The NAO is changing its approach to respond to the UK government's digital transformation:
(1) GDS is leading a clear message that public services must be digital by default to empower the public and maintain quality as costs are reduced.
(2) Delivering this digital transformation is challenging and goes beyond just ICT, but it is central to the government's reform plans.
(3) In response, the NAO is analyzing digital services through the entire enterprise rather than just ICT projects, using business analytics methods, and building expertise in Agile delivery and governance.
The document discusses India's journey towards an inclusive information society through e-governance initiatives. It provides an overview of India's ICT sector facts and demographics. It then discusses key lessons learned from India's National e-Governance Plan including the use of public-private partnerships and case studies on e-procurement and the Madhya Pradesh Online project. The document concludes with recommendations for Moldova in implementing e-government including a focus on citizens, open platforms, and transforming bureaucratic government into a networked, learning government.
Government innovation through cloud computing provides several advantages for developing countries according to the document. Key benefits include lower upfront costs than maintaining own data centers, easy scalability with increased usage, and eliminating hardware refreshes and infrastructure planning. The document discusses how cloud computing can enable efficient eGovernment services, mobility initiatives, document management, and email/collaboration for governments. However, it notes some legal issues around data sovereignty and jurisdiction need to be considered when using public clouds.
The document discusses channel shift and digital by default in government services. It notes that the pace of digital change has accelerated the need for governments and citizens to interact digitally. Channel shift aims to improve citizen engagement with frontline services through self-service digital options while maintaining traditional paper-based services for those who prefer them. The benefits of channel shift include cost savings, process efficiencies, and transforming how governments communicate with citizens. Enabling digital by default requires simplifying digital services, maintaining accessibility through multichannel options, and flexible approaches.
The document discusses channel shift, which involves transitioning public services to digital channels to improve efficiency and citizen experience. Channel shift can generate significant cost savings through reducing paper-based transactions and improving digital processes. However, some citizens still prefer traditional channels, so a multichannel approach is needed. The document outlines how digital technologies, data management, and process transformation are key to enabling successful channel shift while maintaining a focus on citizens.
- An e-government strategy aims to apply information technology to improve government efficiency, transparency, and service delivery. It should include components like conceptual framework, business case, implementation process, and measurement of results.
- The strategy guides technology investments and ensures they achieve economic development goals. It also establishes policies, infrastructure, and institutional frameworks.
- India's National e-Governance Plan aims to provide improved government services through online delivery at local service centers over 8 years at a cost of $4 billion. It involves central and state governments delivering integrated services to citizens and businesses.
This document is the winter 2015 issue of a Socitm publication. It includes the following articles:
1) An article previewing Socitm's upcoming Spring Conference, focusing on a debate around how far councils can share IT networks, applications, and systems before losing local autonomy.
2) A letter from Socitm President Nick Roberts reflecting on the past year and looking ahead to initiatives in 2015, including a Socitm Technology Board and an open systems alliance.
3) A news section covering various topics, including an update from Nick Roberts on a member survey and board strategy review conducted in late 2014.
The document discusses the vision of smart cities and the role of mobile/wireless connectivity in realizing that vision. Some key points:
- The smart city vision is to use technology to improve infrastructure, make communities more efficient and sustainable. But challenges remain in realizing this vision.
- Mobile connectivity is important as it allows citizens to access information and provide feedback through apps. It also enables devices and infrastructure to provide digital information.
- However, aggregating and analyzing real-time data from multiple sources across the city is challenging. Mobile operators can help by providing connectivity and platforms for data sharing.
- Examples are provided of how connectivity enables applications that optimize services like parking, lighting and waste management to reduce costs and improve operations.
The NAO is changing its approach to respond to the UK government's digital transformation:
(1) GDS is leading a clear message that public services must be digital by default to empower the public and maintain quality as costs are reduced.
(2) Delivering this digital transformation is challenging and goes beyond just ICT, but it is central to the government's reform plans.
(3) In response, the NAO is analyzing digital services through the entire enterprise rather than just ICT projects, using business analytics methods, and building expertise in Agile delivery and governance.
The document discusses India's journey towards an inclusive information society through e-governance initiatives. It provides an overview of India's ICT sector facts and demographics. It then discusses key lessons learned from India's National e-Governance Plan including the use of public-private partnerships and case studies on e-procurement and the Madhya Pradesh Online project. The document concludes with recommendations for Moldova in implementing e-government including a focus on citizens, open platforms, and transforming bureaucratic government into a networked, learning government.
