Publication
Strategic Direction and Objectives
From Public Service ICT Strategy
Published on
Last updated on
From Public Service ICT Strategy
Published on
Last updated on
This Strategy has identified 5 key strategic objectives that will set the future direction for innovation and excellence in ICT within the Public Service.
1. Build to Share: Creating ICT shared services to support integration across the wider Public Service to drive efficiency, standardisation, consolidation, reduction in duplication and control cost.
2. Digital First: Digitisation of key transactional services and the increased use of ICT to deliver improved efficiency within Public Bodies and provide new digital services to citizens, businesses and public servants.
3. Data as an Enabler: In line with statutory obligations and Data Protection guidelines, facilitate increased data sharing and innovative use of data across all Public Bodies to enable the delivery of integrated services, improve decision making and improve openness and transparency between Government and the public.
4. Improve Governance: Ensure that the ICT strategy is aligned, directed and monitored across Public Bodies to support the specific goals and objectives at a whole-of-government level and with an emphasis on shared commitment.
5. Increase Capability: Ensure the necessary ICT skills and resources are available to meet the current and future ICT needs of the Public Service.
The Strategy will ensure future investment in ICT is aligned across Public Bodies and continues to deliver the required services and efficiencies for the Public Service, for citizens and for businesses. Accordingly, this ICT Strategy is aligned with the objectives of the Public Service Reform Plan1 of increasing efficiencies and the overarching objective of providing better outcomes for citizens, businesses and public servants though embracing the latest technological advances.
Delivery of this strategy is a major transformational programme which will require diligent planning, excellence in implementation, cultural change and an increase in capability across all Public Bodies. Successful implementation requires a detailed implementation plan with associated change and programme management. This will also require leadership and support at Ministerial and senior official levels across the Public Service, as well as the engagement of other key stakeholders, including the Private Sector, in creating a new and modern ICT-enabled Public Service.
All Public Bodies, while having widely diverse responsibilities, employ similar technologies and systems for delivery of day to day activities. These include networks, telephony, email, servers and storage. All major Government Departments employ systems to manage common business processes like parliamentary questions, submissions and records management as well as websites for internal and external facing communication. All of the above can be seen as infrastructure that is generally similar across Public Bodies. Currently this infrastructure is largely delivered on a standalone basis with each Public Body developing and managing its own infrastructure from separate locations. Moving to a more integrated and shared infrastructure model will deliver efficiencies across the Public Service.
The implementation of this component of the Strategy will require a full detailed analysis of the associated ICT costs and headcount across the relevant Public Bodies. Any potential efficiency gains referred to as the Reform Dividend3 could be used to part fund investment in new digital services, innovation and supporting data infrastructure. Moving to a shared services model of shared ICT infrastructure would support integration and sharing of resources across the wider Public Service while driving efficiency and controlling cost. It is also in many ways a prerequisite for implementation of wider collaboration, data sharing, cross-government digital services and ultimately a unified Civil Service as per the Civil Service Renewal Plan.
This objective is underpinned by several key focus areas including:
Delivery of Services via a Government Private Cloud
Creating shared centres of excellence for the delivery and management of common technology infrastructure as a set of services to the wider Public Service. These would be internally and/or externally hosted and delivered via a secure Government Cloud network. Services include hosting, email, web monitoring, servers and storage. These services would be delivered and operated from a number of centres and where applicable, will leverage existing infrastructure and the Government Cloud Services Catalogue to maximise existing investment and reduce delivery times.
Common Applications Delivery
While taking account of existing investments and different solutions that may already be in place, when applicable (e.g. upon scheduled replacement of existing applications), use a shared capability for the delivery of applications that are common across Public Bodies to address common business challenges and implement these on a government wide basis.
This will require the creation of a central applications delivery and development hub to deliver common applications across Public Bodies. These will be a mixture of packaged off-the-shelf applications and internally developed software. This strategy aims to deliver and centrally support such applications as a shared service rather than enforce a common technical solution in each Public Body.
Networks and Telecommunications
Build on existing Government Networks to drive integration across data and telecommunications networks on a Public Service wide basis. Currently a central Government Networks exists to provide connectivity across a range of Public Bodies. Outside of this each Public Body manages its own local network and telecommunications needs. Centralisation of these services into a common Government Telecommunications group will be progressed. This will deliver further efficiencies, reduction in costs and improved standardisation and service levels on a whole-of-government basis.
