government’s digital journey & nao’s changing approach
DESCRIPTION
Talk by Dr Sally Howes, NAO Director ICT and systems analysis, to the ICAEW 21 November 2012TRANSCRIPT
Government’s digital journey & NAO’s changing approach
Sally HowesDirector ICT and systems analysis
November 2012
Contents • A clear message on digital• The challenge in delivering the digital
transformation• A changing approach from NAO• Following the digital transformation
The message from the GDS is loud and clearSources: Digital Strategy, Digital Efficiency Report, Digital Landscape Research - GDS Nov 2012
Public service delivery is digital by default
Digital services empower the public but will only be used if they are straightforward and convenient
This is the only way to maintain quality of public services as the civil service reduces headcount and its costs
Digital services are a core element of the design of future service models
Big potential for savings by digitising public-facing services
650 services (excluding NHS, police and local)2011-12 annual cost – estimated £6-9 billion
300 have no digital channelFor 350 - % using digital channel is low
The digital journey
User needs, not government needs 1. Do less2. Design with data3. Do the hard work to make it simple4. Iterate. Then iterate again5. Build for inclusion6. Understand context7. Build digital services, not websites8. Be consistent, not uniform9. Make things open: it makes things better
“…design process must start with identifying and thinking about real user needs. We should design around those
— not around the way the ‘official process’ is at the moment. We must
understand those needs thoroughly — interrogating data, not just making
assumptions — and we should remember that what users ask for is
not always what they need.”
June 2012
Civil Service Reform Plan published
September 2011
GDS - transforming digital services
October 2012
gov.uk went live
`
November 2012
Digital strategy
`“People will only choose to use government services digitally if they are far more straightforward and convenient. The vast majority (82%) of the UK population is online but most people rarely use online government services”
“central government wherever possible must become a digital organisation. These days the best service organisations deliver online everything that can be delivered online. This cuts their costs dramatically and allows access to information and services at times and in ways convenient to the users rather than the providers”
“GDS is here to build digital services that are so good that people choose to use them”
The objective for digital….
Policy
Process
Service
User
Policy
Process
Service
User
From: To:• “Policy will not get in the way of good
service design”
• “The Civil Service must educate itself as to what the public wants and adapt to the needs of the citizen”
• “..need to win back the generation not engaging with government”
• “No department can redesign their services on their own – because many things the citizen is interested in go across department boundaries and the whole point is to deliver what citizens need – not what departments have been set up to do”
The potential for savings GDS Digital efficiency report, Nov 2012
Digitising public-facing services
• £1.7 – 1.8 billion savings pa in central government (£1.1 – 1.3 billion by government – rest passed through lower prices)
18 – 28% annual cost of 650 services £1.2 billion this CSR period
• £2.9 billion savings pa NHS• £134 – 421 million savings pa local government
gov.uk • £36 million pa savings compared to Directgov & businesslink.gov.uk
• £25 – 45 million pa saving from department costs
Digitising gov2gov & back office services yet to be estimated
• £67 – 128 million pa savings estimated from next generation shared services (Cabinet Office, July 2011)
• £354 million savings in 2011-12 reported by Cabinet Office due to ICT strategy (one year on)
• £362 million savings in 2011-12 reported by Cabinet Office due to renegotiations with ICT suppliers
Strategies for delivering these savings
Savings from successfully digitising public facing services
78% Reduced staff time12% Estates 7% Print, post & teleco4% IT & equipment
Open Data strategy Jun 2012
Capture & release of big dataGathering customer insightCreating dynamic information marketsImproving quality of data published
Digital strategy Nov 2012Redesign services by skilled peopleStrong digital cultureAll services have a service managerTransition to gov.ukCommon technology platformsRemove legislative barriersImprove policy making & communicationCross-govt assisted digital
New role for Digital Leader
Cyber security strategy Dec 2011
Risk decision about the service by the businessReclassification of informationNew ID management serviceShared intelligence with industry
Reinforce role of SIROs
ICT strategy Apr 2011
Shared networks, data centres, EUDsRent s/w services from the CloudStoreOpen sourceSIAM frameworkCentralised procurementAgile approachesCritical challenge on ICT solutions from the Cabinet Office
Reinforced role of CIO
Civil service reform plan
The Head of the Civil Service says the civil service “must look radically different”
• A more unified civil service“Corporate and consistent where there are benefits”
“Challenging what we mean by a department”• A more open way of working
“More exchange with the private sector”
“Less focus on grade…hierarchy, more on ability”• Sharper accountability
“A sense of personal responsibility”
“Clearer roles for ministers and officials” • The right skills for the job
“The old idea of a civil service “generalist” is dead”
Public sector challenge
Rising expectations from citizens
& businesses
Cost reductions & IT spend controls
Connecting all of governments strategies in the operating environment and at increased pace
Maintaining public service quality & shifting to digital
Civil service reform
Changing skill requirements
Applying digital leaders, CIOs and SIROs to positive change
Those not engaging with
government
Getting digital services into the civil service
DNA
A changing approach also for NAO
Objectives
• Innovative products & new channels
• Increased influence• Improvement• Thought leadership
