Socitm Supplier Briefing London
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Presentation deck from the Socitm Supplier Briefing that took place on the 3rd June. Socitm's New Agenda Data the Key to Digital Sponsor Address: A Digital Transformation Approach Why isn't Digital Catching Fire… and what can suppliers do Current Priorities for Local Government The Supplier Partnership Program
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Socitm Supplier Briefing London
- 1. Supplier Briefing London 3rd June 2015 Follow us @Socitm Sponsored by:
- 2. Supplier Briefing London Agenda Introduction & Welcome Nigel Bragg, Commercial Relationships Manager Socitm's New Agenda Adrian Hancock, Chief Executive Officer Data the Key to Digital Tim Adams, Programme Manager Meeting the local public services challenge head on. Peter Robbins, MD, Probrand Group A Digital Platform and Tools Chris Parker, CS Transform A Central Government tech insight and where next for Local Authorities Gordon Morrison, tech UK Director, Tech for Government.
- 3. Supplier Briefing London Agenda Current Priorities for Local Government Martin Ferguson, Director of Policy & Research The Supplier Partnership Program Nigel Bragg , Commercial Partnerships Manager
- 4. Supplier Briefing London Agenda Introduction & Welcome Nigel Bragg, Commercial Relationships Manager Socitm's New Agenda Adrian Hancock, Chief Executive Officer Data the Key to Digital Tim Adams, Programme Manager Meeting the local public services challenge head on. Peter Robbins, MD, Probrand Group A Digital Platform and Tools Chris Parker, CS Transform A Central Government tech insight and where next for Local Authorities Gordon Morrison, tech UK Director, Tech for Government.
- 5. Introduction & Welcome Nigel Bragg Commercial Relationships Manager, Socitm Follow us @Socitm Sponsored by:
- 6. Supplier Briefing London Agenda Introduction & Welcome Nigel Bragg, Commercial Relationships Manager Socitm's New Agenda Adrian Hancock, Chief Executive Officer Data the Key to Digital Tim Adams, Programme Manager Meeting the local public services challenge head on. Peter Robbins, MD, Probrand Group A Digital Platform and Tools Chris Parker, CS Transform A Central Government tech insight and where next for Local Authorities Gordon Morrison, tech UK Director, Tech for Government.
- 7. Socitm’s New Agenda Adrian Hancock Chief Executive Officer Follow us @Socitm Sponsored by:
- 8. Supplier Briefing London Agenda Introduction & Welcome Nigel Bragg, Commercial Relationships Manager Socitm's New Agenda Adrian Hancock, Chief Executive Officer Data the Key to Digital Tim Adams, Programme Manager Meeting the local public services challenge head on. Peter Robbins, MD, Probrand Group A Digital Platform and Tools Chris Parker, CS Transform A Central Government tech insight and where next for Local Authorities Gordon Morrison, tech UK Director, Tech for Government.
- 9. Local open data standards and support services Enabling capabilities through a Local Information Infrastructure Tim Adams Programme Manager (LGA) @DrTimAdams June 2015 www.local.gov.uk/lginformplus
- 10. www.local.gov.uk/lginformplus@LGInformPlus The Landscape • Local Government in England – 353 local authorities; 44 fire & rescue – Delivers over 1500 different services – Has over 42,000 items of data collected about it • Data challenges – Not conventional data publishers – Business management data – Internal culture change • Data Extent – Good impression of people and places – Transactional, personal, performance, aggregated data across 13 functional areas
- 11. www.local.gov.uk/lginformplus@LGInformPlus Overview of the infrastructure Functions Services Datasets Incentive scheme Inventory Schemas Aggregator Councils Areas Other... data.gov.uk O D I certificates NationalLocal Neighbour hoods Classifications Data
- 12. www.local.gov.uk/lginformplus@LGInformPlus Objectives of the infrastructure • Provide useful data – responding to common requests • Keep it as simple as possible for councils • Resolve fragmentation, inconsistency and discovery • Enable data users to accurately interpret data and aggregate it across councils Hampshire Durham Sevenoaks Leeds Craven Westminster Any council
- 13. www.local.gov.uk/lginformplus@LGInformPlus LG Inform Plus: providing information management services www.local.gov.uk/lginformplus
- 14. www.local.gov.uk/lginformplus@LGInformPlus esd standards – the home of local government semantics standards.esd.org.uk
- 15. www.local.gov.uk/lginformplus@LGInformPlus LG Inform Plus: providing information management services www.local.gov.uk/lginformplus
- 16. www.local.gov.uk/lginformplus@LGInformPlus LGA open data pages Pages at opendata.esd.org.uk help navigate local data Inventories • guidance on the format • see other councils’ inventories • download in CSV or XML • upload yours in XML • configure harvesting of yours Schemas • browse schemas used by councils • get guidance on specific schemas • see council datasets compliant with a schema • get data aggregated across all councils for a single schema Datasets • browse and search datasets uploaded and harvested Uniform Resource Identifiers • search URI sets used to classify data used in local government • add your own local alternative names for URIs
