2004 – find a friend – a year of innovation Photo CC licenced from flic.kr/p/4xvC3Q
2004 – NASA’s postcard from Mars – a year of exploration Photo CC licenced from flic.kr/p/6kKbo2
2004 – a year of orange! 2004 – the launch of Directgov, putting public services in one place
Directgov – what have been the drivers? Customer focus Convergence prioritising needs of the citizen, converging 95% of citizen content from making it simpler and easier to hundreds of govt websites onto Directgov access information Communication Collaboration sharing best practices across govt, joining up departments to focus raising awareness via strategic on the needs of the citizen partners & developing new comms channels as adopted by customers e.g. twitter and rapid rise of mobile
Directgov – today 1.7m Key measures: Traffic, Trust and Satisfaction - strong but always room for Oct 2011 31m improvement. How are we doing that.... Mar 2011 77% Mar 2011 72% May 2004 419,000 Monthly visits Trust Satisfaction
Directgov – we will continue to listen ...By listening better. Opened up more channels for customer feedback like Twitter, Facebook and Comment on This Article where we are receiving appx 40,000 comments per month. Sharing this with Beta to build an even better website. Photo used with permission from www.museumwaalsdorp.nl
gov.uk beta – deliverable #3 c.15 million people interested in the work and workings of Government. Photo CC licenced from flic.kr/p/93saH9
gov.uk beta – deliverable #3 Of the 100s of sites scattered across But we’re making those people separate .gov.uk domains, the lions work hard: to know which bit of gov share are about government does what; to know how that organisations; explaining who they website works; then find the are and what they do. content (if it’s there!) and decipher They’re visited by millions of people the meaning (if they can!) per month interested in thousands of subjects where govt has an active role Photo CC licenced from flic.kr/p/93saH9
gov.uk beta – expect: first unified view of Government N A N FI SI O L D N G T E Those are the problems we’re trying to solve with a single publishing platform for government organisations We’re testing with a handful of departments in beta the pooling together of content (speeches, news, publications, policy info) to create the first ever unified view of govt activity In govt context, thats a radical move. But ours is not a unique problem – the BBC have just done the same.
gov.uk beta – expect: structured definitions of policy N A N FI SI O L D N G T E We’re going further, imposing structure and rigour to how we explain government policy, in consistent formats, more clearly than before And by doing that, we’re turning content into data that other people can re-use
gov.uk beta – expect: intuitive new publishing tool N A N FI SI O L D N G T E To make all this possible we’re building custom software that meets the specific needs of publishers in government. This will help them publish more efficiently, more consistently than ever before.
gov.uk beta – “Remember when we had all those separate websites?” What was that It’s worth acknowledging that it’s a tough road ahead. It’s scary for any all about?! organisation to give up its website. But by building something that is easier for end users to use and for publishers to maintain, we will look back and ask: why did we have all those separate websites?
GDS IT – the problem IT not fit for new purpose Too expensive Limited device access Environmentally unfriendly
GDS IT – meeting user needs Use anywhere Ability to quickly change software Multi-OS and open source Reliable kit Low cost Sufficient security
GDS IT – major steps Got internal CO agreement Greatest elapsed time and effort was internal CO approval and procurement Used in-house and SME support to build Aggressive timetable challenged suppliers
GDS IT – the solution Apple laptops Google Apps for IL0 Libre office open source for IL2 Fully wireless No fixed telephony Approach and use shared machines for IL3 Large Internet pipes
GDS IT – the outcome Fewer machines means greater performance Costs 18% of original solution – 82% saving! “Martini IT” – any time, any place, anywhere Mobile IT key part of building move Happy smiley people!
