Case studies

Our 2016 investigation into the UnitingCare Partnership found that bidders highlighted an insufficient amount of transformation funding and the short mobilisation period allowed. The client told us that it expected the supplier to invest its own funds to support service transformation, but this was not a requirement in the contract. UnitingCare Partnership told us that it disagreed with this expectation.

Our 2016 report on contracted-out health and disability assessments praised the Department for Work & Pensions and suppliers on the transition of health assessment provision from one supplier to another. Their success was down to key factors including recognising the challenges of a tight timetable (four months) and seconding staff to support transition; tripartite governance arrangements; and shared goals and reporting arrangements.

Mobilisation provides a further opportunity to agree a clear specification, providing a foundation for the contract. The Cabinet Office's shared service centres programme (2016 report) did not secure sufficient early support from departments, which felt insufficiently involved in appointing suppliers and designing new systems. Failing to get an early agreed design contributed to delays in implementing the programme.

Our 2014 report on COMPASS contracts for the provision of accommodation for asylum seekers found that transition happened during a demanding period for the Home Office. As a result of the capability issues, in some areas transition to the new contracts took longer. During transition the Home Office decided not to impose any penalties through its key performance indicator regime.