Government’s digital future & NAO’s changing approach

Government’s digital future & NAO’s changing approach

Sally HowesDirector ICT and systems analysis

November 2012

Contents • A clear message from GDS on digital• The challenge in delivering the digital

transformation• A changing approach from NAO• Following the digital transformation

The message from GDS is loud and clearSources: 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 channelFor 350 - % using digital channel is low

Putting customers at the centre

User needs, not government needs 1. Do less2. Design with data3. Do the hard work to make it simple4. Iterate. Then iterate again5. Build for inclusion6. Understand context7. Build digital services, not websites8. Be consistent, not uniform9. Make things open: it makes things better

“…design process must start with identifying and thinking about real user needs. We should design around those

— not around the way the ‘official process’ is at the moment. We must

understand those needs thoroughly — interrogating data, not just making

assumptions — and we should remember that what users ask for is

not always what they need.”

June 2012

Civil Service Reform Plan published

September 2011

GDS - transforming digital services

October 2012

gov.uk went live

`

November 2012

Digital strategy

`“People will only choose to use government services digitally if they are far more straightforward and convenient. The vast majority (82%) of the UK population is online but most people rarely use online government services”

“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 dramatically and allows access to information and services at times and in ways convenient to the users rather than the providers”

“GDS is here to build digital services that are so good that people choose to use them”

The objective….

Policy

Process

Service

User

Policy

Process

Service

User

From: To:

• “Policy will not get in the way of good service design”

• “The Civil Service must educate itself as to what the public wants and adapt to the needs of the citizen”

• “..need to win back the generation not engaging with government”

• “No department can redesign their 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 have been set up to do”

The potential for savings GDS Digital efficiency report, Nov 2012

Digitising public-facing services

• £1.7 – 1.8 billion savings pa in central government (£1.1 – 1.3 billion by government – rest passed through lower prices)

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

gov.uk • £36 million pa savings compared to Directgov & businesslink.gov.uk

• £25 – 45 million pa saving from department costs

Digitising gov2gov & back office services yet to be estimated

• £67 – 128 million pa savings estimated from next generation shared services (Cabinet Office, July 2011)

• £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

Strategies for delivering these savings?

Savings from successfully digitising public facing services

78% Reduced staff time12% Estates 7% Printing, postage & telecoms4% IT & equipment

Digital strategyRedesign services by skilled peopleStrong digital cultureInvolve digital specialists from SMEsMajor services have a service managerTransition to gov.ukIncrease number of usersCommon technology platformsRemove legislative barriersImprove policy making & communicationCross-govt. assisted digital

New role for Digital LeaderICT strategy

Shared networks, data centres, EUDsRent s/w services from the CloudStoreOpen sourceSIAM frameworkCentralised procurementAgile approachesCritical challenge on ICT solutions from the Cabinet Office

Reinforced role of CIO

Cyber security strategy

Risk decision about the service by the businessReclassification of informationNew ID management serviceShared intelligence

Reinforce role of SIROs

Public sector challenge

Rising expectations from citizens

& businesses

Cost reductions

Open public services

Transparency

Information assurance

Maintaining public service quality & shifting to digital

Civil service reform

Changing skill requirements

Those not engaging with

government Getting digital services into the civil service DNA

A changing approach also for NAOObjectives

• 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

Building a deeper base of investigations

ICT in government: landscape review, Feb

2011Implementing the Government ICT

strategy; 6 month review, Dec 2011

UK cyber security strategy: landscape

review, to be published 2013

Impact of government’s ICT savings, to be

published 2013

Implementing transparency, Apr 2012MOD: the use of information to manage the logistics supply chain, Mar 2011DEFRA: geographic information systems, Jul 2012

Digital Britain 2: what the public thinks, to be published 2013

Digital Britain 1: shared infrastructure and services, Dec 2011

HMRC: expansion of tax filing, Nov 2011

Research: the ICT profession, Aug 2011Research: government projects using Agile, Sep 2012

HO: mobile technology in policing, Jan 2012

Efficiency and reform in corporate services through shared service centre, Mar 2012BIS: shared services in Research Council UK, Nov 2011

DEFRA: transformation of animal health & welfare

services, Jul 2012

Public services dependent on legacy, to be published 2013

Research : governance of Agile projects in the

private sector, Aug 2012

We analyse VFM of public services – not just ICT

De

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Full enterprise analysis

Financial analysis

Str

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y

Gov

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Impl

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Ser

vice

mgm

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Peo

ple

Pro

cess

es

Tech

nolo

gy

Service architecture analysis

Users

Channels

Business Processes

Technology (Sam)

Data Integration

AHAgency

FSA OV’s Defra EU FERALocal

AuthoritiesEnvironment

AgencyPort HealthAuthorities

RPA

Wider BRP StakeholdersKey AHVLA Users

InternalWeb User

Email PhonePaper

DocumentsDocument

ImagingOnlineForms

OfflineForms

InternetPortal

ODRM Activity Commander

Business Process & Rules Engine (Pega)

ManagementInformation (Bus

Obj)

Forms Library

Operational Data Capture (eForms)

Customer Data Document Store Activity Data Historical Bus DataOperational Bus

Data

Data Services Support (ESB) Data Feeds Support (Data Stage) External Systems I

AHVLA Business Areas/ServicesDisease

Risk Reduction

Endemic NotifiableDisease

Exotic NotifiableDisease

Protecting the Food

Chain

Reportable and Other Zoonotic

WelfareBorder Control

Registration Management

Work Management

Sampling Trace Compen-sationCleanse

&Disinfect

3rd Party Liaison

Vaccinate

Risk Management

Visit Management

Surveillance ValuationSlaughter/

Cull/Disposal

MovementControls/

RestrictionsRestock

PremisesLicence/

Approvals

Following the digital transformation

The Expansion of Online Filing of Tax Returns

(2011)

Digital Britain One: Shared infrastructure & services for government

online (2011)

Digital Britain Two: What the public thinks about

government online

(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

Requesting benefits/loans/grants

Requesting a licence/authorisation Making a payment RegisteringProviding/reporting

informationRequesting information

3rd SectorUK SMEsUK citizens

Scope of our survey of public views

Users of government digital services

Types of public digital services

Crime, justice and the law

Education & learning

Money & tax

Births, deaths, marriage and care

Housing and social services

Driving & transport

336600+ central government servicesWhat do users need? How do they

perceive services are VFM?Benefits

Business /self employed

Disabled people

Employing people

Working, jobs and pensions

Citizenship and life in the UK

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 SatisfactionNo internet access• Barriers preventing

access (cost, coverage, no interest)

Internet access• Type of device (mobile)

No awareness • Unaware of particular

services online

Partial Awareness • Familiar with annual,

regular tasks (car tax)

Fully Aware

Choose not to transact online• Lack of confidence and

trust (providing personal data)

• Preference for physical evidence of completion (stamped receipt)

• Don’t know how to stay safe online

Choose to transact online• High level of trust• Aware of basic computer

hygiene e.g. on use of passwords, anti-virus protection

Insufficient ICT skills • Cannot use computer,

and no one can assist• Cannot use computer, but

can call upon family, friends, third sector

Sufficient skills • Have skills but have

disability, prevents access• Possess skills but service

too difficult to navigate• Possess skills and can

manage all services

Low satisfaction• Unable to complete• Confusing/ slow/

poorly designed• Took longer than

anticipated High satisfaction• Service met

expectations• Online channel easier

and more efficient • Convenient – service

available at times required by user

• Matched private sector experience

Readiness for ‘Digital by default’ Quality of digital service experience

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

Thank you

Sally Howes

[email protected]