Date post: | 27-Jan-2015 |
Category: |
Technology |
Upload: | nick-halliday |
View: | 104 times |
Download: | 1 times |
Government’s digital future & NAO’s changing approach
Sally HowesDirector ICT and systems analysis
November 2012
Contents • A clear message from GDS on digital• The challenge in delivering the digital
transformation• A changing approach from NAO• Following the digital transformation
The message from GDS is loud and clearSources: Digital Strategy, Digital Efficiency Report, Digital Landscape Research - GDS Nov 2012
Public service delivery is digital by default
Digital services empower the public but will only be used if they are straightforward and convenient
This is the only way to maintain quality of public services as the civil service reduces headcount and its costs
Digital services are a core element of the design of future service models
Big potential for savings by digitising public-facing services
650 services (excluding NHS, police and local)2011-12 annual cost – estimated £6-9 billion
300 have no digital channelFor 350 - % using digital channel is low
Putting customers at the centre
User needs, not government needs 1. Do less2. Design with data3. Do the hard work to make it simple4. Iterate. Then iterate again5. Build for inclusion6. Understand context7. Build digital services, not websites8. Be consistent, not uniform9. Make things open: it makes things better
“…design process must start with identifying and thinking about real user needs. We should design around those
— not around the way the ‘official process’ is at the moment. We must
understand those needs thoroughly — interrogating data, not just making
assumptions — and we should remember that what users ask for is
not always what they need.”
June 2012
Civil Service Reform Plan published
September 2011
GDS - transforming digital services
October 2012
gov.uk went live
`
November 2012
Digital strategy
`“People will only choose to use government services digitally if they are far more straightforward and convenient. The vast majority (82%) of the UK population is online but most people rarely use online government services”
“central government wherever possible must become a digital organisation. These days the best service organisations deliver online everything that can be delivered online. This cuts their costs dramatically and allows access to information and services at times and in ways convenient to the users rather than the providers”
“GDS is here to build digital services that are so good that people choose to use them”
The objective….
Policy
Process
Service
User
Policy
Process
Service
User
From: To:
• “Policy will not get in the way of good service design”
• “The Civil Service must educate itself as to what the public wants and adapt to the needs of the citizen”
• “..need to win back the generation not engaging with government”
• “No department can redesign their services on their own – because many things the citizen is interested in go across department boundaries and the whole point is to deliver what citizens need – not what departments have been set up to do”
The potential for savings GDS Digital efficiency report, Nov 2012
Digitising public-facing services
• £1.7 – 1.8 billion savings pa in central government (£1.1 – 1.3 billion by government – rest passed through lower prices)
18 – 28% annual cost of 650 services £1.2 billion this CSR period
• £2.9 billion savings pa NHS• £134 – 421 million savings pa local government
gov.uk • £36 million pa savings compared to Directgov & businesslink.gov.uk
• £25 – 45 million pa saving from department costs
Digitising gov2gov & back office services yet to be estimated
• £67 – 128 million pa savings estimated from next generation shared services (Cabinet Office, July 2011)
• £354 million savings in 2011-12 reported by Cabinet Office due to ICT strategy
• £362 million savings in 2011-12 reported by Cabinet Office due to renegotiations with ICT suppliers
Strategies for delivering these savings?
Savings from successfully digitising public facing services
78% Reduced staff time12% Estates 7% Printing, postage & telecoms4% IT & equipment
Digital strategyRedesign services by skilled peopleStrong digital cultureInvolve digital specialists from SMEsMajor services have a service managerTransition to gov.ukIncrease number of usersCommon technology platformsRemove legislative barriersImprove policy making & communicationCross-govt. assisted digital
New role for Digital LeaderICT strategy
Shared networks, data centres, EUDsRent s/w services from the CloudStoreOpen sourceSIAM frameworkCentralised procurementAgile approachesCritical challenge on ICT solutions from the Cabinet Office
Reinforced role of CIO
Cyber security strategy
Risk decision about the service by the businessReclassification of informationNew ID management serviceShared intelligence
Reinforce role of SIROs
Public sector challenge
Rising expectations from citizens
& businesses
Cost reductions
Open public services
Transparency
Information assurance
Maintaining public service quality & shifting to digital
Civil service reform
Changing skill requirements
Those not engaging with
government Getting digital services into the civil service DNA
A changing approach also for NAOObjectives
• Innovative products & new channels
• Increased influence• Improvement• Thought leadership
Approach
• Look earlier• Overall service
performance - avoid “ICT projects”
