One of the most important insights from this project is the need to recognise that the procurement and contract management tools that are appropriate for buying 'paperclips' - highly commoditised, easily specified goods and services - are not appropriate for commissioning complex support services and front-line human services.
Contract form must follow service function - and if government is not willing to adapt its contracting models so that they are appropriate to the services being put to market, then the range of functions included in the contract will inevitably shrink. Highly transactional contracting forms are appropriate for simple functions but not for complex services.