Digital Wigan 2016 – Eric Applewhite

Lessons in Information

Sharing from New York

and Greater Manchester

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What’s in a Word? Opportunity and Necessity Knock . . .

Mamihlapinatapai

"a look shared by two people, each wishing that the other would initiate something that they both desire but which neither wants to begin"

Yaghan language of Tierra del Fuego

The Supply and Demand Paradox

©2016 KPMG LLP, A UK Limited Liability Partnership, is a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.

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User Stories – Making Human Impact

http://informationsharing.co.uk/wpcontent/uploads/2014/12/FINAL-BOOK_Information_Sharing_Stories.pdf

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Connecting Health and Human Services

New York City

The Problem HHS agencies were limited in their ability to share information, which constrains their ability to

improve service delivery and associated decision making. Specific limitations include:

Limited client-centric approach to service delivery reduces accessibility to services,

transparency in government procedures and accountability for outcomes of common

clients

Inadequate data sharing capabilities decrease the ability of City agencies to view clients

holistically, tailor services to their specific needs and identify persons at-risk in a timely

fashion

Manual and/or redundant business processes for key activities such as data entry, data

matching and application processing result in increased cost per transaction and slow

service delivery which in turn make for low client satisfaction and poor worker morale

No common standards and complex policies across agencies for critical areas such as IT

security, data confidentiality, etc. make it difficult for agencies to feel confident about

sharing information with other agencies

No self service and mobile options for residents; an inability to meet their expectations of

self service

Budget constraints and mandated efficiency and savings target

Rising caseloads; constrained resources to serve those caseloads

● The NYC Human Resources Administration has 14,000 employees and serves over 3 million people

● Spends $58bn annually, $1-2bn on IT

● A network of NYC agencies that serve over 4.5 million people

● Home to 8 million

● Employs 250,000

NYC Scale

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Eight Agencies in one Domain

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New York city’s journey: Health and human services connect

Providing Better Client Service

Reducing Cost and Creating Efficiency

Breaking Down Information Silos

Improving Worker Experience

Creating a Health and Social Care Enterprise

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Vision to action: HHS-connect

Foundational initiatives

Governance Enterprise

architecture Outcome

model Net present value model

Federated data sharing architecture

Information exchange standards

Enterprise security

Policy & legal

Key capabilities implemented

Access NYC (client portal)

Worker Connect (worker portal)

Enterprise Case

Management

Common Client Index

Document Management

Momentum and trust built using achievement of Quick Wins

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Future Service Delivery and Facility Utilization

High Volume & Low

Touch

Medium Volume &

Medium Touch

Low Volume & High

Touch

©2016 KPMG LLP, A UK Limited Liability Partnership, is a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.

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A key accelerator: federated approach

©2016 KPMG LLP, A UK Limited Liability Partnership, is a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.

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WHAT ARE THE STRATEGIC PRINCIPLES?

In order to deliver this vision, a new function will need to be created that should operate to a set of agreed strategic

principles. The proposed principles are to

1 Assign clear accountability for leading information

sharing

2 Start with the premise of a duty to share equal

to a duty to protect

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Establish a user centric (resident and

worker/ authorities) approach to service

delivery

4 Support a place based approach to service delivery

5 Increase and manage secure accessibility of

data and information

7 Utilise modern and flexible methods and

technologies

8 Be outcome led to ensure a focus on value

and impact

9 Minimise duplication and encourage re-use

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Drive a single comprehensive view and

common understanding of the data and

approach to sharing

11 Align with and enable Greater GM’s ICT and

Digital strategies

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Build trust and confidence between residents,

communities and local authorities

12 Leverage value by extending data sharing to

include Open Data

‘You Can’t Always Break Down Information Silos, But You

Can Connect Them.’

Christiaan W. Lustig, Communications Architect and

Consultancy Director at Sabel Communicatie, Netherlands

GM-Connect Sharing Across and Within Our Places

GM will use these two lenses to evaluate the impact of public service reform across

the range of outcomes it aims to achieve including better outcomes for residents,

reduced demand for services and the fiscal savings that result

By developing a more in-depth understanding of current needs within the population

and the drivers of demand on public services, we can enable more effective targeting

and more efficient use of resources

By understanding GM residents in the context of their lives and communities, GM can

deliver the most appropriate services at the right time. Sharing data and information

day to day supports the holistic assessment, triage, and integrated multi-agency case

management

GM will use data and process change to strengthen GM’s focus on place based

delivery and create a sense of context and coordination at the GM, Local Authority, and

neighbourhood level. This creates the flexibility to realise economies of scale and

shared capabilities whilst strengthening the ability to use locally driven services

The continued ambition of the Greater Manchester Public Service Reform programme is to provide the leadership,

supporting processes, and insight from data to integrate public services more effectively so that they better and more

efficiently meet the needs of individuals, families, and communities. A key enabler is more transparent, holistic and

systematic data sharing between public service organisations. This would allow GM to:

Create a holistic view

of the individual and

family

Use a place based

method of delivery

Create human and

economic impact

Focus on early

intervention and

prevention

Why should we share data?

