Presentation deck from the Socitm Supplier Briefing that took place on the 18th June.
Socitm's New Agenda
Data the Key to Digital
Current Priorities for Local Government
Sponsor Address: A Digital Transformation Approach
Meeting the local public services challenge head on.
A Central Government tech insight and where next for Local Authorities
The Supplier Partnership Program
3. #socitmbriefing
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Ian Singleton, Head of Member Services
Data the Key to Digital
Tim Adams, Programme Manager
Current Priorities for Local Government
Dr Andy Hopkirk, Head of Research
A Central Government tech insight and where next for Local Authorities
Paul Tomlinson, Chair of techUK Local Government Interim Board (and Managing Director of IEG4)
4. #socitmbriefing
Agenda
Meeting the local public services challenge head on.
Steve Vallis, Probrand
A digital platform and tools
Bill Edwards, CS Transform
The Supplier Partnership Program
Nigel Bragg , Commercial Partnerships Manager
5. #socitmbriefing
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Ian Singleton, Head of Member Services
Data the Key to Digital
Tim Adams, Programme Manager
Current Priorities for Local Government
Dr Andy Hopkirk, Head of Research
A Central Government tech insight and where next for Local Authorities
Paul Tomlinson, Chair of techUK Local Government Interim Board (and Managing Director of IEG4)
7. Socitm’s New Agenda
• Probably the oldest cliché in Technology
• Technology is a ‘Means to an End’
• Technology is an Enabler
• These have never been more
appropriate as we move
into ‘Digital’
• We all know that but…
…how well do we know our
‘DOG’ or ‘END’ or ‘what we are ENABLING’?
9. Socitm’s New Agenda
• Probably the oldest cliché in Technology
• Technology is a ‘Means to an End’
• Technology is an Enabler
• These have never been more
appropriate as we move
into ‘Digital’
• Technology is extremely important but it has to be in the
context of customer need and experience
• Socitm’s new agenda is to focus on member needs and work
backward
11. Enabling best use of
Information & Technology
All sectors are Members
Public Third
Private
• Socitm is working across Sectors to support more effective
and efficient services for public benefit
Effective and efficient
meeting of customer need
Health Education
Economy
Digital
IT
leadership
Socitm member support
MEANS END
12. Socitm’s New Agenda
• Our services are a means for members to realise benefits and
not services that we just sell to members
• Socitm admits that it may not have been focused enough on
member benefits in the past, especially for the private sector
• Socitm has carried out research, is listening, engaging and
discussing member needs with public and third sector members
• Our Supplier Partnership Programme has been set up to benefit
our private sector members and hopefully these briefings will
help to shape it further.
• As a starter, we believe the lessons learned in Socitm’s new
agenda are relevant to suppliers working with the ‘Digital’
agenda…
13. Your New Agenda?
• So what does ‘Digital’ mean to a Public Sector Organisation?
“It means nothing unless it makes a known difference”
Ian Singleton, Birmingham Suppliers event June 2015
• Digital is your opportunity to ENABLE a contribution to outcomes,
make services more effective or identify savings.
• Digital needs you to keep the END in context with the MEANS and
deliver a solution.
• The market is changing and expects you to provide a solution to
problems not just technology (TAIL) looking for a problem (DOG)
• Do you have a solution or do you just call it a solution?
• Do you know the problem your product solves?
• Do you know how to present your solution to the public sector?
• If not can Socitm help…
14. Yes it can!
• Socitm can help you understand the customer
needs/problems/experience
• Officers dedicated to public sector policy & research
• ‘Better Connected’ analysis of all council websites
• Provider of topical briefings including Integrated H&SC to 300+ LA’s
• Thought leadership and themed networks e.g. LCIOC, PSN, Health & Social
Care, Web managers
• 12 Regional meetings, 2 conferences and masterclasses
• Collaboration platform open to supplier members
• Database of member roles and interests
• Join us through the Socitm Supplier Partnership Programme
…and get to know your dog!
Enjoy the Briefing!
15. Find out more
We are happy to speak to any
member/organisation interested in knowing
more about Socitm.
Public Sector:
Ian.Singleton@socitm.net
Head of Member Services
07887 624 678
Private Sector:
Nigel.Bragg@socitm.net
Commercial Relationship manager
07889 665 063
16. #socitmbriefing
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Ian Singleton, Head of Member Services
Data the Key to Digital
Tim Adams, Programme Manager
Current Priorities for Local Government
Dr Andy Hopkirk, Head of Research
A Central Government tech insight and where next for Local Authorities
Paul Tomlinson, Chair of techUK Local Government Interim Board (and Managing Director of IEG4)
17. 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
18. 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
19. 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
20. 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
24. 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
25. 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
41. 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
42. 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
43. #socitmbriefing
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Ian Singleton, Head of Member Services
Data the Key to Digital
Tim Adams, Programme Manager
Current Priorities for Local Government
Dr Andy Hopkirk, Head of Research
A Central Government tech insight and where next for Local Authorities
Paul Tomlinson, Chair of techUK Local Government Interim Board (and Managing Director of IEG4)
44. Follow us @Socitm www.socitm.net/linkedin
Current priorities in local
government
Dr Andy Hopkirk
Head of Research
45. Current priorities in local gov’t
Austerity?