Government innovation through cloud computing provides several advantages for developing countries according to the document. Key benefits include lower upfront costs than maintaining own data centers, easy scalability with increased usage, and eliminating hardware refreshes and infrastructure planning. The document discusses how cloud computing can enable efficient eGovernment services, mobility initiatives, document management, and email/collaboration for governments. However, it notes some legal issues around data sovereignty and jurisdiction need to be considered when using public clouds.
The document discusses channel shift and digital by default in government services. It notes that the pace of digital change has accelerated the need for governments and citizens to interact digitally. Channel shift aims to improve citizen engagement with frontline services through self-service digital options while maintaining traditional paper-based services for those who prefer them. The benefits of channel shift include cost savings, process efficiencies, and transforming how governments communicate with citizens. Enabling digital by default requires simplifying digital services, maintaining accessibility through multichannel options, and flexible approaches.
The document discusses channel shift, which involves transitioning public services to digital channels to improve efficiency and citizen experience. Channel shift can generate significant cost savings through reducing paper-based transactions and improving digital processes. However, some citizens still prefer traditional channels, so a multichannel approach is needed. The document outlines how digital technologies, data management, and process transformation are key to enabling successful channel shift while maintaining a focus on citizens.
- An e-government strategy aims to apply information technology to improve government efficiency, transparency, and service delivery. It should include components like conceptual framework, business case, implementation process, and measurement of results.
- The strategy guides technology investments and ensures they achieve economic development goals. It also establishes policies, infrastructure, and institutional frameworks.
- India's National e-Governance Plan aims to provide improved government services through online delivery at local service centers over 8 years at a cost of $4 billion. It involves central and state governments delivering integrated services to citizens and businesses.
This document is the winter 2015 issue of a Socitm publication. It includes the following articles:
1) An article previewing Socitm's upcoming Spring Conference, focusing on a debate around how far councils can share IT networks, applications, and systems before losing local autonomy.
2) A letter from Socitm President Nick Roberts reflecting on the past year and looking ahead to initiatives in 2015, including a Socitm Technology Board and an open systems alliance.
3) A news section covering various topics, including an update from Nick Roberts on a member survey and board strategy review conducted in late 2014.
The document discusses the vision of smart cities and the role of mobile/wireless connectivity in realizing that vision. Some key points:
- The smart city vision is to use technology to improve infrastructure, make communities more efficient and sustainable. But challenges remain in realizing this vision.
- Mobile connectivity is important as it allows citizens to access information and provide feedback through apps. It also enables devices and infrastructure to provide digital information.
- However, aggregating and analyzing real-time data from multiple sources across the city is challenging. Mobile operators can help by providing connectivity and platforms for data sharing.
- Examples are provided of how connectivity enables applications that optimize services like parking, lighting and waste management to reduce costs and improve operations.
How did a handful of web nerds kick-start a chain of events that will save the UK government billions of dollars each year? And how do 10 simple design principles underpin how the UK’s Government Digital Service is revolutionizing government online? Paul Annett, Creative Lead at the Cabinet Office, will discuss the cultural and technological shifts now underway, and how you can bring them to your workplace.
Evolved customers with new expectations driven by technological advancements are expecting government to think, act and response differently in near future. This transformation will make a huge difference on stakeholders and the way they interact with government.
What they need is more personalized service to individuals or groups or other entities! which does not focused on what citizen could obtain as services but how government could help them to carry on their work towards their goodwill!
The document outlines Camden's digital strategy to address challenges posed by increasing digitization. The priorities are to:
1) Develop new solutions with partners to reduce inequality using technology to integrate services across boundaries and allow earlier intervention for families with complex needs through better information sharing.
2) Create conditions for economic growth by fostering digital skills, high-speed internet access, and an efficient online Business Account to help local businesses.
3) Invest in communities to ensure vulnerable residents are not left behind through improving digital access and skills.
The strategy focuses on these priorities to make Camden a better borough by 2017 by taking advantage of opportunities from increasing digitization while mitigating risks of unequal access.
In summary, Malaysia needs to:
1.
Create a dynamic and more competitive ecosystem for its digital economy that embodies changes to its infrastructure, regulations, skills and public finance
2.
Achieve universal, fast, and inexpensive internet connectivity for businesses and households and fix the way it regulates the internet so unfair and damaging business practices can be corrected
3.
