Delivering [e]Government Stefan Czerniawski Programme and Systems Delivery Group Department for Work and Pensions

DWP is large and complicated Providing welfare benefits, pensions, labour market services and child maintenance paying over £100 billion a year to 26 million customers placing 5,000 people in jobs every working day Going through a radical change programme Half way through reducing staff numbers from 130,000 to 100,000

With IT systems to match One of the largest IT systems in the world: 120 million customer records 35 active mainframe computers 230 external system interfaces, 440 internal interfaces New releases updating IT systems every weekend Resulting in a hugely complex mix of legacy and new systems, developed and operated by external suppliers With a massive transformation programme to make all this work better

Government is even more complicated And citizens still have to do the integration

That’s no longer good enough The future of public services has to use technology to give citizens choice, with personalised services designed around their needs not the needs of the provider. Rt Hon Tony Blair MP November 2005

Getting the top layer right is important www.direct.gov.uk There is integration on the surface which is getting better and more popular There are more and better individual services offered through new and more flexible channels We are not yet delivering Fully effective customer service Fully efficient business processes But it isn’t enough

So we have a new approach This vision will be enabled by three key transformations. Better public services, choice, personalisation and improved policy outcomes will come from a refocusing of service design around the citizen and business. A new approach to sharing corporate services, infrastructure, information and standards will allow us to work together more effectively, and will release efficiencies. Realising technology-enabled business change will require the right people with the right skills, to plan, design, manage and deliver. Timetable: Published in November 2005 CIO Council meets to discuss implementation January 2006 Comments invited by February 2006 Implementation plan to be published March 2006 Enabled by Technology www.cio.gov.uk/transformational_government/strategy/

Citizen and business focused Understand customer journeys Design services to support those journeys Design processes to deliver those services Four key aspects: We will engage with citizens, business and front-line public servants to understand the changes that need to be made to services For particular groups, e.g. the elderly, we will appoint ‘Customer Group Directors’ to lead the design and management of services Develop modern channels for citizen and business access to services and actively manage the shift in channels towards low cost and effective channels. Creation of a Service Transformation Board to set overarching service design principles, promote best practice, signpost potential from new technologies and challenge inconsistent services

Based on a shared service approach Customers Specialist customer support Customer service centres Identity management HR, Finance Department Outcome management Shared services Policy and service design Information management We must move to a shared services culture – in the front-office, in the back-office, in information and in infrastructure – and release efficiencies by standardisation, simplification and sharing. The Prime Minister has said “We are stronger and more effective when we work together than apart” Supporting services Corporate Services – standard systems, processes and effectiveness achieving efficiency gains and enhancing employee experience Customer Service Centres – rationalisation through sharing Management of data and identity Data Sharing – a new focus on finding a balance between maintaining privacy and delivering more efficient higher quality services Information Management - enabling efficient use and sharing of information to those with a legitimate need to see it Identity Management – enabling the public and private sectors to manage risk and provide cost-effective, trusted services Use of technology and standards Common Infrastructure – enabling joined up solutions and shortening implementation timeframes of new reforms Information Assurance – ensuring that IT systems are secure, trusted and convenient for those using them Technology standards and architecture – ensuring that government’s technology is cost-effective through a consistent approach to standards. This Shared Services agenda is a major cultural shift for the wider public sector. To implement it Ministers, Permanent Secretaries, Councillors and Chief Executives must give strong leadership and bodies awarding funding should presume that public service organisations only deliver good value for money when they standardise and share services with others. Process rules Common infrastructure Technology standards and architecture

Delivered through professional management of change Sustained customer focus Leadership Supplier management Portfolio management Governance across government IT professionalism There must be broadening and deepening of government’s professionalism in terms of the planning, delivery, management, skills and governance of IT enabled change. This will result in more successful outcomes; fewer costly delivery failures; and increased confidence by citizens and politicians in the delivery of change by the public services. This requires: development of IT professionalism and skills; improvements in supplier management; and portfolio management of the technology programmes strengthening of the controls and support to ensure reliable project delivery; and a systematic focus on innovation

Four principles Start with the customer Separate presentation and processing Manage common information on a common basis Understand and manage constraints

Four principles Start with the customer Separate presentation and processing Manage common information on a common basis Understand and manage constraints

Start with the customer They don’t care about channels They do learn and adapt

Start with the customer They don’t care about channels They do learn and adapt Their behaviour and expectations are changing dramatically Starting with the customer doesn’t mean doing what the customer wants They are why we are here

Four principles Start with the customer Separate presentation and processing Manage common information on a common basis Understand and manage constraints

Separate presentation and processing

Four principles Start with the customer Separate presentation and processing Manage common information on a common basis Understand and manage constraints

Manage common information on a common basis Joining up at the front is a function of joining up at the back Joining up at the back doesn’t mean integrated everything We are looking for glue, not perfection We are looking for efficiency as well as service benefits

Four principles Start with the customer Separate presentation and processing Manage common information on a common basis Understand and manage constraints

Understand and manage constraints It would be easier not to be starting from here…

A short history of banking 30 years 9.30 to 3.30 Monday to Friday £10 cash dispenser Multi-value cash dispenser – inside the branch Bank’s own network Single virtual network Cash at the supermarket You are here

Understand and manage constraints It would be easier not to be starting from here… … and there is a long way from here Government is not retailing Customers are rarely customers Scale and complexity have huge implications Radical simplification may be required

Four principles Start with the customer Separate presentation and processing Manage common information on a common basis Understand and manage constraints e-Government is over

e-Government is over

Delivering [e]Government Stefan Czerniawski stefan.czerniawski@dwp.gsi.gov.uk