1. Public Sector Network (PSN) John Stubley – Programme Director 20 th May 2009

2. Agenda Government Vision What is the Public Sector Network? What makes PSN Different? Approach and Progress Dependencies and Milestones

3. Agenda Government Vision

4. Business context Policies driving services that are increasingly interrelated, requiring integration in delivery Increasingly rapid policy development Ever more demanding customers Efficiency and cost pressures Poorly managed cost drivers & costly delivery model Inflexible overall design / topology - a barrier to broader business transformation Highly fragmented services, acquired across multiple local & national silos, make inter-Agency collaboration extremely difficult ‘Transformational Government’ puts the customer at the centre of public service delivery, requiring inter-Agency cooperation Services, processes and information must extend across existing organisational boundaries and deliver efficiently and securely Business driversCurrent network platforms Transformational strategy

5. Vision The effect of one network, enabling: ‒ Efficient and Secure availability of information ‒ Consistent and effective access to familiar ICT tools and systems, regardless of location ‒ Access based on who a person is, what device they are using and where they are Providing for: ‒ Development and implementation without fundamental organisational change ‒ On-going supplier competition, ensuring value for money and progressive innovation Improved agility, removing infrastructure constraints enabling: ‒ Flexible Agency inter-working ‒ Focus on business change rather than ICT change A known and significant reduction (for applications) in overall operational costs will be delivered

6. Agenda What is the Public Sector Network?

7. What is the Public Sector Network (PSN)? A single, integrated infrastructure, delivered by multiple selected service providers A ‘private network of networks’ for the public sector, addressing the various special; security, resilience, service and availability needs of public sector organisations Global, including overseas posts and other international UK public bodies A secure version of the Internet for the UK Public Sector

8. What will it enable? Implementation of changing technology to support delivery of public sector services and the transformational government agenda ‒ Through adoption of common, open, standards, a customer- centric operational model and a flexible approach End-to-end service assurance and end-to-end service management in a multi-supplier environment On-demand access to information, applications, groups and individuals – regardless of location, device or network Simplified Procurement

9. Benefits at a glance: Increased responsiveness to organisational change Increased opportunity for cross boundary working Reduced cost of procurement, products and services Reduced cost of service management & integration across organisational boundaries Opportunities to extend use of products across the public sector without the need for multiple implementations Reduced cost of change Greater assurance of common standards, interoperability and security across the public sector

10. Voice & Data Networking - hypothesis

11. Internet Today's Public Sector Networks are complex GSI GSX Other Dept 2 Dept 3 Dept 4 Operator 3 Operator 4 LA1 Operator n Shared Building Operator 1 Operator 2 Dept 1 Dept 5 LA1 LA4 LA3 Very inflexible High Cost Difficult to share High fixed bandwidth Duplication – no optimisation

12. PSN Vision Access control will be based on who a person is, what device they are using and where they are A single network – multiple suppliers

13. Architecture: A network of networks Government Conveyance “layer” Operator Wherever possible PSN will make use of existing infrastructure

14. “To be” – Many Suppliers

15. Agenda What makes PSN Different?

16. PSN Approach Four Layers Transport & Core Network Network / Access Services Technical Services Business Services Operators Service Providers Vendors Integrators The Public Sector should procure network services not transport bandwidth 1 2 3 4

17. Procurement Architecture Vision Operator 1 Operator 2 Operator 3 Operator 4 Operator 5 Government Conveyance Network Transport & Core Network Network / Access Services Technical Services Business Services Service Provider 1Service Provider 2 Service Provider 3Service Provider 4 Vendor 1 Vendor 4 Vendor 7 Vendor 2Vendor 3 Vendor 5Vendor 6 Vendor 8Vendor 9 Integrator 1Integrator 2 Integrator 3Integrator 4

18. Public sector customers Business Service Provider Technical Service Provider Transport Provider Network Service Provider Business Services A customer’s business function where the responsibility for delivery rests with a third party organisation. Payroll Bureau Service Overflow Call Centre Child benefits BPO Outsource IT Organisation (inc Policy & Strategy) Technical Services (operational) Provision of an operational capabilities which enable a customer to deliver their own business services Hosted Voice Managed Mail Managed Internet Access Conferencing Service Service Desk Service Management Integrator Network Services Provision of an network capacity which enables operational capabilities to be delivered Data bandwidth DNS Transport Physical Infrastructure Service inter-working infrastructure Network interconnect infrastructure Pan operator network mgt. inter-working IP Addressing File & Print Services Hosted ERP CRM suite Port User Building Agency Connectivity Duration & B’dwidth Dept. Customer purchasing approach