Maturity?
Diversity?
Place is the Platform
50. 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
52. #socitmbriefing
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Ian Singleton, Head of Member Services
Data the Key to Digital
Tim Adams, Programme Manager
Current Priorities for Local Government
Dr Andy Hopkirk, Head of Research
A Central Government tech insight and where next for Local Authorities
Paul Tomlinson, Chair of techUK Local Government Interim Board (and Managing Director of IEG4)
53. #socitmbriefing
Agenda
Introduction & Welcome
Nigel Bragg, Commercial Relationships Manager
Socitm's New Agenda
Ian Singleton, Head of Member Services
Data the Key to Digital
Tim Adams, Programme Manager
Current Priorities for Local Government
Dr Andy Hopkirk, Head of Research
A Central Government tech insight and where next for Local Authorities
Paul Tomlinson, Chair of techUK Local Government Interim Board (and Managing Director of IEG4)
55. 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
56. McKinsey – top disruptive technology's
* Disruptive technologies Full Report May 2013 – published by McKinsey
58. Digital Strategy - GDS 2.0
*Reproduced from
Mark Thompsons
PS2030 Presentation
59. 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
63. 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.
64. 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
66. #socitmbriefing
Agenda
Meeting the local public services challenge head on.
Steve Vallis, Probrand
A digital platform and tools
Bill Edwards, CS Transform
The Supplier Partnership Program
Nigel Bragg, Commercial Partnerships Manager
68. Europe’s largest IT marketplace online
Plus, managed procurement services
CIPS accredited personalised buying experience
3,000 customers
Managed IT services and solutions
Award-winning technical service excellence
300 customers
Platforms and applications for business transformation
Innovative software that drives smarter working
Proven globally in 150 countries and 27 languages
200 customers
ITPRODUCTSITSERVICESSOFTWARE
69. Innovation Challenges
PS Culture - fear of failure and red-tape
Innovation without risk
Cost saving
Competitive advantage
Automation simplicity
IT departments under extreme pressure
Businesses want to ‘own’ projects
Digital skills shortage – cost of skilled people soaring
70. Our Problem
Industry standard skills required
Business Analyst
Scoper
Multiple Developers
Creatives & Design
Testers
Long production cycle
Very expensive
Lots of stakeholders
Goes wrong
Difficult to scale
Risk
The Old Model
71. Big Opportunity
Huge demand for diverse web and mobile applications
U.S. on track to spend $575bn+ on enterprise app dev by 2018. Gartner
I need a system now
I want a P.O.C. in weeks and deployment in a few months
It must be flexible, easy to change and configure
Fully compatible and integrate seamlessly with legacy systems and data
sources - ‘Systems of Record’
Commoditised for easy re-use in other system
73. The Solution
One
Implementer
Without code
Rapid Application
development
Powerful enterprise
level solutions
The UK’s first no-code app platform
Create advanced web and mobile apps quicker and cheaper
Automate business processes, fast
Drive efficiency. Transform productivity.
PROBLEM
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
Feature rich enterprise apps 77%
quicker and 87% cheaper than
our dev resource
Blue chip tech giant
“
”
74. 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.
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.
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 Bolton 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.
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.
Proven Implementer Profiles
Mature
apprentice (29)
had previous
roles as a
security guard
and as a retail
supervisor.
Has education up to
GCSE level. Came via
Bolton Met College as
an Apprentice.
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.
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.
76. 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
You can deliver advanced SaaS apps to your customers
Sell enterprise licence
Rapidly scale and respond to market opportunities
What’s your appetite?
78. #socitmbriefing
Agenda
Meeting the local public services challenge head on.
Steve Vallis, Probrand
A digital platform and tools
Bill Edwards, CS Transform
The Supplier Partnership Program
Nigel Bragg , Commercial Partnerships Manager
79. A digital platform
and tools
June 2015
bill.edwards@cstransform.com
Transform 360 on KnowledgeKube
80. Citizen
Service
Transformation
What I will cover
1. About us
2. A user perspective on the KnowledgeKube platform
3. A practitioner perspective on the challenges faced now by UK local
government
4. How Transform 360 - the application suite we have developed on
the KnowledgeKube platform - helps local government to deliver
citizen-centric, digitally-enabled business transformation
5. Our partnership approach and the benefits it offers to you
81. 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
82. 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
40+
Countries
84. 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
87. 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
89. 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
91. 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
92. 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
93. 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
95. #socitmbriefing
Agenda
Meeting the local public services challenge head on.
