Isle of Man Government Digital Strategy v0 1

DIGITAL

Thinking Digitally Working Together Learning Intelligently

Price £5.16Available at www.gov.im

Version 0.1 June 2015

Tynwald Library Reference - GD 2015 / 0020

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Introduction

What the strategy will mean to us

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Why we need a digital strategy

Our digital journey so farGlobal contextResearch and findings

Our digital visionWhat the vision means for each of usOur strategic objectives

Contents

Minister’s forewordContextExecutive summary

How the strategy will be delivered

Our digital principles & actionsOur digital programmes

Every hour of every day the world is changing.People are designing and using technology inways unimaginable only a few years ago. We areall increasingly reliant upon technology ineveryday life and many of us are making choicesto use digital services in everything we do. Over aquarter of the Island’s population are digitalnatives. They have never known a world withoutthe internet and businesses are reacting to this byharnessing the huge benefits the “digital age”offers.

Government is no different. The Manx public aswell as local and international businesses, areincreasingly demanding Government to providesimplified, convenient and good value services.They expect Government to provide onlineservices of the standard they receive elsewhere.Achieving this level of service delivery offers hugepotential for more effective, efficient and intelligentadministration - a smaller, smarter Government.

It isn’t just about online services. Our front lineservices are increasingly reliant upon digitalservices for support to make them even moreeffective, productive and deliver improvedoutcomes for their customers. We need to ensurethat we continue to support and developinnovative ways to make these critical servicesgreat.

This Digital Strategy is our first attempt to bringtogether all of the initiatives we have underway, tohighlight new opportunities for improvements andto establish the overall vision for Government’s useof technology and digital working.

Technology evolves at a rapid pace and so mustwe. Without losing sight of our vision, we have tobe flexible and adaptable enough to evolve ourplans as new digital opportunities arise. Thisstrategy defines our vision for digital service. Itoutlines the results of the extensive research wehave conducted over the last few months. Fromthis learning the vision, principles and the keyprogrammes we must accelerate for the whole ofGovernment have been established.

The key to the success of this strategy though willbe people, not technology.

We will need leaders, skilled and committed staff,our supply partners, and of course, our customersto all be involved. Although the Cabinet Office hasled the construction of this strategy, and I willcontinue to oversee the implementation, it needsto be owned by us all.

It is obvious to say that digital services offersignificant potential for those who choose to usethem in terms of convenience and simplicity.However, digital working will benefit everyone.

Through smart use of technology, Governmentwill improve the effectiveness and efficiency of itsinternal processes, better support front lineservices across all channels and improve serviceoutcomes for all of our staff and customers.

The strategy will require investment but this will bemade against clearly defined benefits. Benefitsdirectly to Government through efficiencies, tocitizens and businesses from improved servicesand to us all from improved outcomes.

I look forward to seeing the strategy develop andmove forward as we continue on our digitaljourney together.

Minister’s foreword

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Hon. John Shimmin, MHKMinister for Policy and Reform

May 2015

In February’s report from the House of Lords - “Make orBreak: The UK’s Digital Future” they summarised:

“The world is being transformed by a series of profoundtechnological changes dominated by digital – a ‘secondmachine age’. This is already having a significant impact onthe UK; over the next two decades some economists haveestimated that 35% of current jobs in the UK could becomeautomated. Digital technology is changing all our lives, work,society and politics. It brings with it huge opportunities forthe UK, but also significant risks. This demands an ambitiousapproach which will secure the UK’s position as a digitalleader. We recommend that the new Governmentestablishes a single and cohesive Digital Agenda.”

Isle of Man Government’s Vision2020 strategy recognisedthis economic opportunity and provided a strong platformupon which to support economic growth through the “TechIsle” and “Isle of Enterprise” strands in particular.

November’s mid-term report from the Council of Ministers“Securing a sustainable future for our Island” focused on theneed for “Good Government” and confirmed “We recognisethat government must change. We will lead the change to amore efficient way of working, using technology to supportbetter delivery of services and reduce bureaucracy. We willwork in partnership with, and listen to, the views of staff andour customers.”

The Digital Strategy builds on these themes and looksspecifically at how digital technology can and will improveGovernment for the good of the Island.

In support of our economy and society at large, in support ofour individual services helping the vulnerable and in supportof our need to drive efficiencies to deliver lower costservices.

The Digital Strategy is an evolution rather than a revolutionin that it builds on the journey to date, and lays a generaldirection forward to accelerate and expand on this journeyright across Government.

In back office areas through automation, in customer facingservices through increased transparency and control and insupporting front line services to be even more effective andefficient and harness the power that the digital age provides.

Digital working requires a revolution in thinking though.

Through the research undertaken in constructing thisstrategy, we’ve been inundated with great ideas, freshthinking, frustrations on current pace and simply obviouschanges we need to make. We’ve also uncovered emergingideas and technologies that will undoubtedly require afurther change in thinking and we need to be prepared toapproach service delivery in a completely new way if we areto fully take advantage of the benefits digital services offer.

The Digital Strategy is consciously released as version 0.1. Itis not a fixed document that is now complete.

In a world where technology is not only constantly changing,but doing so at an amazing rate, we have not tried to aim forperfection in finalising it. Some actions in the strategy maynot be delivered, some of the journeys outlined may not beprogressed – but it’s a start.

The idea of accelerating change, of embracing new ideas, ofgoing live with early prototypes and iterating is afundamental principle of working in a digital world. We’vedone the same with this strategy and will keep coming backto it.

The Digital Strategy is a collaborative framework – it’s beenbuilt with input from a large number of people across allwalks of life and digital working allows us to continue tocollaborate as it develops. The strategy envisages workingacross Government in pursuit of joined up outcomes, withthe local industry in pursuit of harnessing local innovationand skills, and with our customers in pursuit of delivering thebest possible service available in the most efficient waypossible using digital services.

It is not simply about online services. Whilst these provide acore part of our “digital front door” the digital strategyreaches across all of our services across Government andinvestment in technologies to support our front line staff isan equally important component.

The Digital Strategy is not a technology programme. Whilstthe Digital Strategy work has to date been led byGovernment Technology Services, the technology is onlyone ingredient and the most important ingredient is people.

Our staff, our suppliers and our customers. The strategy willbe overseen by the Cabinet Office, but will be owned by allthe Chief Officers and will be progressed as a joined up crossGovernment programme.

The Digital Strategy will require new investment. The vastmajority of Government Technology Services staff andbudgets are allocated to existing systems, supportingcustomers each day across the whole of Government andfocused on today’s initiatives. This has realised significantsavings and will continue to do so but we need to acceleratehand in hand with each area of Government to define whattomorrow’s services need to be and how we can deliverthem.

It doesn’t need to be a leap of faith however. We know thereare opportunities to improve services, to serve demand andto improve outcomes. We know our strategy can and willdeliver real efficiencies and real savings. It can and will alsohelp grow the economy and support how we protect ourvulnerable.

Acceleration is key. In this strategy we’ve outlined the broadbuilding blocks that will allow Government to accelerate itsinevitable journey towards more and more digital working.

This is a wide ranging and ambitious programme of changeand reform.

It is also essential.

We have to have the courage and conviction that we can andwill harness the power of digital - and can do so withincreasing pace.

Thank you to everyone who’s played a part in developing thestrategy to this version 0.1 from which we can now moveforward.

Mark Lewin Director, Government Technology Services

IntroductionDIGITALSTRATEGY 4

Intr

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Executive Summary

• Measure & Evaluate• Customer Led

• Design Digitally

• Common foundations

• Transparency

• Leadership & Commitment

• Capacity & Capability

• Legislation & Regulation

• Adoption & Inclusion

Isle of Man Government's digital vision is to improve the access to and quality of public services in a way that providesbetter value to everyone in the Isle of Man. Our future Digital Services are those which are fully automated and controlledby the customer. They will be so simple, convenient and compelling, that those who can will choose to use them.

Due to the nature of technology and its constantevolution, this strategy and the programmes cannotremain fixed. They will need to be constantly underreview to ensure that the strategy is still delivering theoverall vision and objectives.

The constraints on Government’s ability to deliverchange in the current environment cannot not beunderestimated.

