Presentation deck from the Socitm Supplier Briefing that took place on the 3rd June.
Socitm's New Agenda
Data the Key to Digital
Sponsor Address: A Digital Transformation Approach
Why isn't Digital Catching Fire… and what can suppliers do
Current Priorities for Local Government
The Supplier Partnership Program
2. Supplier Briefing London
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Adrian Hancock, Chief Executive Officer
Data the Key to Digital
Tim Adams, Programme Manager
Meeting the local public services challenge head on.
Peter Robbins, MD, Probrand Group
A Digital Platform and Tools
Chris Parker, CS Transform
A Central Government tech insight and where next for Local Authorities
Gordon Morrison, tech UK Director, Tech for Government.
3. Supplier Briefing London
Agenda
Current Priorities for Local Government
Martin Ferguson, Director of Policy & Research
The Supplier Partnership Program
Nigel Bragg , Commercial Partnerships Manager
4. Supplier Briefing London
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Adrian Hancock, Chief Executive Officer
Data the Key to Digital
Tim Adams, Programme Manager
Meeting the local public services challenge head on.
Peter Robbins, MD, Probrand Group
A Digital Platform and Tools
Chris Parker, CS Transform
A Central Government tech insight and where next for Local Authorities
Gordon Morrison, tech UK Director, Tech for Government.
6. Supplier Briefing London
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Adrian Hancock, Chief Executive Officer
Data the Key to Digital
Tim Adams, Programme Manager
Meeting the local public services challenge head on.
Peter Robbins, MD, Probrand Group
A Digital Platform and Tools
Chris Parker, CS Transform
A Central Government tech insight and where next for Local Authorities
Gordon Morrison, tech UK Director, Tech for Government.
8. Supplier Briefing London
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Adrian Hancock, Chief Executive Officer
Data the Key to Digital
Tim Adams, Programme Manager
Meeting the local public services challenge head on.
Peter Robbins, MD, Probrand Group
A Digital Platform and Tools
Chris Parker, CS Transform
A Central Government tech insight and where next for Local Authorities
Gordon Morrison, tech UK Director, Tech for Government.
9. Local open data standards
and support services
Enabling capabilities through a
Local Information Infrastructure
Tim Adams
Programme Manager (LGA)
@DrTimAdams
June 2015 www.local.gov.uk/lginformplus
10. www.local.gov.uk/lginformplus@LGInformPlus
The Landscape
• Local Government in England
– 353 local authorities; 44 fire & rescue
– Delivers over 1500 different services
– Has over 42,000 items of data collected about it
• Data challenges
– Not conventional data publishers
– Business management data
– Internal culture change
• Data Extent
– Good impression of people and places
– Transactional, personal, performance, aggregated data
across 13 functional areas
11. www.local.gov.uk/lginformplus@LGInformPlus
Overview of the infrastructure
Functions
Services
Datasets
Incentive
scheme
Inventory
Schemas
Aggregator
Councils
Areas
Other...
data.gov.uk
O D I
certificates
NationalLocal
Neighbour
hoods
Classifications
Data
12. www.local.gov.uk/lginformplus@LGInformPlus
Objectives of the infrastructure
• Provide useful data – responding to common requests
• Keep it as simple as possible for councils
• Resolve fragmentation, inconsistency and discovery
• Enable data users to accurately interpret data and
aggregate it across councils
Hampshire
Durham
Sevenoaks
Leeds
Craven
Westminster
Any council
16. www.local.gov.uk/lginformplus@LGInformPlus
LGA open data pages
Pages at
opendata.esd.org.uk
help navigate local
data
Inventories
• guidance on the format
• see other councils’ inventories
• download in CSV or XML
• upload yours in XML
• configure harvesting of yours
Schemas
• browse schemas used by councils
• get guidance on specific schemas
• see council datasets compliant with a
schema
• get data aggregated across all
councils for a single schema
Datasets
• browse and search datasets
uploaded and harvested
Uniform Resource Identifiers
• search URI sets used to classify data
used in local government
• add your own local alternative names
for URIs
17. www.local.gov.uk/lginformplus@LGInformPlus
URI sets for classification and links
Datasets
Schemas
Data items
Define
structureof
Contain
Local
authorities
Official
geographies
Neighbour-
hoods
Services
grouped
by function
Other eg:
• Planning
categories
• Entertainment
types
• Procurement
classifications
National
mapping
33. Direct data feed: API open to all
http://api.esd.org.uk/
Help pages Web services
Data tools
http://stark-fortress-7714.herokuapp.com/
Re-use Apps
34. www.local.gov.uk/lginformplus@LGInformPlus
Further information
LG Inform Plus: local.gov.uk/lginformplus
Open data: opendata.esd.org.uk
Standards: standards.esd.org.uk
Technical Help: support@esd.org.uk
Open data knowledge group:
https://knowledgehub.local.gov.uk/group
/localopendatacommunity
tim.adams@local.gov.uk
@DrTimAdams
lginformplus@local.gov.uk
35. Supplier Briefing London
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Adrian Hancock, Chief Executive Officer
Data the Key to Digital
Tim Adams, Programme Manager
Meeting the local public services challenge head on.
