DCMS E-Business Strategy
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DCMS E-Business Strategy DCMS E-Business Strategy Document Transcript

  • DCMS E-Business Strategy Version 1 October 2000
  • DCMS E-Business Strategy October 2000 1. Introduction 1. This document sets out an initial vision for how the Department for Culture, Media and Sport (DCMS) will meet the target of moving to e-business status and providing all services online by 2005. It is a living document and represents the first stage in the development of the detailed e-business strategy. It builds upon the Department's core values and its goals as defined in the Service Delivery Agreement (SDA). 2. The Department for Culture, Media and Sport (DCMS) has policy responsibility for museums, galleries and libraries, the built heritage, the arts, sport, education, broadcasting and the media and tourism, as well as the creative industries, the Millennium and the National Lottery. 3. DCMS provides only a limited number of direct services, however its sponsored bodies provide a wide range of services to people and business, both within the UK and abroad. 4. DCMS is not just about "culture", it also has a major economic role, a role that will increase as the knowledge economy develops, for example 13% of exported television programmes shown anywhere in the world during peak-time come from the UK. Not only does DCMS have policy responsibility for a sector of the economy which provides employment for more than one eighth of the working population, but that employment contributes significantly to the government's agendas of education and social inclusion. This has a number of implications for DCMS's electronic service developments and initiatives, which must contribute to that role and, through communications and publicity, be seen to do so. 5. Additionally, DCMS has a major role in ensuring accessibility. The Peoples Network, which was initiated by DCMS, is a specific example of this role, under this initiative 30,000 PCs are being installed into libraries throughout the UK to provide free access to the Internet for all library users. 6. DCMS is a small department with approximately 400 staff and is the newest central department having been founded in 1992. Whilst DCMS has an annual budget of around £1 billion the vast majority of this is given out as grant in aid to the department's 50 or so sponsored bodies. The Department's own budget for 2000/2001 is £25 million. The Department also oversees the initial distribution of National Lottery funds. 7. As a relatively new department DCMS does not have a plethora of legacy systems Page 3 of 33
  • DCMS E-Business Strategy October 2000 and has based its IT strategy on industry standards and commodity solutions. 8. As a small central department which sets the policy, key performance targets and funding framework for a range of sponsored bodies DCMS can be viewed as being someway down the road to the model of what central departments will be like post move to e-business status. DCMS will look to share the experience and systems which it has developed to meet its business needs. 9. Given that DCMS is not primarily a service department its e-business strategy will focus on redefining DCMS's procedures in the light of e-business opportunities. This will include making the Department's processes open to its stakeholders, thus reducing their need to chase up progress and freeing up Departmental resources to deliver improved services, operational efficiencies and better quality work. DCMS will look to position itself as an "open" department; open for business, open in its dealings, open in its processes. 10. DCMS will also look to enhance and improve communications with and between its sponsored bodies and with the citizen and other key stakeholders. 11. Finally DCMS will look at the options for radical transformation of processes and service delivery which arise from the changes wrought by the developing Knowledge Economy. This will link closely with work on the wider Modernising Government initiative. 12. This initial strategy will focus on DCMS itself and on the relationship with and between its Non Departmental Public Bodies (NDPBs). The role of the NDPBs in the process will need to be taken forward as the next stage. The next stage will also seek to bring in other key stakeholders: existing partners such as other departments; representatives from the regions; users of departmental services; and the centre itself. 13. DCMS itself offers only a few direct services, so cross cutting initiatives with its NDPBs and others will be a key part of its future strategy. Culture Online, an online service providing direct access to the nation's rich cultural heritage and creative industries, is one key example of this. 14. The key cross cutting initiatives for us will be those that directly relate to the Department's 4 key aims: education, access, social inclusion, the pursuit of excellence. 15. DCMS will look to play a major role in UK Online but looks to build on the "life Page 4 of 33
  • DCMS E-Business Strategy October 2000 episodes" concept, much of what DCMS is about is not necessarily episodic in nature. The Department is considering a range of portal development opportunities which would be initiated or facilitated by DCMS such as Culture Online, a Lottery grants portal, E-Tourism, etc. DCMS will act as a sponsor and an "anchor" for these sites and will work with UK Online to make sure that they are included in the "national portal" and contribute to the services and functions available through that central portal. 16. Success of the DCMS strategy will depend on addressing the key issues: departmental culture, resourcing including skills, risk management, corporate planning/management, and facilitating change. Furthermore, DCMS will not be able to work alone, it will need to look for partnerships and joint ventures. Some of these may be with our sponsored bodies or other departments, others will be with the private sector. 17. Finally, DCMS will look at how the move to e-business status will affect working life for staff. There may be opportunities to provide greater flexibility in working practices and to provide more secondment opportunities as part of the joint venture approach. Page 5 of 33