This is a major change programme and needsresource, money and concerted political support and is a long term programme. Whilst many projects willbe able to define quick tangible results in the short tomedium term, the overall programme will be mosteffective if it is balanced.

This means benefits will be balanced across short,medium and long term and between direct costsavings and service improvements and outcomes.

The broad aim at this stage is to have a programmethat will demonstrate a full return on investmentwithin five years, but will also deliver significant andvisible improvements across all areas between nowand the end of this administration.

Through accelerated activity our ambition is to beseen locally and internationally as an efficient anddigital Government.

A minimum saving of £5m tobe achieved within five yearsensuring the programme iscost neutral across the period.

StrategicAims

Achieve a top quartile place in the rankings of the Capgemini EU eGovernment Benchmark 2018.

Online uptake of transactionalservices at 80% by volume withinfive years with 50% by the end ofthe current administration.

This strategy outlines a vision and sets out strategic objectives to be achieved.

ServiceProgrammes

Supporting Programmes

• Health & Care• Education & Sport• Law & Order

• Welfare• Environment & Infrastructure• Economy & Registries

• myGov.im• Productivity• Transparency & Democracy

Vision

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Digital Programmes

Further indirect savings andservice improvements of £5mto be achieved within fiveyears.

Finally it outlines at a high level existing and proposed programmes of work in specific areas across Government.

It then defines three overarching principles together with thirty actions across nine themes that will sit across the organisation and that will help us accelerate.

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Why we need a digital strategy

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Demand and OpportunityWhen we started the journey to construct a new Digital Strategy, we startedwith one simple question - did we need one?

Our 45 “digital champions” - volunteers across the organisation helped lookaround us at other jurisdictions to see what plans they had - both generallyand specifically in areas that were relevant to their own area of Governmentand in doing so we confirmed that every other country either specificallyhad a digital strategy, or a key plank of their overall reform strategy wasfocused on a digital theme to support its delivery and in every area ofGovernment, digital transformation was underway.

Backing this approach was the clear evidence that digital services can costless than 1/50th of their traditional face to face counterparts and intraditional front line services digital services were helping to transformingoutcomes - they are overwhelmingly the obvious way of providing costeffective, efficient and convenient services in the 21st century.

Every country recognised the power of digital thinking and although manyused different terminology, common themes around driving out costs,expanding and increasing services and improving outcomes were clear. Wefound substantial evidence that digital programmes were being driven intraditional back office processing areas but also in front line services such ashealth and education where giving the customer - the patient or student,increased control and visibility on the service, led to improved outcomes.

We set up focus groups to discuss what was working well, consider areas forimprovements and seek new ideas for change, and using the championswent out across Government and further afield into industry and thirdsector representative bodies to likewise gather specific ideas and thegeneral direction.

We also invited the general public and industry bodies such as the Manx ICTAssociation to provide input and in the following pages we’ve summarisedsome of this input and the overall conclusions.

Two themes emerged throughout this process - Demand and Opportunity.

Without exception through all the focus groups and input provided -internally and externally, there was a clear demand for more services to bedelivered and / or supported using digital means.

Additionally the evidence is overwhelming that around us jurisdictions andfront line services are embracing more and more digital services to fullyharness the opportunity they provide to reduce costs, improve services andultimately improve outcomes.

This is not a new journey for Isle of Man Government - it’s been providinginternet services of varying degrees for over 20 years, however in recenttimes we have been spending less and less on investment in digitalcapability. In April 2014 with the creation of the Cabinet Office, we can alsonow see for the first time in one place the significant amount of changeunderway and the huge potential and appetite to do more.

Against a backdrop of financial austerity, increasing pace, increasingcomplexity and increasing opportunity, an overall strategy to set down thegeneral direction of travel, together with specific initiatives that will supportthe acceleration of priority projects and the realisation of benefits istherefore seen as a critical framework to fully maximise the benefits foreveryone.

The Digital Journey so far

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Isle of Man Government recognised thebenefits of working digitally a long time ago.Indeed in a 1966 minute from Council perhapsthe first step of our digital journey was taken.

Fast forward to 2015 and Isle of ManGovernment’s Online Services are key to thedelivery of a number of services from cattlepassports to vehicle tax, from income taxthrough to VAT and from airport arrivalsthrough to event bookings, planning searchesand jobs.

Each month there are over 30,000 logins and6,500 payments made with an average totalvalue of more than £25 million. Added to thisare around 800,000 pages of informationserved each month to 90,000 unique visitors.

In total, these services have received over £1billion in payments since 2006 and thepopularity of online services continues togrow, with more payments being made in thelast eight months than there were in the firstfive years.

Our online services are therefore alreadydelivering a significant cost saving comparedto traditional means, and support a far moreeffective and efficient and convenient servicewhere they are deployed and used by thosewho choose to do so.

We looked at evidence published by the UKGovernment’s Digital Services team (“GDS”).The cost of processing a transaction throughdigital channels is up to 1/50th of the cost offace to face transactions, and is up to 1/20th ofthe cost of telephone transactions.

The Island is well placed to use digital servicesand we are using them on a daily basis withover 91% of homes in the Island havingbroadband access and over 91,000 mobilephones in use. These statistics compare wellwith Europe and shows we are therefore wellplaced to match demand with capability.

As we increase our range of services, andinvest further in digital transformation we mustalso ensure we do so strategically andresponsibly and continually adapt andanticipate new threats.

With more and more digital services deployed,new risks will emerge. The public transportissue as one example in December 2014highlighted the need for vigilance whendealing with third parties or contracted “cloud”services to look down the whole supply chainto ensure full adherence to the high standardsdemanded across the whole service. And yetcloud services will increasingly be part of thejourney.

In parallel to accelerating digital services, wemust ensure our people and our processes alsodevelop - the majority of global securityincidents are caused by people or processfailings - not technology and the DigitalStrategy recognises this changing landscapewith actions to anticipate and improveinformation security management. We mustaccelerate our journeys but we must alsoanticipate the change in thinking andapproach required.

Minute from 1966 Council meeting

91% households inthe Isle of Man havebroadband

In the Isle of Man,there are more mobilephones in use thanpeople (107%).

45,000 registered Manxaccounts on Facebook

2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

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Global Context

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In developing the Digital Strategy, we looked at the work other jurisdictionsare progressing and, more importantly, why. The conclusion drawn is that,without exception, every Government is investing heavily in digital.

To highlight a few examples:

• Denmark’s e-Government strategy focused on three areas – costsavings from removal of paper & postage, improving frontlineservices such as education, health & care and using technology tojoin up government to provide a collaborative approach.

• Norway’s e-Government Programme confirms its “digital publicsector is to result in improved services” and “to free up resources forareas in need of more resources.”

• In the UK, the Government Digital Strategy published in December2013 highlighted “By going digital by default, the government couldsave between £1.7 and £1.8 billion each year. But this isn’t just aboutsaving money - the public increasingly expects to access servicesquickly and conveniently, at times and in ways that suit them. Wewill not leave anyone behind but we will use digital technology todrive better services and lower costs.”

• Scotland’s Digital Strategy released in 2011 confirmed “The publicsector in Scotland is committed to respond to the changingexpectations of our customers by realising the opportunities thattechnology provides and delivering an increasing proportion ofservices online.”

• Jersey’s new Director of e-Government is tasked with re-energisingtheir strategy following its launch 2013. This includes a new digitalcitizen ID and a single portal for access.

• Guernsey’s new Chief Information Officer is tasked with leading“Smart Guernsey” – the umbrella strategy that seeks to “transformthe way the states interacts with islanders, businesses and its ownemployees by creating a single government portal.”

Our Conclusions

In summary, Digital Strategies and e-Government programmescan be found right across Europe and further afield, with threethemes recurring:

• Fiscal rebalancing - the need to reduce costs andeffectively target available resources.

• Service improvement - the desire to improve services- both transactional as well as front line and respondto citizen’s demand for convenience and simplicity.

• Internal collaboration - the opportunity to join upinformation and improve outcomes fromcollaboration and from using digital information;

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Focus GroupsIn January when we started this process to create a DigitalStrategy, we wanted to engage with a wide range of peoplerepresenting different aspects of dealing with Government.

