The Public Services Network (PSN) aims to transform public services by creating a secure and standardized network of networks, which is expected to save significant costs, including £130 million annually by 2014. It emphasizes innovation in service delivery by fostering collaboration across sectors and exploring new technologies, enhancing efficiency and customer service. Initiatives such as the BT Innovation Exchange and collaboration with local councils like Surrey County Council exemplify the efforts to centralize public services and achieve cost reductions through shared networks.

1. Title sponsor:
In association with:
Speakers from:
Public Services Network Summit 2012
A1 Building on PSN to transform services
Paul Garner
Mark Langdale
Neil Mellor
Sponsored by

2. Building on PSN to Transform
Services
Paul Garner
Mark Langdale
Neil Mellor
PSN – a platform for innovative change and
improvement
• A market intervention by the Cabinet
Office to create
– A secure network of networks based
on agreed standards for public service
providers
– The foundation for the Government
ICT Strategy and p
gy public service
transformation
– Savings up to £130m a year in Central
Government alone by 2014
– £64.2m saved in 2011/12 by applying
PSN standards
• Open for business
• Major implications for both users and
suppliers
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How PSN works:
Commercial and technical interoperability
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© British Telecommunications plc

3. What PSN means
Commercial
Competitive marketplace to significantly reduce
telecommunications and buying costs through
standardised services and framework procurement
Technical
A single secure logical network, constructed from
a network of networks complying with common
standards that enables the delivery of public
services from any place by any provider
Transformational
Harness technology to better support service
delivery and transformational government – major
service and efficiency improvements
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4. Building on PSN - innovation
Doing things differently Legacy
• Process CO2, Ageing
• Culture
Reinventing
Doing things better Repositioning
• Infrastructure and security
• Commercial
Efficiency
Savings
Horizon1(now) Horizon 2 (1 yr) Horizon 3 (2-5 yr) Horizon 4 (5-25yr)
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Infrastructure and security
• Network consolidation
• Technical interoperability
• Security accreditation
• Compliance
• Gap analysis
• Roadmap
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Commercial
• Procurement
• Contract change
– Savings on
communications
– Lower procurement
costs
• Impact on total
operational costs?
• Further potential?
"While there are variations in the proportions of overall budget
allocated to ICT, no organisation has escaped the funding
© squeeze. ICT functions will respond well to the extreme
challenges likely in the years ahead.“ SOCITM Sept 2012

5. Lessons learned
• Invest in the relationships
– Suppliers – incumbents and incoming – and the whole supply chain
– Customers (business owners)
– Approval authorities
• Departmental
• Governmental: Cabinet Office ERG, ICT Futures, HM Treasury, CCRs
• PSN Programme
• Focus on the business case
– Compliance is good
– Economy is essential
• Build the Public Services Network
– By active involvement in setting the technical and commercial standards
– By enthusiastic adoption of the services offered under PSN frameworks
– So creating an effective and efficient market
• Persist, keep faith, celebrate success!
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Process
• Doing things differently
• Creative response to future
challenges
– More efficient and harmonised
processes, applications
– Common front end, back e d
Co o o t e d, bac end
– Cross boundary, cross sector
– App innovation
– Outside in
– Benefit of secure but open
environment
– Partners, SMEs, ecosystem
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Process innovation
• Share information with Health, Authorities,
Housing Agencies, Education, Police.
Enabling joined-up care for children, adults
and families
• Customer service transformed through
hosted and virtual contact management
• 97% citizen enquiries dealt with at first
point of contact, customer service
complaints down 76%
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6. © 2012 IBM Corporation
Public Sector Ecosystem Community Ecosystem Private Sector Ecosystem
Citizens
Other Public Education 3rd Sector SME’s Software Other
Agencies Agencies Agencies
Agencies Agencies Agencies Agencies
Agencies
Industries
Agencies
Sector Agencies Agencies Agencies
Houses
Engagement,
Transparency Innovation Market Reach
and Accessibility
On-line Business
Digital Services Security
Building Blocks
Scale-as
ou-Go
Colla
Integrated end-to-end Business Processes
Process Composition and Integration
ance
aboration
Pay-as-yo
Governa
s-you-Need
Applications for Applications for
Shared Services Business
Integrated Information Management and Analytics
Advanced
Advanced City
Business
Intelligence
Intelligence
Shared, virtualised infrastructure
Shared, Physical
IaaS Public Cloud
virtualised Desktop Storage Servers Networks
Infrastructure Services
infrastructure
Service Sunderland CC CIC ? SES ? Software City ?
Agencies
Agencies
Provider Agencies
G-Cloud
Agencies
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Service Providers
• Process innovation across boundaries
• Speeding discharge rates and saving about £150,000 a year
• Savings in bed costs and penalty charges for discharge delays
• Freeing up more than 400 bed days a year
• Moved from being one of the worst performing trusts in London for
delayed patient di h
d l d ti t discharge t one of th b t
to f the best
• Spreadsheet and teleconference - 15 people from patient discharge,
hospital social work and community services teams
• "Initially there were a lot of sceptical people, but I championed it and
people who were sceptical in week one were no longer sceptical in
week two, because it was very easy to use."
• BT hosted ‘cloud’ audio-conferencing service costing £6,000 pa
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Culture – need to engage all levels on PSN
9 out 10 policy and operational leads know next to nothing about PSN
© Source: BT PSN survey, Feb 2012

