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E-BUSINESS STRATEGY UPDATE
 

E-BUSINESS STRATEGY UPDATE

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    E-BUSINESS STRATEGY UPDATE E-BUSINESS STRATEGY UPDATE Document Transcript

    • E-BUSINESS STRATEGY UPDATE March 2004
    • Title / Version Date Purpose Review by DHSSPS e-business Strategy 05 Feb 04 1st draft of report Internal QR V0.1.doc DHSSPS e-business Strategy 12 Feb 04 2nd draft of report Internal QR V0.2.doc DHSSPS e-business Strategy 26 March 3rd draft of report ICT SC V0.3.doc v 0.3 2
    • INTRODUCTION......................................................................................................................................4 THE CONTEXT FOR CHANGE..................................................................................................................4 THE DHSSPS STRATEGIC VISION FOR E-BUSINESS ..............................................................................4 ONLINENI ..............................................................................................................................................4 THE NATURE OF THE DEPARTMENT.........................................................................................................5 THE EXISTING PUBLIC SERVICE & SERVICE DELIVERY AGREEMENTS........................................................5 ALIGNMENT OF DEPARTMENTAL E-BUSINESS VISION TO ONLINENI VISION ........................................6 ONLINENI CHALLENGES .......................................................................................................................6 DEPARTMENTAL E-BUSINESS VISION ...................................................................................................6 THE DHSSPS KEY SERVICES ...............................................................................................................6 PROGRESS AGAINST THE KEY SERVICE DELIVERY TARGETS ................................................................7 KEY DEPARTMENTAL SUPPORT SERVICES ............................................................................................8 COMPLEMENTARY ACTIVITIES ............................................................................................................10 INFRASTRUCTURE DEVELOPMENT .........................................................................................................10 MOBILE COMPUTING ............................................................................................................................11 TRAINING AND DEVELOPMENT ..............................................................................................................11 VIDEOCONFERENCING ..........................................................................................................................11 WORK WITH THE HPSS & FANI...........................................................................................................11 OTHER ISSUES .....................................................................................................................................12 NICS ICT HR STRATEGY .....................................................................................................................12 DIGITAL INCLUSION ..............................................................................................................................12 USE OF THE GOVERNMENT SECURE INTRANET & GOVERNMENT GATEWAY ............................................13 RELATIONSHIP WITH DSD.....................................................................................................................13 RESOURCES ..........................................................................................................................................13 THE ROLE OF THE CENTRE ..................................................................................................................14 MANAGEMENT OF THE E-BUSINESS STRATEGY...................................................................................14 CONVERGING WITH CORPORATE STANDARDS ......................................................................................14 CONCLUSION .......................................................................................................................................14 E-BUSINESS STRATEGY SUMMARY TABLE..........................................................................................15 v 0.3 3
