Government’s digital journey & NAO’s changing approach
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Government’s digital journey & NAO’s changing approach

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Talk by Dr Sally Howes, NAO Director ICT and systems analysis, to the ICAEW 21 November 2012

Talk by Dr Sally Howes, NAO Director ICT and systems analysis, to the ICAEW 21 November 2012

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Government’s digital journey & NAO’s changing approach Government’s digital journey & NAO’s changing approach Presentation Transcript

  • Government’s digital journey &NAO’s changing approachSally HowesDirector ICT and systems analysisNovember 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 clear Sources: Digital Strategy, Digital Efficiency Report, Digital Landscape Research - GDS Nov 2012Public 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 modelsBig 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 channel For 350 - % using digital channel is low
  • The digital journey September 2011 “GDS is here to build digital services that are so GDS - transforming digital services good that people choose to use them”User needs, not government needs1. Do less2. Design with data “…design process must start with identifying and thinking about real user3. Do the hard work to make it simple needs. We should design around those4. Iterate. Then iterate again — not around the way the „official5. Build for inclusion process‟ is at the moment. We must6. Understand context understand those needs thoroughly —7. Build digital services, not websites interrogating data, not just making8. Be consistent, not uniform assumptions — and we should9. Make things open: it makes things better remember that what users ask for is not always what they need.” June 2012Civil Service Reform Plan published “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 October 2012 dramatically and allows access to information and services at times and in ways convenient to the gov.uk went live users rather than the providers” ` “People will only choose to use government services November 2012 digitally if they are far more straightforward and convenient. The vast majority (82%) of the UK Digital strategy population is online but most people rarely use online government services”
  • The objective for digital….From: To: • “Policy will not get in the way of good service design”Policy User • “The Civil Service must educate itself as to what the public wants and adapt to the needs of the citizen”Process Policy • “..need to win back the generation not engaging with government” Process • “No department can redesign theirService services on their own – because many things the citizen is interested in go across department boundaries and the whole point is to deliver what User Service citizens need – not what departments have been set up to do”
  • The potential for savings GDS Digital efficiency report, Nov 2012gov.uk • £36 million pa savings compared to Directgov & businesslink.gov.uk • £25 – 45 million pa saving from department costsDigitising public-facing • £1.7 – 1.8 billion savings pa in central government (£1.1 – 1.3 billion by government – rest passed through lower prices)services 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 • £67 – 128 million pa savings estimated from nextDigitising gov2gov & back generation shared services (Cabinet Office, Julyoffice services yet to be 2011) • £354 million savings in 2011-12 reported by Cabinetestimated 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 Civil service reform plan Digital strategy Nov 2012 Redesign services by skilled people Strong digital culture All services have a service manager Transition to gov.uk Cyber security Common technology platforms Open DataSavings from Remove legislative barriers strategy Dec 2011 strategy Junsuccessfully Improve policy making & communication 2012 Cross-govt assisted digitaldigitising public Risk decision aboutfacing services New role for Digital Leader the service by the Capture & release business of big data ICT strategy Apr 2011 Reclassification of Gathering78% Reduced staff time12% Estates information customer insight7% Print, post & teleco New ID management Creating dynamic Shared networks, data centres, EUDs4% IT & equipment service information Rent s/w services from the CloudStore Shared intelligence markets Open source with industry Improving quality SIAM framework of data published Centralised procurement Agile approaches Reinforce role of Critical challenge on ICT solutions from SIROs the Cabinet Office Reinforced role of CIO
  • 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 Cost reductions & IT spend controls Those not engaging Getting digital services into the civil service Civil service with reform DNA government Changing skill requirements Risingexpectations Applying digital leaders, CIOsfrom citizens and SIROs to& businesses positive change Maintaining public Connecting all of service quality & governments strategies in the shifting to digital operating environment and at increased pace
