Change on BBC R4 Today programme

Posted on 22/09/2011 | 3 comments

By Tony Collins

Link to Campaign4Change audio on BBC R4 Today programme

BBC Radio 4’s Today programme this morning reported a Daily Mail article that the National Programme for IT in the NHS is being scrapped and that a coalition announcement is to be made this morning.

The Mail says that the money spent on the NPfIT would pay for 60,000 nurses for a decade, and that the scheme will be replaced by a “cheaper alternative”.

It says that there will be a new urgency in “dismantling the scheme”. Campaign4Change told the BBC R4 Today programme this morning that the NPfIT is not being scrapped and that about £4bn has yet to be spent on it. It said that trusts have the freedom to buy their own IT systems but using their budgets. The NPfIT will continue to provide Cerner and Lorenzo systems that are subsidised centrally, which gives the NHS an incentive to continue using NPfIT.

There is a difference of opinion within Whitehall over the NPfIT: that the Cabinet Office takes a rigorously independent view of the NPfIT and wants to wind it down. The Department of Health’s civil servants at a press conference last year justified the spend on the programme and said the contracts with CSC and BT would continue.  Campaign4Change told Today that the Cabinet Office should have the final say, not the Department of Health.

The Government clearly wishes it to be known that the NPfIT is being scrapped but that is not what is happening in practice. Contracts with CSC, which at present are worth about £3.2bn, are unlikely to be scrapped because of the compensation that would have to be paid to the supplier. The contracts may be cut back  by about £800m, though the cost of deployments remaining may double. BT’s contracts worth more than £1bn are also likely to remain.

The Daily Mail says the NPfIT will be “replaced with cheaper regional alternatives” and that the Coalition will “today announce it is putting a halt to years of scandalous waste of taxpayers’ money on a system that never worked”.

“Following an official review, the ‘one size fits all’ IT project will be replaced by much cheaper regional initiatives, with hospitals and GPs choosing the IT system they need.

“And a new national watchdog will be established to ensure such huge sums can never again be thrown away on uncosted projects.”

The decision to accelerate the dismantling of the scheme has been made by Health Secretary Andrew Lansley and Francis Maude, the Minister for the Cabinet Office, says the Mail.

It quotes from what appears to be a leaked memo from the Major Projects Authority of the Cabinet Office which has been reviewing CSC’s contracts.

“The authority said the IT scheme, set up in 2002, is not fit to provide services to the NHS – which as part of austerity measures has to make savings of £20billion by 2014/15.

It concluded: ‘There can be no confidence that the programme has delivered or can be delivered as originally conceived.’

The report is said to recommend that the Government  “dismember the programme and reconstitute it under new management and organisation arrangements”.

It added: “The project has not delivered in line with the original intent as targets on dates, functionality, usage and levels of benefit have been delayed and reduced.

“It is not possible to identify a documented business case for the whole of the programme.Unless the work is refocused it is hard to see how the perception can ever be shifted from the faults of the past and allowed to progress effectively to support the delivery of effective healthcare.”

Daily Mail article on the NPfIT today

Department of Health announcement

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Posted in change, Government IT, NHS, npfit, procurement, public sector, Uncategorized

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EU rules should be changed to give mutuals chance to run public services before full open competition

Posted on 22/09/2011 | Leave a comment

By David Bicknell

A post by Third Sector has made the case for public spin-outs such as mutuals to be exempted from EU procurement rules.

The piece quotes Stephen Lloyd, head of charity and social enterprise at City of London law firm Bates Wells and Braithwaite, who said that EU procurement rules were  currently based on the concept that public service provision was done either by the state or the private sector.

Lloyd said, “We want to move services out of the state and into a social economy, and the rules are not set up to support that. If you set up a new social enterprise to deliver something that was previously delivered by the state, and it has to compete with big business from day one, it won’t work.

“There needs to be a transition process. These organisations need to be protected. The government needs the agreement of the EU that it’s allowed to do so, and this is its opportunity to get it.”

Third Sector says that the Government’s response to the European Commission green paper is that employee-led spin-outs should have time to run services before having to compete with big business.

In its proposals to the European Commission, the Government says, “The revised Directives should make clear that, in circumstances, such as the development of employee led organisations/mutuals, employees should be able to gain experience of running public services for a period of, for instance, three years, prior to full and open competition.”

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