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In order to deliver this vision, a new function will need to be created that should operate to a set of agreed strategic

principles. The proposed principles are to

1 Assign clear accountability for leading information

sharing

2 Start w ith the premise of a duty to share equal to

a duty to protect

3

Establish a user centric (resident and

worker/ authorities) approach to service

delivery

4 Support a place based approach to service delivery

5 Increase and manage secure accessibility of

data and information

7 Utilise modern and flexible methods and

technologies

8 Be outcome led to ensure a focus on value

and impact

9 Minimise duplication and encourage re-use

10 Drive a single comprehensive view and common

understanding of the data and approach to sharing

11 Align with and enable Greater GM’s ICT and

Digital strategies

6

Build trust and confidence between residents,

communities and local authorities

12 Leverage value by extending data sharing to

include Open Data

What are the strategic principles?

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Governance – GM-Connect w ill, by definition, work across a large number of public sector

agencies and partners. It is therefore, essential for GM-Connect to have a strong governance

structure that can feed into the pan GM decision making bodies, and be strategically positioned

at the centre of shared governance across Greater Manchester. Close linkages and helping to

enable the success of Health and Social Care IM&T, CityVerve Internet of Things Catapult, and

Health Innovation Manchester are essential for the mission and success of GM-Connect and

Devolution.

In order for GM-Connect to demonstrate its potential and build trust w ith partners, a number of

quick wins have been identified; problems or situations where GM-Connect can have an

immediate and real impact in the short term, without larger, more time-consuming

infrastructure being in place.

For GM-Connect to succeed, a number of capabilities must be created from the centre. The

three most prevalent initiatives that currently need development are the development of

‘problem solving based’ Information Governance capability, foundational standards for sharing

data across GM, and the procurement of various technology capabilities which are required in

order to progress the programme.

Since the establishment of GM-Connect, a number of key areas of work have begun to emerge. These key

work areas have allowed GM-Connect to establish a plan of development to drive the programme forward

in the future. The key areas of work are:

Quick Wins

Foundational

Initiatives

Governance

Gm-Connect’s three Tier Approach

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Executive steering committee

Health and

social care

Local authorities

Housing providers

Community

safety and justice

Employment and

skills

User needs input

through regular

communication

and engagement

into

GM-Connect

Practical guidance,

expertise and

capabilities out of

GM-Connect

GM-Connect Programme Delivery

Governance

Information

governance

Technical

governance

Programme

governance

Develop

capabilities

Data

intelligence

services

GM-Connect across GM

■ Provision of operational GM-wide data

sharing services e.g. worker portal, data

tools.

■ Guidance about what can be shared and

how.

■ Provision of data insight and research.

Data Insight Services Innovation and Engagement

Driving

Innovation

Stakeholder

Engagement

■ Help with selecting and evaluating data sharing

opportunities.

■ Funding to deliver non-GM wide initiatives within a

specific public service.

■ Training and expertise in data sharing and data

analytics.

■ Stakeholder engagement and inclusion for a data

sharing agenda.

what is the gm-connect operating model?

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Should we do It?

Do we have the right to do it?

Do we have the capability

to do It?

Let’s Do It!

1. Benefit estimation and

realisation standards

1. Information governance standards

2. Consent and inclusion standards

1. Data classification standards

2. Data transfer standards

3. Data security standards

4. Communication and engagement

standards

1. Analytics

2. Operational Insight

3. Mobile/Digital Channel Shift

Building/Refining a Capability

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Digital ‘True North’ – Finding our Way in a Digital World

1. People not Technology are

at the Centre

Stakeholder Engagement, User Journeys, and Co-design, user oriented design

2. Focus on outcomes

3. Is not a One Size Fits All

4. Is focused on simplification

And reusability

5. Has data as its engine

Benefits Realisation and Economic and Human Value fuel change, use nudge and value to drive adoption and create trust

Bands and Strata of Digital Engagement and Offerings are Needed – Inclusion Matters but so does Fostering Digital Maturity

Common technologies and offerings that reduce redundancy; interoperability

Data fuels the insight and context for self service and prediction and prevention, focus on joining up silos, holistic data usage (open data, wearable devices, unstructured data), Remove paper

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Resilient Digital Leaders with a Vision

Mamihlapinatapai

"a look shared by two people, each wishing that the

other would initiate something that they both desire

but which neither wants to begin"

Yaghan language of Tierra del Fuego

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