Peter Robbins, MD, Probrand Group
A Digital Platform and Tools
Chris Parker, CS Transform
A Central Government tech insight and where next for Local Authorities
Gordon Morrison, tech UK Director, Tech for Government.
37. Background – Probrand Group
Three award-winning businesses:
1. VAR IT Products – Probrand (IT Index) 70
2. Managed Services Provider – Icomm Technologies 80
3. Independent Software Vendor – Mercato Solutions 110
260
38. The Challenge - 2010
Digital skills shortage
IT departments under extreme pressure
Cost of skilled people soaring
Reduce risk of large project failure
Diverse nature of applications
Businesses want to ‘own’ projects
39. Demand for Systems of Engagement
I need a system now
Requirements articulated in clear English by the business
I want a P.O.C. in weeks and deployment in a few months
It must be flexible, easy to change and configurable
Fully compatible and integrate seamlessly with my ‘CRM System
of Record’
Componentized for easy re-use in other systems
40. Types of Systems in demand
• Bidding
• Skills & Education
• Wellness plans for vets
• Insurance Brokers site
• Business Transformation
• Competency Evaluation
• Deal Registration
• Data manipulation
• Profiling
• ROI calculator
• Product Picker
• Instant Bids
• Configurators
• Analysis
• HR Systems
• Data Transformations
• Guided Advisors
• Psychometric Testing
• Behaviour Profiling
• CRM
• Sales Processes
• Business process automation
• Business process modelling
42. KnowledgeKube Origins
Business Analyst
Scoper
Multiple
Developers
Creatives & Design
Testers
One Implementer
Long winded,
protracted
Very expensive
Lots of stakeholders
Goes wrong
Difficult to scale
Rapid implementation
Power in the platform
The Old Model
KnowledgeKube
Industry standard skills requiredPROBLEM
Suffering with a skills shortage in
digital. Demand is huge for
applications.
SOLUTION
KnowledgeKube
A Platform to build applications.
Recruit team. Non IT and
Apprentices.
Grow team to 15, start building applications.
Grow platform functionality, e.g. Data Sources
Team of 25
Complete Case Studies
Add Analytics
Code Complete
CESG accredited
2012
2013
2014
Launch ApaaS on Azure
Develop full training suite
2015
43. Team Profile
Mature
apprentice (29)
had previous roles
as a security
guard and as a
retail supervisor.
Has education up to GCSE
level. Came via
Birmingham Met College
as an Apprentice.
Successful
assessment day
recruit (22)
previously worked in
McDonalds and at
Aston Villa Football
Ground, came to
Mercato with no
previous work
experience in IT.
Completed an Event
Management degree.
Graduate in
Nursing (29)
who previously
worked in a Call
Centre providing
Customer
Service.
She has shown huge
potential in such a short
space of time and is
Acting Manager when the
Department Manager is
out of the office.
With previous
experience in
Marketing roles
(22) joined the
team after
university with no
IT experience but
has settled very
quickly into the
role.
Graduate of Business
Marketing and is thoroughly
enjoying his role.
44. Team Profile
Graduate with an
MA in Medieval
History (26) joined
the team with no IT
experience, after
working as an
Assistant Librarian.
Has education up to GCSE
level with a keen interest in
rugby, the outdoors and
gaming. Came via
Birmingham Met College as
an Apprentice.
Successful
assessment day
recruit (21) has
previously worked
in Accounting
roles due to his
interest in maths
but he also spends
his free time
gaming.
