Government as a Service
@liammax
Government as a Service
Political and Operational Perspective
Does Central Government IT have a role?
Open Source
Reading
Southampton
Brighton
London
142,000 residents
66,000 homes
42 kT to landfill
4% tax cut in 2010
lean systems
transparency
incentives
£100/tonne
?
recycle rewardmeasure
£130 p.a.
Results
Activation Rate 64%
Recycling up 40%
Contamination down 60%
More careful recycling 74%
Reward Points £2m
Net Saving yr 1 £1-200 k
plus.....
better communications
community engagement
complimentary currency
increased charitable giving
increased local trade
GovernmentLab
64% online
beta
IT£16-26bn
IT£16-26bn
Procurement Process
A new approach
Open...
Local
Identity
Capability
Control
Outcomes
TRANSPARENCYPERSONAL IDENTITYCOST
3 key steps
The Thompson Report, 2008
It's ours, 2009
Better for Less, 2010
Personal Ownership of dataPresumption of open data, reversing current logicNo £100m+ contracts‘Risk parsing’ of all major contracts, Disaggregation of large outsourcing contractsFocus on 80/20 rule in specifying systemsRing-fenced innovation fundingFocus on OSS across government estateRelentless drive of apps/infrastructure/services to commodity statusPiece by piece examination of high capex contractsPenalising ‘scorched earth’ activities (eg spike of pre-April contract renewals)
“Political leaders will have to let go… of the ideathat “we know best” – that people can’t be trustedto run their own lives and their own communities …because if we get things right we can now moveconfidently into a new, post bureaucratic era…where true freedom of information makes possiblea new world of responsibility, citizenship, choiceand local control.”
David Cameron, Google Zeitgeist Conference,
October 2007.
The most important is the principle of diversity. We will create a new presumption – backed up by new rights for public service users and a new system of independent adjudication – that public services should be open to a range of providers competing to offer a better service. Of course there are some areas – such as national security or the judiciary – where this wouldn't make sense. But everywhere else should be open to diversity; open to everyone who gets and values the importance of our public service ethos. This is a transformation: instead of having to justify why it makes sense to introduce competition in some public services – as we are now doing with schools and in the NHS – the state will have to justify why it should ever operate a monopoly.
public services should be open to a range of
providers competing to offer a better service
Adult Social Care Tax Educa-tion BenefitsWaste
Collect’nLeisure
service delivery
Adult Social Care Tax Educa-tion BenefitsWaste
Collect’nLeisure
service delivery
Adult Social Care Tax Educa-tion BenefitsWaste
Collect’nLeisure
cassette mechanismWasteCollect’n
How do we get there?
GovernmentLab
no!The Department of
STANDARDISESTANDARDISE
AGNOSTIC, AGNOSTIC, PLURALPLURAL
UTILITY UTILITY MODELMODEL
GOVERNMENT GOVERNMENT TRADITIONTRADITION
Business Logic
Open Tech Standards
Technology
Suppliers
Commercial Delivery
Technology
Suppliers
Commercial Delivery
Business Logic
Open Tech Standards
How do we get there?
Platform
TransparencyAudit
Service Transformation
Personal Identity & Consumerisation
Competitive tension
ILC
Helping small businesses help us deliver agile IT
Cost ControlDesktop £354 pa
Desktop £2,000 pa
Adult Social Care Tax Educa-tion Benefits Health Leisure
cassette mechanismHealth
Personal Data Store
Open Standards
Project Initiat'n Design Development Pilot Deploy-ment Delivery
procurement reformDeploy-ment
gov
How do we get there?
Platform
TransparencyAudit
Service Transformation
Personal Identity & Consumerisation
Competitive tension
ILC
Commodity
Drives cost down
e.g. Office Productivity
Needs...
Open Standards
Drives cost down
e.g. Office Productivity
Needs...
Open Standards
Level Playing Field for Open Source
Compulsory Open Standards
Comprehensive asset register
Educate & promote the culture of Open Source
Learn from the pioneers...
OPEN GOVERNMENT
CONSUMER-DRIVEN, STANDARDISED UTILITY SERVICE-DELIVERY-MODELSPUBLIC SECTOR ARCHITECTURE
CULTURE CHANGE: GOVT. COMMISSIONS SERVICESREQUIRES
SERVICE DRIVEN PROCUREMENT MODELS & PRACTICESENABLED BY
INCREASING TRANSPARENCYDRIVEN BY
COMMON COMPONENTSSUPPORTED WITH
INTEROPERABILITY & OPEN DATAMADE POSSIBLE THROUGH
EFFECTIVE IDENTITY & SECURITYAND CREDIBLE BY