- 17. www.local.gov.uk/lginformplus@LGInformPlus URI sets for classification and links Datasets Schemas Data items Define structureof Contain Local authorities Official geographies Neighbour- hoods Services grouped by function Other eg: • Planning categories • Entertainment types • Procurement classifications National mapping
- 18. www.local.gov.uk/lginformplus@LGInformPlus Open data publishing: sources of online guidance and materials www.local.gov.uk/lginformplus
- 19. www.local.gov.uk/lginformplus@LGInformPlus Open data publishing: online guidance www.esd.org.uk
- 20. www.local.gov.uk/lginformplus@LGInformPlus Guidance on the scheme and schemas Overview Submission guidance Planning schema Licences schema Toilets schema
- 22. www.local.gov.uk/lginformplus@LGInformPlus Results, benefits, re-use LG Inventories LG Schemas Harvesters & Aggregators countrywide spreadsheets Apps – Great British Toilet Map
- 24. www.local.gov.uk/lginformplus@LGInformPlus 3500 large area & small area metrics
- 25. LG Inform: compare/analyse localities http://www.local.gov.uk/lginform
- 27. LG Inform: maps
- 28. LG Inform: data
- 29. LG Inform Plus: small area drilldown
- 30. LG Inform Plus: small area drilldown
- 31. LG Inform Plus: small area drilldown
- 32. LG Inform Plus: small area reporting
- 33. Direct data feed: API open to all http://api.esd.org.uk/ Help pages Web services Data tools http://stark-fortress-7714.herokuapp.com/ Re-use Apps
- 34. www.local.gov.uk/lginformplus@LGInformPlus Further information LG Inform Plus: local.gov.uk/lginformplus Open data: opendata.esd.org.uk Standards: standards.esd.org.uk Technical Help: support@esd.org.uk Open data knowledge group: https://knowledgehub.local.gov.uk/group /localopendatacommunity tim.adams@local.gov.uk @DrTimAdams lginformplus@local.gov.uk
- 35. Supplier Briefing London Agenda Introduction & Welcome Nigel Bragg, Commercial Relationships Manager Socitm's New Agenda Adrian Hancock, Chief Executive Officer Data the Key to Digital Tim Adams, Programme Manager Meeting the local public services challenge head on. Peter Robbins, MD, Probrand Group A Digital Platform and Tools Chris Parker, CS Transform A Central Government tech insight and where next for Local Authorities Gordon Morrison, tech UK Director, Tech for Government.
- 36. Public Sector Challenges … Head on Peter Robbins June 2015
- 37. Background – Probrand Group Three award-winning businesses: 1. VAR IT Products – Probrand (IT Index) 70 2. Managed Services Provider – Icomm Technologies 80 3. Independent Software Vendor – Mercato Solutions 110 260
- 38. The Challenge - 2010 Digital skills shortage IT departments under extreme pressure Cost of skilled people soaring Reduce risk of large project failure Diverse nature of applications Businesses want to ‘own’ projects
- 39. Demand for Systems of Engagement I need a system now Requirements articulated in clear English by the business I want a P.O.C. in weeks and deployment in a few months It must be flexible, easy to change and configurable Fully compatible and integrate seamlessly with my ‘CRM System of Record’ Componentized for easy re-use in other systems
- 40. Types of Systems in demand • Bidding • Skills & Education • Wellness plans for vets • Insurance Brokers site • Business Transformation • Competency Evaluation • Deal Registration • Data manipulation • Profiling • ROI calculator • Product Picker • Instant Bids • Configurators • Analysis • HR Systems • Data Transformations • Guided Advisors • Psychometric Testing • Behaviour Profiling • CRM • Sales Processes • Business process automation • Business process modelling
- 41. The Innovation Mercato Solutions: “Let’s build a platform that will enable non-IT people to build ………………… systems of engagement”
- 42. KnowledgeKube Origins Business Analyst Scoper Multiple Developers Creatives & Design Testers One Implementer Long winded, protracted Very expensive Lots of stakeholders Goes wrong Difficult to scale Rapid implementation Power in the platform The Old Model KnowledgeKube Industry standard skills requiredPROBLEM Suffering with a skills shortage in digital. Demand is huge for applications. SOLUTION KnowledgeKube A Platform to build applications. Recruit team. Non IT and Apprentices. Grow team to 15, start building applications. Grow platform functionality, e.g. Data Sources Team of 25 Complete Case Studies Add Analytics Code Complete CESG accredited 2012 2013 2014 Launch ApaaS on Azure Develop full training suite 2015
- 43. Team Profile Mature apprentice (29) had previous roles as a security guard and as a retail supervisor. Has education up to GCSE level. Came via Birmingham Met College as an Apprentice. Successful assessment day recruit (22) previously worked in McDonalds and at Aston Villa Football Ground, came to Mercato with no previous work experience in IT. Completed an Event Management degree. Graduate in Nursing (29) who previously worked in a Call Centre providing Customer Service. She has shown huge potential in such a short space of time and is Acting Manager when the Department Manager is out of the office. With previous experience in Marketing roles (22) joined the team after university with no IT experience but has settled very quickly into the role. Graduate of Business Marketing and is thoroughly enjoying his role.
