The London Citizen Card

1
The London Citizen Card

• Outcomes of the business case
• February 2003

2
Background

• Original idea 2001
• Triggered in knowledge that boroughs and agencies
  are doing their own thing
• Strategic options document produced July 2002
• Favourably received
• Started main Business case
• Included Quick Wins concept
• Business case delivered under review at present
  

3
Breadth

• Based on Scoping Study and the London Connects
  remit
• Awareness of central government activity
• ODPM, OeE, DfT, DfES, Home Office, etc.
• Awareness of Citizen Card development in the UK
  and Europe
• Awareness of standards development in the UK and
  Europe
• Potential links to TfL scheme

4
Scope

• A citizen card for London residents, commuters,
  visitors and tourists
• Local, regional, sub-regional and national
  capability
• Create London Community feel but retain local
  identity and autonomy
• Sustainable in the long term
• Quick Win scenario
• To supplement TfL Oyster card functionality
• To show citizen benefits quickly

5
Approach Taken

• Top down strategic big picture
• Value Creation
• Complete value chain
• Added value for LC stakeholders
• Think big start small 2 tier approach
• Extensive consultation all levels
• Realistic financial assessment
• Balance of cost and income on a continuing growth
  curve
• Dynamic modelling and risk assessment

6
Alternatives

• A centrally managed, wide ownership, London-wide
  City card scheme
• A scheme based entirely on TfL Oyster card
• Just acting as standards setting authority for
  Borough activities
• Doing nothing but supporting individual Borough
  and Agency activity as appropriate
• Going with a national scheme (Connexions, DVLA,
  Entitlement)

7
Inputs and Assumptions

• It is not unrealistic to predict 10 million cards
  in use within 10 years
• Assume a conservative maximum of 5 million cards
  (as TfL)
• Likely average 5 applications per card
• 2 local, 1 regional (TfL), 1 national (e-Gov), 1
  commercial (e-purse)
• Likely 6 uses per day
• Potential for 12 billion transactions per year

8
Key Results

• The London Citizen Card is a realistic
  proposition to all parties
• It is sustainable both in terms of funding and
  take-up
• The Business Case is resilient to variations in
  volumes and other parameters over a wide range
• The critical card volume is around 500,000 cards
  - below which the scheme is not sustainable
• The Quick Wins scenario is a good idea but it is
  not sustainable without growth to the full scheme

9
Proposed scheme

• The centrally managed, wide ownership,
  London-wide City card scheme because it
• Is financially viable and sustainable
• Is sustainable on take-up and usage
• Creates the community of London and the Boroughs
• Achieves the aims of local and central Government
• Social inclusion
• ICT for all
• Joined up Government
• A basis to enable e-Government

10
Proposed scheme

• Meets citizens needs and requirements
• Engenders Trust
• Enhances their lifestyles through the use of ICT
• Offers access to all
• Develop sense of community
• Puts the citizen in charge

11
Recommendations

• Proceed with the scheme as set down in the
  business case
• Start now
• Develop the Quick Win scenario
• Work in co-operation with TfL
• Work with ODPM and LASSEO to ensure national
  interoperability
• commit now to mass volume full scheme roll out

12
Recommendations

• Funding is imperative starting now
• Management must be put in place
• Huge potential but needs concerted commitment
• Need to address Borough and agency issues in
  detail

13
Borough perspective

• Central government funding looking for evidence
  of smart card plans
• Acts as universal front end access to other
  types of other e initiatives
• Offers cheaper and easier way of doing it
• Need NOT be a drain on revenue budgets
• Provides visible evidence of focus on improving
  citizen service
• Promotes cross agency working

14
Borough perspective

• Could address
• User take up
• Social deprivation issues
• Organisational issues
• Security concerns
• Technology and Standards development
• Could provide
• Sustainability
• A growth plan
• More individual borough control
• A ready-made technical architecture
• An answer to e-Government 2005 requirements
• Support for my IEG statement

15
Overall Road Map
16
Quick Win Road Map
17
Key Issues

• Funding
• for the central operation
• for the Boroughs and other application providers
• Commitment to the Quick Win scenario by
  application providers
• Setting up the management organisation

18
What next?

• Decision to go forward
• Put initial funding in place
• Organise management structure and populate
• Develop case for Boroughs and Agencies
• Rapid development of Quick Win scenario
• Start marketing and consumer research