This conference aims to set the record straight and ensure that progress from now on is positive and productive for both the government, the supplier and the general public. Last year’s delegates included representatives from the following companies: Employment Services National Audit Office Public Private Partnerships Programme Ministry of Agriculture Benefits Agency MOD-DGICS Inland Revenue HM Customs & Excise

Conference programme

9:00 Registration and Coffee

9:30 Chairman's Opening Remarks

Rob McCallough

Rob McCallough, IT&IS Partner, Masons


John Higgins

John Higgins, Director General, CSSA

  • The apparent simplicity of PFI/PPP IT projects compared the reality of the extreme difficulties in practice
  • Both in this country and abroad, IT contracts and projects do not have a great record of success
  • The relatively poor understanding of the methodology needed for structuring and applying PFI to the IT environment
  • The fallacy in the naïve belief that all risk can be transferred to the supplier
  • The modernisation of the many IT/IS systems that is desperately needed to deliver more accessible, streamlined and customer-focused service
  • The lack of guarantees and safeguards that exist to cover the uncertainties of delivering leading edge technology and unforeseen changes

    Derek Don

    Derek Don, Client Services Director, CSL Group

  • The drivers behind the ARAMIS contract
  • Delivering the vision
  • Successful steps in the procurement process-where PFI has succeeded
  • PFI benefit realisation
  • Delivering technology solutions
  • A successful Partnership in Practice
  • 11:00 Morning Coffee


    Barry Howard

    Barry Howard, Assistant Director, Information Technology, Tameside and Glossop Acute Services NHS Trust

  • The imperative need for suppliers to be realistic with their aims and know what their capabilities are
  • Departments must make sure that they are not over-ambitious and get carried away by the enthusiasm of prospective suppliers
  • An analysis of the kind of trust and openness that is required when a PFI/PPP bid is made
  • Ensure that the project is realistic and make certain that the targets are achievable given the complexities of the business
  • An overview of the degrees of responsibilities held by the varying parties once the contract is signed

    Toby Duthie

    Toby Duthie, Associate, Deutsche Bank

  • The state of play as it stands today in regard to banking finance within PFI/PPP IT projects
  • An analysis of what the banks look for when bidding and securing PFI/PPP IT projects
  • An explanation of the added complexities when dealing with PFI/PPP IT projects
  • The opportunities and threats that exist for Banks when financing PFI/PPP IT projects
  • An overview of the degrees of responsibilities held by the varying parties
  • Future possibilities and consequences of a banks involvement within the PFI/PPP IT sector
  • 12:40 Lunch


    David Austin

    David Austin, Director-PFI Group, Bull Information Systems

  • Can IT PFI projects be delivered successfully – on time, within budget, and supporting the business of the client
  • Strategic IT project success factors
  • The impact of the PFI principles and process on project success
  • The issues specific to IT projects around output specification, project scoping, funding, risk transfer and innovation
  • Value for money and the procurement process
  • What we can do to eradicate monumental failures and to maximise the chances of total success in future projects

    Jeremy Colman

    Jeremy Colman, Assistant Auditor General, National Audit Office

  • NAO findings on major IT projects
  • Reasons for problems arising
  • Options for the future
  • Role of external financiers
  • Role of Government as procurer
  • Role of IT suppliers
  • 15:20 Afternoon Tea


    Martin Smith

    Martin Smith, Contracts Manager, Kent County Council

  • IS Strategy overview for the Kent County Council IT Systems
  • The impact of PPP/PFI on IT/IS project how can they improve the work environment
  • Systems or services – changing the cultures
  • Key issues – dependencies, risks, benefits, skills, affordability
  • Assigning a manager to deliver the project – what skills would be needed
  • 16:20 REMEDIES

    Michael Matheou, Partner Project Finance

    Michael Matheou, Partner Project Finance, Conor Ward, Partner Project Finance, Lovell White Durrant

  • Performance measurement in PFI projects generally
  • Should every aspect of performance be subject to measurement
  • What can be learned from performance measurement systems in private sector IT outsourcing projects which might be applied to PFI projects
  • How do performance measurement systems link to payments, termination and other remedies?
  • What other rights should the public sector have in respect of poor performance
  • What are the appropriate characteristics for fair termination provisions
  • 17:00 Chairman's Closing remarks and Close of Conference

    8:30 Re-registration and Coffee

    9:00 Chairmans Opening Remarks

    Barry Williams

    Barry Williams, Principal, Babcock & Brown


    Gareth Jones

    Gareth Jones, Head of Commercial IT, Bevan Ashford

  • An overview of the enforcement of the documents which indicate penalties
  • The responsibilities of the supplier and government agency in dealing with potential and actual problems
  • The possibilities and consequences of renegotiating targets
  • The need to draw up and manage properly documented fine structures to gain public confidence in PFI/PPP IT projects
  • The benefits and drawbacks of undertaking court battles to solve PFI/PPP IT project issues
  • Does the failure to pursue compensation from troublesome PFI projects defeat their purpose or merely aggravate an already disastrous situation