- 44. Team Profile Graduate with an MA in Medieval History (26) joined the team with no IT experience, after working as an Assistant Librarian. Has education up to GCSE level with a keen interest in rugby, the outdoors and gaming. Came via Birmingham Met College as an Apprentice. Successful assessment day recruit (21) has previously worked in Accounting roles due to his interest in maths but he also spends his free time gaming. He has a degree in Mathematics. Successful assessment day recruit (25) came from a Systems and Analysis role following completion of her Information Systems degree. Despite only recently joining the team, she has provided a great input. Apprentice (17) joined the team following successful completion of her apprenticeship. Educated to GCSE level and an excellent kickboxer, she has progressed so much during her time on the team.
- 45. KnowledgeKube ‘Your no code app platform’
- 46. The Back Office An Implementer’s view
- 48. Data Providers
- 49. Training Portal
- 50. Examples
- 51. Screenshots
- 52. Screenshots
- 54. HSCIC
- 56. So, what’s in it for you? Monthly Recurring Revenue and self-serve! “I’d like to do more higher net margin software business” “I’d like to start offering custom apps to customers” “I’d like to improve stickiness with clients” KnowledgeKube is an aPaaS in the Cloud Deliver advanced SaaS apps quicker and cheaper without code Sell enterprise licence Rapidly scale and respond to market opportunities The search is on for a community of partners
- 57. Supplier Briefing London Agenda Introduction & Welcome Nigel Bragg, Commercial Relationships Manager Socitm's New Agenda Adrian Hancock, Chief Executive Officer Data the Key to Digital Tim Adams, Programme Manager Meeting the local public services challenge head on. Peter Robbins, MD, Probrand Group A Digital Platform and Tools Chris Parker, CS Transform A Central Government tech insight and where next for Local Authorities Gordon Morrison, tech UK Director, Tech for Government.
- 58. A digital platform and tools June 2015 chris.parker@cstransform.com Transform 360 on KnowledgeKube
- 59. Citizen Service Transformation What I will cover 1. A user perspective on the KnowledgeKube platform 2. A practitioner perspective on the challenges faced now by UK local government 3. How Transform 360 - the application suite we have developed on the KnowledgeKube platform - helps local government to deliver citizen-centric, digitally-enabled business transformation 4. Our partnership approach, and the benefits it offers to you
- 60. Citizen Service Transformation Who we are ‒ CS Transform is a global leader in government transformation enabled by technology ‒ A boutique business but we sit at the top table, shaping policy and decision-making at the most senior levels ‒ Our unique asset is our high-value IP, which forms the basis of the only global standard for government transformation and the UK British Standard for city transformation (BSI PAS181) ‒ This IP is embedded in a unique set of applications that support transformation in governments (and industry) – Transform 360 ‒ We license our applications, business tools and processes to government and channel partners CUT COSTS & MAKE CUSTOMERS HAPPIER Reduce risk Speed up delivery Our proposition
- 61. Citizen Service Transformation Our customers Australia Bangladesh Botswana Canada China Croatia Denmark Egypt Ethiopia Finland France Greece Hong Kong India Italy Japan Jordan Kazakhstan Kuwait Latvia Macau Malta Malaysia Nigeria Mozambique New Zealand Poland Romania Singapore Slovenia South Africa Sri Lanka Taiwan Thailand Tunisia Turkey UAE Ukraine UK US Zambia Governments worldwide: at national, state and city levels UK Government Global international organisations Blue chip private sector organisations 44Countries
- 62. Citizen Service Transformation The end of salami-slicing ‒ Technology enabled business transformation is happening (there is no other way) ‒ But transformation programmes usually overspend and under-deliver (because it’s a tough and complex to do) ‒ And there isn’t much confidence in what’s gone before ‒ PAS181 provides the business solution – its either that or make it up yourself! ‒ We help you exploit the business transformation opportunity with Transform 360
- 63. Citizen Service Transformation PAS 181: the Smart City Framework
- 64. Citizen Service Transformation PAS181: the Smart City Framework
