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Building Government IT in Northern Ireland LCIOC, London Paul Wickens 05 December 2013.

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Presentation on theme: "Building Government IT in Northern Ireland LCIOC, London Paul Wickens 05 December 2013."— Presentation transcript:

1 Building Government IT in Northern Ireland LCIOC, London Paul Wickens 05 December 2013

2 The background…….

3 Northern Ireland Context Population: 1.7 million 12 Government Departments, 25,000 civil servants Devolved Executive and Assembly since May 2007

4 Education Reform Welfare Reform Rating Reform Local Government Reform Health Reform NICS Reform


6 2012/13 Achievements Delivered services to 23,000 finance, 18,500 IT customers and 30,000 HR customers; Processed over £12 billion of financial transactions; Delivered training to almost 14,000 people; Handled over 200,000 IT and HR service phone calls and over 50,000 service requests; Handled around 3.2 million information, light transactional and directory calls through NI Direct; Handled almost 10 million visits to the NI Direct website; Provided facilities to 16,000 staff to manage around 20 million documents; and Provided property management services for some 169 buildings and over 350,000 square metres of office estate.

7 Guess what????? It all needs IT

8 Strategic Direction Purpose Providing shared services which enable our customers to focus on delivering their core business Mission To make a positive difference to the delivery of public services through being customer-focused, high-performing and innovative Values 1.Customer: focus on our customers 2.Leadership: Provide leadership with strong CLEAR direction 3.Ethical: Be honest, fair and equal in everything we do 4.Accountable: Be accountable and take responsibility 5.Results: Deliver best value for money Partnerships Leadership Governance

9 2009 Separate and distinct Shared Service Centres (SSCs) Desire to create a new multi-functional Shared Services Organisation (SSO) Significantly different levels of success and customer satisfaction in each SSC Different governance structures – with different points of accountability and Senior Responsible Owners (SROs) New CEO brought in to create the SSO – effectively create and execute a Merger & Acquisition plan

10 2013 1 multi-functional Shared Services Organisation (SSO) Common approach to managing Customer Experience across services Pragmatic streamlined approach to governance structures Adding new services – Properties, citizen-facing online services


12 Governance Arrangements Accounting Officer DFP Permanent Secretary Permanent Secretaries Group ESS Audit & Risk Committee ESS Strategy BoardESS Executive Board Finance Service Board HR Service BoardICT Service Board CHANGE Strategy Policy Needs Requirements Perception SERVICES SLAs KPIs Quality Finance VFM Management of Operations and Service Delivery Relationship / Account / Service Management Operations Performance Management

13 A little about IT Assist

14 Old Service Model 11 Departments served by 6 IS units associated with the pre-devolution departments, with some services provided by the centre New Service Model Shared Service Centre for common ICT services. ISUs focused on LOB What we wanted to do ….. Transform

15 The objective was to enable sharing But the challenge was one of dealing with change

16 Lesson Learned: The challenge of change is 80% about changing hearts and minds!

17 Essential Components of Successful Shared Services (Butler Group: April 09)

18 IT Assist Back Office Front Office Customers Accommodation People ProcessesTechnology All 11 NI Departments came on Board (April 07 – Mar 09) DOJ 1 April 2013 Now over 40 NDPBs Departments see themselves as partners/shareholders

19 Frontline Support Back Office Front Office Customers Accommodation People ProcessesTechnology Technicians role created and staff recruited Dealing directly with 30%+ of calls Excellent customer feedback Single ITIL compliant Service Desk

20 People Back Office Front Office Customers Accommodation People ProcessesTechnology Successfully merged 220 staff from seven organisations

21 Accommodation Back Office Front Office Customers Accommodation People ProcessesTechnology Refurbishment of Craigantlet Buildings & Procurement of Data Centres

22 Processes Back Office Front Office Customers Accommodation People ProcessesTechnology Five processes initially implemented Service Desk & Service Requests live on time ISO20000 planned for 2014/15 LANDesk Service Desk supporting all activity

23 Technology Back Office Front Office Customers Accommodation People ProcessesTechnology Resilient Messaging prioritised NIGov Domain in place Single Network, rationalisation and virtualisation IPT huge success

24 Gartner IT Management Process Maturity Model

25 Reference Architecture used to establish goals, principles, risks & concerns Business View Business drivers Business goals Business principles Functional View Functions (services to users) Principles for content (quality) management and usage Technical View Implementation View Principles for technology, sourcing, organization, processes, governance and rollout Technical components Principles for data, applications, and infrastructure Business sponsor User Builder Operator Stakeholders Why? What? How? With? Key separation of concerns