Consequently some 45 staff volunteered to be “champions” andgive insights into digital services from their own area’sperspective as well as being citizens who use services fromother areas of Government.

This brought together confirmation on areas that were workingwell – and why, suggestions for improvements and new ideasthat would enable us to use digital services to join upGovernment for the benefit of everyone.

We also sought input from each Department directly to betterunderstand and record programmes already that are alreadyunderway in support of the digital agenda and candidates thatcould be considered for acceleration.

Finally we also sought input from a wide range of externalbodies supplementing the public survey, through workshopsand discussions to seek input and ideas.

In total some 400 participants provided face to face input in theconstruction of this strategy across 35 focus groups withinterests representing industry, the third sector, the young, theelderly and the vulnerable.

The digital strategy proposes continuing this momentum as itevolves with specific initiatives such as public / private boardsfor overall monitoring of the programme, social inclusion andcyber security to be progressed as well as customer boards tooversee service development – involving customers at everystage of the journey.

• The Digital Strategy should notsimply be about online services -it is about the best use oftechnology across Government;

• Increasingly digital services willsupport the whole network ofpartners and customers that areinvolved in the delivery of publicservices - not just Government;

• Using digital services internallywithin Government across allareas will support our front linestaff to be the best they can beusing technology and

information and give ourcustomers more choice andmore ownership of their service;

• Without exception, every groupresponded with ideas forimprovements or new servicesand supported the generalprinciple for accelerating digitalcapability as “an obvious” route;

• We need to ensure we do notleave anyone behind andtherefore need activities tosupport digital inclusion for thebenefit of all.

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Our Conclusions

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Public SurveyIn forming this strategy we wanted to gather as much input as possiblefrom our target audience for digital services, and conducted an opensurvey to gather input and ideas.

1,229 responses were received electronically (although paper copies weremade available) with over 70% of respondents preferring to see moreservices digitally available.

Local authorities were also invited to respond with one simply saying “wesee no point in consulting in something that Government should simplyget on with.”

Key findings included :

• Digital preference - 70% of the 1,229 respondents would prefer touse a digital channel for Government services;

• Simplify & Scale - Although there are some good digital servicesalready available, Government must work to provide simpler accessto information and services online;

• Trust - 88% of respondents want to be in control of theirrelationship with Government – something digital services canassist with.

• Simplify information- wemust simplify contentthroughout gov.im to makeit easier for customers tofind and understand;

• Customer consent - weshould allow citizens &businesses to choosewhere to re-use theirinformation to furthersimplify;

• Deliver more online - wemust increase the numberof services that can becompleted online and lookat the whole service;

• Promote services - weshould encourage morepeople to use onlineservices throughpromotion and clearlyarticulating the benefits.

Our Conclusions

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The Manx ICT Association (MICTA) represents more than 40 localICT suppliers and over 100 individual members and has beenengaged throughout the construction of the strategy.

They have supported the concept from the outset and see greatvalue in helping drive it forward and the strategy envisagesworking closely with them on overall direction as well asspecifically on individual initiatives.

In its formal response, MICTA concludes “Given the current pointof maturity of Government’s systems, we see this as anopportunity, not only to learn from our peers but innovate pastthem. We have an opportunity to present the Isle of Man in a verypositive and progressive light”.

MICTA highlighted five priority areas they would like to seeprogressed:

1. Identity - We have a real opportunity to leapfrog not lag;

2. Regulation & Legislation - Enabling data sharing is key;

3. Local ICT Sector Involvement - We should harness localcapability, simplify procurement and enable export;

4. Digital Diversity & Inclusion -We can re-direct savings to front line services and to support digital inclusion;

5. Range & Coordination - We need to do more – that’s scale, efficiency, innovation & adaptability.

For more information and to watch the video, visit gov.im andhttp://www.youtube.com/watch?v=3lGbZh8ZSck

Given the current point of maturity ofGovernment’s systems, we see this asan opportunity, not only to learn fromour peers but innovate past them. Wehave an opportunity to present the Isleof Man in a very positive andprogressive light.

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MICTA’s infographic with their thoughts on how to enable the e-citizen

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Capgemini Consulting annually assess European Union member countries for digitalcapability as part of a European Commission funded benchmark. The Isle of Man hasparticipated in three exercises since 2001 and once again has participated this year.

The benchmark measured online service performance for seven real life events:‘Starting a business’, ‘Regular business operations’, ‘Losing and finding a job’, ‘Owningand driving a car’, ‘Studying’, ‘Moving’ and ‘Small Claims’. It was compiled usingmystery shoppers, both people and computers to assess service.

In summary the review found:

• Best in Europe for Mobile - The Island’s focus on having a single, accessibleweb presence – Gov.im was a major reason for it being rated as the “best inEurope” for mobile access.

• Solid foundations - The Island has solid technical foundations for its onlineservices and the existing services benchmark well.

• Overall lagging in the delivery of life event services - Overall the Islandperforms slightly below the average for all life events measured due to thelack of services that can be fully completed online. The ability to digitallystart a business is the Island’s weakest service measured – coming 33rd outof 34 countries – a clear call to accelerate business support activities.

The benchmark proposed six areas of focus for Isle of Man to develop:

• Be service minded – “Organise public services around the customer insteadof around government. Apply the concept of life events to prioritise thecustomer journey of citizens and businesses in the Isle of Man.”

• Deliver on the potential of technology enablers – “Enable more onlinetransactions through online authentication”.

• Bring more services online – “currently, only few fully online transactionsare available. Users will expect more and there is room to deliver on theirexpectations, especially where it concerns business start-ups. Keytechnological enabler to accelerate this process is electronic identification.”

• Open up – “Meet expectations from customers who want to be informedabout the service delivery process (time, duration, response deadlines etc)enabling entrepreneurs and citizens to use digital services when and wheremost convenient.”

• Collaborate and join-up – “Designing services around user’s needs alsoincludes mapping the customer journeys to understand how customerstypically interact with various government channels, functional silos andtechnical solutions.”

• Continuously develop skills – “Both user skills - the extent to which the Isleof Man population is capable of using technology, going online, etc. - aswell as skills of the civil servants and leaders of the Isle of Man government.”

EU BenchmarkDIGITALSTRATEGY 13

The current pace is insufficient -unless we accelerate our digitalprogramme, we are in danger offalling further behind our Europeanpeers and becoming less competitivein the international market.

We must maximise opportunities andbenefits - a digital approach willreduce the cost of delivering services,improve service quality and supportbetter outcomes - if we lag we missthe opportunities available.

We need to think digitally - ourcustomers want to interact with usdigitally, we need to balance ourbudget, grow the economy andimprove the intelligence we have toinform decision making in protectingthe vulnerable. Digital offersopportunities in support of all of thesepriorities.

IOMEU28+

Our Conclusions

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What the strategy will give us

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Our vision & aims

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Isle of Man Government's digital vision is toimprove the access to and quality of public

services in a way that provides better value toeveryone in the Isle of Man. Our future DigitalServices are those which are fully automatedand controlled by the customer. They will beso simple, convenient and compelling, that

those who can will choose to use them.

A minimum saving of £5mto be achieved within fiveyears ensuring theprogramme is cost neutralacross the period.

StrategicAims

Achieve a top quartile placein the rankings of theCapgemini EU eGovernmentBenchmark 2018.

Online uptake of transactionalservices at 80% within fiveyears and an interim goal of50% by the end of the currentadministration.

Further indirect savings andservice improvements of£5m to be achieved withinfive years.

Each of the highlighted words has specifically beenchosen and developed out on page 16 and on page 17this vision is further expanded with statements coveringwhat this means for our citizens and businesses, forGovernment itself and for us all “working together forthe Isle of Man”.

Finally in this section we outline the overall aims of the strategy across four key areas.

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Isle of Man Government's digitalvision is to improve the access toand quality of public services in away that provides better value to

everyone in the Isle of Man.

Our future Digital Services are thosethat are fully automated and

controlled by the customer. They willbe so simple, convenient and

compelling, that those who can willchoose to use them.

Our Digital Vision

Controlled by the customerDigital services increasingly

allow the customer (eg patient,student, business) to see what ishappening, and determine the

next steps helping tocollaborate with Government toget the best outcomes from the

service.