Steve Vallis, Probrand
A digital platform and tools
Bill Edwards, CS Transform
The Supplier Partnership Program
Nigel Bragg , Commercial Partnerships Manager
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
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
07889 665063
Notes de l'éditeur
Driven from Member Needs
Public
Third
Private
Means to an end
Do you know the ‘end’.
"You‘ve got to start with the customer experience and work back toward the technology - not the other way around."
Steve Jobs, May 1997, World Wide Developers Conference
“Start with a customer need and work backward to the solution”
June 2004, esd-toolkit
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.
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.
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.”
Good morning, I’d like to spend a little time today discussing the challenges I think we all face in the Public Sector, how the Probrand Group has approached these challenges, and how we think we can work with you to do the same.
Probrand started trading over 25 years ago, and not untypically for an IT reseller began with the premise of selling technologically simple hardware, HDD, Floppy Disk Drives (looking around the room I’m sure at least some of you remember floppy disks!) and consumables to businesses. The Directors quickly saw that this business model would only ever provide a commoditised sales environment with reducing margins and increased competition and so started on a path of change and evolution
There was the creation of a service and support company Icomm Technologies in 2000
In 2002, the launch of the IT Index delivering management and digitisation of channel data for smarter procurement and better, higher margin sales
Wider recognition, firstly by the ICAEW, then ITGAS (Probrand were the first 1st SME to win a place on a major government IT procurement framework) and then by IBM with the globally deployed Pre-sales advisor tool.
So now we stand, 260 staff, 3 businesses and diverse sales that range from printer toners to global enterprise IT applications (and everything in between)
I joined the group in 2005, and from a background of IT hardware sales, I quickly progressed via Icomm to work within the newly formed Mercato Solutions, at this point Mercato was riding high, we had just delivered a global rollout for IBM in a little over 6 months, and there was a great team of developers producing high quality applications on time and on budget.
Lets not kid ourselves, IT projects, and especially large scale public sector software rollouts have not painted a great picture of the IT industry in recent years.
Everybody hears about the monumental failures
Such as 2011 – when an estimated £12bn was lost on the National Health IT program
But what about the ‘small’ 1 or 2 million pound projects! Or the ‘micro’ projects where 50 or a 100,000 pounds just gets written off when things don’t work
All of this has produced a Public Sector where fear of failure and the red-tape put in place to ‘prevent’ this failure is now strangling innovation and actually fanning the failure it is trying to prevent.
Private sector is no different, all of our clients both Public or Private wants more from less;
Business Leaders want or rather need to ‘own’ their projects, they want Riskless Innovation, Competitive Advantage and Simple Automation of Processes, oh yes and everything has to be delivered at a reduced cost
In the Public Sector, Digital by Default makes it sound like it should all happen by happy accident rather than requiring thought, skills and infrastructure to deliver, and on the subject of skills, the UK is thought by some to be on course to have a skills gap for IT Professionals measured in the 100’s of thousands by 2020, a serious issue replicated across Europe and the rest of the world, it’s no wonder that IT Departments feel that the pressure is becoming unbearable!
So within this sits the UK IT Industry (and Probrand as a microcosm of the industry as a whole)
We had a great team, we could deliver projects, globally if required
But
No matter what we do with the old model we will have the same limiting factors of specialised staff needs, limited talent pool, and constantly changing client requirements.
Everybody aspires to Agile development but what Agility often means is throwing enough resource at a problem to keep changing the goalposts and still achieving our goals.
Every software project needed a diverse group of team members, starting with the requirements scoping, business analysts and consultants, the ever present developers and then a smattering of designers and testers for good measure.
If one person got held up on a previous project everyone is affected and the knock-on ripples could affect other projects for months.
So with all of these challenges it’s no surprise that production cycles are long, projects are expensive, risk is inherent and ultimately
THINGS GO WRONG!
The opportunity if we get this right is huge, Smart City initiatives are being updated daily, UK leader cities like Bristol, Leeds and Glasgow are sharing ideas and best practice across Europe and further afield in Asia and the US.
Demand is huge for web and mobile applications, the US is on track to spend in excess of 500 billion dollars by 2018 and the EU is not far behind this prediction.
Applications need to be delivered quickly, ‘Rapid’ is now a reality in application development, not just a catchy title on a platform.
Proof of concepts are expected in weeks, full rollouts in months and everything needs to be flexible enough to update, reconfigure and re-use for requirements not even thought of when the project started.