  • DCMS E-Business Strategy October 2000 2. Strategy Statement Vision On behalf of Government, DCMS will lead government e-business development: • on Culture, Media & Sport (including tourism and lottery) initiatives, • on initiatives where DCMS has a particular expertise to share with OGDs (e.g. Public Appointments), • Where it can facilitate change to achieve benefits across its sectors, • where DCMS's relationship with NDPBs can allow "safe" pilots of critical issues (e.g. Data Sharing), Identification of important cross-cutting relationships 18. DCMS maintains a major cross-cutting role on behalf of government in its relationship with the Non-Departmental Public Bodies (NDPBs). These cover a range of sectors and major cross-cutting initiatives in the areas of education, employment and business support are already under way. This represents the most significant area of cross-cutting work for the Department and one core work area for the e-business strategy will be to look at how we can improve and facilitate communications with and between our sponsored bodies. 19. Other cross-cutting relationships involving DCMS include contributions to the Public Service Agreements (PSA) targets for the cross-cutting review of the knowledge economy: • The Cabinet Office PSA will have a high level target to ensure departments meet the Prime Minister's targets for electronic service delivery: 25 per cent capability by 2002 and 100 per cent capability by 2005. - DCMS performance towards meeting these targets is described later. • The PSAs for Customs & Excise and Inland Revenue will contain targets to ensure that by 2005 100 per cent of services are offered electronically, wherever possible through a common Government portal, and a take-up for these services of at least 50 per cent. - DCMS activity against this target is described in the next sub-section • The DfEE PSA includes a target subject to consultation that the percentage of Page 6 of 33
  • DCMS E-Business Strategy October 2000 14 year olds at or above the standard of ICT skills for their age should increase so that, by 2007, 85 per cent will achieve level 5 in the Key Stage 3 test; as a milestone towards that target, 75 per cent should achieve that level by 2004. - DCMS contributions towards this target are both in terms of providing infrastructure upon which people can be trained (the People's Network) and in providing learning content. A major driver of Culture On line is the provision of educational material to those who cannot physically access it. Strategy to make services accessible via the Government Portals for Citizens and Business 23. DCMS is looking to play a major role in UK Online but is not necessarily bound by the "life episodes" concept, much of what DCMS is about is not episodic in nature. DCMS also sees a number of portals being initiated such as Culture Online, the Lottery grants portal, E-Tourism, etc. DCMS will act as the sponsor/facilitator and as an "anchor" for these sites and will work with UK Online to make sure that they are linked into the "national portal". Strategy to deliver internal processes electronically 24. Many current internal processes are already delivered electronically. DCMS will aim to meet government targets for e-delivery by the end of Phase 1 of the Programme Plan. Alongside this DCMS will be reviewing its internal business processes and structures with a view to building on the opportunities which e-business offers. Effects of the 2000 Spending Review, and of outputs from the Policy and Innovation Unit's study of electronic service delivery of services to citizens 25. The DCMS budget for 2000-01 is £1 billion of which the Department's own running costs comprise just £25 million. Within this budget, DCMS is already developing a number of e-business functions that align with the PIU recommendations. However SR 2000 has left the department unable to complete these projects within existing budgets. This poses a risk to the progression of the e-business strategy and means that the various options defined later under Business Options and Tactics will need to be reviewed in the light of desirability, utility and affordability. The Department will be looking at central funding and joint venture opportunities as options for a range of these proposals. 26. DCMS participated in the development of the PIU report on Electronic Service Delivery (ESD) and a key part of the next phase of the strategy will be the Page 7 of 33
  • DCMS E-Business Strategy October 2000 development of an action plan to address the findings of the report. DCMS has already carried out an initial survey of its sponsored bodies to provide a baseline for future ESD developments. QUEST (DCMS’s Quality, Efficiency and Standards Team), have produced a report on e-value which proposes a series of changes to the way sponsored bodies interact via the internet with their audiences, visitors and customers. The study reveals that a number of sponsored bodies are making exceptionally innovative use of the internet, in some cases transforming the way they operate and creating new business opportunities. However, across the board there is a great disparity in the extent to which organisations have realised the potential of the internet. Plans to converge with corporate standards and frameworks 27. Resources permitting, DCMS is currently involved/ is planning to be involved in all of the following: • Government Gateway Project • UK Online - Portal • The Knowledge Network • Electronic document management • Electronic procurement systems • Various CITU frameworks such as E-GIF 34. The main barriers to work in these areas are resources and also