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

2. 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

3. 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

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

5. 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

6. Getting the top layer right is important
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

7. 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

8. 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

9. 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

10. 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

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

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

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

15. 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

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

17. Separate presentation and processing

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

20. 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

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

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

23. 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

24. 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

25. 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

26. e-Government is over

27. Delivering [e]Government
Stefan Czerniawski