Nottinghamshire Public Service Network (NPSN)

Chris Ford

The issues

• Strategic drivers for Public services• Improved customer service and responsiveness• Integrated delivery of services horizontally,

geographically and through the use of ICT• The need for better value for money

• How to make ICT services more effective and future proof

• Affordability of future support / demand

• Separate Networks – procured and managed by each body

• Duplication of bandwidth and effort

• Lack of real resilience

• Working in shared buildings through LIFT, BSF and other transformation programmes

• Opportunities to share data and applications very limited and bespoke

Present Situation

Multiple Network Locations

• Data• Speed• Resilience• Flexibility• Security • Partnership working• New ways of working

Future Demands

NPSN - The solution? • The largest networks County and City

Council, the Police and the NHS

• All within the similar geographic boundary

• Similar operational and security requirements for their networks

• Many shared buildings

• Not Unique – Hants, Lincs

An environment whereby ICT network infrastructure (all land and mobile data and voice services) can be developed to the same standards and used for the common good of the public sector and their users.

The Aim

• Actively move towards one network for the Public Services in the County

• Transition from the discrete Networks to one Network

• Long-term plan will have to be developed• Detailed evaluation needed at each stage• Initially City and County Councils, NHS

and Police • Opportunity for District Councils, other

Public sector bodies and the 3rd Sector

The Developing Position

• Case to be made to Chief Executives/Officers

• Position to be agreed in principal• Initial work to create the NPSN

environment including:-– agreement to collaborate and share intellectual

property, specialist knowledge and the network asset

– governance structures to provide autonomy within a framework of agreed standards

– network standards and protocols as part of a strict change authorisation process

• Review models for provision

Inception Plan

• Joint long-term network development plans (5 Years)– NPSN included in capital programmes– Management and procurement strategy for

development of the network.• Joint short-term opportunities

– Increased resilience, new connections, efficiencies in operation

– Convergence and integration– Reduced cost from economies of scale and

standardisation

Pro-active programme management

Parallel Action Plans

Questions?

Chris Ford