26 Some Examples of Business principles No.PrincipleRationaleImplicationsObstacles BPS1The SSC is a professional, commercial service provider as well as a recognized leading advisor on creating maximum business value from its services The SSC must deliver its services to industry standards & quality, and clearly demonstrated VFM to be viable.  Investment  Challenging target (ISO 20000)  Skills challenge for Account Managers and other SSC staff  Reporting on business value generated 1.Insufficient funding to introduce ITIL 2.Inappropriate staff skills 3.Inadequate training budget 4.Staff Culture 5.Comprehensive Spending Review BPS2The SSC is a rewarding and exciting place to work The SSC wants to create a professional culture and image that will facilitate staff retention and a skilled workforce.  Brand image, culture  Accommodation  Professional certification  IT Technician grade and training in place  Interchange and secondment internal and external 1.Staff negativity 2.Uncertainty over accommodation 3.ICT HR Strategy not implemented 4.Budget for training & certification 5.Current pay policy BPG1It is a requirement for all NICS departments to use the SSC services PSG recognise the importance of sufficient numbers to secure VFM through economies of scale. A cross-NICS service also represents the best way of rationalising standards and products in line with the NICS ICT Strategy and in the context of the CNI.  DAO letter needed  Right (proven) value proposition (attractive services)  All stakeholders need to be represented 1.Not the same level of buy-in across all departments 2.Some contract restrictions: SSA, CSA, DEL 3.Uncertainty over future structures 4.Funding/Charging model not established and agreed

27 Positioning in ESS Director IS/IT Services CEO Enterprise Shared Services ESS Enterprise Design Authority IT Assist Confidential IT Assist IS Personnel Service Planning Customer Service & Service Control IMIA Service Operations Quality & Admin Admin, Finance etc Properties NI Direct FinanceHR & CAL EDT

28 80% of NI households now have access to the internet Up from 61% when the recession began in 2008 60% shop online NI – highest take-up of mobile phone usage in UK – 94% 45% own a Smartphone 30% of households in NI own a tablet compared with less than 25% in UK Two years ago it was only 2% NI has highest availability of fibre broadband in UK – 93% compared with average of 56% Facts and Figures

29 Since this time last year... Smartphone ownership up 33% Tablet ownership up 300% Mobile banking usage up 50%

30 However..... Only 48% of NI households use online government services compared with 61% in rest of UK 34% of NI citizens would prefer face-to-face contact for completing government processes compared with only 19% in rest of UK Only 23% of households use email or a website to complete a government process compared with 43% in rest of UK

31 So.... We are better connected We have more gadgets We shop and bank online We consume an increasing amount of information from NI Direct BUT We aren’t yet using digital technology for government processes Source – Ulster Bank Sept 2013

32 Digital First: When developing new services or new programmes, or reviewing existing services, Departments/Agencies must seek to ensure that digital online services / transactions are the primary means of interacting with citizens or businesses. NI Direct Preferred: When Departments Agencies are developing or refreshing programmes involving online or telephone interaction with citizens or businesses services, there should be a presumption in favour of using the NI Direct programme unless the approved business case determines an alternative option NI Direct Portal: Citizens must be able to use the NI Direct web portal to access all online services provided by Departments/Agencies, even if (exceptionally) such services are hosted elsewhere. HOCS - PSG Directive Working in Partnership with you and your existing partners and suppliers A flexible end to end framework integrated service delivery models Flexible payment mechanisms including outcome and transactional Citizen Focus rapidly increasing the range, quality and uptake of digital services Programme for Government

33 Connected Government Services OnlineTelephone Social Media Smart Phones Shared Face2Fa ce Channel Shift Multi-channel contact services Assisted Digital In/Out bound Mail Services Payment Services Fulfilment Services Shared Services

34 Promote ‘digital first’ 1 1 Redesign services >10,000 trans p.a. 2 2 Develop digital capability across the public sector 3 3 Build common re-useable components 4 4 Design accessible and inclusive services 5 5 A single N.I. government website 6 6 Principles NICS Citizen Contact Strategy

35 A new NI Direct Strategic Partnership to improve access to digital government services and accelerate channel shift Re-useable Components A consistent multi-channel experience for citizens interacting with government. Agile and quick service development for participants including: Pay It Book It Request It Report It Find it Tell us Fulfilment service capability such as in/out bound mail handing, verification and validation services & debt recovery.

36 Thank-you

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