- 65. Citizen Service Transformation PAS181: the Smart City Framework An operating model for smart cities All about leveraging the existing landscape And using data and technology optimally Set to be an ISO standard
- 66. Citizen Service Transformation PAS181: the Smart City Framework But transformation is hard And cities are big and complicated So that’s why we built Transform 360
- 67. Citizen Service Transformation What Transform 360 does for Local Government ‒ Provides a system specifically designed to manage the key aspects of transformation activity and the key performance metrics in Local Government ‒ Provides transformation programme managers with the tools they need to manage programmes – no matter how complex and how diverse the organisation (or collections of organisations) might be ‒ Provides business leaders (eg Board) with relevant MI indicators that show whether the transformation programme is delivering business impacts. Transform 360: Speeds up transformation De-risks transformation Reduces the cost of transformation Accelerates ROI
- 68. Citizen Service Transformation How it does it ‒ Used by all key deliverers in the programme ‒ Provides the tools to manage all aspect of the programme
- 69. Citizen Service Transformation How it does it ‒ Used by all key deliverers in the programme ‒ Provides the tools to manage all aspect of the programme ‒ Pre-loaded with a transformation plan and operating model, which covers: Programme and project management (to individual task level if needed) Budgets People and skills Key internal and external performance metrics ‒ Guides, tracks and interprets the critical components of the transformation activity
- 70. Citizen Service Transformation Rapid and secure deployment ‒ Transform 360 operates in a hosted environment – either on KnowledgeKube cloud service or a service from any major vendor (eg Amazon, IBM, Microsoft) ‒ Application environment certified secure to UK Government standards ‒ Available through G-Cloud ‒ Requires no integration with existing IT systems – no dependencies with legacy systems unless desired ‒ Can interface with ERP and other systems (eg SAP) ‒ Users only need a compliant browser and an internet connection
- 71. Citizen Service Transformation Channel partner model Our model is to sell though partners Our offer to partners is licensed business process and the Transform 360 application suite This puts you in the PAS181 Smart City market
- 73. Supplier Briefing London Agenda Introduction & Welcome Nigel Bragg, Commercial Relationships Manager Socitm's New Agenda Adrian Hancock, Chief Executive Officer Data the Key to Digital Tim Adams, Programme Manager Meeting the local public services challenge head on. Peter Robbins, MD, Probrand Group A Digital Platform and Tools Chris Parker, CS Transform A Central Government tech insight and where next for Local Authorities Gordon Morrison, tech UK Director, Tech for Government.
- 74. techuk.org |#techuk SOCITM Supplier Briefing
- 75. techUK 2015 Focus Areas Manage impact of 2015 UK election outcome Lead Public Sector Transformation Prepare for EU Referendum Complete Spectrum Forum Policy work Strategic Defence Spending Review Cyber Security Transforming Health
- 76. McKinsey – top disruptive technology's * Disruptive technologies Full Report May 2013 – published by McKinsey
- 77. Digital Strategy – Commentators Views
- 78. Digital Strategy - GDS 2.0 *Reproduced from Mark Thompsons PS2030 Presentation
- 79. Right here right now - (929 Civil Servants said) Technology Adoption •86% of respondents state that IT suppliers are critical to delivering their department's business plan •63% of senior staff view mobility as the greatest way to support efficiency in central government Barriers •71% of Civil Servants in key roles see internal culture as one of the biggest barriers •Over one-third of respondents involved in the design or procurement of IT services think that their department's capabilities in change leadership, innovative thinking and digital capability are unsatisfactory or poor Informed Purchasing •There is widespread support for contact with suppliers before, during and after the procurement process •Only 18% believe there is sufficient pre-procurement engagement
- 80. PS2030 ‘Survey’
- 81. PS2030 ‘Survey’
- 82. PS2030 ‘Survey’
- 83. techUK – Our View of Public Sector techUK 3 Point Plan - To transform public services 1. Better Engagement 2. Better Information 3. More Innovation Securing Britain’s Digital Future.