He has a degree in
Mathematics.
Successful
assessment day
recruit (25) came
from a Systems
and Analysis
role following
completion of
her Information
Systems degree.
Despite only recently
joining the team, she has
provided a great input.
Apprentice (17)
joined the team
following
successful
completion of her
apprenticeship.
Educated to GCSE level and
an excellent kickboxer, she
has progressed so much
during her time on the
team.
56. So, what’s in it for you?
Monthly Recurring Revenue and self-serve!
“I’d like to do more higher net margin software business”
“I’d like to start offering custom apps to customers”
“I’d like to improve stickiness with clients”
KnowledgeKube is an aPaaS in the Cloud
Deliver advanced SaaS apps quicker and cheaper without code
Sell enterprise licence
Rapidly scale and respond to market opportunities
The search is on for a community of partners
57. Supplier Briefing London
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Adrian Hancock, Chief Executive Officer
Data the Key to Digital
Tim Adams, Programme Manager
Meeting the local public services challenge head on.
Peter Robbins, MD, Probrand Group
A Digital Platform and Tools
Chris Parker, CS Transform
A Central Government tech insight and where next for Local Authorities
Gordon Morrison, tech UK Director, Tech for Government.
58. A digital platform
and tools
June 2015
chris.parker@cstransform.com
Transform 360 on KnowledgeKube
59. Citizen
Service
Transformation
What I will cover
1. A user perspective on the KnowledgeKube platform
2. A practitioner perspective on the challenges faced now
by UK local government
3. How Transform 360 - the application suite we have
developed on the KnowledgeKube platform - helps local
government to deliver citizen-centric, digitally-enabled
business transformation
4. Our partnership approach, and the benefits it offers to
you
60. Citizen
Service
Transformation
Who we are
‒ CS Transform is a global leader in government transformation
enabled by technology
‒ A boutique business but we sit at the top table, shaping policy and
decision-making at the most senior levels
‒ Our unique asset is our high-value IP, which forms the basis of the
only global standard for government transformation and the UK
British Standard for city transformation (BSI PAS181)
‒ This IP is embedded in a unique set of applications that support
transformation in governments (and industry) – Transform 360
‒ We license our applications, business tools and processes to
government and channel partners
CUT COSTS
& MAKE
CUSTOMERS
HAPPIER
Reduce
risk
Speed up
delivery
Our proposition
61. Citizen
Service
Transformation
Our customers
Australia
Bangladesh
Botswana
Canada
China
Croatia
Denmark
Egypt
Ethiopia
Finland
France
Greece
Hong Kong
India
Italy
Japan
Jordan
Kazakhstan
Kuwait
Latvia
Macau
Malta
Malaysia
Nigeria
Mozambique
New Zealand
Poland
Romania
Singapore
Slovenia
South
Africa
Sri Lanka
Taiwan
Thailand
Tunisia
Turkey
UAE
Ukraine
UK
US
Zambia
Governments worldwide: at national, state and city levels
UK Government
Global international organisations
Blue chip private sector organisations
44Countries
62. Citizen
Service
Transformation
The end of salami-slicing
‒ Technology enabled business transformation is
happening (there is no other way)
‒ But transformation programmes usually overspend and
under-deliver (because it’s a tough and complex to do)
‒ And there isn’t much confidence in what’s gone before
‒ PAS181 provides the business solution – its either that or
make it up yourself!
‒ We help you exploit the business transformation
opportunity with Transform 360
65. Citizen
Service
Transformation
PAS181: the Smart City Framework
An operating model for smart cities
All about leveraging the existing landscape
And using data and technology optimally
Set to be an ISO standard
67. Citizen
Service
Transformation
What Transform 360 does for Local Government
‒ Provides a system specifically designed to manage the
key aspects of transformation activity and the key
performance metrics in Local Government
‒ Provides transformation programme managers with the
tools they need to manage programmes – no matter how
complex and how diverse the organisation (or collections
of organisations) might be
‒ Provides business leaders (eg Board) with relevant MI
indicators that show whether the transformation
programme is delivering business impacts.