ICT Support
Currently there are a number of insourced and outsourced ICT support models in place delivering a variety of first and second line desktop and general ICT support services. However, most first and second level support is delivered on standalone basis within Public Bodies. In some cases this is done using a mixture of internal Public Service and contract staff. Where applicable, consolidation of desktop and general ICT support services into more centralised groups supported by external managed services providers (MSPs) will release ICT resources for other services or more strategic ICT activities while providing a more flexible and standardised service.
ICT Procurement
In parallel with the above focus areas, the Office of Government Procurement (OGP) will deliver the commercial implementation of the Public Service ICT Strategy through the development and delivery of sourcing strategies aimed to reduce the current fixed ICT cost base. These strategies will leverage the considerable buying power of the Public Service and will include, where possible, aggregation of spend, standardisation of specifications and on-going analysis/renegotiation of current ICT contracts. The Office of the Government CIO (OGCIO) and CIO Council will work closely with the OGP and the ICT Category Council to deliver on these strategies.
Digital Government is not simply about putting front-end services online but rather it encompasses everything from the core digitisation of public services to the digital infrastructure, governance and processes, including both front-end and back-office transformation needed to deliver services for citizens, businesses and Government.
Government should use the appropriate mix of electronic channels of communication and engagement to improve citizen satisfaction in service delivery, reach new levels of engagement and trust, and increase efficiency within the Public Service. This Strategic Objective will build on previous successes by the continued digitisation of the top citizen interactions and the increased use of ICT to deliver improved efficiency within the Public Service and provide new digital services to citizens, businesses and public servants. This will also include initiatives to garner feedback from the public on their expectations and the design of digital services from Government.
This objective is underpinned by several key focus areas including:
Digitisation of Top Citizen and Business Interactions
Prioritise the transformation, modernisation and digitisation of the main existing citizen and business transactional service across Public Services. Significant progress has been made in digitisation of information and transactional services and further digitisation will be planned on the basis of a rolling programme with new projects being added as existing ones are completed. Prioritisation will be agreed and progress monitored centrally on an ongoing basis.
Strategic Digital Projects
A small number of key strategic Digital projects will be identified and prioritised within each Public Body. These should include both eGovernment and backoffice improvement initiatives and will require full buy-in from the relevant management board. Projects should deliver demonstrable efficiency and good value within individual Public Bodies or on an interdepartmental basis. Priority should be given to projects that leverage innovative, cloud or mobile technologies to deliver new services and drive efficiencies.
Design for Digital
All new services being delivered by Public Bodies should be designed for Digital First meaning they are compelling and intuitive to use and those who can use digital services will voluntarily choose to do so. This will require a shift in the culture of Public Bodies so that they think digital first and design digital services around the needs of the end-user. The introduction of new channels, digital services or digital work practices will present challenges requiring an increase in digital skills across the wider Public Service.
Recognising data as a critical enabler and sharing this data on a whole-of-government basis is critical to supporting better decision making, increasing simplicity of engagement, driving efficiency and delivering a range of new digital government services to citizens and businesses. Good examples of data sharing exist between Public Bodies but this is primarily implemented on a case by case basis. This Strategy recognises the benefits of data sharing and will facilitate better sharing across all Public Bodies.
Implementing a data strategy is a complex and challenging task. The Data Sharing and Governance Bill currently being prepared by Government will provide a streamlined legislative basis for data-sharing, as well as setting standards for transparency and governance around the sharing of personal data and requirements for the use of identifiers by Public Bodies. In implementing any strategy, existing infrastructure and services such as the Single Customer View and Public Services Card should be utilised in creating an infrastructure to allow citizens to engage in a secure but integrated manner across the wider Public Service.
This element of the Strategy has five key focus areas which will require time, co-operation and investment to achieve a successful outcome. This will be driven through the OGCIO with the engagement of the CIO Council and Data Protection Commissioner.
Common Data Model
Identify and agree the common data set across the Public Service that uniquely defines citizens and businesses.
Data Management
Create functions for oversight and governance of critical common data to ensure standardisation of data and drive data quality.
Data Infrastructure
Implement the necessary infrastructure to allow aggregation and facilitate sharing of common data on a Public Service wide basis to support new digital services and secure authentication to existing services. This would leverage existing systems and services such as Public Services Card to provide a more integrated citizen experience.
Data Insight
Identify opportunities for better data analysis by Public Bodies to target service delivery, improve services and better inform decision making. This should include creation of a centre of excellence for data analytics to assist Public Bodies in addressing common business challenges in this area.