    • Introduction 1. In June 2001, the DHSSPS Minister endorsed the proposed Executive targets of making 25% of key services available electronically by 2002 and 100% by 2005. The purpose of these targets was to ensure that the Administration here would be moving at a similar pace to the Governments in GB and ROI in using electronic means to build a modern knowledge-driven economy and to improve services to the citizen. 2. The purpose of this document is to review the progress made within DHSSPS since June 2001, confirm that the Department’s Key Services for Electronic Government remain aligned to its business priorities and set out the work that needs to be done in order to meet the 31st December 2005 target. The Context for Change 3. The Department’s Public Service Agreement1 sets out its commitment to modernising the provision of its services and improving efficiency and effectiveness in pursuit of its overall aim to improve the health and well being of the people of Northern Ireland. This commitment is supported by our Service Delivery Agreement. The SDA set a series of targets and actions, which can be better facilitated and monitored through the implementation of the Departmental IS/IT and e-Business Strategies. 4. The work outlined in this document represents only a small part of the overall programme of change that has been ongoing within the Department over the last 3 years. Other strands of work range from reviews of all aspects of the operations and management of the HPSS to a major Departmental reorganisation and the implementation of several inward-facing initiatives such as Diversity Management, IiP and EFQM. The DHSSPS Strategic Vision for E-Business 5. The DHSSPS Strategic Vision for E-Business is informed by three factors: i. The OnlineNI Vision; ii. The Nature of the Department; and iii. The existing Public Service & Service Delivery Agreements. OnlineNI 6. The OnlineNI Strategy, published in 2003, challenges departments to improve customer service by addressing four main themes: i. Improving access to services including making sure that access is available for anyone who wants it (social inclusion); ii. Improving the quality of service delivery particularly by building services around citizens’ needs (customer focused); 1 see http://145.229.158.50/pfga/dhssps.htm v 0.3 4
    • iii. Improving the efficiency of service delivery, for example by making better use of information, sharing common infrastructure and common solutions (corporate solutions); and iv. Improving the capability of staff to deliver services by providing the required technology coupled with appropriate education, training and support (educating, enabling and empowering). 7. OnlineNI sets out a customer-focused vision whereby “the future delivery of e-Government is one of multi-channel access to joined–up services where in the clear majority of cases, the needs of citizens and business are satisfied at the first point of contact with government”. OnlineNI reiterates that the delivery of this vision should incorporate the principles of choice, convenience, simplicity and inclusiveness. The Nature of the Department 8. The Department of Health, Social Services and Public Safety is responsible for: • the creation of policy and legislation in the areas of Health and Public Safety; and • monitoring and managing the operational activities of its Agents: the Health & Personal Social Services and the Fire Authority for Northern Ireland. 9. DHSSPS has limited direct contact with the public, whose main entry points into the “Health System”, for example, would be via a GP’s surgery, contact with a community health or social services professional, or a hospital A&E Department. The Departmental Vision must reflect this complex arrangement. The existing Public Service & Service Delivery Agreements 10. As stated above, The DHSSPS Public Service and Service Delivery Agreements clearly commit the Department (with appropriate targets) to modernising the provision of its services and improving the efficiency and effectiveness of its own operations and those of its agents. This commitment is reflected both in the new organisational structure of the Department itself and in its E-Business Vision. 11. Thus, the Departmental E-Business Vision is of a Department which: i. Has optimised the quality and choice available for the services that it provides directly to the citizen; ii. Has encouraged and assisted its agents in the adoption of the NI Government’s E-Business principles in the delivery of their operational services; iii. Has maximised the efficiency and effectiveness of its back- office operations through the judicious use of information systems and ICT; iv. Has empowered its staff with the knowledge and skills to give of their best; v 0.3 5
    • v. Has minimised the cost of and technical risks to its E- Business and Information Systems programmes by adhering to NI Government standards, collaborating with its agents and other departments and sharing knowledge and expertise where possible; and which vi. Has incorporated its corporate values, e.g. diversity management, targeting social need, investing in people, into all of its E-Business activity. Alignment of Departmental E-Business Vision to OnlineNI Vision 12. By highlighting the OnlineNI Vision as one of the key drivers in the development of the Departmental E-Business Vision, we have ensured that the DHSSPS Vision aligns very closely with the NI Government Vision. This is best demonstrated by the following table: OnlineNI Challenges social customer corporate educating, multi- inclusion focused solutions enabling channel Departmental E-Business Vision and access empowering optimised the quality and choice available for the services that it provides directly to the citizen encouraged and assisted its agents in the adoption of the NI Government’s E-Business