Transform 360:
Speeds up transformation
De-risks transformation
Reduces the cost of transformation
Accelerates ROI
69. Citizen
Service
Transformation
How it does it
‒ Used by all key deliverers in the programme
‒ Provides the tools to manage all aspect of the programme
‒ Pre-loaded with a transformation plan and operating
model, which covers:
Programme and project management (to individual task level if needed)
Budgets
People and skills
Key internal and external performance metrics
‒ Guides, tracks and interprets the critical components of
the transformation activity
70. Citizen
Service
Transformation
Rapid and secure deployment
‒ Transform 360 operates in a hosted environment – either
on KnowledgeKube cloud service or a service from any
major vendor (eg Amazon, IBM, Microsoft)
‒ Application environment certified secure to UK
Government standards
‒ Available through G-Cloud
‒ Requires no integration with existing IT systems – no
dependencies with legacy systems unless desired
‒ Can interface with ERP and other systems (eg SAP)
‒ Users only need a compliant browser and an internet
connection
71. Citizen
Service
Transformation
Channel partner model
Our model is to sell though partners
Our offer to partners is licensed business process
and the Transform 360 application suite
This puts you in the PAS181 Smart City market
73. Supplier Briefing London
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Adrian Hancock, Chief Executive Officer
Data the Key to Digital
Tim Adams, Programme Manager
Meeting the local public services challenge head on.
Peter Robbins, MD, Probrand Group
A Digital Platform and Tools
Chris Parker, CS Transform
A Central Government tech insight and where next for Local Authorities
Gordon Morrison, tech UK Director, Tech for Government.
75. techUK 2015 Focus Areas
Manage
impact of 2015
UK election
outcome
Lead Public
Sector
Transformation
Prepare for EU
Referendum
Complete
Spectrum
Forum Policy
work
Strategic
Defence
Spending
Review
Cyber
Security
Transforming
Health
76. McKinsey – top disruptive technology's
* Disruptive technologies Full Report May 2013 – published by McKinsey
78. Digital Strategy - GDS 2.0
*Reproduced from
Mark Thompsons
PS2030 Presentation
79. Right here right now - (929 Civil Servants said)
Technology Adoption
•86% of respondents state that IT suppliers are critical to delivering their
department's business plan
•63% of senior staff view mobility as the greatest way to support efficiency in
central government
Barriers
•71% of Civil Servants in key roles see internal culture as one of the biggest
barriers
•Over one-third of respondents involved in the design or procurement of IT
services think that their department's capabilities in change leadership,
innovative thinking and digital capability are unsatisfactory or poor
Informed Purchasing
•There is widespread support for contact with suppliers before, during and
after the procurement process
•Only 18% believe there is sufficient pre-procurement engagement
83. techUK – Our View of Public Sector
techUK 3 Point Plan - To transform public
services
1. Better Engagement
2. Better Information
3. More Innovation
Securing Britain’s Digital Future.
84. Issues for the next Government – Local
Government
• Develop a digital strategy for LG
• Encourage LAs to embrace digital and shift channels –
move common services to digital platforms and high
volume incoming queries to a digital channel
(web/chat/social media)
• Encourage LAs to share services, rationalise existing
systems and optimise business processes and existing
systems
• Encourage LAs to develop methodologies and
approaches so that they understand the needs of
citizens and their mode of consumption of public
services through the use of data analytics and
development of LG as a Platform
• Continue to develop and embrace IoT and Smart Cities
86. Supplier Briefing London
Agenda
Current Priorities for Local Government
Martin Ferguson, Director of Policy & Research
The Supplier Partnership Program
Nigel Bragg , Commercial Partnerships Manager
87. Follow us @Socitm www.socitm.net/linkedin
Current priorities in local
government
Martin Ferguson
Director of Policy & Research
88. Current priorities in local gov’t
Austerity?
Maturity?
Diversity?
Place is the Platform
93. Current priorities in local gov’t
Whole place/systems/person outcomes
PLACE AS A PLATFORM
Local priorities
Digital Insights (draws on
GDS Design Principles)
Interoperability standards
Bespoke e.g.
building local
network capacity
Co-design/co-
production e.g. care
Self-service e.g.
sport/leisure services
Simple transactions e.g.
parking permits
Propensity of service user to participate
C
o
m
p
l
e
x
i
t
y
Common platforms/building blocks
95. Supplier Briefing London
Agenda
Current Priorities for Local Government
Martin Ferguson, Director of Policy & Research
The Supplier Partnership Program
Nigel Bragg , Commercial Partnerships Manager
98. Supplier Partnership Programme
Contact: nigel.bragg@socitm.net 07889 665063
Our Supplier Partnership Programme aims to connect ICT
suppliers with their target public sector audience in a far more
collaborative environment than the traditional vendor/client
relationship permits to create an unprecedented offering to the
supplier community.