Improve human capital through better curriculum and life-long learning opportunities and encourage more vibrant private sector finance so digital entrepreneurs can bring ideas to market
4.
Take measures that will safeguard future tax revenues from the digital economy to reinvest in areas that the economy needs most
The Digital Europe programme will reinforce the EU's digital capacities in high performance computing, artificial intelligence, and cybersecurity. It aims to ensure these capacities are widely rolled out and used to their full potential across the economy and society. The programme focuses on deploying and scaling up key digital technologies while also developing advanced digital skills.
This guide demonstrates ICC's icXchange® solution for providing wireless connectivity to local businesses and communities. The icXchange® system uses a single broadband connection to provide outdoor wireless coverage across a city and indoor wireless for small businesses in a cost-effective way. It allows more users and improved online experiences over smaller connections. The flexible system scales with business needs, providing hotspots for small shops and networking for larger operations. ICC's solutions aim to connect whole communities and drive small business growth by ensuring online access and presence.
(public) Smart Cities How the Internet is Changing the Way Local Governments...Sharie Blanton
1. The document discusses how internet technologies are changing citizen engagement with local government. Open data initiatives and internet of things technologies provide new opportunities for citizens to access information and provide feedback that can improve services.
2. Citizen hacktivists are now analyzing open government data to develop policy recommendations and identify budgeting priorities. Technologies like smart parking and gunshot detection sensors provide data that can help governments optimize services.
3. Greater connectivity through internet of things devices and open data platforms can allow governments to be more proactive in addressing issues. However, challenges remain in fully engaging groups without internet access or language barriers.
This document discusses building smarter cities through increased instrumentation, interconnectivity, and intelligence. It provides examples of how smarter transportation, public safety, energy/utilities, healthcare, education, and government services can lower costs, improve services, and raise quality of life. Collaboration, standards, and open innovation are key to building long-term strategies for smarter cities. IBM solutions can help cities in areas like public safety, transportation, energy/utilities, healthcare, education, and government services.
1. The document discusses how Hadoop is an open-source software framework that can help telecom companies manage and analyze big data more effectively than traditional databases. It allows massive amounts of data to be stored and processed across clusters of commodity servers.
2. China Mobile and other telecom companies are using Hadoop as a data mining platform to better understand their networks, services, and customers. One European telecom operator used Hadoop to gain insights from customer usage data to improve services and applications.
3. Hadoop provides cost-effective storage and processing of large amounts of customer data that telecom companies collect, allowing them to gain valuable business insights in real-time that can increase revenues and reduce churn.
Culture and Commerce in a Digital Media Ecosystemnextmediaevents
This document discusses issues related to developing a digital media ecosystem in Canada. It argues that competition has shifted to the "edge of the network", making top-down regulation less effective. It states that we need a holistic policy approach to address challenges and opportunities in broadband, digital media, and intellectual property. The document also argues that advanced wireless and wireline networks are critical infrastructure for Canada's economic and cultural well-being, and that billions in investment are needed to upgrade these networks.
The Agency for Information Society Services aims to improve public administration performance and increase citizen comfort through centralized government IT systems, common methodologies and standards, and partnering with other public institutions to develop e-government policies, applications and provide IT support. The agency faces challenges in transitioning to a more client-oriented structure and gaining financial autonomy, but offers partnerships to other institutions to develop e-government solutions.
Fiber broadband providers are replicating historical redlining practices by selectively deploying new high-speed infrastructure based on neighborhood wealth and demand, ignoring low-income and minority communities. Companies claim their "demand model" makes gigabit services financially viable, but it results in an uneven patchwork and risks exacerbating the digital divide. Advocates argue oversight is needed to ensure equitable access to emerging broadband technologies for all citizens.
The document outlines a Digital Canberra Action Plan for 2014-2018. The plan aims to promote Canberra as a leading digital city by focusing on five key areas: Smart City, Digital Economy, Connected Community, Open Government, and Digital Services. Some initiatives outlined in the plan include rolling out free public Wi-Fi, creating digital spaces in town centers, accelerating business engagement with digital technologies, expanding online learning opportunities, and using digital tools to engage citizens and improve government services. The overall goal is to improve lives through digital innovation and make Canberra a top digital city.
The future of digital government services in the era of smart citiesSaeed Al Dhaheri
This presentation was made for the 21st GCC smart government and smart cities conference that was held in Dubai from 16-19 May 2015. It covers the new trends in digital government service delivery and impact on CIO's. the move towards digital government in the GCC was also highlighted.