Accesswe must design services with

digital in mind, mobile firstincreasingly as the default,

and work hard to ensure thatservices are accessible to all

and assume demand willincrease over time.

Quality Digital working offers us the potentialto improve services, reducing process

times, improving efficiencies,transparency and ultimately

outcomes.

ValueSignificant cost savings canbe achieved in transactionalareas, and efficiency gainsachieved in front line areasand should result in better

value for money for citizensand businesses.

Everyoneall of society will benefit fromthis approach – not just thoseusing digital services / digital

channels – as the digitalstrategy aims to underpin all

areas of Governmentincluding supporting front

line services.

Fully automatedthe strategy will be most

effective where the wholeprocess, not just part of it, isconsidered and using digitalto completely automate. The

strategy seeks to achievemuch more than putting

forms online whilst requiringstaff to manually process.

Simplethe strategy requires we all work

hard including with our customersto simplify services and processes,using technology to break down

barriers and obstacles and “re-imagine” the service to fully

use digital opportunities.

Convenientour customers increasinglydemand access anywhere,

anytime and digital servicessupport this – convenient to

our customers, not toGovernment.

Compelling when designed simply andwith the customer in mind,the benefits of using digital

services should drive furtheradoption without the need to

mandate use.

Choosewe will not force citizens to use digital

channels – instead they will be attractedthrough simplicity & convenience. We

will, however, increasingly assumebusinesses will want to, and should use

digital channels for their interactionswith Government.

Those who canwe need to consider all aspects

of society and the DigitalStrategy includes initiatives tosupport digital inclusion. We

must also recognise that therewill always be citizens who

cannot fully use digital servicesand for these, the digital

strategy will support the otherchannels available.

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For citizens and businesses, we will:

1) use efficient and effective methods to providesimple, convenient and personalised ways ofinteracting with Government;

2) improve customer experience of front lineservices and enable better outcomes fromthose experiences through innovative use oftechnology;

3) enable customers to choose how, when andwhere to access public services, giving themthe power to control their relationship withGovernment making better use of digital.

For us all, we will:

1) use digital services to reduce time spentdealing with Government administrationand bureaucracy;

2) develop closer links between Governmentand customers, actively supporting digitalinclusion to ensure the whole of society isable to benefit from the digital age;

3) use technology to identify opportunities forcollaboration and intelligently improvedecision making about the future ofGovernment’s services.

For Government, we will:

1) improve the efficiency and effectiveness ofpublic services in a sustainable manner;

2) plan and prioritise the improvement ofservices to increase what we are able todeliver whilst refocussing our resources overtime to front line service delivery;

3) support and enable Departments to developskills for the future such as innovation andcollaboration.

What does this vision mean for

each of us?

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This means.....

Strategic ObjectivesWhilst in our research we concluded the need toaccelerate and that digital services represent theobvious way of delivering transactional services inthe 21st century, we must ensure that our resourcesare focused on areas of priority and ensure thatclear benefits are understood before resources arecommitted to major investment.

Consequently the aim of the Digital Strategy is todeliver tangible benefits in terms of cost savingsacross Government that over the next five years thatwill recoup new investments made and will thencontinue to deliver benefits thereafter. The DigitalStrategy aims for a minimum of £5m of cost savingsto be demonstrated over the next five years and thiswill be reported as the business cases develop andthe strategy moves forward.

As well as direct and measurable savings to justifyany overall investment, one of the key aims of thestrategy is to provide improved services andoutcomes to our citizens and businesses andthrough the research we came across manyexamples of digital services supporting improvedfront line services and outcomes.

These benefit cases are often far harder to realise inthe short term but in the long term do provideobvious and measurable benefits - often faroutstripping any direct savings. Examples includedimproved pathways in Health, improved propositionfor jobseekers and improved business start upservices - all which will deliver measurableimprovements to outcomes but not necessarilyimmediate or direct cash savings. Consequentlyindirect benefits will be measured separately andreported on a part of the strategy’s progress throughthe new performance reporting dashboard with asimilar ambition for £5m of equivalent indirectsavings to be achieved.

Thirdly, in response to the demand for digitalservices we must drive adoption to ensure anytransactional services available digitally are used totheir full potential and this will require us to providesimple, convenient and compelling services withoutmandating citizens to use them.

Our existing services typically show around a 25%uptake for citizens who choose to use them andduring our research we discovered manyjurisdictions having targets of between 75% and80% for digital transactions and in somejurisdictions such as Estonia and Scandinaviancounties adoption exceeding 90%. Consequentlythe Digital Strategy proposes a target of 80% byvolume of transactions for existing digitaltransactions to be achieved within five years and anaim of 50% by the end of the current administration.

Our final strategic objective is to demonstrate thisprogress on an International basis and consequentlythrough benchmarking, that we will move fromlagging the Capgemini European benchmark to thetop quarter of all jurisdictions measured in 2018.

All of these aims combined provide an ambitious setof measurable targets, and by combining, we aim tobe cost neutral at the end of five years, but withsignificant additional benefits recouped andcontinuing thereafter.

Benefits that will support our front line staff tospend more of their time on front line activities, andbenefits that will come from having a digitalGovernment that benchmarks towards the top ofEurope. Benefits seen in the whole and not just inthe context of budget savings which although vitallyimportant, form only one part of the overallobjectives.

DIGITALSTRATEGY 18

Objectives

1. A minimum saving of £5m tobe achieved within five yearsensuring the programme iscost neutral across the period.

2. Further indirect savings andservice improvements of £5mto be achieved within fiveyears.

3. Online uptake of transactionalservices at 80% by volumewithin five years with 50% bythe end of the currentadministration.

4. Achieve a top quartile place inthe rankings of the CapgeminiEU eGovernment Benchmark2018.

Wh

at ?

5 yearpayback

IndirectSavings

AdoptionRate

50%-80%

TopQuartile

Our Aims

Reduce cost ofadministration

Improvedservices

Meet customerdemand

Improved Competitiveness

DIGITALSTRATEGY 19

How the strategy will be delivered

DIGITAL


DIGITALSTRATEGY 20

Our actions and plansIsle of Man Government's digital vision is to improve the access to and quality of public services in a way that providesbetter value to everyone in the Isle of Man. Our future Digital Services are those which are fully automated and controlledby the customer. They will be so simple, convenient and compelling, that those who can will choose to use them.

StrategicObjectives

Vision



Online uptake of transactionalservices at 80% within five yearsand an interim goal of 50% by theend of the current administration.


In support of our vision and to accelerate, the Digital Strategy includes two key areas of activity - our digital principles and our digital programmes.

Our digital principles are based on three over arching principles to guide all that we do supported by thirty actions across nine themes to help us develop towards ourvision. These principles will sit across the organisation and the actions will be achieved between now and the end of the current administration.





• Transparency





Dig

ital

Pri

nci

ple

s

Our digital programmes define for the first time in one place our existing and proposed digital journeys across the various areas of Government that will allindividually support the vision and the strategic outcomes. The detail in these areas will be expanded in coming months as each programme develops out andprogress will be reported on as the strategy develops.

ServiceProgrammes





Digital Programmes

Ho

w ?

Our Digital PrinciplesOur strategy is based on three core principles underpinning everything we will do.

These core principles then expand into nine themes and thirty actions across the organisationto support the delivery of our vision and the realisation of our strategic objectives. Thefollowing pages describe in more detail each theme and the actions.

DIGITALSTRATEGY 21

We need to think differently about theway we approach opportunities,

challenging and simplifying, removingpaper and obstacles and championing

the customer's needs.

Thinking Digitally

Working TogetherWe need to work together - inside

Government, outside with our suppliers andincreasingly with our customers to

understand our working environment,maximise what we are able to do and

innovate to our full potential.

We need to use digital information to measureservice standards, improve customer experience

and increase the number of customers usingonline services. Ultimately the digital informationwe gather will help us to provide better outcomes

for our customers and Government

Learning Intelligently

DIGITALSTRATEGY 22

Digital transformation can provide significantbenefits to our citizens, businesses, society andGovernment itself.

One area of Government cannot deliver digitalalone. We need everyone to see opportunities toimprove services, continually improve and adaptthe way we work.

