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Government’s digital future & NAO’s changing approach


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Presentation given by Sally Howes at conference held at NAO on 15 November 2012: online services and local government

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Government’s digital future & NAO’s changing approach

  1. 1. Government’s digital future &NAO’s changing approachSally HowesDirector ICT and systems analysisNovember 2012
  2. 2. Contents• A clear message from GDS on digital• The challenge in delivering the digital transformation• A changing approach from NAO• Following the digital transformation
  3. 3. The message from 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
  4. 4. Putting customers at the centre 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 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”
  5. 5. The objective….From: To: • “Policy will not get in the way of goodPolicy User service design” • “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” • “No department can redesign theirService Process services on their own – because many things the citizen is interested in go across department boundaries and the whole point is to deliver what citizens need – not what departments User Service have been set up to do”
  6. 6. The potential for savings GDS Digital efficiency report, Nov • £36 million pa savings compared to Directgov & • £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)estimated • £354 million savings in 2011-12 reported by Cabinet Office due to ICT strategy • £362 million savings in 2011-12 reported by Cabinet Office due to renegotiations with ICT suppliers
  7. 7. Strategies for delivering these savings? Digital strategy Redesign services by skilled people Strong digital culture Involve digital specialists from SMEsSavings from Major services have a service managersuccessfully Transition to Cyber security Increase number of usersdigitising public Common technology platforms strategyfacing services Remove legislative barriers Improve policy making & communication Risk decision about Cross-govt. assisted digital the service by the78% Reduced staff time business12% Estates7% Printing, postage & ICT strategy New role for Digital Leader Reclassification oftelecoms information4% IT & equipment New ID management Shared networks, data centres, EUDs service Rent s/w services from the CloudStore Shared intelligence Open source SIAM framework Reinforce role of Centralised procurement SIROs Agile approaches Critical challenge on ICT solutions from the Cabinet Office Reinforced role of CIO
  8. 8. Public sector challenge Cost reductions Those not engaging with Getting digital services government into the civil service DNA Civil service Rising reformexpectationsfrom citizens Changing skill& businesses requirements Open public services Maintaining public Transparency service quality & shifting to digital Information assurance
  9. 9. A changing approach also for NAO Objectives • Innovative products & new channels • Increased influence • Improvement • Thought leadership Approach • Look earlier • Overall service performance - avoid “ICT projects” • Stronger business analytic methods • Deeper operational experienceLandscape report on government ICT, Feb 2011
  10. 10. 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
  11. 11. We analyse VFM of public services – not just ICT Full enterprise analysisService architecture analysis Key AHVLA Users Wider BRP Stakeholders Departmen AH Local Environment Port HealthUsers 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 analysis Departmen tD Departmen tE Implementation Service mgmt Governance Technology Processes Strategy People
  12. 12. Following the digital transformationThe Expansion of Online Digital Britain One: Digital Britain Two: What Filing of Tax Returns Shared infrastructure & the public thinks about (2011) services for government government online online (2011) (to be published 2012)“Despite increasing drive to move services on-line comparatively little research exists examining whatconsumers need and expect from services delivered in this way.”Consumer Focus, June 2011
  13. 13. Scope of our survey of public views UK citizens UK SMEs 3rd Sector Users of government digital servicesProviding/reporting Requesting Requesting Requesting a benefits/loans/grants licence/authorisation Making a payment Registering information information Types of public digital services Crime, justice and the law Education & learning Money & tax Births, deaths, marriage and care Disabled people 336600+ central government services Housing and social services What do users need? How do they Working, jobs and pensions perceive services are VFM? Benefits Driving & transport Citizenship and life in the UK Business /self employed Employing people
  14. 14. Our VFM criteria Able to access online services Aware of online services Has the knowledge & skills Trusts service provider/Internet Satisfied with website/can complete transaction online Access Awareness Capability Trust Satisfaction No internet access No awareness Insufficient ICT skills Choose not to transact Low satisfaction • Barriers preventing access • Unaware of particular • Cannot use computer, online • Unable to complete (cost, coverage, no interest) services online and no one can assist • Lack of confidence and • Confusing/ slow/ • Cannot use computer, but trust (providing personal poorly designed Internet access Partial Awareness can call upon family, data) • Took longer than • Type of device (mobile) • Familiar with annual, friends, third sector • Preference for physical anticipated regular tasks (car tax) evidence of completion High satisfaction Sufficient skills (stamped receipt) • Service met Fully Aware • Have skills but have • Don‟t know how to stay expectations disability, prevents access safe online • Online channel easier • Possess skills but service Choose to transact online and more efficient too difficult to navigate • High level of trust • Convenient – service • Possess skills and can • Aware of basic computer available at times manage all services hygiene e.g. on use of required by user passwords, anti-virus • Matched private protection sector experience Readiness for „Digital by default‟ Quality of digital service experience
  15. 15. Summary• The clear message from GDS is digital by default• There are challenges in delivering the digital transformation but this is a key way to maintain quality of public services as costs are reduced• The NAO is also changing to respond to how government is delivering digital• We are following the digital transformation right through the enterprise
  16. 16. Thank youSally