19. Organisations and relationships of the PSN Public Sector Users TM Forum Service Information Monitor Settlement SP GCN Function PSN Governing Body PSN Authority OFCOM XX YY CSIA Identity SP DIY Model Prime/Sub Model Joint Venture Model Peer ‘+’ Model Peer Model Service Providers 3 rd Party SP Code of Connection (CoCo) Code of Inter-Connection (CoICo) PSN Authority OFCOM XX YY CSIA Contract Information flow Service OrganisationsGovernance Organisations All service Providers All SPs dNSPs All SPs All with authentication

20. Slide 20 Basic Principles of the Commercial Model Fairness Flexibility Agility – more responsive to changes Market driven pricing / Commercially viable in the long term Variety of purchase models Minimum guarantees of service standards and quality Achieve a sensible flow of revenue, cost, risks and liabilities between suppliers Open to new entrants and minimise barriers to entry / minimise the impact of a supplier exiting Where possible, non prescription on technology Encourage innovation and managed improvement in a multi-supplier environment Viable transition path. This will require significant behavioural change for both buy and supply side. Change will be delivered by Public Sector and Suppliers working in cooperation

21. Agenda Approach & Progress

22. Approach Workstreams: ‒ Governance, Technical, Service Management, Security, Transition; PSN Lite: ‒ Fast track delivery of minimal definition; Road Map: ‒ Capability enhancements, ‒ Customer involvement; Collaboration: ‒ Services Catalogue, ‒ Procurement Strategy, ‒ TM Forum.

23. Progress Governance Model for PSN agreed – needs revision; Operations and Commercial overview for PSN delivered; PSN Core (Government Conveyance Network) commercial model fleshed out; Security Standards and process review underway; Identity Management approach being defined; High level report on requirements, standards and architectural approach to the PSN baselined; Programme team in place (more staff required); Workstreams formed and work underway; ‘PSN Lite’ definition completed; Industry Proposal undergoing detailed definition; and Ofcom oversight in place

24. Agenda Dependencies & Milestones

25. PSN Products and Dependencies Governance body legal agreement and creation ‒ Delivering a PSN Authority ‒ Creating GCN ‘Brokering’ services ‒ Agree Interconnection Standards Agreeing Technical Standards and Architecture Agree Intercept plans for central and local government Ensure industry delivery of the GCN Security Requirements/Standards (NGN project in IATP) Delivery Programmes/Projects (e.g. Ocean, Hampshire CC) Alignment with Security Management Infrastructure TM forum (International Standards/Working Practice adoption)

26. Key Design Document Delivery Dates High Level Design (VDN Report)July 2008Complete PSN MandateAugust 2008Complete PSN High Level Operating ModelSeptember 2008Complete PSN Plan for Design PhaseDecember 2008Complete PSN Lite DefinitionMarch 2009Complete Connection GuidelinesApril 2009 Code of InterconnectionApril 2009 Code of ConnectionApril 2009 Initial Operating ModelApril 2009 Agreed PSN Governance Regime June 2009 Transition StrategyJune 2009 Full PSN Design and Delivery PlanJuly 2009 Agreed PSN RoadmapOctober 2009 PSN Endorsement Scheme in placeDecember 2009 First instantiation of PSN ‘live’March 2010 Close PSN Delivery ProgrammeMarch 2010

27. Thank You

28.  Segregation of traffic Separation between citizen or internet facing capabilities (e.g. terminals in libraries), internal departmental or council capabilities and access to wider government capabilities will still be required in the PSN era, but with more flexibility over how it can be achieved.  Authorised Equipment? It will eventually be possible to use any equipment to gain access to some PSN services, however the degree of access will be dictated by the compliance status of the equipment in use as well as the users credentials.  Duplicate mailboxes There will be a need to differentiate between ‘trusted’ mail addresses and untrusted ones.  Remote access The PSN concept is to allow access anywhere, anyplace anytime on any device. It is likely that people will be able to use their personal equipment to access some services, but they may require some device (e.g. a USB stick) which will isolate their ‘office’ session from anything else on the device. These devices are in development but are not yet approved for use by CESG, it is hoped that they will be available in the PSN timescales.  VoIP VoIP services will be offered through the PSN delivery frameworks (e.g. Ocean) and we would encourage all public sector buyers to source from these. In order to achieve an elegant PSN solution which meets PSN needs local government must join the workstream design work. PSN Compliance Issues for Local Government