Post on 12-Jan-2016
transcript
National Infrastructure
Tina Yule
Technical Assurance Co-ordinator
21st Century Government Unit
Local Authority Impact
• How will the national infrastructure programme affect our local strategy ?
• What must there be locally ?• If there are mandated local
requirements – who will pay ?• What if we want to do it another way ?• When will it happen ?• If we need advice – where do we go ?
National Infrastructure Programme
• Objectives
• Sub-programmes– Business Process
Architecture– Security & Authentication– Technical Architecture
• What it means for you !
National Infrastructure
• Establish a sustainable infrastructure to support the national adoption of the citizen account and DNA datasets by 2007
• National portal for registration and authentication facilitating access to national and public services
• Agreed national core datasets, compliant with mandated technical standards, for citizens and addresses
• National implementations of citizen account and definitive national address datasets
• Underpinning infrastructure to support access to national datasets and portal
• Sustainable business case for the ongoing maintenance of the above
Initial Programme Phase
• Aims to establish infrastructure
• both centrally and within Councils
• to prove out conceptual business process and technical architecture
What will it provide ?
• Central authentication mechanism to support ‘cross border’ service provision
• Central ‘messaging’ – Birth process– Death process– Change of circumstance
• Central Infrastructure– National datasets– National systems
Citizen Account Adoption
• to provide a way to identify uniquely users of public services
• essential that management of this unique identity is consistent across the public sector – flexibility in the delivery of services– security of information– proactive service enablement– single source of clean data– reducing costs – contributing towards e-government targets
• essential to prevent 32 differing approaches to building of the account
Citizen Account
• Schema Development• Consultancy (March – July )• Business Requirements Report• Stakeholder Analysis• Benefits Analysis• Work Package Definitions• UCRN Options Appraisal
UCRN
• options appraisal exercises (June 2004)
• identified NHS Central Registry as the preferred option to provide :– Unique Citizen Reference Number
(UCRN) – Birth Reg/NHS No.– supporting national business
processes– potential central data repository
What is NHSCR ?
• Civil Registration Data with links to Health Data
• Administered by GROS on behalf of the Health Service since 1952
• Mainframe database (ICL VME) in Dundee
• 99.97% coverage
Citizen Account
Council A
Council B
Council C
CA CA
CRM
Directory Structure
Business Architecture
• To develop a national citizen account with associated business processes and data architecture linked to a security and authentication management process
Security & Authentication
• tightly controlled proof of concept programme
• will allow various models to be evaluated • within a limited time frame (six to nine
months) • structured around a clear set of
outcomes• Local Authorities closely involved
throughout in the specification and development of the required national infrastructure
• providing a clear model for others to follow
Proof of Concept Programme
• Seven Councils• Scoping• Detailed Planning• 6 – 9 month duration
Programme Aim
• To develop a national vendor-independent framework
• for implementation of the national citizen account
• and associated security and authentication management processes
Technical Architecture
• national will be developed alongside the development of local models
• potential national store (the NHS Central Registry)• central messaging functionality (e.g. a national
services broker as developed by Reach in Ireland)• portal services (as provided by
DirectGov/Government Gateway)• reduce duplication by learning from other
administrations’ experiences and re-use technology, processes and products wherever possible
• ensure any such solutions are fit for purpose and represent value for money
• proof of concept approach allows options to be assessed for suitability, feasibility and acceptability
• detailed appraisal of options • roll out over next 2 – 3 years
Business Rules
Async Queuing/Polling
GROS NHS
Notify
regist
ered
birt
hs and
death
s
Notify m
arria
ges/d
ivorc
esNotify hospital birth and
death to GROSNotify change of address
(from GP)
Notify
chan
ge of
Address
(fro
m C
Tax)
Chan
ge s
tatu
s of
cit
izen
to
‘clo
sed’
Update
Cit
izen
Accou
nt
addre
ss
Crea
te new
Citizen
Acco
unt
Notify new
citizen
requiring services
Councils
GROS NHSCR CHI
CA
Inter Agency Messaging Hub
Back Office
Local National Custodians
Local Channel National Channel
Authentication
National Citizen
Account
National Gazetteer
Local Gazetteer
Local CRMMaintain & MIS
Maintain & MIS
ID IDRequest to validate
Authenticated ID
Regular updates
Inte
gra
tio
n E
ng
ine/
Pro
du
ct A
dap
tors
GI GI
Local Citizen Account
Local CRM
Authentication
GSX/ Messaging
Customer First (MGF3)
Programme Steering Board
National Infrastructure
Programme Board
Entitlement Card
Sub-Programme Board
CRMCA
Sub-Programme Board
DNAS
Sub-Programme Board
Programme Management Teams
(Programme and Project Managers, Theme Leads etc.)
Programme Office
Governance
Plan• Stage 1 – 6 to 9 months
– Develop core infrastructure to support MGF3 proof of concept projects and NHSCR project prototypes - ensure core infrastructure is scalable, cost-effective and sufficiently sustainable to support national roll out
– To review existing NHSCR infrastructure and develop an upgrade and migration plan
• Stage 2 – 9 to 12 months– Review proof of concept projects confirming
feasibility of national infrastructure and develop plan for full roll out
• Stage 2 – 12 to 24 months– Plan and implement full roll out of all national
infrastructure to support the CA and UCRN across the public sector
Key Success Factors
• Joint development of the framework by July 2005
• Buy-in of all relevant agencies and MGF programme boards
• Sustainability of the framework• Economies of scale achieved through
common development and procurement• Maintaining citizen focus • The general public are confident in the
Scottish public sectors ability to manage and use their information in a secure and proper way
• Ongoing communication and consultation with all Local Authorities
Local Authority Impact
• How will the national infrastructure programme affect our local strategy ?
• What must there be locally ?• If there are mandated local
requirements – who will pay ?• What if we want to do it another way ?• When will it happen ?• If we need advice – where do we go ?
Any Questions ?