the need to ensure that the standard is appropriate to the needs of DCMS. The blanket imposition of generic standards for “standards sake” risks acting as a diversion away from the business needs of the organization and may lead to an unsustainable drain on resources. Critical areas of risk and uncertainty, assumptions and barriers to progress 35. Critical areas of risk that have been identified are: • Culture - the ability of the organization to make the changes to corporate culture needed to sustain a move to e-business status. • Resources - of DCMS to maintain business as usual whilst implementing the e-Business Strategy and the impact of SR2000 on available funding • Skills - especially the specialist skills to implement the e-Business Strategy • Corporate planning / management - to ensure implementation projects are appropriately aligned with the rest of the business of the department • Imposition of "one size fits all" - the centre insufficiently recognising the Page 8 of 33
  • DCMS E-Business Strategy October 2000 differences of DCMS (e.g. see comments on "standards" previously) • Working with the NDPBs - trying to resource and sustain a radical change programme across a large variety of funded bodies. Skills shortfalls and how they will be made up 42. Skill shortfalls will be addressed in a number of ways, including the following: • Working in partnership - with sponsored bodies or OGDs • Identifying Joint Venture opportunities and seeking to use the skills of partners. • Utilising existing contractual arrangements - e.g. for IT development • Undertaking a skills audit and retraining staff to address both culture and skill shortages Next steps 47. The next stage of the e-business strategy development will be the involvement of the Royal Parks Agency, NDPBs and the regions. 48. This document will then be extended to cover detailed option analysis and concomitant project plans, together with investment appraisals and gap analyses. Page 9 of 33
  • DCMS E-Business Strategy October 2000 3. Business Options and Tactics 3.1 Key customer needs and segmentation 49. To date 10 types of customer have been identified: Ministers Services provided to Ministers include policy advice and direct feedback (on policy implementation). Additionally administrative support is provided, e.g. staffing and equipping private offices, etc. Parliament Services provided to Parliament are in respect of Parliamentary Questions (PQs) and to allow it to perform its regulatory role by supplying information to PAC, NAO etc. Citizens Not many (but some) services to Citizens come directly from DCMS (most are through the NDPBs). Some services (like those of the Export Licensing Unit) are direct from DCMS and very appropriate for consideration of e-services. CultureOnline will be a primary mechanism for delivering services to the citizen. NDPBs Over 50 public bodies receive funding from the DCMS to deliver direct sporting and cultural support to the public. Sponsorship services range from agreeing overall strategy to advice on resource issues. DCMS has a lead role in public appointments with respect to the NDPBs. OGDs DCMS has interfaces with many government departments. One particular interface is with DfEE, in connection with DCMS responsibilities in the area of Education and Training. Staff and Managers Especially for internal Personnel, procurement and IS services. of DCMS This group of customers also includes staff in Cabinet Office and Whitehall because of corporate staffing agenda (providing information and doing work on behalf of) Local Authorities To date, only identified as a customer where Local Authorities brought into broader service provision however the next stage of the process will include the regions. Businesses Services to Businesses are similar to those to citizens, covering direct services, including applications for Export Licences and Listings, plus advice as appropriate. Voluntary A number of DCMS’s partners and stakeholders are non-profit Sector/NGOs organizations and there may be particular issues in delivering service to them electronically. Non UK Citizens, Providing advice and services to those overseas with an interest public bodies and in UK culture, media, tourism and sport. Businesses Page 10 of 33
  • DCMS E-Business Strategy October 2000 3.2 Plans for measuring customer satisfaction and take-up 50. The DCMS needs a coherent approach to research and statistics in the area of customer satisfaction. All bodies measure customer satisfaction. However there is a lack of consistency and no standard agreement on purpose and use across DCMS and the NDPBs. 51. As part of the Consumer Focus initiative, the Department has designated a member of the Department's Management Board, as its consumer champion and established a network of consumer champions in sponsored bodies to help pursue the initiative. In addition, DCMS • is requiring its sponsored bodies, through the new three-year funding agreements, to measure and report on customer satisfaction; • has developed a checklist for sponsored bodies with advice on ways in which they might ask for and listen to what consumers want; how to act on what they hear; and how to communicate findings; • is getting independent advice on the issues that matter to the consumer - e.g. a Viewers Panel has been established to give the Government a consumer view on progress towards the switch-over to digital television, and will report by November 2001. • is collecting data from the People's Panel about DCMS sectors. 56. QUEST (the Quality Efficiency and Standards team within DCMS) has proposed a new set of performance measures aligned with the DCMS PSA targets. The Department is building on these proposals to define future metrics which will address the needs of e-business. 57. Take up targets for the various services are in development and the next phase will involve the definition and agreement of effective take up targets with our sponsored bodies. 58. Internally within DCMS, staff satisfaction is measured through focused surveys, including: • Accommodation • Staff Attitude Survey • Personnel • Information Systems. Page 11 of 33
