A1 Building on PSN to transform services

Sponsored by

Speakers from:

Public Services Network Summit 2012

Title sponsor:

In association with:

Paul GarnerMark Langdale

Neil Mellor

Building on PSN to Transform Services

Paul Garner

Mark Langdale

Neil MellorNeil Mellor

PSN – a platform for innovative change and improvement

• A market intervention by the Cabinet Office to create– A secure network of networks based

on agreed standards for public service providers

– The foundation for the Government ICT Strategy and public service

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gy ptransformation

– Savings up to £130m a year in Central Government alone by 2014

– £64.2m saved in 2011/12 by applying PSN standards

• Open for business

• Major implications for both users and suppliers

How PSN works:Commercial and technical interoperability

© © British Telecommunications plc

What PSN means

CommercialCompetitive marketplace to significantly reduce telecommunications and buying costs through standardised services and framework procurement

TechnicalA single secure logical network, constructed from a network of networks complying with common

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standards that enables the delivery of public services from any place by any provider

TransformationalHarness technology to better support service delivery and transformational government – major service and efficiency improvements

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Building on PSN - innovation

Reinventing

LegacyCO2, Ageing

Doing things differently• Process • Culture

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Horizon1(now) Horizon 2 (1 yr) Horizon 3 (2-5 yr) Horizon 4 (5-25yr)

Savings

Efficiency

RepositioningDoing things better• Infrastructure and security• Commercial

Infrastructure and security

• Network consolidation

• Technical interoperability

• Security accreditation

• Compliance

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• Compliance

• Gap analysis

• Roadmap

Commercial

• Procurement

• Contract change– Savings on

communications

– Lower procurement costs

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costs

• Impact on total operational costs?

• Further potential?

"While there are variations in the proportions of overall budget allocated to ICT, no organisation has escaped the funding squeeze. ICT functions will respond well to the extreme challenges likely in the years ahead.“ SOCITM Sept 2012

Lessons learned

• Invest in the relationships

– Suppliers – incumbents and incoming – and the whole supply chain

– Customers (business owners)

– Approval authorities • Departmental

• Governmental: Cabinet Office ERG, ICT Futures, HM Treasury, CCRs

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• PSN Programme

• Focus on the business case

– Compliance is good

– Economy is essential

• Build the Public Services Network– By active involvement in setting the technical and commercial standards

– By enthusiastic adoption of the services offered under PSN frameworks

– So creating an effective and efficient market

• Persist, keep faith, celebrate success!

Process

• Doing things differently

• Creative response to future challenges– More efficient and harmonised

processes, applications

– Common front end, back end

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Co o o t e d, bac e d

– Cross boundary, cross sector

– App innovation

– Outside in

– Benefit of secure but open environment

– Partners, SMEs, ecosystem

Process innovation

• Share information with Health, Authorities, Housing Agencies, Education, Police. Enabling joined-up care for children, adults and families

• Customer service transformed through

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Customer service transformed through hosted and virtual contact management

• 97% citizen enquiries dealt with at first point of contact, customer service complaints down 76%

Public Sector Ecosystem Community Ecosystem Private Sector Ecosystem

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SecurityDigital Services

Integrated end-to-end Business Processes

AgenciesAgencies3rd SectorAgenciesAgenciesSME’s

AgenciesAgenciesOther Public Sector AgenciesAgenciesSoftware

HousesAgenciesAgenciesEducationCitizens

On-line Business Building Blocks

Process Composition and Integration

Engagement, Transparency

and Accessibility

AgenciesAgenciesOther

Industries

Market ReachInnovation

© 2012 IBM Corporation

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Advanced City Intelligence

AgenciesAgenciesService Provider AgenciesAgenciesG-Cloud

Integrated Information Management and Analytics

Desktop Servers NetworksStorageShared,

virtualised infrastructure

Shared, virtualised infrastructure

IaaS

Sunderland CC CIC ? SES ? Software City ?

Applications for Shared Services

Applications for Business

Advanced Business

Intelligence

Public Cloud Services

Physical Infrastructure

• Process innovation across boundaries

• Speeding discharge rates and saving about £150,000 a year

• Savings in bed costs and penalty charges for discharge delays

• Freeing up more than 400 bed days a year

• Moved from being one of the worst performing trusts in London for d l d ti t di h t f th b t

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delayed patient discharge to one of the best

• Spreadsheet and teleconference - 15 people from patient discharge, hospital social work and community services teams

• "Initially there were a lot of sceptical people, but I championed it and people who were sceptical in week one were no longer sceptical in week two, because it was very easy to use."

• BT hosted ‘cloud’ audio-conferencing service costing £6,000 pa

Culture – need to engage all levels on PSN

9 out 10 policy and operational leads know next to nothing about PSN

© Source: BT PSN survey, Feb 2012

Culture

• Largest challenge and opportunity

• Ways of working

• Organisational politics

• Trust

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Trust

• Collaboration, sharing

• Sovereignty

• Not invented here

• Local politics

Innovation thrives with enabling platforms

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PSN innovation – open and systematic

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Scan the globe for new ideas from VCs, start-ups, partners, competitors

Business case assistance and validation

Innovation Techniques

Global Scouting

Innovation Central

Generate

Sort/Filter

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Showcase new ideas and concepts – 250 customer visits per annum

Quick prototype, with strong user/customer focus

First working prototype and co-innovation with customers or internal product teams

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Applied Technology Centre

Customer Centre

Hothouse team

Demonstrate & Visualise

Inspire & Sell

Prototype & Build

Hothouse – an agile method for innovation accelerationA Hothouse…• Is run over an intensive one to three-day period.

