Sharing Information and Joined Up Government UK

Presented by Jo Standing

August 2007

UK Background

1950s to early 1990s: computerisation of the public sector Billions of expenditure Some claimed operational efficiency gains, but:

No real change to citizens’ experience of government No change to the “silo-based” bureaucratic delivery model

Early to late 1990s: the Internet arrives! A thousand flowers bloom (3,000.gov.uk web sites to be precise) Low levels of user take-up Driven by IT enthusiasts in government – not by business strategy

UK Background

1999: Office of the e-Envoy established to develop a more strategic approach

Three key targets: the best environment in the world for e-commerce by 2002 Internet access for all who want it by 2005 100% of government services online by 2005 with key services achieving high

levels of use

Very successful on the “e-economy”: the UK moves from middle-of-the pack to being one of the global leaders on all

key benchmarks

But much less progress at first on e-government: E-agenda in most agencies run by the Head of IT, divorced from business

strategy Low levels of citizen take-up, because:

No real incentives on departments No functioning business model for joined-up, customer-focused

delivery

UK Background

2003-2004: Mainstreaming e-Government

Office of the e-Envoy becomes part of a broader “Delivery and Reform” team in the Cabinet Office

Efficiency Review: £21 billion pa of efficiency savings Only achievable through radical business transformation and high levels of

service take-up through cheaper e-channels

Directgov: A multi-channel, citizen-centric service delivery vehicle which quadrupled e-

government take-up in its first year Looks like a government portal, but actually is a fundamental change to the UK

government’s business model for developing and delivering services

UK

UN benchmarking - Spread of e-Government performance

E-p

art

icip

atio

n m

atu

rity1

E-service maturity2

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

Russia

UK

US

Canada

Australia

Mexico

Chile

Austria

Estonia

Finland

Czech

Denmark

Belgium

France

Germany

Greece

Hungary

Iceland

Italy

Korea

Lux

Netherlands

New Zealand

NorwayPoland

PortugalSlovakia

Spain

Sweden

Turkey

Bahrain

CyprusChina

Slovenia

S. AfricaJordan

Latvia

Lith.

Romania

Malta

IndiaCroatia

Thai

Singapore

Israel

Ireland

Brazil.Japan

Phillipines

Switz

Ukraine

Source: United Nations e-Government Readiness Report 2004. 1: e-participation index covering information, consultation and decision-making, 2: web-government index covering interactivity, transactions and networked presence.

UK – More Recently

The strategy requires three key transformations:

1. Services enabled by IT must be designed around the citizen or business

2. Government must move to a shared services culture – in the front-office, in the back-office, in information and in infrastructure

3. There must be broadening and deepening of government’s professionalism in terms of the planning, delivery, management, skills and governance of IT enabled change.

“Technology alone does not transform government, but government cannot transform to meet modern citizens’ expectations without it….

….the vision is not just about transforming government through technology. It is also about making government transformational

through the use of technology”

2005-2006: “Transformational Government”

The Way Things Were

Thousands of government websites, all organised round structure of government not needs of customer

Confusing customers – with agencies competing to provide similar services

Replicating the offline offer, rather than exploiting the benefits of technology

Incoherent or inadequate branding and marketing

Absence of systems to learn about the customers government do have, so they can offer them targeted services

Putting a portal on top of this does not help!

Lessons Learned

Implement a standard classification scheme for Local Government

Implement a standard Vocabulary across websites

No focus on getting Citizen engagement – just delivery Marketing Branding Comparing to Commercial – Young Citizens less tolerant Younger Citizens know what is possible with ICT

Failure to delivery priority services

LGSL - Local Government Services List defines what LAs deliver and is being expanded to cover public sector services delivered in partnership

LGATL - Local Government Agency Types List the types of agency responsible for delivering services.

LGTL - Local Government Resource Type List “types” of electronic resources

LGAL - Local Government Audience Type List defines the types of citizen to whom a service or local government resource is relevant

LGBCL - Local Government Business Category List for populating the e-GMS 'subject' element for business related resources (in addition to IPSV)

LGChL - The Local Government Channel List standard definitions of access/delivery channels

LGCS - Local Government Classification Scheme supports Data Protection, FOI and records management

LGDL - Local Government Directory List defines

the generic structure of a UK local authority

LGIL - Local Government Interaction List types of interaction has been used to help measure BVPI 157

– now does lots more!