  • DCMS E-Business Strategy October 2000 3.3 Analysis of business and legislative requirements 63. DCMS is currently reviewing any changes necessary to support the Electronic Communications Act (2000) and will be consulting key stakeholders, including business and the citizen, to better gauge how the move to e-business status can be progressed to maximise take up and ensure that stakeholders benefit. 64. Currently DCMS has already taken a range of steps to speed the adoption and use of e-services, having: • public access to information via web-site • inter-departmental information flows via a knowledge network/GSI/web-site • information to/from staff via the DCMS Intranet (Badger) • online electronic publication of all DCMS publications • wider working: all staff use e-mail to support both internal and external communications • establishment of People's Network • All IT procurement is carried out online, with digital signatures being piloted to support the process • All Press Notices posted on Internet • Basic, "dumb" online application forms available on the web site: • Film Licences • Public Appointments • Job Vacancies • The business planning process is linked to the Modernising Government Action Plan • supportive back-end processes • an online web-based system for interrogating details of all National Lottery awards. • publication of all consultation exercises on the Internet • a standard e-mail enquiry point for public enquiries 82. Problems that the department is facing in making further strides towards becoming a true e-Business, include: • Culture - DCMS staff are still inward looking when it comes to using and utilising Internet technology and tools. When DCMS is fully engaged in e-business there will be a problem in enskilling sufficient staff and ensuring management buy-in. The structure and processes of the Department will need to be reviewed to ensure that there are no structural barriers to the transformation to e-business. DCMS will also need to consider how to ensure Page 12 of 33
  • DCMS E-Business Strategy October 2000 that e-business is not regarded as a distraction from the "real business" of the organization. • Wider awareness - the DCMS is the smallest government department and receives comparatively limited funding. There is a perception that the issues that this brings are not fully understood by the centre. There is a risk that the loading on a small department in meeting the demands of compliance with central standards, involvement in central initiatives and reporting on progress on various fronts may simply prove unsustainable. • Communications - extensive use is made of e-mail. However, the lack of standards in the use of office products can cause some problems, E-GIF may provide a basis for solution here. • Information Management - two studies have been carried out to evaluate the feasibility of introducing an electronic document management system. Both studies concluded that, without the introduction of standard processes and procedures for both manual and electronic filing, it would be impossible to introduce a system with any degree of success. DCMS does have a record management policy, however there is a distance between policy and practice. DCMS has a high staff turnover, 20% per annum is not uncommon, and the continuing loss of tacit knowledge engenders a range of risks as well as adding to the importance of standard processes. • Data sharing - Staff all have, and make great use of, e-mail for working together. More use could be made of shared databases, with more sharing of information and a more collaborative approach to working, including closer links with NDPBs. • National Lottery Distributions Data - This depends on the accuracy and timeliness of information received from distributors, there are no metadata standards yet in place. Whilst the data is collected to the lowest possible geographical area to allow for flexible aggregation at higher levels there are potential difficulties in classifying some awards. 3.4 Opportunities for and benefits of e-techniques including CRM, electronic purchasing, ... 89. DCMS has identified a set of opportunity areas for the adoption of e-techniques. In priority order, these are as follows: Page 13 of 33
  • DCMS E-Business Strategy October 2000 1. Culture Online 90. Culture Online (COL) will use the latest technology - via the Internet and other digital platforms - to present and explain the best of our culture and heritage as a key resource for schools and an ever-expanding reference work for everyone. In future, for example, a child studying Shakespeare's Macbeth will be able to download the text, watch a performance of the play online, take part in discussion groups with other students and a recent Director of the play, call up costume designs and programmes from past performances - and all without leaving their PC terminal or digital TV. 91. And they will also be able to use COL to book tickets to see the real thing live on stage. 2. DCMS Intranet (BADGER)/Internet 92. DCMS has a well used website which provides information on the work of the Department, access to DCMS services and links out to our sponsored bodies. 93. The website can be extended to provide a richer range of functionality and to act as a simple portal out to our sectors - COL will provide the detailed portal functionality in time. The website also represents our primary public interface and needs to reflect that. A vision statement for the DCMS website has been defined and is attached as an annex to this document. 94. Badger, the DCMS Intranet, is a popular internal resource. The intention now is to build on that and to make it into the standard information interface for the Department. To this end all DCMS applications should be web-enabled by the end of 2001. A vision statement for Badger has been defined and is attached. 3. The Government Art Collection 95. The Government Art Collection (GAC) is a small national collection of art works which are displayed in British government buildings around the world. As one of the national collections, and one which is not normally accessible to the public, the Internet provides an ideal opportunity to provide wider access and to deliver a rich range of functionality such as research, information for a range of key audience segments and online exhibitions. The GAC website will also provide a test bed for some of the Culture Online concepts and reflect the Department’s engagement with this area. Page 14 of 33