With 23 separate membership services & benefits available,
covering Market Intelligence, Positioning & Thought Leadership,
Networking, Product Development & Marketing Strategy, the
Supplier Partnership Programme helps you build a powerful
channel to market that really resonates with the public sector
audience
99. Supplier Partnership Programme
Gold
• Limited to 20 premium places
• £13k
Silver
• Ideal for SME’s
• £7,500
Bronze
• Suitable for small companies
• £995
Contact: nigel.bragg@socitm.net 07889 665063
100. Supplier Partnership Programme
Contact: nigel.bragg@socitm.net 07889 665063
MARKET
INTELLIGENCE
POSITIONING &
THOUGHT
LEADERSHIP
NETWORKING
PRODUCT
DEVELOPMENT
& MARKETING
STRATEGY
SOCITM
ACCOUNT
MANAGER
IT Trends Report
Benchmarking Data
Policy
Briefings
Research &
News
Briefings
Socitm Partner
Branding
White Papers
Co-branded
research
Sponsorship
opportunities
Mass member
communications &
social media
Access online
member
communities
Regional &
National
Events
One to one
briefings with
Socitm senior
management
Proposition
Testing Service
Bespoke
events hosted
by Socitm
101. Supplier Partnership Programme
Contact: nigel.bragg@socitm.net 07889 665063
Market Intelligence
• Access to sector-specific research and news briefings
• Policy briefings keep you up to date with changing public sector
priorities, legislative & compliance requirements
• Annual IT Trends Report will keep you abreast of all current service
delivery & technology challenges in public sector
• Access historical & current repository of local authority benchmarking
data measuring ICT spend and many other KPIs
102. Supplier Partnership Programme
Contact: nigel.bragg@socitm.net 07889 665063
Positioning & Thought Leadership
Branding for your website &
comms to Socitm members
Permanent profile on and link
from Socitm website
Advertising & editorial opportunities
in our quarterly members magazine
In Our View
Co-branded Socitm
Research Reports
Publish and distribute white
papers to Socitm audience
103. Supplier Partnership Programme
Contact: nigel.bragg@socitm.net 07889 665063
Networking
October 19th 2015 –
October 20th 2015
Leicester
…or let us send a sponsored message to our entire membership on your behalf
104. Supplier Partnership Programme
Contact: nigel.bragg@socitm.net 07889 665063
Product Development & Marketing Strategy
Believe it or not, these people know public sector IT inside out
YOU CAN
USE THEM TO
SHAPE & INFORM YOUR
APPROACH TO PUBLIC
SECTOR PRODUCT
DEVELOPMENT AND
MARKET POSITIONING
BUILD BESPOKE EVENTS
SO YOU CAN GET THE
APPROPRIATE MESSAGING
IN FRONT OF THE RIGHT
PEOPLE
106. Supplier Partnership Programme
Contact: nigel.bragg@socitm.net 07889 665063
THANK YOU VERY MUCH FOR LISTENING
ANY QUESTIONS?
FOR FURTHER INFORMATION PLEASE CONTACT ME
nigel.bragg@socitm.net
07789 665063
Editor's Notes
At a national level data.gov.uk provides a loosely indexed catalogue of open data sets from public organisations, including local authorities. The Open Data Institute also has a catalogue of datasets that have been self-certified as “open”.
Local open datasets tend to be similar across many councils so, in local government, we are striving to have some more structure. This means that:
Each council can draw on work of others
People can link, compare and combine datasets from many councils
Within our Open data site we catalogue by function and service all local datasets that are inventorised in a standard way by councils and ones coming from the local open data incentive scheme. We list the datasets with links to the actual data. We aggregate data from different councils that uses the same tabular format, as defined by its schema.
We encourage use of standard classifications, defined by URI sets, so everyone is using the same definitions and we can link across different datasets.
The Open data User Group has selected datasets that are commonly requested. We’ve tried to make it as simple as possible for councils to provide the dataset BUT there must be sufficient data to be useful to consumers AND it must be possible for developers to aggregate meaningfully across datasets from all councils.