    Caherine Bingham

    Caherine Bingham, Partner (IT), Denton Hall

  • Project procurement – changes to working practices and transparency
  • Developing more project finance for PFI IT/IS Projects
  • Selection and streamlining of the preferred bidder process for PFI in IT projects
  • Developing models that make PFI IT projects more feasible and achievable
  • Gaining from the involvement of the Treasury Taskforce and DPFUs Longer term contracts?
  • IT and the wider markets initiative

    Chris Oulds

    Chris Oulds, Project Manager, LT PRESTIGE

  • Background to the LT PRESTIGE project, rationale objectives and the business case
  • The advantages of procuring LT PRESTIGE through PFI
  • Contract controls and assurance
  • The importance of Partnership with the PRESTIGE Contractor
  • 11:00 Morning Coffee

    11:20 CASE STUDY

    Mark Salveta

    Mark Salveta, Head of IT Procurement, ISD

  • An analysis of the balance of power once an IT contract has been let
  • The general lack of trust and openness that often exist in PFI/PPP IT projects that can lead to small problems growing into mounting crisis’s
  • Contractual remedies and procedures, are they used? Do they work?
  • When business aims are not being met are penalties a consolation?
  • Develop a partnership is more about choosing the right partner than drawing up the right contract

    Clive Davies

    Clive Davies, Partner, DJ Freeman

  • Ensure a proper open and transparent understanding by all parties of the objectives of the PFI/PPP project from the outset
  • Standardise and improve consistency of the PFI/PPP IT procurement processes to achieve time and cost savings
  • Some guidelines for the efficient management of the procurement process of future projects
  • Establish clear parameters which stipulate the risk characteristics of the project enabling these risks to be understood and managed properly
  • Challenge the culture which allows this confusion to build up
  • Ensure that effective documentation for future PFI/PPP IT projects reflects the potential areas of major risk
  • 12:40 Lunch

    14:00 E-GOVERNMENT

    Ian Paterson

    Ian Paterson, PFI Manager, Private Finance Unit, BT

  • PFI/PPP opportunities for IT projects in the e-government sphere
  • Transparency in PPP/PFI IT projects. Why this is important and how it can be used to avoid the dangers of privacy and secrecy
  • The opportunities for innovation and how government could utilise customer service techniques from the private sector
  • The potential impact of PPP/PFI IT projects on public service delivery, public perceptions and customer service
  • Cross agency PPP/PFI projects. Will they work, are they worth the effort and how should they be developed

    Iain Majury

    Iain Majury, Commercial Manager, Head of PFI Unit, Syntegra

  • Value for money-what does it mean to Public sector and Private Sector?
  • How do you maximise value for money on a PFI/PPP IT project
  • What are the value for money mechanisms that can be used?
  • When is it appropriate to use these mechanisms?
  • Management of value for money during the lifetime of a PFI/PPP IT project
  • 15:20 Afternoon Tea


    Denise Harrison, John Kirk,

    Denise Harrison, John Kirk,, Sales and Marketing Director, Director, ISE, Barony Consulting

  • Working in partnership with the authority to achieve successful PFI/PPP IT projects
  • Determining the optimum re-engineering of business processes to enable both parties to gain and achieve success
  • Delivering Best Value
  • Supplying workflow, document management and call centre technology to the public sector

    Alasdair Poore

    Alasdair Poore, Partner, Mills Reeve

  • Getting through the starting gate intact: problems with the procurement process including moving customer requirements
  • Back to basics: keeping an eye on the contractual framework and what happens when the parties stray outside it
  • Handling the unknown: can a legal framework handle the unexpected or unknown
  • Acceptance or rejection or? Can this no-win dilemma be resolved when the project does not come up to specification?
  • ‘Penalising’ trouble on the horizon: enforcing incentives for suppliers to correct problems before they have a damaging impact
  • Disputes: polarisation versus partnership and the impact of legal procedures on restoring or undermining confidenceSalvaging something: complications when stepping into the breach when things go wrong
  • 17:00 Chairman's Closing Remarks and Close of Conference



    The application of limited recourse financing techniques to PFI and IT Contracts

    The application of limited recourse financing techniques to PFI and IT Contracts

    The Hatton, at etc. venues
    8th December 1999
    London, United Kingdom

    The application of limited recourse financing techniques to PFI and IT Contracts

    The application of limited recourse financing techniques to PFI and IT Contracts

    The Hatton, at etc. venues
    8th December 1999
    London, United Kingdom

    The application of limited recourse financing techniques to PFI and IT Contracts

    The application of limited recourse financing techniques to PFI and IT Contracts

    The Hatton, at etc. venues
    8th December 1999
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues



    speaker image






    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.


    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.


    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SAE Media Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.


    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@saemediagroup.com

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