Every area of Government will engage and workwith our customers. We need to ensure the wholeorganisation understands the benefits of thejourney we are on.

To ensure strategic prioritisation and commitmentto change and to pursue the opportunitiespresented by the Digital Strategy

by

ensuring our leaders from Chief Officers downcollectively own the delivery of the componentsand direct staff at all levels to work togethertowards achieving the aims of the Digital Strategy.

Leadership &Commitment

AIM

SABOUT

Public / Private Sector Programme

Board

Department Ownership & champions

Chief Officer responsibility &

training

Minister for Policy &Reform to chair newPublic / Private sectorDigital Strategy Boardand actively direct andmanage prioritisation.

Digital Agenda added toevery Department SeniorLeadership Team meeting

with Champions rolescontinuing to coordinate

and manage at Departmentand Divisional level.

Chief Officers Groupaccountable forDigital Strategy

delivery supported byDigital Leader

training.

Thinking Digitally ACTIONS

Ho

w ?

DIGITALSTRATEGY 23

Thinking Digitally

Additional Resources & sustainable skills

Courses for"Digital Skills"

Sourcing & Collaborationmodels

In the short term secureadditional skilled resourcesto work with our people onpriority projects, whilst we

build capability andpublic/private sector skills

to enable sustained changeand digital development.

Establish range ofprogrammes forstaff across theorganisation on

new "Digital Skills".

To investigate improvedsourcing methods withlocal industry for rapid

deployment.

The pace of digital innovation is constantlyincreasing and Government has limited resourcesto investigate and deliver high quality change andsustain it into the future.

We must ensure that we have "digital champions"across the organisation - people who thinkdigitally and can collaborate with our customersand partners to identify, design and deliver a newrange of digital services.

Our existing resources are fully committed totoday’s initiatives; we need to find capacity toaccelerate tomorrow’s.

We will increase the pace of change across theorganisation in pursuit of benefits

by

increasing the digital capability and skills of staffwithin Government, collaborating with local ICTbusinesses and digital citizens in the Isle of Manand keeping our focus against a clearly defined setof priorities.

Capacity & CapabilityAIM

SABOUT

ACTIONS

Digital transformation offers significant improvements inthe way we securely store information and deliver servicesaround our customers needs, rather than theorganisation’s and allows them to take control of how andwhen their information is used.

We need to think differently in the digital age, challenginghistoric, complex regulations and legislation. We mustkeep our customers firmly in mind, whilst upholding theirrights and freedom of choice.

To simplify and improve services and outcomes to ourcustomers, storing information once and reusing it withtheir consent to deliver improved services andoutcomes.

by

using digital methods to streamline processes anddeveloping clear principles on the use of informationwithin and across services.

We will put customers in control of their relationshipwith Government by giving them the ability to consentto when, where and how to use data we already holdabout them. Challenging legal and cultural obstaclesthat inhibit this, whilst upholding existing and emergingdata protection principles.

Legislation &Regulation

AIM

SABOUT

DIGITALSTRATEGY 24

Thinking Digitally

Electronic Transactions Act

PublishedInformationStrategies

"e-ID" & consentInvestigate"Names &

Addresses Act"

To complete thereview on impact ofapplying Electronic

Transactions Act2000 to fully support

digital identity,authority and

documentation forall Government.

To publish informationprinciples for each

Department,confirming how

personal data will beused and wheresharing within

services will improveoutcomes.

Investigate anddevelop a primary"electronic ID" to

allow customers tocontrol how their

information can beused across

services.

To investigate andconsult on the

legislativeframework required

to ensureGovernment is ableto increasingly storeand reuse personalinformation once.

ACTIONS

Ho

w ?

The impact of new digital technology is allencompassing and offers many opportunities forimprovements. However, we must make sure that thepace of change does not leave anyone behind.

Government will benefit from these opportunitiesthrough delivering simple and convient digital servicesto those who choose to use them and ensure this isdone in a safe and responsible way. We need to do thiswithout disadvantaging those who choose not to usedigital services as well as providing support andeducation to those people who are excluded by factorsother than choice.

Furthermore, we must consider how we willcommunicate with customers to raise awareness ofdigital services, encourage participation and wherenecessary improve digital education for the benefit of all.

To inspire rather than mandating citizens to use digitalservices and to work with businesses to ensure digitalservices are as effective as possible

by

ensuring that they are simple, convient andcompelling. We will actively support society to usethese services and develop their digital skills. We mustminimise digital exclusion and maintain safety andconfidence to maximise the benefits digital provides.

Adoption & InclusionAIM

SABOUT

Promotion “Mann” Public Wifi "Social Inclusion"Board

"Island Shield"

Deliver moreservices digitally

and promoteservices available

across all channels.

Investigateopportunity fora free national

high-speedPublic wifi

service.

Establish public /private sector body

to consider,monitor and

promote initiativesthat increase digital

adoption &inclusion.

Establish public /private sector body tooversee development

of a new "CyberSecurity Strategy" and

strengtheningGovernment’s

information securitymanagement.

DIGITALSTRATEGY 25

Thinking Digitally ACTIONS

Customer LedAIM

SABOUT

DIGITALSTRATEGY 26

Working Together

Considering the complex range of services Governmentprovides and the limited resources available to deliverthem, it is easy to narrow focus and see each customerinteraction in isolation. However, customers ofGovernment often use services provided by multipleDepartments every day. They are often best placed tosuggest improvements and highight bureaucracy. Weneed to be able to listen to them and work together toact on these insights.

Digital services offer the potential to bring servicestogether organised around the customers’ needs andcircumstances, rather than Government’s.

We need to pursue the opportunities to tailor servicesaround customer needs; simplifying, personalising andimproving the service. We must seek their feedback andlisten to them before, during and after development ofservices and in doing so create a collaborative serviceimprovement model.

To develop our services to meet our customers’ needs.This means delivering the services they want in a waythat is most useful to them.

by

focussing on life events to design new digital servicesand including customers in the process of servicedevelopment. Their feedback will help us to prioritisewhich services are needed most and refine the userexperience of those services.

Citizen & BusinessCustomer Boards "myGov" portals

Establish twoGovernment Customer

boards to oversee /support the development

of new online services,facilitate feedback andrepresent the customer

voice with realcustomers.

Digital Copywriter

Make content ongov.im easier to

understand and morerelevant to customerneeds by extendingcentral copywriting

capability andrelentlessly acting on

feedback.

ACTIONS

Improve the access toservices on Gov.im byseperating citizen andbusiness services into

specific portals. Improvethe personalisation

capability, options andpreferences of online

services.

Ho

w ?

Design DigitallyAIM

SABOUT

DIGITALSTRATEGY 27

Working Together

Digital services give us an opportunity to challengehistoric way of working and reimagine servicedelivery in a digital world. An environment wherecustomers are in control of their information and canchoose how it is used to access services.

Digital services are not bound by the limitations ofpaper and can provide a simpler, more personalisedexperience for customers, faster processing anddeliver much more effective information for futuredecision making.

We need to challenge at every opportunity the currentprocesses and ensure they are improved before theyare digitised and built around the customer needs.

To ensure we fully benefit from digital services, thepotential they offer and not simply digitise ineffecientprocesses,

by

challenging existing processes and where possiblesimplifying them to support service delivery. We muststreamline how the service will be presented tocustomers and fit this into more efficient internalsystems.

Simplify before digitise

Multi-disciplinarydevelopment

Maximise keysystems

Using our LeanChampions and theCustomer Boards to

investigate allservices and ensurewe make them assimple as possiblebefore considering

digitisation.

All digital servicesto be developed

with a combinationof service

knowledge,customer

champion anddigital champion to

maximise theopportunity for all.

"minimum viableproduct" then

iterate

Digital services toassume early

“prototype" servicedelivery to allow

customers to givefeedback and

support iterationrather than aiming

for finished servicesat day one.

Actively work withsuppliers ofsystems to

understand theirroadmaps andensure that we

are able to utilisethe full capabilityof their systems.

ACTIONS

Common Foundations

AIM

SABOUT

DIGITALSTRATEGY 28

Working Together

By redesigning services around our customersand reimagining how services could be deliveredin a digital world, we will be able to greatlyreduce the cost of systems and simplify processesfor ourselves and our customers.