- 84. Issues for the next Government – Local Government • Develop a digital strategy for LG • Encourage LAs to embrace digital and shift channels – move common services to digital platforms and high volume incoming queries to a digital channel (web/chat/social media) • Encourage LAs to share services, rationalise existing systems and optimise business processes and existing systems • Encourage LAs to develop methodologies and approaches so that they understand the needs of citizens and their mode of consumption of public services through the use of data analytics and development of LG as a Platform • Continue to develop and embrace IoT and Smart Cities
- 85. Thank you Connect with techUK: www.techuk.org @techuk #techuk 0207 331 2000
- 86. Supplier Briefing London Agenda Current Priorities for Local Government Martin Ferguson, Director of Policy & Research The Supplier Partnership Program Nigel Bragg , Commercial Partnerships Manager
- 87. Follow us @Socitm www.socitm.net/linkedin Current priorities in local government Martin Ferguson Director of Policy & Research
- 88. Current priorities in local gov’t Austerity? Maturity? Diversity? Place is the Platform
- 89. Socitm Policy Priority Areas 2015
- 90. Current priorities in local gov’t Digital by design
- 91. Current priorities in local gov’t Health and social care integration
- 92. Current priorities in local gov’t Open systems
- 93. Current priorities in local gov’t Whole place/systems/person outcomes PLACE AS A PLATFORM Local priorities Digital Insights (draws on GDS Design Principles) Interoperability standards Bespoke e.g. building local network capacity Co-design/co- production e.g. care Self-service e.g. sport/leisure services Simple transactions e.g. parking permits Propensity of service user to participate C o m p l e x i t y Common platforms/building blocks
- 94. Future priorities in local gov’t Socitm Local CIO Council Voice! Influence!
- 95. Supplier Briefing London Agenda Current Priorities for Local Government Martin Ferguson, Director of Policy & Research The Supplier Partnership Program Nigel Bragg , Commercial Partnerships Manager
- 96. Supplier Partnership Programme Nigel Bragg Commercial Relationship Manager Follow us @Socitm www.socitm.net/linkedin
- 97. Supplier Partnership Programme Contact: nigel.bragg@socitm.net 07889 665063 Your key to building powerful relationships in the public sector
- 98. Supplier Partnership Programme Contact: nigel.bragg@socitm.net 07889 665063 Our Supplier Partnership Programme aims to connect ICT suppliers with their target public sector audience in a far more collaborative environment than the traditional vendor/client relationship permits to create an unprecedented offering to the supplier community. With 23 separate membership services & benefits available, covering Market Intelligence, Positioning & Thought Leadership, Networking, Product Development & Marketing Strategy, the Supplier Partnership Programme helps you build a powerful channel to market that really resonates with the public sector audience
- 99. Supplier Partnership Programme Gold • Limited to 20 premium places • £13k Silver • Ideal for SME’s • £7,500 Bronze • Suitable for small companies • £995 Contact: nigel.bragg@socitm.net 07889 665063
- 100. Supplier Partnership Programme Contact: nigel.bragg@socitm.net 07889 665063 MARKET INTELLIGENCE POSITIONING & THOUGHT LEADERSHIP NETWORKING PRODUCT DEVELOPMENT & MARKETING STRATEGY SOCITM ACCOUNT MANAGER IT Trends Report Benchmarking Data Policy Briefings Research & News Briefings Socitm Partner Branding White Papers Co-branded research Sponsorship opportunities Mass member communications & social media Access online member communities Regional & National Events One to one briefings with Socitm senior management Proposition Testing Service Bespoke events hosted by Socitm
- 101. Supplier Partnership Programme Contact: nigel.bragg@socitm.net 07889 665063 Market Intelligence • Access to sector-specific research and news briefings • Policy briefings keep you up to date with changing public sector priorities, legislative & compliance requirements • Annual IT Trends Report will keep you abreast of all current service delivery & technology challenges in public sector • Access historical & current repository of local authority benchmarking data measuring ICT spend and many other KPIs
- 102. Supplier Partnership Programme Contact: nigel.bragg@socitm.net 07889 665063 Positioning & Thought Leadership Branding for your website & comms to Socitm members Permanent profile on and link from Socitm website Advertising & editorial opportunities in our quarterly members magazine In Our View Co-branded Socitm Research Reports Publish and distribute white papers to Socitm audience
- 103. Supplier Partnership Programme Contact: nigel.bragg@socitm.net 07889 665063 Networking October 19th 2015 – October 20th 2015 Leicester …or let us send a sponsored message to our entire membership on your behalf
- 104. Supplier Partnership Programme Contact: nigel.bragg@socitm.net 07889 665063 Product Development & Marketing Strategy Believe it or not, these people know public sector IT inside out YOU CAN USE THEM TO SHAPE & INFORM YOUR APPROACH TO PUBLIC SECTOR PRODUCT DEVELOPMENT AND MARKET POSITIONING BUILD BESPOKE EVENTS SO YOU CAN GET THE APPROPRIATE MESSAGING IN FRONT OF THE RIGHT PEOPLE
- 105. Supplier Partnership Programme Contact: nigel.bragg@socitm.net 07889 665063
- 106. Supplier Partnership Programme Contact: nigel.bragg@socitm.net 07889 665063 THANK YOU VERY MUCH FOR LISTENING ANY QUESTIONS? FOR FURTHER INFORMATION PLEASE CONTACT ME nigel.bragg@socitm.net 07789 665063
Notes de l'éditeur
- At a national level data.gov.uk provides a loosely indexed catalogue of open data sets from public organisations, including local authorities. The Open Data Institute also has a catalogue of datasets that have been self-certified as “open”. Local open datasets tend to be similar across many councils so, in local government, we are striving to have some more structure. This means that: Each council can draw on work of others People can link, compare and combine datasets from many councils Within our Open data site we catalogue by function and service all local datasets that are inventorised in a standard way by councils and ones coming from the local open data incentive scheme. We list the datasets with links to the actual data. We aggregate data from different councils that uses the same tabular format, as defined by its schema. We encourage use of standard classifications, defined by URI sets, so everyone is using the same definitions and we can link across different datasets.