So we expect them to be able to produce a single aggregated dataset for each of the three themes. They can then develop applications that make the data useful to citizens.
Come to the landing page for the Local Government Information Sharing and Standards toolset known as LG Inform Plus
We have a 360 degree model of local government business information within the esd standards. It has taken over a decade to develop with the involvement of practically every council in England and in Scotland. We can dice, slice and inter-connect business information from any angle or any starting point. Little did we realise when we started this in 2001 but the ontologies and the precise lists of interconnected symantics (definitions) provide a fundamental building block to linking data in an open published way. These local government standards provide the basis for one set of uris – essential to linked data – for local government business semantics.
This diagram shows the way that the lists interconnect with each other for information journeys and well-informed data analysis and interpretation
The latest additions to the Local Government Inform Plus toolset is a whole host of search tools, inventory management and schemas/datasets harvesting under the “open data” section
Here’s a summary of the features of each of our open data menu options.
Standard classifications, in the form of sets of URIs, are important so everyone using the data understands the terms used and these terms have precise meaning. URI sets of particular importance to local authorities are from:
DCLG’s Open data Communities
ONS, published via statistics.data.gov.uk
our esd-standards and natural neighbourhoods (developed by Cheshire East) sites
URIs are used to:
Classify schemas
define the scope of datasets
- define teh scope of induividual data items within datasets
The latest additions to the Local Government Inform Plus toolset is a whole host of search tools, inventory management and schemas/datasets harvesting under the “open data” section
The latest additions to the Local Government Inform Plus toolset is a whole host of search tools, inventory management and schemas/datasets harvesting under the “open data” section
Documents give an overview of the scheme, details of how to apply and full details of how to comply with each schema – including exactly what data is expected in each column of the data and if it is optional or required.
There are a lot of columns specified, but many are optional. We just name each column so, where councils do include data, the column name is the same for all councils.
Documents give an overview of the scheme, details of how to apply and full details of how to comply with each schema – including exactly what data is expected in each column of the data and if it is optional or required.
There are a lot of columns specified, but many are optional. We just name each column so, where councils do include data, the column name is the same for all councils.
We have a 360 degree model of local government business information within the esd standards. It has taken over a decade to develop with the involvement of practically every council in England and in Scotland. We can dice, slice and inter-connect business information from any angle or any starting point. Little did we realise when we started this in 2001 but the ontologies and the precise lists of interconnected symantics (definitions) provide a fundamental building block to linking data in an open published way. These local government standards provide the basis for one set of uris – essential to linked data – for local government business semantics.
We have a 360 degree model of local government business information within the esd standards. It has taken over a decade to develop with the involvement of practically every council in England and in Scotland. We can dice, slice and inter-connect business information from any angle or any starting point. Little did we realise when we started this in 2001 but the ontologies and the precise lists of interconnected symantics (definitions) provide a fundamental building block to linking data in an open published way. These local government standards provide the basis for one set of uris – essential to linked data – for local government business semantics.
The dials are controlled by the LGA and changes depending upon the authority selected.
Additional information on the authority is available via the ‘headline report’.
By clicking on the blue titles for the dials users will see further information about this metric, their authority and others.
There is an ‘information pane’ on the right for showcaseing councils and new information
A bar chart showing the relative performances of authorities in this group
All components in the report can be exported out as individual elements: e.g. a picture or a csv file.
The information is show as a map.
The data set is available too.
A bar chart showing the relative performances of authorities in this group
All components in the report can be exported out as individual elements: e.g. a picture or a csv file.
The information is show as a map.
The data set is available too.
The data set is available too.
The data set is available too.
Use these addresses for help or contact me in person.
Manage the impact of the UK election outcome
We will build relationships and an accepted narrative with the main political parties that ensures techUK can promote members interests with all likely future governments
Action - execute calling plan and events to cement our position with three main parties
Prepare for a European Union Referendum in the UK
We will ensure that our members’ position is clearly understood and articulated in the debate such that the interests of the tech sector are protected
Action – Conduct Poll/Survey of entire membership to get detailed industry positions on all aspects of EU membership and define any changes they want in the UK’s relationship with the EU.