Revue de presse IoT / Data du 22/01/2017Romain Bochet
Bonjour,
Voici la revue de presse IoT/data/energie du 22 janvier 2017.
Au programme :
- IBM Watson wants to help streetlights become smarter
- Monetizing Utility Data: The ‘Utility Data as a Service’ Opportunity
- Carnival Ocean Medallion: 5 takeaways from one of 2017's premier IoT projects
- DC's Gramercy District to become a $500m smart city test project
- Plateformes de données urbaines : quelle place pour l'énergie ?
- Acuity says it has deployed IoT lighting in 40 million square-feet of retail space
Je suis preneur d'autres artices / sources !
Bonne lecture !
How a new national approach to IT procurement will help to drive innovation , interoperability and data sharing across the public sectors. Success would significantly boost public sector efforts to deliver channel shift, early intervention and workplace transformation.
The document discusses four pervasive issues with public spending: conflicting priorities, ignoring inconvenient facts, things being "out of sight and out of mind", and not learning from mistakes. It provides examples of government departments that have improved handling conflicting priorities and not ignoring inconvenient facts. The director of the National Audit Office concludes by thanking the audience and providing contact information.
How did a handful of web nerds kick-start a chain of events that will save the UK government billions of dollars each year? And how do 10 simple design principles underpin how the UK’s Government Digital Service is revolutionizing government online? Paul Annett, Creative Lead at the Cabinet Office, will discuss the cultural and technological shifts now underway, and how you can bring them to your workplace.
Evolved customers with new expectations driven by technological advancements are expecting government to think, act and response differently in near future. This transformation will make a huge difference on stakeholders and the way they interact with government.
What they need is more personalized service to individuals or groups or other entities! which does not focused on what citizen could obtain as services but how government could help them to carry on their work towards their goodwill!
The document outlines Camden's digital strategy to address challenges posed by increasing digitization. The priorities are to:
1) Develop new solutions with partners to reduce inequality using technology to integrate services across boundaries and allow earlier intervention for families with complex needs through better information sharing.
2) Create conditions for economic growth by fostering digital skills, high-speed internet access, and an efficient online Business Account to help local businesses.
3) Invest in communities to ensure vulnerable residents are not left behind through improving digital access and skills.
The strategy focuses on these priorities to make Camden a better borough by 2017 by taking advantage of opportunities from increasing digitization while mitigating risks of unequal access.
In summary, Malaysia needs to:
1.
Create a dynamic and more competitive ecosystem for its digital economy that embodies changes to its infrastructure, regulations, skills and public finance
2.
Achieve universal, fast, and inexpensive internet connectivity for businesses and households and fix the way it regulates the internet so unfair and damaging business practices can be corrected
3.
Improve human capital through better curriculum and life-long learning opportunities and encourage more vibrant private sector finance so digital entrepreneurs can bring ideas to market
4.
Take measures that will safeguard future tax revenues from the digital economy to reinvest in areas that the economy needs most
The Digital Europe programme will reinforce the EU's digital capacities in high performance computing, artificial intelligence, and cybersecurity. It aims to ensure these capacities are widely rolled out and used to their full potential across the economy and society. The programme focuses on deploying and scaling up key digital technologies while also developing advanced digital skills.
This guide demonstrates ICC's icXchange® solution for providing wireless connectivity to local businesses and communities. The icXchange® system uses a single broadband connection to provide outdoor wireless coverage across a city and indoor wireless for small businesses in a cost-effective way. It allows more users and improved online experiences over smaller connections. The flexible system scales with business needs, providing hotspots for small shops and networking for larger operations. ICC's solutions aim to connect whole communities and drive small business growth by ensuring online access and presence.
(public) Smart Cities How the Internet is Changing the Way Local Governments...Sharie Blanton
1. The document discusses how internet technologies are changing citizen engagement with local government. Open data initiatives and internet of things technologies provide new opportunities for citizens to access information and provide feedback that can improve services.
2. Citizen hacktivists are now analyzing open government data to develop policy recommendations and identify budgeting priorities. Technologies like smart parking and gunshot detection sensors provide data that can help governments optimize services.
3. Greater connectivity through internet of things devices and open data platforms can allow governments to be more proactive in addressing issues. However, challenges remain in fully engaging groups without internet access or language barriers.