- The Open data User Group has selected datasets that are commonly requested. We’ve tried to make it as simple as possible for councils to provide the dataset BUT there must be sufficient data to be useful to consumers AND it must be possible for developers to aggregate meaningfully across datasets from all councils. So we expect them to be able to produce a single aggregated dataset for each of the three themes. They can then develop applications that make the data useful to citizens.
- Come to the landing page for the Local Government Information Sharing and Standards toolset known as LG Inform Plus
- We have a 360 degree model of local government business information within the esd standards. It has taken over a decade to develop with the involvement of practically every council in England and in Scotland. We can dice, slice and inter-connect business information from any angle or any starting point. Little did we realise when we started this in 2001 but the ontologies and the precise lists of interconnected symantics (definitions) provide a fundamental building block to linking data in an open published way. These local government standards provide the basis for one set of uris – essential to linked data – for local government business semantics.
- This diagram shows the way that the lists interconnect with each other for information journeys and well-informed data analysis and interpretation
- The latest additions to the Local Government Inform Plus toolset is a whole host of search tools, inventory management and schemas/datasets harvesting under the “open data” section
- Here’s a summary of the features of each of our open data menu options.
- Standard classifications, in the form of sets of URIs, are important so everyone using the data understands the terms used and these terms have precise meaning. URI sets of particular importance to local authorities are from: DCLG’s Open data Communities ONS, published via statistics.data.gov.uk our esd-standards and natural neighbourhoods (developed by Cheshire East) sites URIs are used to: Classify schemas define the scope of datasets - define teh scope of induividual data items within datasets
- The latest additions to the Local Government Inform Plus toolset is a whole host of search tools, inventory management and schemas/datasets harvesting under the “open data” section
- The latest additions to the Local Government Inform Plus toolset is a whole host of search tools, inventory management and schemas/datasets harvesting under the “open data” section
- Documents give an overview of the scheme, details of how to apply and full details of how to comply with each schema – including exactly what data is expected in each column of the data and if it is optional or required. There are a lot of columns specified, but many are optional. We just name each column so, where councils do include data, the column name is the same for all councils.
- Documents give an overview of the scheme, details of how to apply and full details of how to comply with each schema – including exactly what data is expected in each column of the data and if it is optional or required. There are a lot of columns specified, but many are optional. We just name each column so, where councils do include data, the column name is the same for all councils.
- We have a 360 degree model of local government business information within the esd standards. It has taken over a decade to develop with the involvement of practically every council in England and in Scotland. We can dice, slice and inter-connect business information from any angle or any starting point. Little did we realise when we started this in 2001 but the ontologies and the precise lists of interconnected symantics (definitions) provide a fundamental building block to linking data in an open published way. These local government standards provide the basis for one set of uris – essential to linked data – for local government business semantics.
- We have a 360 degree model of local government business information within the esd standards. It has taken over a decade to develop with the involvement of practically every council in England and in Scotland. We can dice, slice and inter-connect business information from any angle or any starting point. Little did we realise when we started this in 2001 but the ontologies and the precise lists of interconnected symantics (definitions) provide a fundamental building block to linking data in an open published way. These local government standards provide the basis for one set of uris – essential to linked data – for local government business semantics.
- The dials are controlled by the LGA and changes depending upon the authority selected. Additional information on the authority is available via the ‘headline report’. By clicking on the blue titles for the dials users will see further information about this metric, their authority and others. There is an ‘information pane’ on the right for showcaseing councils and new information
- A bar chart showing the relative performances of authorities in this group All components in the report can be exported out as individual elements: e.g. a picture or a csv file.
- The information is show as a map.
