National Infrastructure

Tina Yule

Technical Assurance Co-ordinator

21st Century Government Unit

Local Authority Impact

• How will the national infrastructure programme affect our local strategy ?

• What must there be locally ?• If there are mandated local

requirements – who will pay ?• What if we want to do it another way ?• When will it happen ?• If we need advice – where do we go ?

National Infrastructure Programme

• Objectives

• Sub-programmes– Business Process

Architecture– Security & Authentication– Technical Architecture

• What it means for you !

National Infrastructure

• Establish a sustainable infrastructure to support the national adoption of the citizen account and DNA datasets by 2007

• National portal for registration and authentication facilitating access to national and public services

• Agreed national core datasets, compliant with mandated technical standards, for citizens and addresses

• National implementations of citizen account and definitive national address datasets

• Underpinning infrastructure to support access to national datasets and portal

• Sustainable business case for the ongoing maintenance of the above

Initial Programme Phase

• Aims to establish infrastructure

• both centrally and within Councils

• to prove out conceptual business process and technical architecture

What will it provide ?

• Central authentication mechanism to support ‘cross border’ service provision

• Central ‘messaging’ – Birth process– Death process– Change of circumstance

• Central Infrastructure– National datasets– National systems

Citizen Account Adoption

• to provide a way to identify uniquely users of public services

• essential that management of this unique identity is consistent across the public sector – flexibility in the delivery of services– security of information– proactive service enablement– single source of clean data– reducing costs – contributing towards e-government targets

• essential to prevent 32 differing approaches to building of the account

Citizen Account

• Schema Development• Consultancy (March – July )• Business Requirements Report• Stakeholder Analysis• Benefits Analysis• Work Package Definitions• UCRN Options Appraisal

UCRN

• options appraisal exercises (June 2004)

• identified NHS Central Registry as the preferred option to provide :– Unique Citizen Reference Number

(UCRN) – Birth Reg/NHS No.– supporting national business

processes– potential central data repository

What is NHSCR ?

• Civil Registration Data with links to Health Data

• Administered by GROS on behalf of the Health Service since 1952

• Mainframe database (ICL VME) in Dundee

• 99.97% coverage

Citizen Account

Council A

Council B

Council C

CA CA

CRM

Directory Structure

Business Architecture

• To develop a national citizen account with associated business processes and data architecture linked to a security and authentication management process

Security & Authentication

• tightly controlled proof of concept programme

• will allow various models to be evaluated • within a limited time frame (six to nine

months) • structured around a clear set of

outcomes• Local Authorities closely involved

throughout in the specification and development of the required national infrastructure

• providing a clear model for others to follow

Proof of Concept Programme

• Seven Councils• Scoping• Detailed Planning• 6 – 9 month duration

Programme Aim

• To develop a national vendor-independent framework

• for implementation of the national citizen account

• and associated security and authentication management processes

Technical Architecture

• national will be developed alongside the development of local models

• potential national store (the NHS Central Registry)• central messaging functionality (e.g. a national

services broker as developed by Reach in Ireland)• portal services (as provided by

DirectGov/Government Gateway)• reduce duplication by learning from other

administrations’ experiences and re-use technology, processes and products wherever possible

• ensure any such solutions are fit for purpose and represent value for money

• proof of concept approach allows options to be assessed for suitability, feasibility and acceptability

• detailed appraisal of options • roll out over next 2 – 3 years

Business Rules

Async Queuing/Polling

GROS NHS

Notify

regist

ered

birt

hs and

death

s

Notify m

arria

ges/d

ivorc

esNotify hospital birth and

death to GROSNotify change of address

(from GP)

Notify

chan

ge of

Address

(fro

m C

Tax)

Chan

ge s

tatu

s of

cit

izen

to

‘clo

sed’

Update

Cit

izen

Accou

nt

addre

ss

Crea

te new

Citizen

Acco

unt

Notify new

citizen

requiring services

Councils

GROS NHSCR CHI

CA

Inter Agency Messaging Hub

Back Office

Local National Custodians

Local Channel National Channel

Authentication

National Citizen

Account

National Gazetteer

Local Gazetteer

Local CRMMaintain & MIS

Maintain & MIS

ID IDRequest to validate

Authenticated ID

Regular updates

Inte

gra

tio

n E

ng

ine/

Pro

du

ct A

dap

tors

GI GI

Local Citizen Account

Local CRM

Authentication

GSX/ Messaging

Customer First (MGF3)

Programme Steering Board

National Infrastructure

Programme Board

Entitlement Card

Sub-Programme Board

CRMCA

Sub-Programme Board

DNAS

Sub-Programme Board

Programme Management Teams

(Programme and Project Managers, Theme Leads etc.)

Programme Office

Governance

Plan• Stage 1 – 6 to 9 months

– Develop core infrastructure to support MGF3 proof of concept projects and NHSCR project prototypes - ensure core infrastructure is scalable, cost-effective and sufficiently sustainable to support national roll out

– To review existing NHSCR infrastructure and develop an upgrade and migration plan

• Stage 2 – 9 to 12 months– Review proof of concept projects confirming

feasibility of national infrastructure and develop plan for full roll out

• Stage 2 – 12 to 24 months– Plan and implement full roll out of all national

infrastructure to support the CA and UCRN across the public sector

Key Success Factors

• Joint development of the framework by July 2005

• Buy-in of all relevant agencies and MGF programme boards

• Sustainability of the framework• Economies of scale achieved through

common development and procurement• Maintaining citizen focus • The general public are confident in the

Scottish public sectors ability to manage and use their information in a secure and proper way

• Ongoing communication and consultation with all Local Authorities

Local Authority Impact

• How will the national infrastructure programme affect our local strategy ?

• What must there be locally ?• If there are mandated local

requirements – who will pay ?• What if we want to do it another way ?• When will it happen ?• If we need advice – where do we go ?

Any Questions ?