Central Government must continue to do more with increasingly tight budgets, we as citizens expect to interact simply and easily at all times of the day and night with our service providers and the data they hold
The Internet of Things and the massive reduction in the cost of connectivity and smart sensor technology has exponentially increased the amount of data available to be collected, analysed and then used in new, innovative, ‘smart’ ways of working.
Smart parking bays help us in our work and social life, gone are the days of driving aimlessly and hoping for a space,
Smart meters can heat our houses for when we actually get home not when we think we might get home
Apps on our phones can tell us whether it would be quicker (and of course healthier) to get off our bus or tube and walk the last ½ mile to work, (of course we knew the healthier bit already).
However all this needs systems that can cope with this ever changing landscape of requirements. The mammoth ERP systems that underpin our governmental services, SAP, Oracle, Sage for example cannot even aspire to adapt quickly enough to this changing landscape of need.
So what did we do?
Since we couldn’t find enough developers to deliver all of our potential client needs, then the ones we had needed to create a platform upon which non-IT people could build enterprise class applications.
We needed to ‘Be Disruptive’, in the true sense of the word, challenge the existing quid pro quo of the development cycle, take the analysts, the scopers, the developers and the other ‘noise’ out of the application delivery process.
Take out the usual ‘Chinese whispers’ that occur in projects and allow the business users who have the demand to create exactly what they want and not other peoples interpretation of it
Challenge the norm! Even the companies that offer ‘Rapid Application Delivery’ require teams of people and only a slightly changed development process
So our developers had one challenge, one goal and one deliverable ‘Go build a platform so non-IT people can ‘Go Create’
In 2010 the idea of no-code application development was formed, the principle driver being the urgent requirement to deliver enterprise apps without the need to find more Software developers with the skills we required
So KnowledgeKube was born.
Version 1 was launched in 2011 and this coupled with a Queens Innovation Award that same year gave us the springboard to push forward with the recruitment of an Implementation team. Now, typically within 60 days the implementers are able to deliver applications to our clients.
Fast forward 4 years and we now have a team of 25 implementers, Big Data Analytics out of the box and as of Q1 this year an aPaaS (Application Platform as a Service) solution that can be published to and accessed globally on the Microsoft Azure platform.
For more secure government requirements, our own UK based infrastructure has full CESG accreditation.
In a nutshell, KnowledgeKube is the UK's first no-code application platform. It enables the creation of web and native mobile apps over 70% quicker and 80% cheaper than traditional development methods. And our no-code credential is evidenced in the work of our 'Implementers‘ – a team that can be replicated anywhere
And don’t just take my word for it, here are the profiles of just a few of our current implementers.
We have backgrounds as diverse as security guards, nurses, librarians and accountants, the only thing they have in common is that not one of them has any previous IT experience.
Implementers have come to us as apprentices with limited schooling, University graduates and people looking for a new challenge, all we ask is for an ability and willingness to learn and work as part of team.
The recruitment of these implementers has delivered many benefits, some, such as increased productivity and therefore the delivery of more applications was to be expected,
However one, unexpected and surprising benefit has been their ability to look at business problems differently, shedding light and coming up with new angles and new ways of tackling issues that someone with an IT background is too ‘trained’ to see, none of them are afraid to ask and continue to ask ‘WHY?’ until they are happy with the answer.
So, the KnowledgeKube platform, I won’t delve too deeply into the technical details here, I’m happy to have a more technical conversation with any of you during the break.
What I will say is that all the constituent parts required for the delivery of Enterprise Applications are supplied in a single platform, this means that implementers create apps using models and rapidly build their skills to deliver applications for everything from simple forms to major data analytics applications from a single learned interface, the implementation process evolves and allows the implementers to improve and develop their skills at a pace to suit them.
Some Examples;
Shipowners – blah, blah, blah
IBM MSS – Provides a web and mobile published configurator for resellers to deliver service oriented quotes, it dynamically updates prices based on user inputs delivers an automatic quote via hard copy or email, currently published in 6 countries including Canada, Australia and Denmark, this is scheduled to be rolled out worldwide during the next 6-12 months.
Vets, Icomm Managed Service, HR systems, job centre plus, HSCIC … I will see how the time is going at this point
So, What’s in it for you?
Take and use the KnowledgeKube platform to deliver applications to your existing clients, train existing staff or recruit and train a team based upon our tried and tested recruitment and training model.
Increase net margins, deliver custom applications, become your clients first call for all things application related
OR
Resell the Knowledge aPaaS to your clients, deliver support and implementation services when required and allow your clients to self-serve their application requirements.
Supplement your client built applications with your own in-house application delivered as SaaS.
Respond immediately to client requirements with your very own scalable no-code Application Delivery Platform