This document discusses building smarter cities through increased instrumentation, interconnectivity, and intelligence. It provides examples of how smarter transportation, public safety, energy/utilities, healthcare, education, and government services can lower costs, improve services, and raise quality of life. Collaboration, standards, and open innovation are key to building long-term strategies for smarter cities. IBM solutions can help cities in areas like public safety, transportation, energy/utilities, healthcare, education, and government services.
1. The document discusses how Hadoop is an open-source software framework that can help telecom companies manage and analyze big data more effectively than traditional databases. It allows massive amounts of data to be stored and processed across clusters of commodity servers.
2. China Mobile and other telecom companies are using Hadoop as a data mining platform to better understand their networks, services, and customers. One European telecom operator used Hadoop to gain insights from customer usage data to improve services and applications.
3. Hadoop provides cost-effective storage and processing of large amounts of customer data that telecom companies collect, allowing them to gain valuable business insights in real-time that can increase revenues and reduce churn.
Culture and Commerce in a Digital Media Ecosystemnextmediaevents
This document discusses issues related to developing a digital media ecosystem in Canada. It argues that competition has shifted to the "edge of the network", making top-down regulation less effective. It states that we need a holistic policy approach to address challenges and opportunities in broadband, digital media, and intellectual property. The document also argues that advanced wireless and wireline networks are critical infrastructure for Canada's economic and cultural well-being, and that billions in investment are needed to upgrade these networks.
The Agency for Information Society Services aims to improve public administration performance and increase citizen comfort through centralized government IT systems, common methodologies and standards, and partnering with other public institutions to develop e-government policies, applications and provide IT support. The agency faces challenges in transitioning to a more client-oriented structure and gaining financial autonomy, but offers partnerships to other institutions to develop e-government solutions.
Fiber broadband providers are replicating historical redlining practices by selectively deploying new high-speed infrastructure based on neighborhood wealth and demand, ignoring low-income and minority communities. Companies claim their "demand model" makes gigabit services financially viable, but it results in an uneven patchwork and risks exacerbating the digital divide. Advocates argue oversight is needed to ensure equitable access to emerging broadband technologies for all citizens.
The document outlines a Digital Canberra Action Plan for 2014-2018. The plan aims to promote Canberra as a leading digital city by focusing on five key areas: Smart City, Digital Economy, Connected Community, Open Government, and Digital Services. Some initiatives outlined in the plan include rolling out free public Wi-Fi, creating digital spaces in town centers, accelerating business engagement with digital technologies, expanding online learning opportunities, and using digital tools to engage citizens and improve government services. The overall goal is to improve lives through digital innovation and make Canberra a top digital city.
The future of digital government services in the era of smart citiesSaeed Al Dhaheri
This presentation was made for the 21st GCC smart government and smart cities conference that was held in Dubai from 16-19 May 2015. It covers the new trends in digital government service delivery and impact on CIO's. the move towards digital government in the GCC was also highlighted.
Revue de presse IoT / Data du 22/01/2017Romain Bochet
Bonjour,
Voici la revue de presse IoT/data/energie du 22 janvier 2017.
Au programme :
- IBM Watson wants to help streetlights become smarter
- Monetizing Utility Data: The ‘Utility Data as a Service’ Opportunity
- Carnival Ocean Medallion: 5 takeaways from one of 2017's premier IoT projects
- DC's Gramercy District to become a $500m smart city test project
- Plateformes de données urbaines : quelle place pour l'énergie ?
- Acuity says it has deployed IoT lighting in 40 million square-feet of retail space
Je suis preneur d'autres artices / sources !
Bonne lecture !
How a new national approach to IT procurement will help to drive innovation , interoperability and data sharing across the public sectors. Success would significantly boost public sector efforts to deliver channel shift, early intervention and workplace transformation.
The document discusses four pervasive issues with public spending: conflicting priorities, ignoring inconvenient facts, things being "out of sight and out of mind", and not learning from mistakes. It provides examples of government departments that have improved handling conflicting priorities and not ignoring inconvenient facts. The director of the National Audit Office concludes by thanking the audience and providing contact information.
The document provides an overview of the NAO's assessment of process management maturity across 12 government organizations. The NAO assessed performance against five areas: strategy, information, people, process, and improvement. The summary findings are that while some good practices exist, few organizations consistently demonstrate strong process management characteristics. Specifically, the assessment identified gaps in understanding customer demand, creating an environment where staff improve processes, and proving the benefits of change.
