Transformational Government From principle to practice

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Transformational GovernmentFrom principle to
practice

• Stephen Baker - Chief Executive
• Suffolk Coastal D.C.

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Transformational Government

• ..enabled by technology
• The strategy contains many messages, and embraces
  a wide range of ambition.

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Technology leadership

• Transformation of public services for the benefit
  of citizens, businesses, taxpayers and frontline
  staff
• The efficiency of the corporate services and
  infrastructure of govt organisations, thus
  freeing resources for the front line.
• The steps necessary to achieve the effective
  delivery of technology for government

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Vision

• 21st Century govt enabled by technology
• Choice personalisation
• Effectiveness in all areas transactions, policy,
  corporate services, infrastructure
• Public servants have better tools
• CSR 07

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Current Position

• Modern govt Information management
• 14bn spend, and 50,000 staff
• Services cannot function without reliable IT
• Some systems are old, bespoke, and expensive

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Current Position 2

• Direct service delivery needs more IT support
• Variable delivery record on projects
• Others are doing technology better and gaining
  more as a result.
• Recognition of risk.
• Not just do IT better, but do IT differently

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Strategy

• Three key transformations
• Services designed around the citizen or
  business
• Move to a shared services culture
• professionalism in terms of the planning,
  delivery, management, skills and governance of IT
  enabled change

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Local government angle

• Specific examples
• Thanwick MBC
• Recognition that local government has different
  challenges and circumstances.

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Timetable for change

• Deliver existing programmes for change
• Connecting Britain - the Digital Strategy
• Mobilise professionalism agenda
• Prepare for the transformations beyond 2006
• Use CSR 07 as challenge process
• Identify areas of common purpose and
  opportunities for shared actions

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How should local government respond?

• or to be more precise...

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How should members of SOCITM respond?
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Has the strategy got anything wrong?

• Local government
• recognises need to be citizen centred
• recognises need to share services
• recognises need for professional IT support
• already delivers ICT projects successfully!

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Next steps

• How to make best use of the Strategy in our
  authorities?
• Process of Translation
• Manage Expectation
• Commitment to Transformation

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We know

• Message is simple
• Not about technology
• Role of ICT is to support, enable.
• Indeed, role of ICT is to challenge
• From place shaping to service shaping, and
• ...beyond, to future shaping

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Drivers for Transformation

• We can identify these. e.g.
• CSR 07
• Gershon review, and others
• Lyons Review
• Acceleration in Central government
• Potential service gains
• Success

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Barriers to Transformation

• We can identify these e.g.
• Organisational structures
• Trust in ICT to deliver
• Return on investment
• Short term needs vs long term vision
• Synchronisation
• Capacity, skills and language.

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Where do we go from here?
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Option 1Steady as she goes

• We know the drivers for, and barriers to,
  transformation.
• Making good progress, and we do deliver
• Wait for them to come to us.
• Adopt a passive/reactive role

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Alternatively

• How do we seize the agenda?
• How do we achieve step change?
• How do we determine what is best for our local
  communities ?
• I.e. rural/urban, young old, etc
• Ensure we understand the scale of what has to be
  achieved.

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Option 2 Own the challenge

• If we are to deliver the transformation we know
  local government needs we must
• Think the unthinkable
• Say the un-sayable
• Do the not do-able

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How?

• Actively pursue genuine transformational change
• Recognise opportunities as they arise
• Pro-actively engage with government on developing
  the way forward.
• Challenge difficult issues.

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Such as?

• Bigger is not always better
• Can development be more effective if delivered in
  smaller chunks?
• Local definition of a solution has value
• Is there an optimum size/complexity of IT project
  beyond which we should not go?

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Such as?

• Vertical integration is more compelling than
  horizontal.
• Should we link up with other councils
• .or other agencies and service providers?
• Which is more citizen centred?

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Such as?

• Why not share the IT client/ development role?
• Especially relevant to smaller authorities
• Q. Where should we start with integrated/ shared
  services?
• A. With integrated /shared ICT.

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Such as?

• Who will Local Govt IT teams support in future?
• Who will need IT support as service delivery is
  devolved?
• Will the IT teams of the future be supporting
  Town/Parish councils, and voluntary organisations?

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Such as?

• Take the issue to your Chief Executive!
• Turn it into a no-brainer first.
• Dont talk technology, talk service.
• Make it clear how the change will deliver
  transformation.
• If possible get the support of the service head
  first.

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Conclusion

• SOCITM members are fundamental to the success of
  the Transformation agenda
• Together we can achieve the transformation of
  service delivery.
• Challenge is the key to success.

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• Times change and we change with them
• Harrison, Description of Britain, 1577