This means we need to develop a simple yetpowerful set of core components that cansupport this approach and be reused time andtime again.

To reduce the cost and speed of developingintegrated digital services

by

developing digital foundations that allow us toquickly develop new services, reusingfunctionality wherever possible and supportingboth online and offline channels. To continuallydevelop over time, we must resist short termsolutions that only solve specific problems andwhere possible we need to stop using olderbespoke systems.

"myGov" CommonComponents

Digitise internalworkings

Embrace disruptors"Cloud", "Open Systems"

and "Open Source"

Improved foundations in"myGov.im" - online

registration, enrolment,including contact preferencesand customer consent model,

define expectations, showprogress and allow customers

to "opt in" and “opt out” ofseeing additional serviceinformation in one place.

Define and publishstrategies to embrace

disruptors such as "Cloud","Open Systems" & "Open

Source" using them wherepossible to maximising the

full potential of digitalservices, whilst balancingthe emerging risks they

may pose.

Relentlessly seekto digitise and

remove paper andcash from insidethe organisation.

ACTIONS

Ho

w ?

Transparency

AIM

SABOUT

DIGITALSTRATEGY 29

Working Together

Opening up the vast amount of data Governmentholds to citizens and the private sector has beendemonstrated across the world to have manypositive impacts such as:

increased public service efficiency; accountability of Government; empowering citizens; encouraging innovation.

To improve efficiency and accountability ofGovernment and improve customer trust.

by

working towards an "open by default" framework inline with the G8 Open Government Partnershipprinciples, increasing the transparency ofGovernment's services and performance and drivingfurther innovation and improvements.

Service DeliveryIndicators

Customer Managed"myDetails"

Open Data

Develop & publishService Delivery

expectations for onlineand offline services and

current status of alltransactions in

"myGov.im" portals.

Allow customers tosee and amend their

own basic informationand control how andwhere it is used for

their benefit.

Define and publish highvalue datasets within a new

open data framework("data.gov.im") and move to"open by default" for non-

personal information,complementing the

Freedom of InformationAct, to facilitate

transparency andinnovation.

ACTIONS

Measure & EvaluateAIM

SABOUT

DIGITALSTRATEGY 30

Learning Intelligently

The simplification of services by moving to digitalinformation presents great opportunities to betterunderstand our service delivery, our customer needs andour priority areas.

Each year Government spends a significant amount onadministration activities. On top of this are the indirectsavings and the opportunities that improved knowledgeprovides in service transformation, outcomes andunderstanding.

We need to ensure that we are able to realise thesebenefits and accelerate high priority projects. We mustunderstand the increasing digital information availableand use the knowledge available from "big data" sourcesintelligently to identify service performance issues.

We must do this in a transparent way - holding all areas ofGovernment to account.

To ensure Government fully realises the benefits of theDigital Strategy

by

having a solid set of digital Key Performance Indicatorsacross the organisation and monitoring performance,linked to Isle of Man Government’s National Outcomes (asoutlined in the Agenda for Change strategy document),underpinning strong business intelligence that givesinsights into the digital information available and increasethe speed at which benefits can be realised.

Performance Reportingincluding Digital Uptake

Business Intelligence"Big Data"

Digital Prioritisation& acceleration

Complete and publishthe National Outcome

indicators in a newinteractive digital

dashboard.

Develop a strongcentral business

intelligence capacityin support of

individual servicesand understandingnational outcomes.

Programme office to overseenew digital service initiatives

through business case,prioritisation and early stagedevelopment - allowing the

benefits to be clearlyarticulated, quick wins

accelerated and the status ofthe digital strategy to be

reported.

ACTIONS

Ho

w ?

Government’s Digital Programmes

DIGITALSTRATEGY 31

The three principles of “ThinkingDigitally”, “Acting Together” and “LearningIntelligently”, supported by the ninethemes and thirty actions will sit acrossall areas of Government in support of ouroverall vision and the generalacceleration of our digital strategy.

Underneath these are the six programmesrepresenting the main Government areas,together with three supportingprogrammes that will further enable thedelivery of the digital strategy.

These programmes contain projects andinitiatives that have come out during theresearch phase of the strategy, andrepresent, for the first time, a high levelsummary in one place of our majortechnology based programmes.

The detail will change, and over the nextfew months more detail will bedeveloped including high level benefitscases to further consider sequencing,resourcing and overall approach andthrough this process some will projectswill fall away and others will emerge.

For each main area the Digital Strategyshows an overall context and the generaldirection of travel which support theoverall vision, and by bringing thesecomponents together, we can set ouroverall direction of travel for the next fiveyears, and also the specific priorities tofocus on between now and the end ofthe current administration.

The Strategy then shows suggestedprojects - those currently in plan or beingdeveloped and new ones yet to bescoped. For many projects - it isn’t a caseof “if” but “when” as they are inevitablejourneys we must take and the next stageof the development of the strategy willdevelop out these projects through theprogramme office.

The scope of the journey is limited to themain central Government areas, howeverinput has been provided by other parts ofcentral and local Government which isalso covered. Examples include ManxNational Heritage where plans to expandi-museum and championing culturalpreservation is referenced and in LocalAuthorities where there is a clearopportunity to increasingly include themshould they want to participate insimplified and common platforms asmore services are moved locally.

By bringing together the generaldirection, and the specific programmes inone place, we will be better able to workwith our staff, our strategic partners, thelocal ICT industry and relevantstakeholders all on the same set ofjourneys, reporting against overallprogress through the new performancemanagement digital dashboard.

Some of the most sophisticated technology in use on the Island is in the health environment andthe pace of innovation globally using technology is staggering.

In the Island, GPs embraced digital working some years ago as did the Mental Health Service andboth can see real benefits - but other areas such as Noble’s Hospital lag UK counterparts inworking digitally and from a patient / care perspective information can be disjointed andprocesses fragmented. Our expert staff do not always have access to the right information and weneed to ensure as much of their time is front facing, not in administration. There is a significantamount of information, case studies and models available on how to best use digital services inthis area with major UK programmes including the NHS Digital First and The Forward View allrecognising this.

Accelerating the whole organisation to use digital services rather than paper and optimise theexisting complex systems will provide significant improvements to the way we deliver joined upcare, monitor information to understand information at a patient and society level and intervenewhere required as early as possible. We will increase efficiencies and ultimately delver improvedcontrol and visibility of care in to the hands of the patient and their broader care network.

There isn't a single master solution, the approach is to ensure each area is fully optimised usingmodern technology to maximum effect and tightly integrated with other components. Ultimatelynew systems will be needed that fully support an "alliance" approach but in the next few yearsmuch more can be made from the existing investments supporting this longer term journey.

Primary &Community Acute Social Care Mental

Health

EMIS Mobile Medway CoreOptimise

Core PlatformOptimise

Core Platform

GP Self ServeMedway

AdditionalMobile

WorkingMobile

Working

Primary WideSystem

ElectronicRecords

Programme

Home Care Accessibility

Integrated Systems & Clinical Portal

Administration Systems

Business Intelligence including Public Health

Pathways & Online Bookings

Telemedicine

DIGITALSTRATEGY 32

Priorities

DIRECTION Maximise investment in current core systems in operation.

Digitise remaining paper based records for Electronic Patient Records (EPR).

Join up disparate EPRs to provide contiunity of care.

Join up pathways electronically supporting patient pathways and improve online bookings.

Embrace Telemedecine and TeleHealth as ways bringing specialised care to patient and Big Data as opportunity to anticipate risks.

Support move to real time working and real time reporting across all environments.

Bring digital capability to our staff - ensuring our clinical staff have the right information for the right patient in the right place.

Increasingly give the patient access to their care record, and support their choice on how it is shared with others, enabling them to

better control their care.

Not scopedIn plan

Ho

w ?

Technology has been a support aid in schools for many years but increasingly is nowempowering students, parents and teachers to work differently, collaboratively andoutside the confines of the traditional classroom, turning the traditional direct and teachmodel on its head.