  • DCMS E-Business Strategy October 2000 4. A National Lottery Grants Portal 96. A single portal providing basic information on how to apply for National Lottery funding and directing applicants to the appropriate distributor would be useful to the citizen and would reduce the burden on the distributors. This is an initiative which DCMS would look to facilitate. 5. A Sports Portal/e-Tourism 97. These two options were equally ranked in discussions. The first would allow people to find out about local sports facilities and activities within their local community. The second would build on the highly successful BTA VisitBritain website and the work of the Department's new e-Tourism panel to identify joint venture opportunities for the delivery of tourism information and services online. 6. Communications between DCMS and NDPBs 98. This is seen as a key area of work. The aim is for DCMS to facilitate communications with and between its sponsored bodies. The idea is to create an online forum/extranet which will develop into a full business exchange. This will provide opportunities to share best practice and access to a range of standard business services. The intention is to work with others like OGC to define a range of business to business services which would add value and improve the effectiveness of standard processes. 99. Given that it is unlikely that the bulk of DCMS sponsored bodies will be on the GSI in the near term the Department will also be looking at facilitating the use of PKI/digital signatures across its sectors. 7. Export Licensing - full online transactions 100. The export licensing of works of art is one of the few direct services offered by DCMS. The primary users of this service are business however it is also used by members of the public. The service is regulated by the EU and there are limits on how much of the service can be delivered electronically. Within those limits however it is intended to put the service online. 101. A modular approach to development will be taken, starting from a basic core of database supported by simple online forms, the aim is that the system will be developed to provide secure online case tracking functionality and “intelligent forms” within the constraints imposed. Page 15 of 33
  • DCMS E-Business Strategy October 2000 8. Public appointments/correspondence tracking 102. Applications for public appointments can already be made on the DCMS website. The process will be enhanced and integrated with our public appointments system. 103. The Department has a correspondence tracking system and one of the first steps proposed is to extend this to provide CRM functionality. The system would also be extended to provide online access to the case tracking system so as to allow correspondents to track status. 9. Listed Buildings 104. The Listed buildings service is primarily delivered by English Heritage with DCMS playing a key role in the overall process. The Listed Buildings Database currently holds information on all listed buildings in England and Wales and the intention is to enhance the service to provide an online interface for applications and case tracking. 3.5 Channel analysis 105. It is important to recognise the key role that DCMS has in channel provision (as opposed to just content provision). 106. If the government is to meet its target of 100% of appropriate services being accessible then it is essential that such accessibility is offered to all citizens. 107. DCMS already has projects underway that are aimed at increasing the ability of citizens to partake in this electronic interaction. The most significant of these is the "Peoples Network" where all Public Libraries will offer Internet access to their customers by 2002. 108. Additionally, DCMS is involved in a new government initiative to make digital TV (and hence DTV Internet access) affordable to all classes of society. 109. DCMS is also actively seeking to increase the value of access to those who cannot physically attend the Cultural and Sporting events being provide to increase Quality of Life. By increasing the amount of cultural material available on the web DCMS is able to increase the value of the web experience. This activity is embodied in Culture Online. Page 16 of 33
  • DCMS E-Business Strategy October 2000 3.6 Wider Markets/ Partnership options 110. As described previously there are two levels of partnership appropriate for consideration by DCMS. The first is that of partnership with the NDPBs - the requirement for this pervades most of the priority areas described above. The second is partnership with others, such as the private sector - this can cover individual priority areas (most particularly a Sports Portal/e-Tourism) or be of more general form through risk-sharing partnerships with service providers. 3.7 High level evaluation of implementation options 111. DCMS work in the preparation of this e-Business Strategy led to an evaluation of the options, carried out by the DCMS strategy development working group. High level evaluation came up with the prioritised list presented in section 3.4. 112. The next stage will be the detailed evaluation of the various options against resources and benefits. 3.8 Opportunities to deliver early results 113. Phase 1 of the proposed programme will deliver early results. This phase consists of the following projects, resources permitting, these should all be completed before the end of 2001. • Develop Culture Online - concept stage only • Export Licensing Unit - base system • GAC - putting the national collection online • NDPBs - communications review • NDPBs - data sharing database • Knowledge Network - participation in phase 1 and roll out of first stages of DCMS's own KN. • Extending communications options through secure e-mail and digital signatures. Page 17 of 33
