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J. Creese – Tomorrows public services toda


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CORVÉ pre-conference – Tuesday Dec 14th 2010

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J. Creese – Tomorrows public services toda

  1. 1. Tomorrow’s Public Services Today Jos Creese, President, Socitm and CIO, Hampshire County Council Martin Ferguson, Head of Policy, Socitm LIFT-OFF TOWARDS OPEN GOVERNMENT Pre-Conference, Ghent 14 th December 2010
  2. 2. Envisioning and shaping ….. <ul><li>Trends – getting behind the changes </li></ul><ul><li>Strategy – local public services IT </li></ul><ul><li>Services, Information and Technology </li></ul><ul><li>Making it happen locally </li></ul><ul><li>Reflections - Citadel Statement </li></ul>… .. today
  3. 3. Some Background.... Hampshire County: c. 2 million people 14 local authorities County Council £1.7B turnover IT serves 19000 professionals, 1200 sites
  4. 4. We are in the middle of an IT-enabled revolution in public services Who are “ we ”...... Is it you (yet)?
  5. 5. The Eye of the Storm ... We are here <ul><li>Any time, place or device </li></ul><ul><li>Citizen power </li></ul><ul><li>New democracy </li></ul><ul><li>Smaller state machinery </li></ul><ul><li>eGovernment </li></ul><ul><li>Transactions on line </li></ul><ul><li>Process automation </li></ul>PAST: FUTURE:
  6. 6. Some Trends Behind the Changes Resulting sum : ... A smaller state, and a new relationship with citizens ... <ul><li>Place-based Thinking and Working </li></ul><ul><li>Single View of the Customer </li></ul><ul><li>Transparency and the Open Gov Movement </li></ul><ul><li>Democratic changes from Technology </li></ul><ul><li>Pressure for Personal Responsibility </li></ul><ul><li>Weakening of Relative Prosperity of the West </li></ul>
  7. 7. Place-based thinking and working “ The power of geography” - embracing whole places – residents, businesses, organisations: <ul><li>Understanding the character of place </li></ul><ul><li>Identifying needs and preferences </li></ul><ul><li>Capturing whole public, third sector and community/ </li></ul><ul><li>individual activity </li></ul><ul><li>Re-organising around outcomes that matter to people </li></ul><ul><li>and organisations in the place </li></ul>
  8. 8. We are not alone! “ Big Society”
  9. 9. Single view of the Customer <ul><li>Better insight leads to: </li></ul><ul><ul><li>better decisions/policy design </li></ul></ul><ul><ul><li>lower cost delivery and communications </li></ul></ul><ul><ul><li>improved/more responsive service </li></ul></ul>But it also encourages involvement – citizens & customers  Citadel Statement – Privacy and ID of Individuals
  10. 10. Transparency & Open Government <ul><li>Expenditure </li></ul><ul><li>Performance </li></ul><ul><li>...’raw data’ and information </li></ul>The emergence of the armchair auditor ... And private developers doing what was our role  Citadel Statement – Open data, transparency
  11. 11. A Changing Democracy <ul><li>Power to the bloggers and twitterers </li></ul><ul><li>Decisions made outside the ballot box </li></ul><ul><li>Politicians must move with the times or lose votes </li></ul>With easier access to the truth a new democracy is emerging where politicians are more engaged with the public they serve  Citadel Statement – Citizen participation
  12. 12. Personal Responsibility <ul><li>Communities and individuals must take more ownership ... </li></ul><ul><li>cuts to public expenditure </li></ul><ul><li>easier and more accessible technology </li></ul><ul><li>UK ‘ Big Society ’ plans </li></ul>Your data, your transaction .. your responsibility  Citadel Statement – Citizen involvement and personal rights
  13. 13. Building the capacity to act “ Looking at one problem after another, the answers are usually pretty clear. The puzzle is not ‘What is to be done?’ but rather ‘Who is to do it and how?’ The issues are mostly matters of will. We know why action on this or that is needed.” “ The capacity to act is the problem, not the comprehension of what we should be doing. ” Chris Patten in What Next? Surviving the Twenty-first Century
  14. 14. <ul><li>98% of the 376 UK local authorities belong </li></ul><ul><li>Business streams: Research, events, consultancy, professional development </li></ul><ul><li>Supporting members plus influence on national policy and strategy </li></ul>
  15. 15. A Local Public Services IT Strategy
  16. 16. The Services layer <ul><li>Innovation </li></ul><ul><ul><ul><ul><ul><li>Reformation </li></ul></ul></ul></ul></ul><ul><li>Collaboration </li></ul>
