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19 February 200819 February 2008

Bill McCluggageBill McCluggageDirector, Delivery & Innovation DivisionDirector, Delivery & Innovation Division

CIO NI Civil ServiceCIO NI Civil Service

Delivery of better public services through improving our capacityand providing staff with the necessary technology and facilities

Organisational Landscape

• A Federated Organisation

– 11 Departments, 6 IT Organisations, 18,500 users

• A Reform & Modernisation Programme

• Devolution

• Financial constraints

– Current Expenditure of £16.3 billion plus £1.5 billion Capital Investment

– Growth 1.2% 2008-11 and forecast inflation 2.7%

– Departmental administration Costs of £507 million

– DFP efficiencies of £5.7m/£10.3m/£14.8m

• Executive determination to deliver – political and public expectation

Delivery & Innovation Division

Director – Bill McCluggage

Deputy Director -Business

Consultancy Service

Helen Campbell

Deputy Director -Modernisation, Innovation &

Policy Ray Wright

CTO & HeadEnterprise

Design Authority(Vacant)

Deputy Director -Enterprise

Shared Service Centre

Barry Lowry

Corporate Services UnitRoy Boreland

Personal SecretaryBridie Rogan

Modernisation, Innovation & Policy – Colin CluneyInformation Assurance Unit – Margaret Taylor IS Personnel – Ann CarlinDigital Inclusion & Innovation Projects – Basil DavidsonReform Delivery Unit – Peter GlynneWeb Technologies & Design – Eimear RooneyNICS Chief Librarian – Kirby Porter

Organisation Structure(April 2008)

ICT Strategy, Technical Standards & IT Development Projects – TP ICT Level 7NICS Certification Authority – Jim Duffy Technology Design – John DalyWP2010 ICT & Unified Communications – Robert Feeworkstyle development (including future@work) – VacantContract Management Office - Vacant

Policy Appraisal & ReviewStrategic ManagementOrganisational DevelopmentPerformance MeasurementChange ManagementBusiness Analysis & PlanningCorporate Governance

IT Assist - IT Account Management, Helpdesk Services & IT Assist Admin Unit - Central Print Unit - Infrastructure Services. Network Operations (NetworkNI & NICS LANs) & RecordsNI

Special Projects & Executive Support

Joanne Dean

NI Direct ProgrammeDirector – Tom

Kennedy

““NOW IS THE TIME. SOME MEN SEE NOW IS THE TIME. SOME MEN SEE THINGS AS THEY ARE AND SAY WHY? WE THINGS AS THEY ARE AND SAY WHY? WE DREAM THINGS THAT NEVER WERE AND DREAM THINGS THAT NEVER WERE AND SAY, WHY NOT? NOW IS THE TIME”SAY, WHY NOT? NOW IS THE TIME”

Edward KennedyEdward Kennedy

Why reform?

• to meet rising citizen expectations

• to support the Executive to deliver the Programme for Government

• to deliver efficiencies and release resources for frontline services

Common

Back

Office

CommonBusinessServices

Lines of Business

Frontline

Customer

Services

NICS Enterprise Architecture

GOVERNANCE

OPERATIONALMANAGEMENT

PROGRAMMESUPPORT

SKILLS

BENEFITSREALISATION

PROCUREMENT

CHARGINGMODELS

WORLD CLASS DELIVERY OF PUBLIC SERVICES

TelephonyTelephony WebWeb Kiosk/SMS/DTVKiosk/SMS/DTV Front OfficeFront Office

Overview of Approach

NICS

Customer Queries via Telephone System(PSTN)/Internet

NI DIRECT

CSR CSRCSR

Agency/Dept

CRM SYSTEM

Backend Systems

Query Request/Response

Agency/Dept Staff

• Initial Processes– Contact Initiated

– Call Pick-up

– Query Identification

– Query Research

– Call Closure

• Hand-off to Tier 2–Case Creation

–Case Update

–Case Closure

Web 2.0Web 2.0--

where web meets audio visual!where web meets audio visual!

eInclusioneInclusion--

Does Digital Equality Matter? Does Digital Equality Matter?

Civil ServiceReform

Delivery of better public services by improving our capacity and providing the necessary technology and facilities.

CivilServiceReform

OversightBoard

AccountNI

HR Connect

RecordsNI

CAL

Advertising

Executive/Ministers

Permanent Secretaries

Review of

Public Administration

Health

Education

Local Gov

Rating

DepartmentalBoards

NetworkNI (WAN & LAN SERVICES)

IT Assist (IT Shared Service Centre )ICT Advisory

Group

ICT AdvisoryGroup

ICT AdvisoryGroup

Reform

• Health Reform

• Education Reform

• Water Reform

• Welfare Reform

• Rating Reform

• Land & Property Reform

• RPA Reform

• Civil Service Reform

Civil ServiceReform

Delivery of better public services by improving our capacity and providing the necessary technology and facilities.

• What: A modern human resource service for the civil service – outsourced shared service centre

• Why: – To provide a modern, more cost

effective, best practice HR service– Achieve consistent interpretation of

HR policies across departments– Current payroll and HR systems will

be unsupported after 2008

• When: First releases went live late 2007; payroll autumn 2008; complete end 2008

• What: New integrated resource accounting and budgeting system for NICS – Financial Shared Services Centre

• Why:

– To move to an integrated Resource Accounting and Budgeting system

– Bringing consistency to financial services across the NICS, e.g. a common Chart of Accounts

– Better financial management information

• When: 4 Depts. migrated to SSC; remaining 7 Depts. by April 2009

• What: A single corporate service for managing records and documents electronically

• Why: – Improved access to

documents & records

– Reduced cost of physical file storage & administration

– Better information management – FOI, audit etc

• When: Project completed March 2008; 15,500 civil servants on new system

• What: A single shared service centre for ICT office systems across the NICS

• Why:

– Provide common infrastructure and consistent desktop services to NICS

– Efficiency savings

– Operate to industry best practices

– Scale to get better deals for the NICS e.g. Enterprise Agreement with Microsoft.

• When: 7 Depts. migrated to SSC; remaining 4 Depts. by April 2009; new data centre established

• What: A single shared service providing generic training and development for the NICS

• Why:

– Developing the skills and capacity of the civil service

– Support reform implementation

– Efficiency savings – removing duplication

– Consistency in training provision

• When: Operational since October 2006

• What: To deliver better access to central government information and services through a multi channel contact centre

• Why:

– 70% of our customers prefer to deal with Govt. by phone but service poor compared to other organisations

– Consumer Council research 2007

– Experience during flooding June 2007

– To deliver efficiency savings

• When: Single number in place for 4 anchor tenants + Incident Line by autumn 2008; subject to approvals, roll out to remaining NICS Departments and Agencies on a phased basis from 2010.

NI Direct

NI Public Sector Networks

Network NI – Managed Service

Voice VideoData

Networ

k NI

Eircom’s Optical Core Network

Craigavon

Omagh

Lisburn

Londonderry

Portadown

Armagh

Belfast ‘A’Antrim

Coleraine

Ballymena

Limavady

Newry

Ballymoney

Strabane

Newtownstewart

Dungannon

Carnteel

Belfast ‘B’

• Multi-Gbit/s eircom fibre ring

• Broad geographical coverage

• Resilient inc. Belfast ring

• Dedicated pairs for ‘RESTRICTED’ traffic

Reform: challenges ahead

• Delivering efficient, effective and responsive shared services

• Driving change – leadership, communications, behaviours and culture

• Realising the benefits

• Improving service to the citizen