On the Island we have a good track record of technical innovation with initiatives suchas the computer bus, and previous student laptop programmes winning global applause.Internally, however, we lack solid systems supporting primary education, have onlyrecently managed to bring secondary schools onto a common platform and generallyhave yet to fully embrace digital as a channel to support individual learning and are stillpaper bound. We also need to find a way of delivering more technology and skills intothe hands of the next generation.

Accelerating the organisation to adopt the latest digital solutions could free up moreteaching time to focus on learning, empower the students and families to take morecontrol over their own learning journey, improve visibility on individual and collectiveperformance from early years to higher education - identifying intervention needs,reduce costs of paper and cash based processes and generally support the desire toensure that every student can unlock their own full potential.

Primary Secondary Further &Higher Sport

New Core Platform

Optimise CorePlatform


Health Interface

Cashless Catering

Cashless Catering Simplify Grants

Electronic Payment Portal

Electronic Payment Portal

Teacher Portal, Parent Portal, Pupil Portal

Bring your own Device / Purchase Policy

Business Intelligence 5-18

Virtual Learning Environments

Online Bookings across all areas

Vulnerable Children link to other agencies

DIGITALSTRATEGY 33

Priorities

DIRECTION Maximise investment in core systems in operation.

Remove cash from schools.

Simplify and improve parent / student / school transactions (bookings, information).

Optimise school facilities for the community (bookings and links to sports).

Improve visibility of key indicators including up to date attainment, behaviour & attendance to pupils & parents including the use of portals.

Ensure availability of modern IT kit across all schools as well as access to emerging technologies.

Harness technology to improve "stage not age" and student self-learning - in and out of school through Virtual Learning environments.

Improve outcomes by using digital means to collaborate with other agencies supporting the children's strategy and the health strategy.

Not scopedIn plan

In recent years the nature of crime has changed and sophisticated criminals rely ontechnology to identify, prepare for and undertake criminal activity. New types of crimehave emerged and the traditional physical barriers and borders simply do not exist in thedigital space. Globally, law and order organisations are having to react to this changinglandscape by themselves embracing digital skills, modern technologies and new ways ofthinking.

In the Island, we have seen excellent results with traditional crime rates reducing year onyear and take great pride in the Island being a safe and caring community for us all. Ourcriminal justice system remains largely paper bound, however, with Police Officers stillreliant upon paper notebooks, disparate systems across the justice process and acomplex and laborious approach to identifying end to end performance and intelligence.

Accelerating the use of digital solutions to support the criminal justice strategy willincrease the effectiveness and efficiency of the whole process. This will benefit theorganisations, victims of crime and the rehabilitation of offenders. It will also simplify andexpedite cross organisation tasks as well as improving visibility and intelligence onactivities and outcomes.

Rather than a single master solution, the approach is to ensure each area of the chain isfully optimised and using modern technology that is then itself tightly integrated withthe rest of the chain.

Police Attorney General Courts Prison &

Probation

New Core Systems


Review coreprocesses


Mobile Working Police Interface New core

systemCourt

Reporting

Best use ofTechnology Digital Courts

Link to UK Authorities

Debt Collections

Island Shield

Pathways

Interface to Education

Interface to Social Care

Interface to Health

Interface to Welfare

DIGITALSTRATEGY 34

Priorities

DIRECTIONRemove paper in key processes and improve end to end processes using technology.Deliver efficiencies for front line operations & improve outcomes for victims and offenders.Focus on Police at start of journey for modernisation procuring a new core system.Simplify processes before digitise - review of court processes before new core system.Support Police vision "Using technology to free our people to deliver quality policing".Improve visibility of process times, performance and outcomes. Move towards single electronic case files.Improve interaction between agencies in Criminal Justice - using digital means to speed up processes.Modernise court workings moving towards fully "Digital Courts".Improve debt collection and ancillary functions - aligning with broader Government debt collection.

Not scopedIn plan

Ho

w ?

Governments are increasingly embracing improved and joined up systems todetermine, administer and monitor the collection of taxes and distribute benefits tothose who need it most.

On the Island we have established deep digital systems supporting VAT and personalincome tax and these systems have been iterated over many years, allowing thecustomer full transparency of their transactions. But we need to do more. We needto simplify and connect our corporate and individual services to drive adoption anddeliver further benefits. Our benefits system is approaching end of life and remainspredominantly reliant upon paper based processes and the consultation underwayon the welfare state will in all likelihood result in major changes being required tothe underlying systems.

By accelerating improved systems in tax and benefits we will be able to deliverfurther efficiencies to our citizens and businesses - taking less of their valuable timeto deal with government administration and bureaucracy and deliver furtherproductivity gains in government through automation and self serve. By usinginformation and authenticated digital sources we will be better able to ensure oursupport is focused on those in most need and proactively intervene - informingcustomers of their eligibility rather than waiting for them to complete reams ofpaper.

Customs / VATIncome Tax /

National InsuranceBenefits Rates

New Core Systems


New CoreSystem Rates Review

SimplifiedEnrolment

Case Management

Extend Auto Assessment

Interface toHealth

National InsuranceConsolidation

Online Applications

Integrate Treasury Platforms

Interface to Registries

Interface to Electoral Roll

DIGITALSTRATEGY 35

Priorities

DIRECTION Continue to drive digital services to be the dominant channel for all transactional activity with businesses using this as default.Stabilise and develop out existing core systems.Replace core systems that are end of life (customs & benefits).Integrate disparate Treasury systems - around a single customer model.Simplify and enhance digital services - in particular enrolment & communications.Investigate using joined up information to reduce the need for customer application in welfareDigitally link up other relevant agencies to improve outcomes.Develop electronic case management to improve focus on customer and customer needs.Integrate services with myGov portals.

Not scopedIn plan

Technology is changing the way we look after our environment and infrastructure.From electric vehicles to driverless cars, from alternative sources of energy to theway in which we monitor and react to environmental changes.

In our Island, many of our staff who work in our environment and infrastructureteams are mobile workers and we have started deploying mobile technology tosome of these teams. We have much more to do, however, with a truly mobile setof solutions that minimise travel time, maximise the productivity of all ourorganisation, and provide much richer and more accurate information on activitiesand outcomes. Digital services will enable our craftsmen to be more productive infront line services.

By harnessing digital solutions, we will enable our staff to be even more productivein the field, having access to relevant information and working directly on coresystems which themselves have been optimised and refreshed. Our customers andour staff will increasingly all access the same information, removing any disconnectand improving collaboration on issues (such as reporting faults). All of our permitand licence processes, especially those surrounding vehicles and driving will besimplified for our customers and governments collective benefit and availableacross all channels.

Infrastructure Environment & Agriculture

Optimise core systems

Optimise core systems

Mobile Working

Mobile Working

Go Card complete

myGov Personalised Alerts

Combined Service

Access CardOnline Planning Submissions

Real Time Bus TrackingmyGov

Conveyance search

Open Data Suppliers & Mapping Animal Traceability

myGov Digital Licences

New Housing Core System

Local Authority as a Platform

vision

DIGITALSTRATEGY 36

Priorities

DIRECTION Maximise investment in systems that are fit for the digital age.Improve the customer experience and develop detailed intelligence through public transport smart cards.Improve transparency through publication of supplier spend, bus tracking information and mapping information.Continue identification and deployment of "mobile first" systems for mobile staff.Continue to drive adoption on existing online services through simplification & promotion.Be one of the early adopters of "myGov" for vehicle life events - simplifying all events around our customers.Prototype joined up information searches using "myGov" conveyance searches based on our property & utility information.Lead discussions with Local Authorities on any opportunities for new and common systems to support customer journeys.

Not scopedIn plan

Ho

w ?

Countries around the world are competing to attract targeted businesses to sustain and grow theireconomies. The speed and ease of which these businesses and their employees can complete thenecessary administration activities will be a differentiator as will the transparency of core records affectsinternational standing.

On our Island we have a solid picture of what the future will look like under Vision2020 and attractingbusinesses here and allowing them to flourish is a fundamental component of this strategy. We have worldleading registries for aircraft and shipping and have had a digital presence for the companies registry formany years. We have much more to do however - the corporate community have been requesting fullydigital corporate services for many years and when looking across the whole process of starting a business,we lag severely against other jurisdictions turning instead to paper and physical visits. Our civil registrieshave been largely unchanged for many years and lack any real digital capability for our customers.