  • DCMS E-Business Strategy October 2000 4. Programme Plan 4.1 Identification of high level portfolio of projects accompanied by high level milestones 4.1.1 DCMS project portfolio 121. The DCMS portfolio of projects consists of three phases, as follows: Phase 1 - Now • Develop Culture Online concept • Export Licensing Unit - base system • GAC - collection online • NDPB communications review • NDPB database • Knowledge Network • Pilot secure mail/digital signatures Phase 2 - Next • Customer Relationship Management (CRM), including Correspondence tracking • Website - build on vision statement • Badger - build on vision statement • Bring in NDPBs/regions • Identify best practice/beacons • Look for quick wins • Develop initial business exchange portal Phase 3 - Midterm • Develop business exchange site functionality - e-procurement • Facilitate Lottery Portal • Facilitate communications - PKI, CA • Move to full e-procurement within DCMS • Look at E-Tourism opportunities • ELU case tracking functionality • GAC website - rich functionality (online exhibitions, research …) • Public appointments Page 18 of 33
  • DCMS E-Business Strategy October 2000 4.1.2 Key milestone dates, assumptions and dependencies for each project 144. These are represented in the Gantt chart below. The key assumption and dependency is that resources will be available to sustain these projects. 145. Certain tasks are represented solely as milestones, these are activities identified as priority options but where there is a wider dependency which needs to be addressed first before a timeline can be established. Page 19 of 33
  • DCMS E-Business Strategy October 2000 2001 2002 ID Task Name Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 1 Phase 1 - Now 2 Develop Culture Online concept 3 Export Licensing Unit - base system 4 GAC collection online 5 NDPB Communications Review 6 NDPB database 7 Knowledge Network - phase 1 8 Pilot secure e-mail/digital signatures 9 Phase 2 - Next (Planned) 10 Customer Relationship Management (CRM) 11 Website - build on vision statement 12 Badger - build on vision statement 13 Bring in NDPBS 14 Identify best practice/beacons 15 Develop Culture Online 16 Develop initial business exchange portal 17 Phase 3 - Midterm (planned) 18 Develop business exchange site - e-procurement 19 Facilitate Lottery Portal 28/02 20 Facilitate Communications - PKI, CA 21 Move to full e-procurement within DCMS 22 E-Tourism 02/04 23 ELU case tracking functionality 24 GAC website - rich functionality 25 Public appointments 01/02 Figure 2 - DCMS E-Business Strategy Page 20 of 33
  • DCMS E-Business Strategy October 2000 4.2 Achievement of ESD and other 'e' targets, including e-commerce 146. The government has recognised the importance of the digital revolution for the delivery of its services, and has already taken significant steps towards capitalising on the potential benefits of electronic service delivery (ESD). Government has already: 1. set itself the target that 100% of services will be available electronically by 2005 and committed itself to publishing a report twice a year showing progress; - The strategy sets out a plan whereby 100% of DCMS services will be available (within legislation limitations) electronically by the end of 2001 2. set a target that there should be universal access to the Internet by 2005 published the e-government strategic framework in April 2000, identifying a common framework and direction for change across the public sector; - Currently DCMS, and all bar 1 of its NDPBs, already have websites and publish e-mail contact details. Furthermore DCMS has made significant contributions to citizens access through the Peoples Network providing 30,000 PCs into Public Libraries; 3. undertaken a cross-cutting spending review of the knowledge economy, as part of the 2000 spending review (SR2000) to identify funding for electronic services and to promote universal Internet access; - DCMS is contributing to the tasks identified in the cross-cutting review of the knowledge economy through its involvement in the Knowledge Network and its contribution to education through the development of Culture Online; 4. developed a personalised point of entry to a wide range of government services: the UK online portal for citizens. The portal, to be launched in autumn 2000, will gradually be developed to provide more functions. - DCMS is in discussion to provide Public Appointments as one of the initial applications on UK Online. and work in hand, including: 5. the preparation by departments of e-business strategies, setting out how departments will meet the 2005 electronic service delivery targets; - This document is the DCMS e-Business strategy; 6. the implementation by departments, agencies and local authorities of early examples of electronic services, including, for example, NHS Direct and the Page 21 of 33
  • DCMS E-Business Strategy October 2000 tax self-assessment service; - DCMS's example of early electronic services include the export licensing application and film licences; 7. the Government Gateway project to provide a secure and reliable communications infrastructure, so that citizens and businesses can have continuous direct online access to government services; - Through its intended open approach to the development of e-business processes DCMS will facilitate information exchange with all departments as appropriate under the government gateway project; 8. the Government Secure Intranet (GSI): a managed infrastructure linking departments' networks in a secure manner; - DCMS has already implemented GSI and is reviewing communication links with NDPBS including the use of PKI and digital signatures; 9. publication of the UK online annual report setting out the UK's progress on e-commerce and e-government. - DCMS will contribute as required to the UK Online annual report. Page 22 of 33