  17. 17. Collaboration <ul><li>Focusing on places </li></ul><ul><li>Building collaboration in services design and delivery </li></ul><ul><li>across the local public and civil society sectors </li></ul><ul><li>Better understanding customers needs </li></ul><ul><li>Mapping expenditure, resources and assets </li></ul><ul><li>Integrating back and front office staff </li></ul><ul><li>Sharing front offices e.g. LA, PCT, Police, civil society </li></ul><ul><li>organisations </li></ul><ul><li>Streamlining governance structures, community-based budgets e.g. integrated health, housing and social care </li></ul>
  18. 18. Reformation <ul><li>Shifting power, devolving finance and driving decision- </li></ul><ul><li>making down to the local level/individual </li></ul><ul><li>Building local capability to meet identified needs and </li></ul><ul><li>demands </li></ul><ul><li>Using full spectrum of service channels </li></ul><ul><li>Single, shared information resources (face-to-face, telephone and web channels) </li></ul><ul><li>Digital delivery and inclusion </li></ul><ul><li>Channel shift </li></ul><ul><li>Flexible working (‘workstyle’) </li></ul>
  19. 19. Innovation <ul><li>Ownership and control of data resting with the </li></ul><ul><li>individual rather than the organisation </li></ul><ul><li>Engaging citizens in service design and delivery (co- </li></ul><ul><li>creation and co-production) </li></ul><ul><li>Using capability and building capacity – resources, </li></ul><ul><li>information and skills in the community </li></ul><ul><li>Transparency and open data </li></ul><ul><li>Examples: </li></ul><ul><li>Personalisation of social care </li></ul><ul><li>New ‘apps-based’ information services e.g. bus movements, on-demand waste recycling, etc. </li></ul>
  20. 20. The Information layer <ul><li>Shift from ‘database state’ to individual ownership and control of personal data </li></ul><ul><li>Common architecture </li></ul><ul><li>Standards for interchanging and sharing data </li></ul><ul><li>Transparency </li></ul><ul><li>Security regime that is proportionate, relevant and workable for ‘low threat environments’ </li></ul>  Citadel Statement – Common architecture, shared services and standards
  21. 21. The Technology layer <ul><li>One size doesn’t fit all </li></ul><ul><li>National models don’t fit local – cost and diversity </li></ul><ul><li>Re-using local assets </li></ul><ul><li>Local public services to take lead </li></ul><ul><li>All potential partners need to be at the table </li></ul><ul><li>New organisations and governance arrangements </li></ul>  Citadel Statement – Benchmarking
  22. 22. The Technology layer <ul><li>Public Sector Network (PSN) and cloud provisioning, including shared data centres and applications </li></ul><ul><li>Shared services and supplier management </li></ul><ul><li>End user devices </li></ul><ul><li>Sustainability and Green IT </li></ul>  Citadel Statement – Procurement
  23. 23. Making it happen “ ... the capacity to embrace the announced future with such passion that the present can be relinquished for the sake of that future.” Walter Brueggemann in Genesis
  24. 24. Making it happen <ul><li>Leadership – role of CIO/Head of IT </li></ul><ul><li>Governance - including information management and IT </li></ul><ul><li>Value-led, business change – CHAMPS2 methodology </li></ul><ul><li>Capacity – capability and skills </li></ul><ul><li>Architecture and open standards </li></ul>
  25. 25. Reflections on the Citadel Statement <ul><li>Creating the conditions for local governments to deliver </li></ul><ul><li>Role of professional associations e.g. Socitm’s ten year experience of benchmarking (IT and channel benchmarking, Better Connected) </li></ul><ul><li>Role of EU e.g. procurement rules – need to encourage shared services (e.g. eGovernment application product interfaces - APIs, components and solutions), reuse of assets, SMEs supplying innovative solutions </li></ul>
  26. 26. To conclude.....the Pace of Change <ul><li>Previously been limited by technology. It will now be driven by money. IT leaders in public services need take control: </li></ul><ul><li>redesigning services around the citizen </li></ul><ul><li>steering politicians and service leaders </li></ul>Western societies will not be able to cope with fierce economic pressures and growing and aging populations liberated by new technologies, without new models of delivery, a smaller state and greater personal responsibility  Citadel Statement – provides a steer to local, national and EU governments
  27. 27. Thank you ... [email_address] [email_address]