Publish results and calls for action after the election
Lead Public Sector Transformation
We will ensure that techUK members and the wider industry are leading in developing the Agenda for public sector transformation for the new government
Action – complete the detail work on 3 point plan
Ensure techUK is the partner for departments looking for replacements for current outsourcing contracts – HMRC, DWP MOD among others
Lead the debate on future digital government - successful Government 2030 conference, proposals for the implementation of Govt as a Platform (GaaP)
Complete the work of spectrum policy forum
We will publish a Proposal for spectrum usage in the UK to ensure that the next government makes the right strategic investment in Spectrum
Campaign for the right result from the Strategic Defence Spending Review
We will work directly with political parties and other stakeholders to promote the UK's continued investment in defence and security
Cyber Security
We will ensure the growth of the UK cyber security sector in 2015 in exports and domestic usage
Transforming Health
We will ensure that UK companies have increased opportunities for business in NHS and other health and care providers
Actions:
get agreement of HSCIC and NHS England to innovation opportunities from opening up data sets to private companies
launching open interoperability standards that benefit members and increase digital take up
launching healthcare techMap with NHS England - interactive directory for health solutions
developing new health group focused on Medtech
developing an approach to biotech scale up
Insiders have questioned the "build everything" preference and an over-dependence on agile; a lack of external scrutiny; delays to critical programmes such as the Verify identity assurance service; accusations of hubris and arrogance towards departmental IT teams. You might add others, not least the failed rural payments system. It's also fair to say that many of the changes GDS has put in place will only show their real benefits over the life of the next government - enforcing open standards; eliminating big outsourcing deals and ending inflexible legacy contracts; encouraging SMEs through G-Cloud; and others. It has got things wrong and it needs to deal with critical feedback better and more openly (once out of purdah). This week, The Register reported on a leaked report from July 2014 by a consultancy brought in to review GDS's people processes, which highlighted problems with high staff turnover, criticisms of leadership and recruitment, and accusations of favouritism.
[They intend to] create commodity components that can be used repeatedly and reassembled locally, but they’re building it with bespoke code. It means we’re left with dozens of components that do not exist anywhere else in the market, and which the government will forever be responsible for updating and maintaining.]
BDO Report
Accountability is already being blurred. Staff and contractors are no more accountable for high-profile and expensive failures like the Rural Payments Agency Digital Service programme than they ever were. Arguably, with advisory and oversight roles being confused, they are less accountable.
The paper also outlines the commercial risks being absorbed by GDS. Tens of millions of pounds have been spent on a network of suppliers incentivised to maximise inputs rather than outcomes. This is reflected in the remarkable increase in taxpayers’ money being spent with specialist firms of agile coders that have been close to GDS from the outset. Their exposure to the government market now rivals some of the Systems Integrators that they so deride.
The final risk discussed in the report is that of inefficiency. Can a monolithic GDS of 600 people with all the vested interests and perverse incentives that brings, really sit at the heart of a genuine digital revolution?
Recommendation (1) – GDS should separate its controls function form its advisory function. Its controls function should be aligned to the gateway review process and integrated within that structure
Recommendation (2) – GDS should step away from all commercial activities and look to the Crown Commercial Service to provide all commercial support to its aims
Recommendation (3) – The advisory part of GDS should be allowed to grow and improve by teaming up with the private sector and competing for the support it provides departments
Platform approach
Francis Maude – ‘Help departments focus on their core business, without having to build every single component of a service from scratch." He believed that this would be the new way forward for interactions between the Government and citizens, and said that "public services will need to be fully integrated with this platform in order to be viable." The Minister clearly set a precedent for the conference, as this topic surfaced in almost every debate throughout the day.
Government believes the development of common, shared technology platforms services – known as "government as a platform" – will help to build redesigned digital services.
“We have already built platforms for publishing (Gov.uk), identity (Gov.uk Verify) and performance data. These are platforms all of government share, saving money and unifying the experience for users,” said the report. “Platform services will give us an infrastructure which services and teams can build on. This may also lead to the development of APIs so that some of the infrastructure – or data in it – can be used by third parties to build their own services.”
Platform approach
“Gov.uk is so important because it establishes the idea of a common platform for all of government. Once you have that platform thinking, then you apply that to booking, registering, getting a licence – all things that are common in government.”
An example of this is the Ministry of Justice developing a simple transaction for prison visit bookings. The service was not designed independently of other departments, and the back-end code can be used to create an underlying platform for booking anything for any public service – jobcentre appointments, for example, or driving tests.