  • DCMS E-Business Strategy October 2000 5. Investment case 68. Within the timescales set, it has not been possible to produce investment cases for the projects identified in this document. Naturally such work will be undertaken as part of the programme to implement the strategy and is a key part of the next phase. 69. Given that DCMS itself is a small organization based around industry standard systems in conjunction with a management team committed to the opportunities which e-business offers it is clear that there is a potentially large benefit to be gained from a modest investment. Page 23 of 33
  • DCMS E-Business Strategy October 2000 6. Risk Assessment 6.1 Initial Risk Register Risk No. Risk: DCMS staff culture inhibits adoption 1 of e-Business Description: Likely Impact Affects resistance by DCMS staff is encountered in their moving to the new ways of working H H All Mitigation Action: Carry out Culture Audit, initiate culture change programme Risk No. Risk: Insufficient resource to offer e- 2 services Description: inability Likely Impact Affects of DCMS to maintain business as usual whilst implementing the e-Business Strategy M H All Mitigation Action: Seek funding through cross-cutting initiatives to preserve funding for core activities Risk No. Risk: Insufficient skills to implement e- 3 services Description: Likely Impact Affects shortages, especially the specialist skills to implement the e- Business Strategy M H All Mitigation Action: Carry out Skills Audit, identify suitable staff for training, or recruit Risk No. Risk: Corporate planning / management 4 Description: –– to Likely Impact Affects ensure implementation projects are appropriately aligned with the rest of the business of the department M M New business Page 24 of 33
  • DCMS E-Business Strategy October 2000 Mitigation Action: incorporate e-business implementation programme into business programme Risk No. Risk: Imposition of “one size fits all” 5 Description: Likely Impact Affects government insufficiently recognising the differences of DCMS (e.g. see comments on “standards”) M M Funding Mitigation Action: Through the e-envoy publicise different role of DCMS and the need to avoid mandating generic standards which do not meet business needs Risk No. Risk: Working with the NDPBs 6 Description: Likely Impact Affects complexity of working with a range of largely independent bodies of different sizes and with differing needs and objectives M M NDPB interfaces Mitigation Action: Invest in communications and support to show NDPBs value of co-operating 6.2 Risk Management Approach 70. DCMS regards risk management as a key priority. The Department has implemented a risk management policy, supported by training. This policy reflects the wider Modernising Government agenda and the Department’s own survey of risk and risk management issues, both internally and across its sectors. 71. Quest have carried out a major review on risk management, ‘Developing Risk Management in DCMS Sponsored Bodies', which was published in September 2000. 72. As part of its response to the Review of Major IT Projects DCMS has updated its project planning and risk management processes to reflect the findings of the report, in particular the need for a well defined Senior Responsible Officer (SRO). Page 25 of 33
  • DCMS E-Business Strategy October 2000 7. Institutional Framework 7.1 Report on progress towards implementation of targets for electronic delivery of government services 73. Details of progress to date are included in section 4.2 and are not repeated here. 7.2 Roles and responsibilities for delivering the strategy 74. Within DCMS the following are responsible for the delivery of the e-business strategy: • Delivering the Strategy - Robin Young, Permanent Secretary • Developing the Strategy - Alex Stewart, the DCMS Information Age Champion • Co-ordination of Development of Strategy - Mark O'Neill, Head of Information Systems • Corporate Ownership - DCMS Management Board Working Group on Development of Strategy: • Janet Evans, Head of Libraries, Information and Archives Division (LIAD) - Lead on Culture Online • Andy McLellan, Head of Finance • Ruth Siemaszko, Director of Personnel • Amanda Millhouse, IT Service Manager • Graham Newsom, Head of Communications • Mandy Barrie, LIAD • Sandie McGuire, DCMS IT partner - Sema Group • Richard Morton, Strategy consultant - Sema Group 7.3 Plans to respond to other modernisation initiatives 9. Within its implementation of its e-business strategy, DCMS will embrace all appropriate initiatives that ensure the adoption of best practice in Modernising Government. Furthermore DCMS will share its experiences openly to ensure other departments benefit from the experiences gained by DCMS in realising its strategy. 7.4 Relationship of the e-business strategy to DCMS planning processes Page 26 of 33