principles in the delivery of their operational services maximised the efficiency and effectiveness of its back-office operations through the judicious use of information systems and ICT empowered its staff with the knowledge and skills to give of their best minimised the cost of and technical risks to its E-Business and Information Systems programmes by adhering to NI Government standards, collaborating with its agents and other departments and sharing knowledge and expertise where possible incorporated its corporate values, e.g. diversity management, targeting social need, investing in people, into all its E-Business activity The DHSSPS Key Services 13. Although (as stated above) DHSSPS has limited direct contact with the public, the Departmental E-Business Vision commits the Department to optimising the quality and choice available for those services that it does provide directly to the citizen. v 0.3 6
    • 14. Consequently, the Department listed four key services in the summer of 2002 that it committed to deliver electronically by 31 December 2005. These services were Information to the Public; E-Consultation; Public Appointments and Pension Entitlements, and they remain as important to the Departmental E-Business Vision now as they would have been in 2002. Progress Against the Key Service Delivery Targets 15. The table below sets out the current position on progress against the Department’s four key service delivery targets. Key Service. Lead Original Current Comments & Progress Business Unit Date for Date for Full Full Completion Completion Information Information January Completed The DHSSPS site has been fully to the Public Office 2001 operational since January 2001 and has evolved further since then. In summer 2003 the Department commissioned a public consultation exercise covering all of its public facing websites (Internet, Investing for Health and the Health & Care NI Portal) and its HPSS Extranet. An action plan is currently being drawn up on the basis of the feedback received from that exercise. The Department developed the Health & Care NI web portal to link with the NI Government OnlineNI portal; and provide the citizen with an intuitive gateway into a range of information and services relating to healthcare in Northern Ireland. This aligns with the key OnlineNI principle that “Citizens will not need to know or understand the complexities of the organisational structure of government to get information or service”. E- Information January Completed The original website had a feedback Consultation Office 2001 button which allowed the web-site users to e-mail comments into the Department on any topic from the website itself to the material on it. The current version of the web-site added a prominent “button” which, when clicked, takes the user into a specific part of the web-site outlining the Department’s policy on consultation, details of the consultations that are ongoing (including access to the background documents) and a facility for responding on-line to the consultation. The Department is also involved in a project led by OFMDFM looking at the potential for a more sophisticated approach to e-consultation. v 0.3 7
    • Public Public March 2005 March 2005 The current DHSSPS website contains Appointments Appointments detailed information about the public Unit appointments process. It also allows site users to examine currently advertised vacancies and download information packs and application forms. Following the completion of a feasibility study, the Department has decided to proceed with the provision of an integrated process for managing appointment procedures on- line. This involves a two-phase approach, i.e. the upgrade of the existing public appointments system (which is ongoing), and the implementation of an additional web module for the system. This work is still on course for a March 2005 completion but will be dependent upon continued business justification. Pension Superannuation December December HPSS Superannuation Branch in Entitlements Branch 2005 2005 Waterside House supports around 45,000 members, 24,000 pensioners and 11,600 deferred members. The pensions functions (pensions payroll and pensions administration) associated with members and pensioners are managed using the current Superannuation System, a computer system maintained and supported by Northgate Information Solutions. Following a feasibility study, the Department has decided to replace the system. There were several reasons for this, one of which was to procure a system that facilitated the (secure) on- line calculation of pension entitlements for HPSS staff. The procurement for this will begin early in the new Financial Year. The December 2005 target for the on-line pensions calculation remains achievable. In the meantime, an on-line Superannuation estimation tool has been provided. 16. Although much remains to be done, the Department is well placed to achieve its Key Service Delivery commitments. Key Departmental Support Services 17. In addition to progressing the respective key service delivery projects, the Department has commissioned several other E-Business initiatives aimed at providing indirect benefit to the public; ensuring a better service to Ministers; improving interaction and communications with our Agents and other Departments; and achieving improvements in how we carry out our work. v 0.3 8