LGNL - Local Government Navigation List enables a user friendly web interface

10 Controlled Lists + IPSV- ESD Toolkit

UK Take Up

Source: National Statistics Omnibus Survey

2000 20022001 2003

% o

f P

op

ula

tio

n

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

0

10

20

30

40

50

60

Buying online

Banking online

Government online

The Efficiency Agenda

It is about increasing productivity:

Getting more from the same resources, or achieving the same with less resources

Local Government must produce savings of £6.45 billion by 2007/8

Over next three years each LA must produce efficiency savings of 2.5% each year

Its objective is to hold down Council Tax and to release funds for frontline services

E-Government Priority Outcomes

Provide remote web access or mediated access via telephone Systems to support joined-up working on children at risk across multiple agencies (G16);

Accessibility of Services - All council services are supported outside of standard working hours via the Internet or telephone contact centres and Shared Service / National Priority: ODPM National Strategy; (R23)

Implementation of a Web content management system (CMS) to facilitate devolved web content creation and website management (R24).

Adoption of ISO 15489 methodology for Electronic Document Records Management (ERDM) and identification of areas of improvement to meet the requirements of Freedom of Information (FOI) and Data Protection legislation (G19);

Conformance with level AA of W3C Web Accessibility Initiative (WAI) standards on website accessibility (see www.w3.org/WAI) (G20)

Compliance with Electronic Government Interoperability Framework (e-GIF), including the Electronic Government Metadata Standard (e-GMS) (G21).

Providing a Website that is usable by its visitors. (G23).

UK e-Gov Strategy

Enabling government services to be delivered online is a key target within the UK Online Strategy. The Government’s objective is that all of its services should be capable of being delivered electronically by 31st December 2005.

A View of Europe

Sophistication of public UK

84% Sweden 83% Austria 82% Finland 79% Ireland 77% Norway 76% Slovenia 71% Denmark 70% Iceland 70% Netherlands

69% France 68% Estonia 60% Malta

60% Portugal 60%

services online for citizens Italy

59% Spain 58% Germany 53% Greece 52% Belgium 51% Cyprus 48% Lithuania 47% Czech Republic 40% Hungary 39% Luxembourg

38% Latvia 30% Slovakia 28% Poland 25%

(Ref:Eurostat Oct 2005)

2007 e-readiness

WA e-Gov Strategy

e-Government Strategy

The e-Government Strategy for the Western Australian Public Sector (the Strategy) was launched in August 2004 by the then Premier, Geoff Gallop. The Strategy establishes a roadmap for how the Western Australian Public Sector will progress to a transformational model of government service delivery.

The vision for e-government conveyed in the Strategy is ‘a more efficient public sector that delivers integrated services and improved opportunities for community participation ’.

The three goals which support the e-government vision in the Strategy are:

Service DeliveryMore personalised and accessible services that are easy for the community to use.

Internal EfficiencyImproved processes within and between agencies leading to lower costs and improved services.

Community ParticipationEasier interaction so that people can understand and contribute to government.

WA Premier & Cabinet View

Australia

e-Government can be defined as

the comprehensive application of information

and communications technology to

government service

VisionA more efficient public sector that delivers integrated services and

improved opportunities for community participation.

e-Government should not be viewed as simply an ‘add-on’ to current agency considerations. 

Employing the goals and principles of e-government is about changing the way all agencies approach their core business.  

The e-Government Strategy represents a shift in thinking in the public sector from a ‘silo’ or single-agency focused mentality towards a more collaborative, integrated and innovative understanding of the business of government

We are moving to a

citizen-centric public sector

Where are Government Going?