Managing and improving operational delivery - National Audit Office process m...UK National Audit Office
This document discusses the National Audit Office's (NAO) work in assessing operational delivery and process management maturity across UK government organizations. The NAO has developed a Process Management Maturity Analytic tool consisting of 40 questions across 5 areas to evaluate how well organizations manage business operations. The NAO has found that UK government organizations are generally least mature in areas like understanding customer demand and empowering staff to continuously improve. Moving forward, the NAO aims to help close these performance gaps and share best practices both within the UK government and internationally.
Civil Service Live NAO presentation on digital transformation in government...UK National Audit Office
The content of the session, given at Civil Service Live in Newcastle and London was as follows:
Hear from experts from the National Audit Office about the unique insight and learnings they have gained from their work on digital in government, and how this can benefit you.
• The government’s starting point for digital
• An overview of the digital journey – current landscape and the new challenges that government has to meet
• The NAO’s journey to understand Digital
• Key findings from our work
• NAO direction – where our future work is likely to be
• Q&A session
This document summarizes Connexin's smart city platform and services. It discusses Connexin's approach of taking a horizontal view across city services to improve outcomes, reduce costs, and drive economic growth. The platform provides infrastructure, sensors, data integration, and insights to help cities better measure, monitor, and manage assets. It emphasizes collaboration across public, private, and education sectors to address challenges through an iterative process that engages citizens. Connexin aims to help cities operate as a single connected entity rather than isolated silos.
The document discusses how government IT procurement has traditionally resulted in bespoke, complex, and costly systems. It argues that emerging digital technologies allow a new approach where systems and services are disaggregated and reaggregated in a modular, standardized way around user needs. This could transform public services by moving away from input-focused bureaucracies towards outcomes-based models leveraging open platforms and a utility marketplace of interchangeable components. However, significant skills, processes, and mindset changes would be required within government to take advantage of this new approach.
Delivering digital by default public services in the ukSoftware AG UK
This document discusses delivering digital public services in the UK by default. It outlines five key themes for a digital by default approach: 1) Making the service user paramount, 2) Using open standards, 3) Transforming business processes to enable digital services rather than just adding them on, 4) Integrating enterprise systems to provide user benefits while keeping complexity hidden, 5) Ensuring accurate and timely management information. The overall goal is for digital services to be so straightforward that people prefer using them over other channels.
The document discusses challenges faced by governments and how cloud computing can help address them. It notes that governments must provide services more efficiently as demands increase. Cloud computing involves using large data centers and internet delivery of computing resources on demand, replacing aging government data center systems. This allows lower costs, rapid deployment, and scalability. The document outlines how various government agencies have implemented cloud computing solutions.
Chris Price (for Chris Chant)-Public Sector ICT Landscape & G-cloudeventwithme
The document discusses the UK government's new ICT strategy and G-Cloud Programme. The strategy aims to simplify, standardize and automate government ICT to reduce costs, increase efficiency and open up procurement. Key goals are reducing the number of data centers, servers and applications. The G-Cloud Programme provides a marketplace of cloud-based ICT services across the public sector to help achieve the strategy's goals. It offers flexible hosting, testing, sharing, web and SME services.
The document discusses how digitization and adoption of information and communications technology is linked to economic growth of nations. It examines six attributes that determine a country's level of digitization: ubiquity, affordability, reliability, speed, usability, and skill. Countries are categorized into four stages of digitization based on their scores across these attributes - constrained, emerging, transitional, and advanced. More digitized countries experience greater economic benefits like higher GDP and lower unemployment as well as social benefits like improved quality of life and access to services. The level and impact of digitization has been accelerating globally in recent years.
The economic growth of nations is linked to a single technological factor: the extent to which people adopt ICT and digital technologies. Policymakers need to focus on three priorities: elevating digitization on the national agenda, including the systematic planning and tracking of progress; developing a better governance model for the telecom and information technology sectors; adopting an ecosystem perspective; enabling competition; and stimulating demand.
This document outlines the Digital India program which aims to transform India into a digitally empowered society and knowledge economy. The program has 3 key areas of focus: digital infrastructure as a utility for all citizens, governance and services available on demand, and digital literacy of citizens. It details 5 pillars to achieve this vision including expanding broadband connectivity, universal access to phones, public internet access points, e-governance reform, and electronic delivery of services like education, healthcare, agriculture etc. The program pulls together existing schemes under a common brand and aims to connect 250,000 villages with broadband by 2019. It is estimated to cost around Rs. 100,000 crores and impact job creation, electronics manufacturing, digitization of services and
The document summarizes initiatives and projects from Tennessee in 2012. Key points:
- NIC partnered with state agencies to roll out new services like TDOT's SmartWay mobile apps and a handgun permit system. Usage of existing online services also grew.
