1.25 In examining how SBS propose to transform the operational service and National Savings' role, we took into account the key lessons the Committee of Public Accounts identified in its 23rd Report1 of Session 1998-99 and 1st Report2 of Session 1999-2000. The Committee's key lessons are summarised at Appendix 3. We consider that SBS and National Savings have incorporated those lessons in this deal.
1.26 This project differs from SBS's contracts with the Passport Agency and the Home Office Immigration and Nationality Directorate. In those deals, SBS is responsible for the development of IT systems to be used by staff who remain employees of the Home Office. In this partnership, SBS is responsible both for the development and implementation of new IT systems and their use by staff who have transferred. SBS therefore has more control over this project than on previous occasions, including the cultural change required from its new workforce to provide the quality of service required by National Savings and its customers. If SBS is unsuccessful, it will bear the financial consequences of failure.
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1 Getting Better Value for Money from the Private Finance Initiative (HC 583)
2 Improving the Delivery of Government IT Projects (HC 65)