    • 18. Information on the ongoing projects and the progress made is contained in the table below. Service Goal Specific Target Original Current Comments & Date for Date for Progress Report Full Full Completion Completion Faster To implement March 2007 March 2009 Focus to date has been on improving response to an Electronic the records management culture within Freedom Of document & the Department, including the use of Information records disposal schedules, and the enquiries & management development of the Departmental AQs/PQs and system Publication Scheme. We are awaiting improved (EDRMS) the conclusion of the NICS briefing to across the procurement of EDRMS tools, but Minister Department. have not yet scheduled a Departmental pilot or chosen a first phase site. Some major resource issues have yet to be resolved. To maximise To implement March 2003 Completed The Departmental Extranet went live clarity in the an Extranet to on October 2002, nearly six months provision of improve ahead of schedule. The Extranet information knowledge facilitates the quick and easy to HPSS and management publication of relevant Departmental achieve between the information, e.g. circulars, terms and faster, more Department and conditions, guidelines etc. on a secure accurate the HPSS. website accessible to personnel within collation of the HPSS. Following feedback from information HPSS personnel, an action plan is being developed to further develop the site. To maximise To implement a March 2005 March 2005 A prototype has been developed to the quality of Data regionalise HPSS in-patient waiting information Warehouse, to list information and make it available available for improve to Departmental staff using simple web briefing knowledge technology. This approach is about to Minister & management be extended to include financial the Assembly within the information. It is envisaged that the Department. Data Warehouse will continue to evolve beyond March 2005. To provide To use the March 2003 Completed The Knowledge Network was faster and Knowledge implemented within timescales and better quality Network for the all business areas given access and briefing to completion of trained in its use. To date there are Minister all Ministerial more that 460 pieces of information Briefings. on the database and it is continuing to grow. A revised internal marketing drive was recently initiated, with help from OFMDFM. To respond To implement N/A April 2004 The Emergency Medical Assistance more quickly an electronic and Rescue Team (EMART) is an to muster/warning innovative initiative within Northern emergencies* system Ireland under which a multi disciplined, multi skilled volunteer team of professionals made up from v 0.3 9
    • Doctors and Nurses (from critical care areas) Paramedics, Fire fighters, Pharmacists, Public Health Doctors and other experts can be required to muster at pre-designated locations and be on scene within 2 hours to any location in Northern Ireland in order to deal with major incidents. Pharmaceutical Advice and Services Branch has the responsibility for the transmission of reports (Drug Alerts) concerning defective medicinal products to pharmacists and medical practitioners working in Northern Ireland. Drug alerts are issued centrally from the Medicines and Healthcare Regulatory Agency (MHRA) in London and are received in the form of a faxed letter. The Branch must ensure that the information contained in the ‘alerts’ is transmitted to the appropriate professionals within the required timescales. The majority of these alerts are, typically for the attention of community and hospital pharmacists and generally call for specific action to be taken in respect of particular batches of medicinal products. The Department has brought these two requirements together and initiated a procurement to choose one solution that can apply equally effectively to both needs. * Added in November 2003 Complementary Activities 19. In addition to the projects detailed above, a number of activities and initiatives are ongoing within the Department, which emerged from the Departmental IS/IT Strategy (June 2000) and which underpin the DHSSPS E-Business Vision and its associated programme of work. These are as follows: Infrastructure Development 20. The IS/IT Strategy highlighted the need for the Department to maintain a fast, resilient and fit for purpose infrastructure, building where feasible on “common” initiatives, such as the Public Service Network (PSN), secure remote access and the Government Secure Intranet (GSI). The ITG Network provides an excellent extremely economic service to almost 2500 users in two departments2. It has proven to be one of the 2 see paragraph 31 v 0.3 10
