Scottish Government CAP System Management – Incestuous? Incompetent? Negligent? or just Unfortunate? It’s time for a Public Inquiry

Like the farmers for whom this computer system was developed, any business that started with a budget of £78m and managed to spend £200m and deliver a disaster on the scale of the CAP system would probably go bust and the management team responsible would be facing a private prosecution, if not a criminal investigation, and would probably be struck off as directors.

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Why therefore, has nobody been asking some serious questions about this unmitigated disaster and the individuals behind it?…

 

  • Who are the individuals in the Scottish Government Management who appointed the Prime Contractor?
  • Which senior managers (if any) were fast-tracked into the project? If so, how did they bypass protocol?
  • Which of their buddies (if any) were fast-tracked in? If so, how did they bypass protocol?
  • Did these same people award themselves more work and more contracts? If so, how did they bypass protocol?
  • Was there any renumeration for this? If so, how did they bypass protocol?
  • Is it true that the financial reward for failure was greater than the financial reward for success? If so, who in Scottish Government agreed to these terms?  Have they done it before? Have they been allowed to do it again? What’s in it for them?
  • Considering the unmitigated disaster that is the CAP System, why have these same people and companies been awarded yet more work? Why has nobody asked any questions?  Which individuals awarded the work? What is their relationship, if any, with the organisations to which the work was awarded?
  • What is the track record of the Prime Contractor? Is there a policy of refusing to use a supplier that has failed in the past? Is there a policy of refusing to use a supplier that has profited from failure in the past?  If so, what is the threshold?  £1m, £10m, £100m or £1bn?
  • What is the track record of the management team within Scottish Government? Is there a policy of investigating, moving sideways, sacking, or otherwise neutering Scottish Government managers who have failed in the past? If so, what is the threshold they must have cost the tax payer and/or the economy before this happens?  £1m, £10m, £100m or £1bn?
  • What is the track record of the management team they brought in? Is there a policy of refusing to use a management team that has failed in the past? Is there a policy of refusing to use a management team that has profited from failure in the past?  If so, what is the threshold?  £1m, £10m, £100m or £1bn?
  • Were these same management and/or suppliers in any way associated with the NHS failure?

There are so many questions that need asking.

Here’s the most important question:

When is the Public Inquiry?

 

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