GDS IT – user verdict “At last, we’v e got the IT system “Please dont make me go we need!” back to the old system!” Izabella Podralska Lucie Glenday“The effic iency of y up yester ou guys is day in abo scary! I go computer ut twenty minutes - t set “Its far more flexible, lets us says YES ! (for a ch ange)” be much more creative” Emer Col eman Ryan Battles
e-petitions – the first GDS product e-petitions is the first product delivered by Government Digital Service during the summer of this year. Delivered using a mix of GDS expertise and suppliers from the SME marketplace. Delivered in just 6 weeks including procurement. Cheap. Public domain photo by U.S. Navy
e-petitions – the first 100 days We had immense load immediately following launch - somewhat inconveniently at the time of the Riots, swamped us, which we quickly fixed Continued with agility reacting to user feedback to make incremental enhancements A product is never really delivered, it is just released and continually evolves Photo CC licenced from flic.kr/p/6echM9
e-petitions – in numbers Since we have launched, we have 25,000 had over 25,000 petitions, 3 million signatures, and of these 6 have passed the magic 100,000 3 million threshold for a petition become eligible for a debate. Importantly the government has 6 acted on these petitions that have reached the threshold – inspiring confidence.
e-petitions – is the product effective? Widespread media coverage... especially through social media, where mechanisms we have included for twitter and facebook allow people to garner support from likeminded people very easily. The most popular petitions have reached their 100k target inside 4 or 5 days. From the citizen view - hugely effective.
e-petitions – one final thought Every minute of every It costs us less than hour of every day, 18 1p per transaction! people sign an e-petition... Photo CC licenced from flic.kr/p/MQeVP
Office of the Public Guardian Processes and registers Lasting Powers of Attorney (LPAs). Supervises Deputies appointed by the Court of Protection. Maintains registers of LPAs and Deputyships. Investigates allegations or concerns made against Deputies and Attorneys.
Office of the Public Guardian – to reduce and remove Complex paper forms attempt to be everything for everyone in every context. Perceived complexity encourages often unnecessary legal consultation (89% of cases are straightforward). The business relies entirely on paper documentation. Photo CC licenced from flic.kr/p/4knuKB
Office of the Public Guardian – to enable A flexible and scalable digital Staff to support customers who business model need the most help - Assisted A business model that shifts focus Digital from internal process to user needs Substantial growth in the numbers in line with the Ministry of Justice’s of LPAs registered Transforming Justice agenda Reduction in the number of cases Control of the digital service without requiring Court of Protection restrictive & costly service contracts intervention Photo CC licenced from flic.kr/p/77HwYP
Office of the Public Guardian – right now Learning the OPG business - Designing detailed end-user staff workshops and interviews research for January 2012 Understanding the impacts on Identifying early deliverables, eg a customers caused by current digital LPA application and policy, processes and payment process communication methods Planning the phased delivery of the digital service during 2012 Photo CC licenced from flic.kr/p/4rHjib
Office of the Public Guardian – to deliver An outstanding service with digital by Phased delivery that rapidly default as the natural user preference. introduces public-facing digital User-originated, 100% correct, digital services and accelerates applications for all new customers and business process change fast migration to digital for existing A a major change in public clients. service provision that increases Safe, simple, quick, and compliant the responsibility and power of processing of sensitive, personal the citizen dataIntegrated with back-office systems that simplify internal processes. Photo CC licenced from flic.kr/p/7yAv8A
Tech City Tech City is a cluster of digital, tech and creative companies in East London. To celebrate a year of government support for Tech City, David Cameron visited the area on the 10th of November.
Tech City – how to convey this information? Normally a policy paper is produced for these events, but it was more appropriate in this case to develop an app for investors, talent, and local companies. With colleagues at Number 10 and a Tech City SME, Mobile Roadie, the app was developed.
Tech City – the launch The app outlines gov policy to support innovation and technology over the last year, as well as upcoming changes. It also shows Tech City events, and what people are seeing about Tech City. As an app rather than a static document, new information can be added to the app as events are planned and policy changes happen.
Tech City – the map It includes a map, developed by Charles Armstrong, which plots the companies in Tech City and measures the web of interaction between them by analysing the social media streams.
Tech City – augmented reality It also includes Augmented Reality. For the November 10th launch we worked with Aurasma to animate some of the business cards live and give a surprise greeting to the Prime Minister, triggered by the Trampery logo. Going forward Tech City will be using augmented reality to showcase a guided tour / visitor experience using geolocated data.