7. Culture
• Largest challenge and
opportunity
• Ways of working
• Organisational politics
• Trust
• Collaboration, sharing
• Sovereignty
• Not invented here
• Local politics
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Innovation thrives with enabling platforms
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PSN innovation – open and systematic
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8. Innovation Techniques
Generate Scan the globe for new ideas from VCs,
Global Scouting start-ups, partners, competitors
Sort/Filter Business case assistance and validation
Innovation Central
Demonstrate Quick prototype, with strong user/customer
& Visualise Applied Technology Centre focus
Showcase new ideas and concepts – 250
Inspire & Sell Customer Centre customer visits per annum
First working prototype and co-innovation
Prototype & Hothouse team with customers or internal product teams
Build
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Hothouse – an agile method for innovation acceleration
A Hothouse… Benefits
• Customer choice and customer
• Is run over an intensive one to three-day period. Customer Choice
involvement.
• Customer participation is key.
Feedback • Immediate customer feedback.
• Brings together business and IT communities (people, process
and systems). Collaboration • Brings all interested parties together.
• Has three or more teams competing to create a choice of
demonstrable solutions to real business problems. Speed • A reduced delivery cycle.
• Results in a preferred solution being chosen from among the • A clear & common understanding of
Common Understanding
the Business problem.
competing solutions, and rewards the winning team.
• Multiple solutions may be used to construct the output going Demonstration • Demonstration of proposed solutions.
forward.
Prototypes • Prototyping (Process or Software).
• Ensures a shared understanding of the business problems is
• A collaborative and competitive
achieved and nurtures a strong team working ethos. Competition
environment.
• Creates cross business buy-in and momentum to take the
Realised Results • Achieves early realisation of result
Hothouse output Proposition through t realisation.
H th t tP iti th h to li ti
3 day Hothouse Story
What makes a good Hothouse?
• One that is owned by the key business sponsor who
The 3-day story : understands the problem and can define what good looks like.
• Involvement across all interested parties.
Discovery • Having the right mix of people to enable a comprehensive
Day Solution prototype to be developed over three days.
Day • Key stakeholder participation over the duration to enable
Resolution
Day instant decisions to be made ensuring that development
continues immediately after the hothouse.
Understand Understand Understand
Design Design Design • Everyone involved in the delivery needs to be at the hothouse
Demo Demo Demo ensuring a common understanding within the delivery team.
Collaboration Collaboration Collaboration • Constant customer involvement and input over the duration of
Realisation Realisation Realisation the hothouse.
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BT Connected Communities Accelerator Plan
An innovation hub for companies, customers of all sizes, innovative new businesses,
academic partners, policy makers and government. A focus on down streaming and
innovation, rather than pure research and education – builds on successful cloud
incubation
Includes
1. A collaboration and showcase environment for customers and partners
2. A Cloud based incubation and information distribution platform to enable rapid
prototyping and trial
3. Integration with network platforms especially innovative access solutions
g p p y
• Connected Communities are services built on top of
data collected from devices, applications and
sensors. These services will unlock the
transformational value hidden within the data
exchange enabled by PSN and G-Cloud
• Connected Communities are a natural fit with PSN
and G-Cloud providing a platform for innovation
based on large scale network assets, cloud services
and selected third party (SME) applications.
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9. BT Innovation Exchange® Programme
BT Innovation Exchange® Connected Communities Accelerator
• BT will make available its Cloud Incubation and information
distribution platform to enable rapid prototyping and trials for
Public Sector customers.
BT Innovation Exchange® Roundtable
• The Public Sector Innovation Roundtables will be targeted at a
groups of organisations to help them solve a particular business
issue. BT will host and run the roundtable session which will be
a one day facilitated event with attendees from a cross section
of public sector SME’s third sector and suppliers
sector, SME s, suppliers.
BT Innovation Exchange® Hothouse
• A BT Innovation Exchange® Hothouse is a three day facilitated
event that brings together customers, business partners and
experts. The aim is to produce prototype solutions or new
strategic plans against a stated business problem in a intensive,
rapid and collaborative manner.
BT Innovation Exchange® Events
• A series of regional events to highlight the potential for
transformation through innovation. Target audience public
sector organisations and BT partners.
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Surrey County Council
• In 2011 Surrey County Council had to face the harsh reality of public sector cuts and looked to save
£200m over 4 years
• As part of the drive towards efficiencies they have just contracted with BT to bring together at least
20 of their public services onto one network. We will replace up to 40 separate networks to provide
internet, fixed telephony, wide area network (WAN), local area network (LAN) and contact centre
services on one public services network (PSN).
• BT will also offer unified communications to organisations that want it, as well as cloud services.
• These will be the building blocks to efficiencies, allowing other organisations to join them sharing
benefits and realising additional savings and efficiencies
• Costs will reduce by up to £750,000 a year, compared with the
previous networking deployments.
• Denise Le Gal, the cabinet member for change and efficiency at
Surrey said: -
• “We firmly believe public services should be seen as a single
team co-operating to make taxpayers' money go further
wherever possible and this deal with BT will save the county
council alone up to £5.25m over the seven-year contract.”
• Once the network has been established, the Surrey Council
aims to extend the network to libraries and schools, as well as
voluntary organisations or emergency services who may want to
take advantage of the technology and cost savings.
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