    • most robust and resilient networks in the NICS, demonstrated by success against virus attacks and a 2003 Independent Health Check. Moreover, we are continuing to evolve the Network through a series of projects - notably Windows 2003. This is being taken forward as part of an NICS programme and will result in the conversion of more than 150 servers and all desktop PCs from Windows NT/95/98 to Windows 2003/XP. Mobile Computing 21. A major benefit of the network development has been the availability of much improved secure remote access services, which support faster, more robust access to the Departmental Network via either landline or mobile phone. This has enabled the Department to provide a number of mobile computing options such as notebook, sub-notebook and tablet. Personal Digital Assistants are currently being trialled but cannot be used for communications until CESG security concerns have been adequately addressed. Training and Development 22. The Department has initiated a programme of ICT training in the key skills required by staff to take forward the E-Business Vision. The European Computer Driving Licence (ECDL) and Internet and Computing Core Certification (IC3) programmes provide choice in the level and range of training and the method employed (classroom or self- paced computer based). Moreover, they provide the opportunity for staff to have their training formally accredited through exams. In addition, the Department has supplemented the training programmes with the provision of new state-of-the-art training facilities, which have been made available for formal training and individual use. Videoconferencing 23. The Department has created a videoconferencing room with first-class videoconferencing facilities in Castle Buildings. This has helped to reduce the need for travel to short meetings long distances away. It has also proved beneficial for extending HPSS training seminars to Departmental staff by relaying them via videoconference. Work with the HPSS & FANI 24. The DHSSPS Public Service Agreement inter alia outlines Departmental plans for fostering improvements to the services provided by the HPSS. These include a commitment to support/promote ICT in the Health and Personal Social Services (HPSS). 25. Consequently, the Department worked with the HPSS to develop an HPSS ICT Strategy which was given Ministerial approval in 2003. The ICT Vision on which the strategy is based is consistent with the Departmental E-Business Vision and the NI Government OnlineNI Vision. v 0.3 11
    • 26. The HPSS ICT Programme represents the outworking of that strategy and aims to support HPSS care professionals in modernization of service delivery and delivering quality care through widespread use of e-services for care records, care communications and information both within the HPSS and for the public. The programme will require a significant increase in ICT investment, to around £30million per annum, will involve every care professional working in the HPSS, and indeed will impact on every user of HPSS services. 27. For example, a key element of the programme is to introduce a new Health & Care Number (HCN) for each citizen and ensure that the number is used in all HPSS ICT systems that hold personal care data. This project is already under way and the HCN will soon be used in contacts with service users. 28. The HPSS ICT Programme Board is chaired by one of the Department’s Deputy Secretaries and includes Chief Executives and senior clinicians from the HPSS. More details can be found in the HPSS ICT Programme Update which is published at least quarterly on the HPSS Intranet and is also available on the DHSSPS website. The March 2004 update can be found at: http://dhssps/files/documents/HPSS_ICT_Programme_Update_04 -03.doc 29. The Fire Authority for Northern Ireland is also working within a strategic framework3, which fits well with the Departmental and NI Government E-Business programmes. Whilst governance of the programme rests with FANI, the Department plays a key advisory and monitoring role, which includes progress assessments, business case validation and advice and guidance. Other Issues NICS ICT HR Strategy 30. The Department recognises that the overall success of the DHSSPS and the NI Government E-Business programmes is highly dependent upon having the right staff with the right skills in place as and when required. For this reason, the Department has been very supportive of the NICS ICT Human Resources Strategy, providing the Project Manager and a member of the Project Board. Now that the Strategy has been accepted by Personnel Directors and the E-Government Board, it is essential that Central Personnel Group complete the implementation of the Strategy recommendations as soon as possible. Digital Inclusion 31. The Department supports the NI Government Digital Inclusion Strategy and has played a part in increasing the uptake of ICT across Northern Ireland through its policy of providing “used” PCs to charitable organisations. 3 As Good as I.T. Gets – developed in July 2000 v 0.3 12