• Customer participation is key.

• Brings together business and IT communities (people, process and systems).

• Has three or more teams competing to create a choice of demonstrable solutions to real business problems.

• Results in a preferred solution being chosen from among the competing solutions, and rewards the winning team.

• Multiple solutions may be used to construct the output going forward.

• Ensures a shared understanding of the business problems is achieved and nurtures a strong team working ethos.

• Creates cross business buy-in and momentum to take the H th t t P iti th h t li ti

•Customer choice and customer involvement.Customer Choice

•Immediate customer feedback.Feedback

•Brings all interested parties together.Collaboration

•A reduced delivery cycle.Speed

•A clear & common understanding of the Business problem.Common Understanding

•Demonstration of proposed solutions.Demonstration

•Prototyping (Process or Software).Prototypes

•A collaborative and competitive environment.Competition

•Achieves early realisation of resultRealised Results

Benefits

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Hothouse output Proposition through to realisation. Achieves early realisation of resultRealised Results

What makes a good Hothouse?• One that is owned by the key business sponsor who

understands the problem and can define what good looks like.

• Involvement across all interested parties.

• Having the right mix of people to enable a comprehensive prototype to be developed over three days.

• Key stakeholder participation over the duration to enable instant decisions to be made ensuring that development continues immediately after the hothouse.

• Everyone involved in the delivery needs to be at the hothouse ensuring a common understanding within the delivery team.

• Constant customer involvement and input over the duration of the hothouse.

3 day Hothouse Story

RealisationCollaborationDemo

UnderstandDesign

RealisationCollaborationDemo

UnderstandDesign

RealisationCollaborationDemo

UnderstandDesign

DiscoveryDay Solution

DayResolutionDay

The 3-day story :

BT Connected Communities Accelerator Plan

An innovation hub for companies, customers of all sizes, innovative new businesses, academic partners, policy makers and government. A focus on down streaming and innovation, rather than pure research and education – builds on successful cloud incubationIncludes

1. A collaboration and showcase environment for customers and partners 2. A Cloud based incubation and information distribution platform to enable rapid

prototyping and trial 3. Integration with network platforms especially innovative access solutions

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• Connected Communities are services built on top of data collected from devices, applications and sensors. These services will unlock the transformational value hidden within the data exchange enabled by PSN and G-Cloud

• Connected Communities are a natural fit with PSN and G-Cloud providing a platform for innovation based on large scale network assets, cloud services and selected third party (SME) applications.

• Connected Communities are services built on top of data collected from devices, applications and sensors. These services will unlock the transformational value hidden within the data exchange enabled by PSN and G-Cloud

• Connected Communities are a natural fit with PSN and G-Cloud providing a platform for innovation based on large scale network assets, cloud services and selected third party (SME) applications.

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BT Innovation Exchange® Programme

BT Innovation Exchange® Connected Communities Accelerator

• BT will make available its Cloud Incubation and information distribution platform to enable rapid prototyping and trials for Public Sector customers.

BT Innovation Exchange® Roundtable

• The Public Sector Innovation Roundtables will be targeted at a groups of organisations to help them solve a particular business issue. BT will host and run the roundtable session which will be a one day facilitated event with attendees from a cross section of public sector SME’s third sector and suppliers

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of public sector, SME s, third sector and suppliers.

BT Innovation Exchange® Hothouse

• A BT Innovation Exchange® Hothouse is a three day facilitated event that brings together customers, business partners and experts. The aim is to produce prototype solutions or new strategic plans against a stated business problem in a intensive, rapid and collaborative manner.

BT Innovation Exchange® Events

• A series of regional events to highlight the potential for transformation through innovation. Target audience public sector organisations and BT partners.

Surrey County Council

• In 2011 Surrey County Council had to face the harsh reality of public sector cuts and looked to save £200m over 4 years

• As part of the drive towards efficiencies they have just contracted with BT to bring together at least 20 of their public services onto one network. We will replace up to 40 separate networks to provide internet, fixed telephony, wide area network (WAN), local area network (LAN) and contact centre services on one public services network (PSN).

• BT will also offer unified communications to organisations that want it, as well as cloud services.

• These will be the building blocks to efficiencies, allowing other organisations to join them sharing

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benefits and realising additional savings and efficiencies

• Costs will reduce by up to £750,000 a year, compared with the previous networking deployments.

• Denise Le Gal, the cabinet member for change and efficiency at Surrey said: -

• “We firmly believe public services should be seen as a single team co-operating to make taxpayers' money go further wherever possible and this deal with BT will save the county council alone up to £5.25m over the seven-year contract.”�

• Once the network has been established, the Surrey Council aims to extend the network to libraries and schools, as well as voluntary organisations or emergency services who may want to take advantage of the technology and cost savings.