  • DCMS E-Business Strategy October 2000 10. The Management Board of DCMS have agreed that the e-business strategy will be aligned with the departmental planning process, to the extent that there will be one business strategy incorporating both "e" and traditional aspects. 7.5 Co-ordination with strategies of Agencies or Organisations for which the Department is responsible 11. The cornerstone of the next stage of the DCMS e-Business Strategy will be the bringing in of the Royal Parks Agency and the NDPBs. 12. Interfaces with the NDPBs forms a major part of the initial e-business strategy as described in this paper. The next stage will be to ensure the e-business activities of all the NDPBs aligns with the government and DCMS strategies. 13. The NDPBs are already active in e-business (primarily in terms of information provision) as the following table shows: Non Departmental Public Body Website Arts Council of England www.artscouncil.org.uk British Film Institute (no longer an NDPB) www.bfi.org.uk British Library www.bl.uk British Museum www.british-museum.ac.uk British Tourist Authority www.visitbritain.com Broadcasting Standards Commission www.bsc.org.uk Churches Conservation Trust N/A CABE www.cabe.org.uk English Heritage www.english-heritage.org.uk English Tourism Council www.englishtourism.org.uk Film Council www.filmcouncil.org.uk Football Licensing Authority www.flaweb.org.uk Geffrye Museum www.geffrye-museum.org.uk Historical Manuscripts Commission www.hmc.gov.uk Historic Royal Palaces www.hrp.org.uk Horniman Museum and Gardens www.horniman.demon.co.uk Imperial War Museum www.iwm.org.uk Millennium Commission www.millennium.gov.uk Museum of London www.museum-london.org.uk Museum of Science and Industry in Manchester www.msim.org.uk National Film and Television School www.nftsfilm-tv.ac.uk National Gallery www.nationalgallery.org.uk National Lottery Charities Board www.nlcb.org.uk National Maritime Museum www.nmm.ac.uk National Museum of Science and Industry www.nmsi.ac.uk National Museums and Galleries on Merseyside www.nmgm.org.uk National Portrait Gallery www.npg.org.uk Natural History Museum www.nhm.ac.uk Resource www.resource.gov.uk Page 27 of 33
  • DCMS E-Business Strategy October 2000 Royal Armouries www.armouries.org.uk Sir John Soane's Museum www.soane.org Sport England www.english.sports.gov.uk Tate Gallery www.tate.org.uk UK Sport www.uksport.gov.uk Victoria and Albert Museum www.vam.ac.uk Wallace Collection www.the-wallace-collection.org.uk Page 28 of 33
  • DCMS E-Business Strategy October 2000 Annex DCMS Website - Vision Statement 1. Personalization Users should be able to get a personalised view of the information held on the DCMS website. Users should be able to sign up for e-mail notification of relevant changes and new material. Users should be able easily link to relevant sections of the DCMS site. It should be possible to reflect communities of interest on the website. 2. Portalization The site should provide readily accessible and intelligible links to all our sponsored bodies. The site should provide links to our sectors in a coherent and consistent way. Context should be provided for links. Temporary links to events should be provided and well signposted. The site should act as an anchor. The website should link to and work with our sectoral portals such as Culture Online and the Lottery Portal as well as UK Online. 3. Navigation The site should be fast and easy to navigate. The site should provide a site map. The index and search facilities should be comprehensive and simple to use. 4. Accessibility Page 29 of 33
  • DCMS E-Business Strategy October 2000 The information on the site should be accessible to people through text based browsers. The site should be accessible without training, help should be provided as necessary. People should be able to contact the Department easily and effectively through the website. The information on the website should be accessible to all of our customers. 5. UK Online branding The site should reflect UK Online branding on the homepage. Links to the wider UK Online should open in a new browser window. 6. Functionality The site should provide a unified interface into all DCMS services. All publications and consultative exercises should be on the website. All DCMS functions should be visible on the website. All DCMS services should be accessible via the website. Status and progress reports should be accessible through the website. The website should be consistent and clear. 7. Management The website should be simple to update. There should be a regularly reviewed publications policy for the website. There should be regular meetings of the website Editorial Board. There should be clear guidance on privacy, accessibility and data protection as they affect the website. Page 30 of 33
  • DCMS E-Business Strategy October 2000 The visitor figures for the website should be regularly updated and published on Badger. 8. Aim The DCMS website should be the most interesting in UK Government. The website should reflect the diversity of our areas and responsibilities. The website should be always current. Events in our sectors should be flagged up on the site and the appropriate links set up. The website should be a living example of best practice. The website should be fun, educational, engaging and useful. The website should make life easier for the citizen. The website should build on corporate standards. Page 31 of 33
  • DCMS E-Business Strategy October 2000 Badger - Vision Statement 1. Personalization Staff should be able to have a personalised window into Badger whilst not losing access to the full range of information and services. Badger should provide a forum for staff. 2. Navigation Badger should be easy, logical and consistent to navigate. Badger should be well indexed and searchable. 3. Functionality Badger should be the central portal for all corporate information. All DCMS information systems should be web enabled to support this. All internal functions should be visible through Badger. Badger should be the first place staff turn to. Badger should be simple to update. Badger should be based around consistent and effective templates. All internal services should be accessible through Badger. 4. Aim Badger should be useful, interesting, exciting. Badger should be the first thing that staff load in the morning. Badger should be the best Intranet in UK Government. 5. Structure Page 32 of 33
  • DCMS E-Business Strategy October 2000 The structure of Badger should reflect the needs of users not the structure of the Department. The most frequently used information should be no more than 1 click away from the home page. Page 33 of 33