Approach
• Look earlier & deeper• Evaluate current situation
& trajectory• Overall service
performance - avoid “ICT projects”
• Stronger business analytic methods
• Deeper operational experienceLandscape report on government ICT, Feb 2011
Online services
Business intelligence systems
Business systems
Back office systems
Infrastructure
Use of ICT across the enterprise
Governance
People delivering & operating ICT
Policies & strategies
Citizen Business Civil Society
International
Civil Service
PrivateSector
ICT Landscape, Feb 2011
Building a deeper base of investigations
ICT in government: landscape review, Feb
2011Implementing the Government ICT
strategy; 6 month review, Dec 2011
UK cyber security strategy: landscape
review, to be published 2013
Impact of government’s ICT savings, to be
published 2013
Implementing transparency, Apr 2012MOD: the use of information to manage the logistics supply chain, Mar 2011DEFRA: geographic information systems, Jul 2012
Digital Britain 2: what the public thinks, to be published 2013
Digital Britain 1: shared infrastructure and services, Dec 2011
HMRC: expansion of tax filing, Nov 2011
Research: the ICT profession, Aug 2011Research: government projects using Agile, Sep 2012
HO: mobile technology in policing, Jan 2012
Efficiency and reform in corporate services through shared service centre, Mar 2012BIS: shared services in Research Council UK, Nov 2011
DEFRA: transformation of animal health & welfare
services, Jul 2012
Public services dependent on legacy, to be published 2013
Research : governance of Agile projects in the
private sector, Aug 2012
We analyse VFM of public services – not just ICT
De
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De
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BD
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De
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DD
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Enterprise analysis
Financial & services performance analysis
Str
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y
Gov
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Impl
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tatio
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Ser
vice
mgm
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Peo
ple
Pro
cess
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Tech
nolo
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Service architecture analysis
Users
Channels
Business Processes
Technology (Sam)
Data Integration
AHAgency
FSA OV’s Defra EU FERALocal
AuthoritiesEnvironment
AgencyPort HealthAuthorities
RPA
Wider BRP StakeholdersKey AHVLA Users
InternalWeb User
Email PhonePaper
DocumentsDocument
ImagingOnlineForms
OfflineForms
InternetPortal
ODRM Activity Commander
Business Process & Rules Engine (Pega)
ManagementInformation (Bus
Obj)
Forms Library
Operational Data Capture (eForms)
Customer Data Document Store Activity Data Historical Bus DataOperational Bus
Data
Data Services Support (ESB) Data Feeds Support (Data Stage) External Systems I
AHVLA Business Areas/ServicesDisease
Risk Reduction
Endemic NotifiableDisease
Exotic NotifiableDisease
Protecting the Food
Chain
Reportable and Other Zoonotic
WelfareBorder Control
Registration Management
Work Management
Sampling Trace Compen-sationCleanse
&Disinfect
3rd Party Liaison
Vaccinate
Risk Management
Visit Management
Surveillance ValuationSlaughter/
Cull/Disposal
MovementControls/
RestrictionsRestock
PremisesLicence/
Approvals
• Skills & experience• Team dynamics &
culture
• Timing & nature of quality control by delivery team
• Order that team tackles the tasks
• How team responds
• How teams measure and demonstrate value
• Monitor value from the activity not amount of activity
• Visual management – transparency to all in the business
• Evaluate current situation not the past
• Smaller number of artefacts to examine
• Invest in communication for all involved in project assurance so they understand how Agile methods are different
• Assure that project staff have the right skills
• Business owners integrated into delivery team
• Organisation of working environment is key
Light touch and proactive
Focused on activity underway and value of products & services
Fail fast and learn quickly
Improve certaintyteam have on quality they will produce
Senior manage
ment agrees
quality of service upfront
User involvement in assuring value
Assessors have
high-end delivery
experience
Observation is main method of evidence
collection
ICT and systems analysis team
Food for thought: four principles of governance for Agile deliveryFrom NAO case studies on 8 private sector companies
NAO report: Governance for Agile delivery
Everyone is a collaborator in
delivering quality
Delivery teams decide empirical performance metrics and self monitor
Mirror the Agile philosophy – only do it if it brings value and does not introduce delays
External assessment focus on teams’
behaviours not just processes and documentation
Four principles
Key lines of assessment
IT audit refresh for financial audit also
Comprehensive understanding of technology
risk
Intelligent use of IT to support financial audit
Application controls / audit
integration
General IT controls
Future:• Improve general auditor
understanding of technology and associated risks
• Enhance specialist capability to consider significant risks or complex environments
• Strong relationship with IT management, IT risk assurance and IT audit functions at clients.
• Understand how we can use both our skills and client technology to intelligently improve the depth and efficiency of our work
• Use this understanding to add value through our range of interventions
Summary• The clear message from GDS is digital by
default• There are challenges in delivering
fundamental digital transformation beyond ICT but this is governments selected route to maintain quality of public services as costs are reduced and it is a central part of Civil Service Reform
• The NAO is also changing to respond to how government is delivering digital services
• We are following the digital transformation right through the enterprise