    • Use of the Government Secure Intranet & Government Gateway 32. The Department is now connected to the Government Secure Intranet and has found the access to GB information (particularly Department of Health) useful. This connection is underpinned by our security regime and associated network accreditation. 33. The Department has not to date identified any circumstances that will necessitate direct interaction with citizens via the Government Gateway. Relationship with DSD 34. Following Devolution and the Departmental reorganisation, DHSSPS and DSD agreed that ITG should provide ICT services to both Departments as an interim measure. This arrangement, which was set out in a Memorandum of Understanding (MOU), has remained in place ever since, due to its successful operation. 35. The MOU was reviewed by an Office of Government Commerce consultant in the latter part of 2003 and its main conclusions were as follows: • A single unit, ITG, providing services to both DHSSPS and DSD is by a considerable margin the cheapest means of providing ICT services to the two Departments; • Senior staff in both Departments are content with the way the joint service provision arrangements have worked since 1999, and are also content that those arrangements should continue; and • The current shared-provision arrangements work well and “have the outstanding merit of simplicity”. 36. The review noted the significant extent to which the Departments’ use of and reliance on information systems and technology had increased since 1999, to the point where there is now a computer on virtually every desk. It also suggested that, whilst improvements in its organisation and processes had allowed ITG to maintain a high level of service provision to a growing user base during a period of reductions in its DRC allocation, the resource levels needed to be enhanced in order to strengthen the existing service provision capability and allow ITG to support new projects such as Windows Server 2003, e-HR and Electronic Document and Records Management. 37. Consequently, DHSSPS and DSD will be discussing the resource issue in some detail. In addition, the MOU will be replaced by a new ITG Charter document, which sets out in clear and concise terms the remit of ITG as information systems provider for DHSSPS and DSD. Resources 38. It is recognised that there are resource difficulties being experienced across all of the NICS. This was recently reflected in the substantial cuts in the E-Government fund. However, adequate resourcing will be essential to the successful and full delivery of the E-Business programme. v 0.3 13
    • The Role Of The Centre 39. The Department accepts that the “Centre” will have a key role to play in the delivery of the NI Government E-Business Vision. This role will also impact on the Departmental E-Business Vision, specifically in the following areas: • Achieving political mandate and support; • Providing assistance with resources (financial and skills); • Ensuring the successful practical implementation of the ICT HR Strategy; • Providing guidance and assistance with standards and best practice; • Delivering and managing common components such as the central portal, the NICS Intranet and the public service network; • Driving joined-up initiatives such as NI Broadband and applications such as common travel claims/payments systems; • Removing policy barriers to the success of such systems at an NICS level, e.g. the need for signed forms and the presence of multiple different business processes which achieve the same outcome; • Encouraging common infrastructure, e.g. e-mail systems; and • Avoiding duplication in Research & Development projects across the NICS. Management of the E-Business Strategy 40. The Department will continue to manage its E-Business and IS programmes through its ICT Sub-Committee of the Departmental Board, which is chaired at Deputy Secretary level and meets (at least) 3 times per year to assess progress. Converging with corporate standards 41. Cross-departmental working must be underpinned by the use of standards both in the choice of products and the use made of them, i.e. pro-formas, naming conventions etc. DHSSPS uses standard multi- platform products such as Microsoft Office, Windows NT and Lotus Notes wherever possible. Moreover, we have approached new opportunities and technologies, e.g. EDRMS, Windows 2000, on a pan- NICS basis where feasible. Conclusion 42. As can be seen in the table below, the ongoing DHSSPS E-Business programme remains relevant to both the Departmental E-Business Vision and the NI Government E-Business Vision (OnlineNI). 43. The Department will continue to manage this alignment through its own internal committees and its role in the E-Government Board and PSG (e). 44. The E-Business strategy itself will be subjected to regular review to ensure its continues relevance and validity. v 0.3 14
    • E-Business Strategy Summary Table Departmental E- Quality Involvement Improved Empowered Collaboration Corporate Business Vision & of Agents back-office staff Values choice applications E-Business for Programme citizen Components On-line Information to the Public E-Consultation On-line Public Appointments On-line calculation if Pension Entitlements EDRMS HPSS Extranet Departmental Data Warehouse Knowledge Network Electronic muster/warning system Infrastructure Development Mobile Computing Training and Development Videoconferencing Work with the HPSS & FANI v 0.3 15