- The data set is available too.
- A bar chart showing the relative performances of authorities in this group All components in the report can be exported out as individual elements: e.g. a picture or a csv file.
- The information is show as a map.
- The data set is available too.
- The data set is available too.
- The data set is available too.
- Use these addresses for help or contact me in person.
- Manage the impact of the UK election outcome We will build relationships and an accepted narrative with the main political parties that ensures techUK can promote members interests with all likely future governments Action - execute calling plan and events to cement our position with three main parties Prepare for a European Union Referendum in the UK We will ensure that our members’ position is clearly understood and articulated in the debate such that the interests of the tech sector are protected Action – Conduct Poll/Survey of entire membership to get detailed industry positions on all aspects of EU membership and define any changes they want in the UK’s relationship with the EU. Publish results and calls for action after the election Lead Public Sector Transformation We will ensure that techUK members and the wider industry are leading in developing the Agenda for public sector transformation for the new government Action – complete the detail work on 3 point plan Ensure techUK is the partner for departments looking for replacements for current outsourcing contracts – HMRC, DWP MOD among others Lead the debate on future digital government - successful Government 2030 conference, proposals for the implementation of Govt as a Platform (GaaP) Complete the work of spectrum policy forum We will publish a Proposal for spectrum usage in the UK to ensure that the next government makes the right strategic investment in Spectrum Campaign for the right result from the Strategic Defence Spending Review We will work directly with political parties and other stakeholders to promote the UK's continued investment in defence and security Cyber Security We will ensure the growth of the UK cyber security sector in 2015 in exports and domestic usage Transforming Health We will ensure that UK companies have increased opportunities for business in NHS and other health and care providers Actions: get agreement of HSCIC and NHS England to innovation opportunities from opening up data sets to private companies launching open interoperability standards that benefit members and increase digital take up launching healthcare techMap with NHS England - interactive directory for health solutions developing new health group focused on Medtech developing an approach to biotech scale up
- Insiders have questioned the "build everything" preference and an over-dependence on agile; a lack of external scrutiny; delays to critical programmes such as the Verify identity assurance service; accusations of hubris and arrogance towards departmental IT teams. You might add others, not least the failed rural payments system. It's also fair to say that many of the changes GDS has put in place will only show their real benefits over the life of the next government - enforcing open standards; eliminating big outsourcing deals and ending inflexible legacy contracts; encouraging SMEs through G-Cloud; and others. It has got things wrong and it needs to deal with critical feedback better and more openly (once out of purdah). This week, The Register reported on a leaked report from July 2014 by a consultancy brought in to review GDS's people processes, which highlighted problems with high staff turnover, criticisms of leadership and recruitment, and accusations of favouritism. [They intend to] create commodity components that can be used repeatedly and reassembled locally, but they’re building it with bespoke code. It means we’re left with dozens of components that do not exist anywhere else in the market, and which the government will forever be responsible for updating and maintaining.] BDO Report Accountability is already being blurred. Staff and contractors are no more accountable for high-profile and expensive failures like the Rural Payments Agency Digital Service programme than they ever were. Arguably, with advisory and oversight roles being confused, they are less accountable. The paper also outlines the commercial risks being absorbed by GDS. Tens of millions of pounds have been spent on a network of suppliers incentivised to maximise inputs rather than outcomes. This is reflected in the remarkable increase in taxpayers’ money being spent with specialist firms of agile coders that have been close to GDS from the outset. Their exposure to the government market now rivals some of the Systems Integrators that they so deride. The final risk discussed in the report is that of inefficiency. Can a monolithic GDS of 600 people with all the vested interests and perverse incentives that brings, really sit at the heart of a genuine digital revolution? Recommendation (1) – GDS should separate its controls function form its advisory function. Its controls function should be aligned to the gateway review process and integrated within that structure Recommendation (2) – GDS should step away from all commercial activities and look to the Crown Commercial Service to provide all commercial support to its aims Recommendation (3) – The advisory part of GDS should be allowed to grow and improve by teaming up with the private sector and competing for the support it provides departments
- Platform approach Francis Maude – ‘Help departments focus on their core business, without having to build every single component of a service from scratch." He believed that this would be the new way forward for interactions between the Government and citizens, and said that "public services will need to be fully integrated with this platform in order to be viable." The Minister clearly set a precedent for the conference, as this topic surfaced in almost every debate throughout the day. Government believes the development of common, shared technology platforms services – known as "government as a platform" – will help to build redesigned digital services. “We have already built platforms for publishing (Gov.uk), identity (Gov.uk Verify) and performance data. These are platforms all of government share, saving money and unifying the experience for users,” said the report. “Platform services will give us an infrastructure which services and teams can build on. This may also lead to the development of APIs so that some of the infrastructure – or data in it – can be used by third parties to build their own services.” Platform approach “Gov.uk is so important because it establishes the idea of a common platform for all of government. Once you have that platform thinking, then you apply that to booking, registering, getting a licence – all things that are common in government.” An example of this is the Ministry of Justice developing a simple transaction for prison visit bookings. The service was not designed independently of other departments, and the back-end code can be used to create an underlying platform for booking anything for any public service – jobcentre appointments, for example, or driving tests. “One of the pieces of utility they came up with was a booking application. Now, when you want to book something else, we have that common component and booking in government should look like that,” added Bracken. Bracken describes the move from silos to platforms as a “generational” switch. “That is going to be the bulk of the activity technically in the next parliament. It brings with it many decision points – whether you stick or twist, whether you replace, reform, or retire systems in any given department.” G-CLOUD 7 When G-Cloud 7 opens in June 2015, those two new categories will also be joined by advertising and media; energy and utilities; fire services and equipment; police services and equipment; travel; and welfare to work, as part of the expansion. Any company looking to join the party must fit in to one of the four categories or "lots" to be listed, which are Infrastructure as a Service, Platform as a Service, Software as a Service, or Specialist Cloud Services. 13,000 services listed! - Issues with Transparency and whether there’s enough business through it..