“One of the pieces of utility they came up with was a booking application. Now, when you want to book something else, we have that common component and booking in government should look like that,” added Bracken.
Bracken describes the move from silos to platforms as a “generational” switch. “That is going to be the bulk of the activity technically in the next parliament. It brings with it many decision points – whether you stick or twist, whether you replace, reform, or retire systems in any given department.”
G-CLOUD 7
When G-Cloud 7 opens in June 2015, those two new categories will also be joined by advertising and media; energy and utilities; fire services and equipment; police services and equipment; travel; and welfare to work, as part of the expansion.
Any company looking to join the party must fit in to one of the four categories or "lots" to be listed, which are Infrastructure as a Service, Platform as a Service, Software as a Service, or Specialist Cloud Services. 13,000 services listed! - Issues with Transparency and whether there’s enough business through it..
1. Better engagement, to support civil servants earlier in the process and help develop policy with technical expertise. techUK members are committing resource to engage much earlier in the process, ensuring officials develop policy with a proper understanding of what technology can do. Previously many in the industry felt they were waiting to be invited to tender for a scheme that might have been designed better.
2.Better information, providing standardised, transparent reporting. This will overcome the problems of wildly varying reporting requirements on public sector contracts, which had the effect of making one scheme impossible to compare with another. The industry will agree a standardised data and evaluation scheme, allowing Government to pick and choose suppliers more effectively.
3.More innovation, giving civil servants the opportunity to experiment and explore solutions in a risk-free environment. techUK's 'innovation den' model will be used to provide a test platform for new projects, and is designed to overcome the problem of public sector innovation being strangled by the fear of failure. techUK will develop a 'techmap' of suppliers, ensuring Government is aware of all the options available to them.
“Budget 2015 announces that the digital ambition will extend beyond central government and arm's-length bodies, to consider local services. HM Treasury, the Department for Communities and Local Government and the Government Digital Service will collaborate with partners in local government, as the sector develops a set of proposals that will enable more customer-focused, digitally-enabled and efficient local services in time to inform future budget allocations”
Maude replied that Onwurah “is completely right to flag up the huge scope for improvement in online services in local government. GDS’s focus has had to be on central government, but in the document on efficiency and reform that we published at the time of the autumn statement, we flagged up that we expect this to be available across the wider public sector. The focus for the time being has to be on finishing the job in central government, but helping to build an equivalent to support local government is a very high priority for us.”
Issues include …
Austerity:
Another four years … needs radical response
Maturity:
Leadership and understanding of the opportunities.
Local capability.
Pace.
Diversity:
Local priorities and differences.
Place is where it all comes together – outcomes, insight, collaboration (multiple sectors/suppliers and multiple levels of, and agents for, government services), delivery.
Digital Insights – 15 principles aligned with GDS design principles.
Digital Maturity Assessment.
2015 Budget = Government intent to extend its digital ambition to local public services
Local GDS????
Collaborative submission to Spending Review = Local Digital Alliance (Socitm and LCIOC key players).
Business case for common transactional engines e.g. identity management, payments, digital care record
AND more complex services requiring end-to-end process redesign and digital enablement. = ‘Digital by design, open by default’ e.g. hospital discharges to home/family/community/social care, supporting troubled families, applying to become an adopter.
e.g
National Information Board – Framework for Personalised Care 2020 – Delivering Locally workstream
Maturity model under development with HSCIC.
Health and Social Care Integration Pioneers – dissemination and engagement programme – Summits and Workshops; further Informatics Programme in 2015.
In discussion with HSCIC re. regional support and engagemnt programme.
#opensystemsalliance – manifesto - group to be established on Knowledge Hub
What can/should Socitm do?
What can/should suppliers do? Proprietary Systems. Open Systems. Open Source.
‘Apps Store’ for open systems components – it’s in our gift.
What platforms to build?
Key processes to improve end to end?
User-centric, agile design?
Build, buy, source?
Funding and support?
Issues include …
Austerity:
Another four years … needs radical response
Maturity:
Leadership and understanding of the opportunities.
Local capability.
Pace.
Diversity:
Local priorities and differences.
Place is where it all comes together – outcomes, insight, collaboration (multiple sectors and multiple levels of government services), delivery.