- The Department of Safety & Homeland Security launched iPad kiosks (ASSETS project) at driver's license centers, reducing wait times by over 40% and avoiding over 8,000 staff hours annually.
- NIC adopted agile development practices for projects, using frequent feedback to focus on delivering business value, as with a new app for managing school bus driver training and certification.
A Digital Future - Transforming NSW GovernmentMartin Walsh
This is the Word document version of the Digital Strategy I developed for NSW Government in 2012. It should be read in conjunction with the Presentation version of the strategy - http://www.slideshare.net/martinwalsh/a-digital-future-transforming-nsw-government
The document discusses the UK government's agenda for information and communication technology and how it will impact the voluntary sector. The key focus is on putting more power in people's hands and opening up government through more interoperable ICT between departments and local communities. Success will be achieved by empowering communities, opening up public services to more providers, and encouraging social action through technology like social media to engage citizens and make policy development more transparent.
The document discusses the UK government's agenda for information and communication technology and how it will impact the voluntary sector. The key focus is on putting more power in people's hands and opening up government through more interoperable ICT between departments and local communities. Success will be achieved by empowering communities, opening up public services to more providers, and encouraging social action through technology like social media to engage citizens.
The document discusses definitions and perspectives on smart cities from different sectors such as technology, research, environment, and government. It defines a smart city as one that uses technology and data to enhance quality of life, save money, and improve decision making. The document also examines challenges facing cities like aging infrastructure, economic changes, and budget cuts. It identifies technology, infrastructure, governance, collaboration, and engaged citizens as key success factors for smart cities. People are seen as central to driving and sustaining changes enabled by smart city initiatives.
Presentation on digital technology project in india.Gupta Ravi
The document provides an overview of India's Digital India project which aims to transform India into a digitally empowered society. The key points are:
- Digital India was launched in 2015 with the goal of connecting rural areas to high-speed internet and improving digital literacy.
- It has 9 pillars including broadband infrastructure, universal mobile access, public internet access, e-governance, e-education, e-health, information for all, electronics manufacturing, and IT training.
- The program is managed by committees headed by the Prime Minister and Ministers to coordinate various government departments and initiatives.
- Some challenges include ensuring coordination between departments, improving infrastructure like broadband access, and addressing cybersecurity issues.
Cloud computing and What It Means for Digital Marketinggstweet99
Cloud computing allows businesses to access computing resources and software over the internet. It provides scalability, reduces costs, and makes applications easily accessible. This document discusses how cloud computing benefits digital marketing by providing precise, real-time customer data that streamlines sales and marketing operations. Businesses must adopt cloud solutions to remain competitive as technological advances allow for more rapid responsiveness in the marketplace.
Similar to Government’s digital future & NAO’s changing approach (20)
The investigation reviewed policies on gifts and hospitality within the UK civil service and compared them to international standards. It found that while guidance prohibited actual conflicts of interest, some departments' guidance did not clearly define gifts and hospitality or require all offers to be recorded. Analysis of registers found that some senior officials frequently accepted hospitality from certain organizations. A small number of acceptances were questionable in terms of purpose or proportionality. The report concluded oversight and controls over gifts and hospitality needed strengthening to address weaknesses and ensure public trust.
In January 2014, the UK government established the Syrian Vulnerable Persons Resettlement programme in response to the Syrian refugee crisis. The programme was scaled up in September 2015 when the then Prime Minister announced that
20,000 of the most vulnerable Syrian refugees from Jordan, Lebanon, Iraq, Egypt and Turkey would be resettled in the UK by May 2020. The programme became the joint responsibility of the Home Office, the Department for International
Development and the Department for Communities and Local Government.
The Ministry of Justice has successfully restructured the probation landscape, but there is more to do to stabilise and
improve the performance of Community Rehabilitation Companies (CRCs) and the National Probation Service (NPS).
National Offender Management Service’s (NOMS’s) oversight of CRCs is robust but significantly lower levels of business, if
translated into reduced income, would affect some CRCs’ ability to transform.