- 1. Better engagement, to support civil servants earlier in the process and help develop policy with technical expertise. techUK members are committing resource to engage much earlier in the process, ensuring officials develop policy with a proper understanding of what technology can do. Previously many in the industry felt they were waiting to be invited to tender for a scheme that might have been designed better. 2.Better information, providing standardised, transparent reporting. This will overcome the problems of wildly varying reporting requirements on public sector contracts, which had the effect of making one scheme impossible to compare with another. The industry will agree a standardised data and evaluation scheme, allowing Government to pick and choose suppliers more effectively. 3.More innovation, giving civil servants the opportunity to experiment and explore solutions in a risk-free environment. techUK's 'innovation den' model will be used to provide a test platform for new projects, and is designed to overcome the problem of public sector innovation being strangled by the fear of failure. techUK will develop a 'techmap' of suppliers, ensuring Government is aware of all the options available to them.
- “Budget 2015 announces that the digital ambition will extend beyond central government and arm's-length bodies, to consider local services. HM Treasury, the Department for Communities and Local Government and the Government Digital Service will collaborate with partners in local government, as the sector develops a set of proposals that will enable more customer-focused, digitally-enabled and efficient local services in time to inform future budget allocations” Maude replied that Onwurah “is completely right to flag up the huge scope for improvement in online services in local government. GDS’s focus has had to be on central government, but in the document on efficiency and reform that we published at the time of the autumn statement, we flagged up that we expect this to be available across the wider public sector. The focus for the time being has to be on finishing the job in central government, but helping to build an equivalent to support local government is a very high priority for us.”
- Issues include … Austerity: Another four years … needs radical response Maturity: Leadership and understanding of the opportunities. Local capability. Pace. Diversity: Local priorities and differences. Place is where it all comes together – outcomes, insight, collaboration (multiple sectors/suppliers and multiple levels of, and agents for, government services), delivery.
- Digital Insights – 15 principles aligned with GDS design principles. Digital Maturity Assessment. 2015 Budget = Government intent to extend its digital ambition to local public services Local GDS???? Collaborative submission to Spending Review = Local Digital Alliance (Socitm and LCIOC key players). Business case for common transactional engines e.g. identity management, payments, digital care record AND more complex services requiring end-to-end process redesign and digital enablement. = ‘Digital by design, open by default’ e.g. hospital discharges to home/family/community/social care, supporting troubled families, applying to become an adopter. e.g
- National Information Board – Framework for Personalised Care 2020 – Delivering Locally workstream Maturity model under development with HSCIC. Health and Social Care Integration Pioneers – dissemination and engagement programme – Summits and Workshops; further Informatics Programme in 2015. In discussion with HSCIC re. regional support and engagemnt programme.
- #opensystemsalliance – manifesto - group to be established on Knowledge Hub What can/should Socitm do? What can/should suppliers do? Proprietary Systems. Open Systems. Open Source. ‘Apps Store’ for open systems components – it’s in our gift.
- What platforms to build? Key processes to improve end to end? User-centric, agile design? Build, buy, source? Funding and support?
- Issues include … Austerity: Another four years … needs radical response Maturity: Leadership and understanding of the opportunities. Local capability. Pace. Diversity: Local priorities and differences. Place is where it all comes together – outcomes, insight, collaboration (multiple sectors and multiple levels of government services), delivery.