  • A changing approach also for NAO Objectives Citizen Business Civil International Society • Innovative products & Online services new channels Civil • Increased influence Service • Improvement Business intelligence systems • Thought leadershipPolicies & Peoplestrategies delivering Approach Business systems & operating • Look earlier & deeper Private Back office systems • Evaluate current situation ICT Sector & trajectory • Overall service Infrastructure performance - avoid “ICT projects” Use of ICT across the enterprise • Stronger business analytic methods • Deeper operational Governance Landscape report on government ICT, Feb 2011 experienceICT Landscape, Feb 2011
  • Building a deeper base of investigations HMRC: expansion of tax filing, Nov 2011 ICT in government: Digital Britain 1: shared infrastructure Implementing landscape review, Feb and services, Dec 2011 transparency, Apr 2012 2011 Digital Britain 2: what the public MOD: the use of Implementing the thinks, to be published 2013 information to manage Government ICT the logistics supplystrategy; 6 month review, chain, Mar 2011 Dec 2011 DEFRA: geographic UK cyber security information systems, Jul strategy: landscape 2012 review, to be published 2013 Efficiency and reform in corporate services through shared service centre, Mar 2012 BIS: shared services in Research Council UK, Impact of government’s Nov 2011 ICT savings, to be published 2013 Research : governance Research: the ICT of Agile projects in the profession, Aug 2011 private sector, Aug 2012 Research: government HO: mobile projects using Agile, DEFRA: transformation of Public services technology in Sep 2012 animal health & welfare dependent on legacy, policing, Jan services, Jul 2012 to be published 2013 2012
  • We analyse VFM of public services – not just ICT Enterprise analysis Service architecture analysis Key AHVLA Users Wider BRP Stakeholders AH Local Environment Port Health DepartmenUsers FSA OV’s Defra EU FERA RPA Agency Authorities Agency Authorities tA Internal Paper Document Online Offline InternetChannels Web User Email Phone Documents Imaging Forms Forms Portal Disease Endemic Exotic Protecting Reportable BorderAHVLA Business Areas/Services Risk Notifiable Notifiable the Food and Other Welfare Control Reduction Disease Disease Chain Zoonotic Departmen Cleanse Registration Work 3rd Party Sampling Trace Compen-sation & Vaccinate Management Management Liaison DisinfectBusiness Processes Slaughter/ Movement Premises Risk Visit Surveillance Valuation Cull/ Controls/ Restock Licence/ Management Management tB Disposal Restrictions Approvals ODRM Activity Commander Management Forms LibraryTechnology (Sam) Information (Bus Obj) Operational Data Capture Business Process & Rules Engine (Pega) (eForms) Data Services Support (ESB) Data Feeds Support (Data Stage) External Systems I DepartmenData Integration Operational Bus Customer Data Document Store Activity Data Historical Bus Data Data tC Financial & services performance analysis Departmen tD Departmen tE Implementation Service mgmt Governance Technology Processes Strategy People
  • Food for thought: four principles of governance for Agile delivery From NAO case studies on 8 private sector companies NAO report: Governance for Agile delivery • Evaluate current • Skills & experience situation not the • Team dynamics & Observation is main past culture method of evidence Light touch and collection proactive • Smaller number of • Timing & nature of artefacts to quality control by Focused on Assessors examine delivery team External assessment Mirror the Agile activity have high-end focus on teams’ philosophy – only do underway • Invest in • Order that team behaviours not just it if it brings value and and value delivery communication for tackles the tasks processes and does not introduce of products all involved in experience documentation delays & services project assurance • How team so they understand responds Four principles how Agile methods Improve are different Senior Everyone is a Delivery teams certainty manage collaborator in decide empirical team • How teams ment • Assure that project delivering quality performance metrics have on measure and agrees staff have the right and self monitor quality demonstrate value quality of skills they will service produce • Monitor value from upfront • Business owners the activity not integrated into User involvement Fail fast and learn amount of activity delivery team in assuring value quickly • Visual • Organisation of management – working transparency to all environment is key in the business Key lines of assessment ICT and systems analysis team
  • IT audit refresh for financial audit also Future: • Improve general auditor understanding of technology Comprehensive understanding and associated risks of technology • Enhance specialist risk capability to consider significant risks or complex Intelligent use environments of IT to support financial audit • Strong relationship with IT management, IT risk assurance and IT audit Application functions at clients. controls / audit integration • Understand how we can use both our skills and client technology to intelligently improve the depth and efficiency of our work General IT • Use this understanding to controls 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
  • Thank youSally Howessally.howes@nao.gsi.gov.uk