The NPS is not yet operating as a truly national, sustainable service.
The National Audit Office (NAO) scrutinizes public spending for Parliament and helps hold government departments accountable. It certifies over 350 government accounts each year and publishes reports on value for money. The Comptroller and Auditor General leads the independent NAO staff and has access and reporting rights. The NAO's work supports Parliamentary committees and helps improve public services.
The document discusses evaluation in government and provides recommendations to improve it. It notes that there is no comprehensive overview of evaluation coverage and gaps. While chief analysts recognize poor quality evidence, evaluations vary significantly in robustness, and poorly done evaluations tend to make bold claims. Many spending decisions did not refer to existing evaluation evidence. The recommendations are to improve the quality of evaluations, increase their use in policy decisions, address gaps in coverage, and allocate more resources to evaluation.
The document summarizes the National Audit Office's (NAO) annual report and accounts for 2013-14. The NAO scrutinizes public spending for Parliament and published 427 audit reports totaling over £1 trillion in public funds. It published 66 value for money reports on government activity and 4 local services studies for Parliament. The NAO helped identify £1.1 billion in government savings and 86% of its recommendations were accepted. It achieved a 17% reduction in costs since 2010-2011 while focusing over 80% of its resources on front-line work.
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Government’s digital future & NAO’s changing approach
1. Government’s digital future &
NAO’s changing approach
Sally Howes
Director ICT and systems analysis
November 2012
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. The message from GDS is loud and clear
Sources: Digital Strategy, Digital Efficiency Report, Digital Landscape Research - GDS Nov 2012
Public 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 models
Big 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. 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 needs
1. Do less
2. Design with data “…design process must start with
identifying and thinking about real user
3. Do the hard work to make it simple
needs. We should design around those
4. Iterate. Then iterate again — not around the way the „official
5. Build for inclusion process‟ is at the moment. We must
6. Understand context understand those needs thoroughly —
7. Build digital services, not websites interrogating data, not just making
8. Be consistent, not uniform assumptions — and we should
9. Make things open: it makes things better remember that what users ask for is
not always what they need.”
June 2012
Civil 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”
5. The objective….
From: To:
• “Policy will not get in the way of good
Policy 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 their
Service 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. The potential for savings
GDS Digital efficiency report, Nov 2012
gov.uk • £36 million pa savings compared to Directgov &
businesslink.gov.uk
• £25 – 45 million pa saving from department costs
Digitising 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 next
Digitising gov2gov & back generation shared services (Cabinet Office, July
office 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. Strategies for delivering these savings?
Digital strategy
Redesign services by skilled people
Strong digital culture
Involve digital specialists from SMEs
Savings from Major services have a service manager
successfully Transition to gov.uk Cyber security
Increase number of users
digitising public Common technology platforms
strategy
facing services Remove legislative barriers
Improve policy making & communication Risk decision about
Cross-govt. assisted digital the service by the
78% Reduced staff time
business
12% Estates
7% Printing, postage &
ICT strategy
New role for Digital Leader Reclassification of
telecoms information
4% 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. Public sector challenge
Cost reductions
Those not
engaging
with Getting digital services
government into the civil service DNA
Civil service
Rising reform
expectations
from citizens Changing skill
& businesses requirements
Open public services
Maintaining public Transparency
service quality &
shifting to digital Information assurance
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
experience
Landscape report on government ICT, Feb 2011
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 supply
strategy; 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. We analyse VFM of public services – not just ICT
Full enterprise analysis
Service architecture analysis
Key AHVLA Users Wider BRP Stakeholders
Departmen
AH Local Environment Port Health
Users FSA OV‟s Defra EU FERA RPA
Agency Authorities Agency Authorities
tA
Internal Paper Document Online Offline Internet
Channels Web User
Email Phone
Documents Imaging Forms Forms Portal
Disease Endemic Exotic Protecting Reportable
Border
AHVLA 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
Disinfect
Business Processes
Slaughter/ Movement Premises
Risk Visit
Surveillance Valuation Cull/ Controls/ Restock Licence/
Management Management
tB
Disposal Restrictions Approvals
ODRM Activity Commander Management Forms Library
Technology (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
Departmen
Data 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. Following the digital transformation
The 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 what
consumers need and expect from services delivered in this way.”
Consumer Focus, June 2011
13. Scope of our survey of public views
UK citizens UK SMEs 3rd Sector
Users of government digital services
Providing/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. 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. 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