Data Protection
Create functions for oversight and governance of privacy and security for the safe and appropriate use of data as an enabler to support new services and better decision making.
In line with the expectations of the Office of the Data Protection Commissioner, the resulting Implementation Plan from this Strategy will provide a comprehensive approach to how the governance (e.g. control, access, identification of data controller) and security arrangements (e.g. IT-led, encryption, firewalls, data transfer protocols) of data sharing are to be dealt with and how guidance on when data may lawfully be shared using a principles-based approach is to be managed.
Furthermore, it is critical that these data sharing proposals are not just seen in terms of business need and efficiency, but that their perceived benefits are properly weighed up against the personal fundamental rights of the individual.
ICT Governance ensures that ICT projects are aligned, directed and monitored to support the specific goals and objectives of a Public Body at a whole-of-government level. Governance structures, aligned with overarching strategies are required for delivery of the intended outcomes of the ICT Strategy. As part of the new Civil Service Management Board, an opportunity exists to increase collaboration and establish a Public Service wide ICT-focussed governance to agree and prioritise government objectives.
A Public Service ICT governance model will be developed to ensure that ICT priorities reflect overarching Reform and Renewal objectives. Key initiatives to develop an enhanced governance approach are set out below.
ICT Governance
It is recommended that a body is created under the Civil Service Management Board to provide governance of ICT and ensure the Strategy has the necessary mandate at the highest level. This will allow the elements of the ICT Strategy, such as continued digitisation of services to citizens, to be reflected in Public Bodiesâ individual priorities, and provide the mandate for delivery of a more integrated ICT infrastructure. This requires an effective governance model at senior level.
While each Public Body will continue to have its own individual ICT priorities to support its business strategy, this mechanism will align ICT deliverables with Government priorities. This will include defining an agreed scope of the role of Office of the Government CIO (OGCIO) in the central governance of ICT across the Public Service.
CIO Council
The CIO Council provides an advisory role on ICT policy and strategy and is responsible for communication and legitimisation of these decisions across the wider Public Service.
The CIO Council will be restructured to ensure better communications and the sharing of ideas and dissemination of best practice across the ICT community within all Public Bodies. Improvements can be achieved through regular forums and the creation of discussion groups around shared or common processes or services. The CIO Council should also be given a clear mandate for communication and alignment of ICT policy and strategy within Departments, Sectors and the wider Public Service.
ICT Policy
ICT systems support critical services and day-to-day operations in Public Bodies. Consequently, these systems need to be managed appropriately to minimise potential risk factors that would impact on the delivery of Public Services. To deliver best-in-class ICT services on a whole-of-government basis, guidance and policies are required to inform Public Bodies on individual ICT issues.
The OGCIO, in collaboration with the CIO Council, will define and implement whole-of-government policies and best practices for key ICT areas to reduce risk and support standardisation and integration. It is also recommended that the OGCIO and CIO Council will work with the various internal audit functions to ensure that agreed policies and controls are in place and monitored regularly.
The rapid pace of change in ICT combined with accelerated retirement and headcount reduction initiatives have resulted in a skills shortage and skills gap across the wider Public Service. This Strategy identifies targeted recruitment of ICT professionals and professionalisation of ICT as critical to future delivery of ICT enabled public services.
Given the importance of ICT in service delivery, it is essential that the correct ICT resource levels and skillsets are in place; and, as with any key business function, that succession planning for critical roles be established.
This objective is underpinned by several key focus areas including:
Professionalisation
Delivery of ICT requires a wide range of skills from support services and infrastructure management to project management, systems architecture and software development. Professionalisation of ICT career streams to allow progression within ICT is critical; as is mobility of ICT staff across Public Bodies to develop expertise and provide succession planning.
Centralised Resource Pool
The Public Service provides a wide range of services across society and ICT is critical to delivery of many key day-to-day services. One of the challenges this presents for smaller Public Bodies is how to ensure that the diversity of skills required for the range of ICT services is available or viable in these Public Bodies. Where this does not exist, a dependency on external bodies is created for initiation of ICT based projects. This can increase risk factors and costs of the associated delivery.
External Managed Service Providers
Given the current ICT skill shortages, the variety of careers available to ICT professionals and the continued Public Service headcount pressure, a more flexible resourcing model will be required in some Public Bodies to meet the needs of the future. Analysis will be undertaken in collaboration with each Public Body to identify opportunities for business benefits by blending internal management with external services providers for ICT services and realising the potential to release resources for other business or more strategic ICT activities.