Citizens want more

Younger citizens think differently and demand more

Global business is setting the pace

The traditional way of delivering government won’t work in the future

Customer Service

Web Phone Walk in

One stop e-shop

Customer segmented clusters

€Single service

Delivering information and services in the way that people use them

Government UK

Local Government County Unitary Borough District City Metropolitan

Central Government

Enterprise Content Management Map - AIM

Enterprise Solutions Local Authority Services

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Local Authority Services

Citizen Facing Services Internal Services

Citizen Relationship Mgt

Enterprise EDRM

Enterprise Workflow

Enterprise Mobile

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Citizen Facing Services Internal Services

CRM

Corporate EDRM

Enterprise Workflow

Enterprise Mobile

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Web RemoteHome

WorkingExtranetIntranet

Face to

Face

GC Context

Local Government

Central Government

GCSxNetwork

Local Government

Central Government

GC Network Neighbourhood

Public Sector Interconnect

(PSI)

Internet

Data Centre

Partnership Network

LA Connection

LA Connection

LA Connection

Secure Gateway

Non-GC Subscribed LA

Connection

3rd Sector Organisations, access to GC webmail

GCSxRouter

GSI

DCLG DWP

DFES

Other Gov networks

NHS

CJIT

GCSx

LA Connection

Secure Gateway

Key Features Summary – Government Connect

GC Register National Registration and Authentication solution for Councils’ online

customers National Single Sign On service across GC community web sites National “whitelabel service” with consistent privacy statement and Ts&Cs

GCSx (Connectivity, GC Mail, GC Exchange,) A secure, trusted and enabling pan-government community infrastructure Managed leased line service (99.7% SLA) for RESTRICTED traffic Ability to surf the web and send secure emails across and off the GCSx Full Anti-Virus protection on all inbound email via the GCSx Ability to route structure messages securely across the GCSx network to other

members on the network (both Local Government and Central Government) Role based email addressing and directory for access control Use existing email clients and services Interconnections, via the GSi, with NHS (N3), CJIT (CJX/PNN) and OCGDs.

Citizen Connect – Access to Services

Available Services

Internal Agency Joined up ICT

Customer

FO

InteractionCSP

SRP

BO

CASE DETAILS

Case Updates

View CaseDetails

Back Office System

What Do the UK understand as CRM

Citizen Interaction Management (provides a holistic view of customer) Integration to “back-end” systems that provide specific services

required to manage the customer

Embracement of all channels.Coordination of Front Office, Back Office and other Customer Interfaces.

–New interaction channels e.g. SMS, WAP, Web-based interactions enable companies to add more customer-facing touch points.

A Typical CRM Issue

In the course of any interaction the client may raise one or more enquiries.

e.g. “my bin collection was missed” and “a street lamp near my house is broken”. This results in one Interaction but two distinct enquiries.

New Case Dialog Classification

Additional info to help process the

case

Work Queue the case will be added

to

CRM Integrated to EDRM

Barriers to Change

Silos between and within organisations

Lack of integration of budgets and planning

Lack of shared outcomes and performance frameworks

Lack of strategic management

Legacies – cultures, structure

Systems, processes and outdated working agreements

Lack of customer-centricity

Sharing InformationUK Social Care

ESCR Network View

NHSexternal network

LA Local Network

Secure Middleware

Client System

EDRMFirewall

Web accessApplication

portal

Firewall

mWorksmobileserver

eFormsServer

The Electronic Social Care Record

Mrs Jones needs A visit!

Social Worker Case Notes

Email

Letter

Computer Record

Visit Schedules

Contact Sheets

Audiovisual

Social Care Record Components

Sharing Information – The Service User Trust Footprint

Service User Trust/Confidentiality ESCR

System Access

Health Visitor

Police Officer

Mum’s Social Worker

Care Manager

Teacher

Guidance Teacher

EducationSystem

Health System

Voluntary Service Partnership

Police System

GP / Practice Nurse

Secure

Sec

ure

Secure

Social Care System Access

Emergency Social Worker

Who has access – In line with Caldicott Guidelines

Visitor to Rushcliffe BC

A page of compliments received by the council….. The first was

quite amusing:

‘I requested copies of Building Regulation documents earlier in

the week. These turned up this morning, 2 to 3 days after the

request. All very well, but I am now denied a prolonged whinge in

the pub tonight at your expense. In future, kindly fulfil the local

authority stereotype of unhelpful delay and bureaucracy. Making

the process polite, effortless and near instantaneous has left me

feeling disoriented. Top marks, anyway’

Presented by Jo Standing

28th February 2007