By accelerating our digital journeys that support our economy and fully enabling digital registries, we candrastically improve the speed and ease at which businesses and their employees can perform key tasks,freeing them up to focus on economic activity and compete in a global market for high value and high techbusinesses. By looking at life events for businesses and individuals and designing our processes around thesewe can significantly improve our customer proposition and deliver efficiencies into the whole organisation atthe same time. It will also support the concept of virtual and physics hubs - for example registering a birth ordeath only once and aim to avoid the need to visit a physical office, and we can also improve transparencyin an international climate that is demanding more and more information to be readily accessible.

Digital registries can provide a powerful and trusted authentic source of information for other services.

CompaniesRegistries

Civil Registries Economy

Companies Registry Phase 1

Land Registry System

Work Permit System Phase 2

Companies Registry Phase 2

Open Data Registries

Job centre system replacement

Aircraft RegistryOnline

Probate System

myGov Job / Employed

Ship Registry Online

Civil Registries System

myGovBusiness Startup

MNH imuseumenhancements

Destination Management system

Interface to Welfare

Interface to Economic Affairs

Interface to Health

DIGITALSTRATEGY 37

Priorities

DIRECTION Deliver digital registries to wrap our services around our customer needs.Replace core systems to enable digital services - Companies Registry, Job Centre & Land Registries.Develop new digital registries for civil - Birth / Death / Marriage - and develop Hub Concept (register at source).Optimise existing registries with digital channels - Aircraft Registry & Ship Registry.Create and champion Business Customer Board and digitise journey for starting a business.Champion myGov - business - to create single portal approach to business activities with work permit applications andcompany filing as priorities.Progress Jobseekers / employed journey and digitise process around customer.Develop further Destination Management Organisation - presenting joined up digital experience for visitors.

Not scopedIn plan

myGov.im

Increase the number of online services

Segregation of services from content

Improved release strategy

Upgrade Content Management System

Simplified account setup

Continuous Improvement Programme

Common Services - Build once, use many timesPost code lookup, improved payments

Design services for digital first processes and look & feel

MyGov.im Personal & Business Portalsability to complete services 100% online

"myDetails", "Report", "Apply" & "Buy", Tell us once

myGov enablersTell us once, Mapping, API, Responsive design, SMS,

ID Assurance

GovernanceUsing Customer Boards, feedback and

improved Business Intelligence

Telephony and Automated Payments

DIGITALSTRATEGY 38

Priorities

DIRECTIONReusable technology and systems with a build once, use many times philosophyPreparing online services for self service customer account management to include status updates and authorisation settings.Establishing data sharing capability to enable customer consent for streamlining service experienceCustomer service approach to customer records to allow multi-channel service through contact centres (eg Welcome Centre & Post Offices).Improving the development methods to enable a more modern approach to delivering online servicesEstablishing a frequent digital customer satisfaction and feedback programme.Simplified payments and new telephony optionsInvestigate the suitability of using social media platforms to deliver services in a more a personal/convenient way.

Not scopedIn plan

Develop a simplified and more personal experience for customers. This will include:

Accessing services and managing personal information online is a way of life for many ofGovernment’s customers. They shop online, book holidays online, make arrangementsonline and as our customer consultation shows - they would prefer to interact withGovernment online too.

With over 30,000 logins and £25 million in payments collected each month, our onlineservices are already delivering real value. However, we need to do more. We have learnt alot since the first Government website was launched in 1995. By taking these lessons andfocussing efforts on improving the solid technical foundation we have established, we canincrease the speed and reduce the long term cost of making new services available online.When this is combined with a fresh approach to securely holding customer records,essential information, service eligibility and validation can all be determined automaticallyand only when a customer consents for this to happen. This will streamline processes,personalise experiences when using our services and put customers in control of theirrelationship with Government.

Furthermore, through effective use of digital customer feedback tools, we can evennurture a collaborative approach to the way we build online services.

Ho

w ?

The benefits of digital working are clearly understood by Governments on aglobal basis with many heavily investing in increased pace and capability todeliver significant financial savings and improved outcomes.

We have some solid foundations internally - with our Government being one ofthe first jurisdictions to deploy a joined up network, desktop and enterpriseplatforms. But there is much more to do - we still rely on paper based processesthat support two of our most important assets - our people and our suppliersand this will increasingly hold the organisation back.

By accelerating our internal digital journeys and by relentlessly removing paperand obstacles, we can realise significant financial savings as part of a plannedjourney working with our staff, allowing for natural wastage and turnover totransition from back office to front office activities in a planned way.

In doing so we can support our customers, as well as enabling the wholeorganisation to benefit from solid digital foundations.

It will also help the entire workforce be more efficient in their role, spending lesstime on bureaucracy.

myGov.im

E-Recruitment Phase 2

e-Procurement

e-Requisitions

E-HR

Digitise Paper Filing

Enterprise Workflow System

Red Tape Reporting

Customer Boards

Business Intelligence

DIGITALSTRATEGY 39

Priorities

DIRECTIONListen to staff and challenge antiquated practices for internal processes as well as customer facing areas.Relentlessly remove paper from inside the organisation.Deploy modern technology to speed up and simplify commissioning / procurement process.Connect the internal organisation with our customers using "myGov" workflow.Establish feedback/ideas scheme “Red Tape Reporting” to allow our staff and customers to identify and collaborate in service improvement ideas.Digitise activities in support of staff and supplier processes to improve efficiency and outcomes.

Not scoped

In plan

Trust, transparency and democracy are at the heart of Governments' agendas across theglobe. The digital age is allowing Governments to be held to account on performance, topublish information and outcomes and to gather and expose a much clearer digital voicewith initiatives such as the G8 Open Government Partnership providing a clear frameworkon transparency to aim towards.

Our journey to harness digital channels to communicate and engage with the public isalready underway with aspects such as the publication of financial performance, budgetdetail, national outcome framework and Agenda for Change all putting information in thehands of the public. We have more to do though - our information is largely one way andin a format of our choosing and we need much more information on our performance,outcomes and relationships that increasingly will need to be "open by default". We alsoknow there is more we can do to use digital channels to engage with our public.

By accelerating our digital journey in support of transparency and democracy we willincreasingly expose our outcomes and the information we hold. We will complement theFreedom of Information Act by aiming to make public information that is not sensitiveopen by default and accessible in order to foster trust and innovation. We will investigateimproving our engagement on key aspects of Government including supporting a moveto an individual based electoral roll after the next general election and better use theinformation we have to support census insights.

myGov.im

National Outcome Reporting Digital Dashboard

Open Data data.gov.im

Electoral Roll Tactical

e-Census Investigations

e-Petitions

Digital Voice & Individual Electoral Roll

Business Intelligence

DIGITALSTRATEGY 40

Priorities

DIRECTION Use digital services to improve public engagement, increase transparency and improve "intelligence".Simplify and improve the visibility on key outcomes of Government using the new National Outcomes framework.Improve public trust and benefit from collaboration and innovation by moving to an assumed "open by default" Government where information is appropriately available for consumption.Increase use of digital consultations and polls for quick opinion on key matters - balanced alongside other channels to ensure inclusion for all elements of society.Investigate benefits of joining up authentic sources to improve public outcomes.Use technology as a means to identify and respond to unnecessary bureaucracy and listen to our customers.Investigate and support any move to individual electoral roll and online registration / management.Extend business intelligence capability in the organisation to better understand outcomes and insights.

Not scoped

In plan

Ho

w ?

DIGITALSTRATEGY 41





• Transparency





Isle of Man Government's digital vision is to improve the access to and quality of public services in a way that providesbetter value to everyone in the Isle of Man. Our future Digital Services are those which are fully automated and controlledby the customer. They will be so simple, convenient and compelling, that those who can will choose to use them.


StrategicAims


Online uptake of transactionalservices at 80% by volume withinfive years with 50% by the end ofthe current administration.

ServiceProgrammes





Vision

Dig

ital

Pri

nci

ple

s

Digital Programmes




Version 0.1 June 2015

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Isle of Man Government Digital Strategy v0 1

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