• Stronger business analytic methods
• Deeper operational experience
Landscape report on government ICT, Feb 2011
Building a deeper base of investigations
ICT in government: landscape review, Feb
2011Implementing the Government ICT
strategy; 6 month review, Dec 2011
UK cyber security strategy: landscape
review, to be published 2013
Impact of government’s ICT savings, to be
published 2013
Implementing transparency, Apr 2012MOD: the use of information to manage the logistics supply chain, Mar 2011DEFRA: geographic information systems, Jul 2012
Digital Britain 2: what the public thinks, to be published 2013
Digital Britain 1: shared infrastructure and services, Dec 2011
HMRC: expansion of tax filing, Nov 2011
Research: the ICT profession, Aug 2011Research: government projects using Agile, Sep 2012
HO: mobile technology in policing, Jan 2012
Efficiency and reform in corporate services through shared service centre, Mar 2012BIS: shared services in Research Council UK, Nov 2011
DEFRA: transformation of animal health & welfare
services, Jul 2012
Public services dependent on legacy, to be published 2013
Research : governance of Agile projects in the
private sector, Aug 2012
We analyse VFM of public services – not just ICT
De
part
me
nt A
De
part
me
nt
BD
epa
rtm
en
t C
De
part
me
nt
DD
epa
rtm
en
t E
Full enterprise analysis
Financial analysis
Str
ateg
y
Gov
erna
nce
Impl
emen
tatio
n
Ser
vice
mgm
t
Peo
ple
Pro
cess
es
Tech
nolo
gy
Service architecture analysis
Users
Channels
Business Processes
Technology (Sam)
Data Integration
AHAgency
FSA OV’s Defra EU FERALocal
AuthoritiesEnvironment
AgencyPort HealthAuthorities
RPA
Wider BRP StakeholdersKey AHVLA Users
InternalWeb User
Email PhonePaper
DocumentsDocument
ImagingOnlineForms
OfflineForms
InternetPortal
ODRM Activity Commander
Business Process & Rules Engine (Pega)
ManagementInformation (Bus
Obj)
Forms Library
Operational Data Capture (eForms)
Customer Data Document Store Activity Data Historical Bus DataOperational Bus
Data
Data Services Support (ESB) Data Feeds Support (Data Stage) External Systems I
AHVLA Business Areas/ServicesDisease
Risk Reduction
Endemic NotifiableDisease
Exotic NotifiableDisease
Protecting the Food
Chain
Reportable and Other Zoonotic
WelfareBorder Control
Registration Management
Work Management
Sampling Trace Compen-sationCleanse
&Disinfect
3rd Party Liaison
Vaccinate
Risk Management
Visit Management
Surveillance ValuationSlaughter/
Cull/Disposal
MovementControls/
RestrictionsRestock
PremisesLicence/
Approvals
Following the digital transformation
The Expansion of Online Filing of Tax Returns
(2011)
Digital Britain One: Shared infrastructure & services for government
online (2011)
Digital Britain Two: What the public thinks about
government online
(to be published 2012)
“Despite increasing drive to move services on-line comparatively little research exists examining what consumers need and expect from services delivered in this way.” Consumer Focus, June 2011
Requesting benefits/loans/grants
Requesting a licence/authorisation Making a payment RegisteringProviding/reporting
informationRequesting information
3rd SectorUK SMEsUK citizens
Scope of our survey of public views
Users of government digital services
Types of public digital services
Crime, justice and the law
Education & learning
Money & tax
Births, deaths, marriage and care
Housing and social services
Driving & transport
336600+ central government servicesWhat do users need? How do they
perceive services are VFM?Benefits
Business /self employed
Disabled people
Employing people
Working, jobs and pensions
Citizenship and life in the UK
Our VFM criteria
Able to access online services
Aware of online services
Has the knowledge & skills Trusts service
provider/Internet Satisfied with website/can complete transaction online
Access Awareness Capability Trust SatisfactionNo internet access• Barriers preventing
access (cost, coverage, no interest)
Internet access• Type of device (mobile)
No awareness • Unaware of particular
services online
Partial Awareness • Familiar with annual,
regular tasks (car tax)
Fully Aware
Choose not to transact online• Lack of confidence and
trust (providing personal data)
• Preference for physical evidence of completion (stamped receipt)
• Don’t know how to stay safe online
Choose to transact online• High level of trust• Aware of basic computer
hygiene e.g. on use of passwords, anti-virus protection
Insufficient ICT skills • Cannot use computer,
and no one can assist• Cannot use computer, but
can call upon family, friends, third sector
Sufficient skills • Have skills but have
disability, prevents access• Possess skills but service
too difficult to navigate• Possess skills and can
manage all services
Low satisfaction• Unable to complete• Confusing/ slow/
poorly designed• Took longer than
anticipated High satisfaction• Service met
expectations• Online channel easier
and more efficient • Convenient – service
available at times required by user
• Matched private sector experience
Readiness for ‘Digital by default’ Quality of digital service experience
Summary• The clear message from GDS is digital by
default• There are challenges in delivering the digital
transformation but this is a key way to maintain quality of public services as costs are reduced
• The NAO is also changing to respond to how government is delivering digital
• We are following the digital transformation right through the enterprise