COVER STORY. Transformational. Government. Government. Plotting a Macro-level Technology Strategy for Her Majesty s. By Patrick E.

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1 COVER STORY Tranformational Government Plotting a Macro-level Technology Strategy for Her Majety Government By Patrick E. Spencer 14 CIO Diget October 2009

2 In the fourteenth century, the Woolack wa adopted a the eat for the Lord Chancellor of the Houe of Lord, the upper houe of the Parliament of the United Kingdom. Stuffed with Englih wool, due to the importance of the wool trade to the Britih Ile, the Woolack wa a ymbol of the nation properity. Now the eat of the Lord Speaker, the Woolack retain it tatu a an important link between the pat and preent. If he could have a Woolack in the Cabinet Office, Her Majety Government (HMG) CIO and CISO John Suffolk would probably do o. A practitioner of rare heep hubandry in hi pare time, he cite analogie between tending rare heep and overeeing IT for HMG. Indeed, the Tranformational Government initiative Suffolk ha pearheaded for the pat four year embodie ome of thoe very connection. If you create ervice and project that are compelling to citizen and buinee, they will repond well, Suffolk ay. Rare heep don t alway flock together but rather catter. It thu take a great deal of patience to herd them. The ame i true of change management in any large, complex organization, which i the core of the Tranformational Government initiative: It i about patience, about playing the long game, and getting the condition right internally. Tranformational Government: three theme The Tranformational Government initiative wa commiioned by then Prime Miniter Tony Blair and launched in November 2005 with the viion of delivering public ervice via the power of new technologie. The initiative touche all orthe Woolack i the eat for the Lord ganization and apect Speaker in the Houe of Lord. of HMG; trategy and action i coordinated by the Cabinet Office. Suffolk explain we want to approach IT initiative from the len of the citizen and that it take a macro-level view buine. of technology with three primary The econd i about hared theme. ervice. Many IT organization The firt place citizen and focu on back-office function uch buinee at the core of what IT a HR and finance, Suffolk ay. doe. All too often, in both the private and public ector, cutom- Our approach i all about haring: everything from knowledge, er and citizen are expected to architectural deign, facilitie, and conduct buine on the term of computer ytem anything that the provider rather than on their allow u to top reinventing the own term, Suffolk ay. Rather, ymantec.com/ciodiget 15

3 COVER STORY All too often cutomer and citizen are expected to conduct buine on the term of the provider rather than on their own term. MICHAEL BRUNETTO John Suffolk, CIO and CISO, Her Majety Government 16 CIO Diget October 2009

4 Citizen- and Buine-Centric Initiative Suffolk and the Cabinet Office pearheaded a number of other initiative in 2008 focued on enhancing ervice to citizen and buinee. Some of the highlight include: > A Cutomer Inight Forum wa etablihed to champion the caue of the ervice by publihing a erie of guidance document that are ued a a baeline for cutomer atifaction meaurement and cutomer journey mapping > A Cro-Government Contact Council with the charter to facilitate the coordination of ervice delivery acro all of the different channel through which citizen and buinee acce public ervice > Webite rationalization and conolidation, with a target of 95 percent of all non-approved Webite to cloe by March 2011 and for their ervice to be moved to Directgov.uk or Buinelinkgov.uk > Improved data haring between ytem, with highlight that include over 155 million precription tranmitted and 2.7 million driving tet booked online and 13 million motorit renewing their car tax or completing a Statutory Off Road Notification wheel. With nearly five million public ervant, we ve likely olved mot problem. The third i the profeionalization of IT-enabled buine change. Thi i not about profeionalizing IT, Suffolk ay. Change i a horizontal activity and not vertical. It i a whole hot of thing: the portfolio of management, the allocation of reource to project baed on their requirement and level of priority, competency model, and accountability. Thee three theme drive the IT initiative of each agency and department. And while the different IT project they initiate are baed on their own prioritie and requirement, the overall frame doen t change; thee three theme erve a the len. The Cabinet Office provide the macro level, while the individual agencie, department, and local authoritie drive the micro-level component. Focu on citizen and buinee Suffolk explain that it i not the job of the Cabinet Office to do the work of the individual department, agencie, or local authoritie. They are the expert in term of their pecific contituent and organizational requirement and undertand the need of their contituent much Data Lo Prevention Mandate In November 2007, HMG had a ignificant data lo that wa widely publicized. In the aftermath, Suffolk role wa extended to intitute a data lo prevention program that would encompa all of the variou tage of the delivery chain and the public ector. From the review following the data lo, Suffolk and the team defined and etablihed minimum mandatory meaure, uch a encryption of laptop and removable media, a data off-horing policy, and ongoing check of Internet gateway. Additionally, the initiative include mandatory training for all civil ervant nearly 500,000 who deal with citizen data. Much of the data lo come down to human error and a lack of undertanding, Suffolk conclude. Training, education, and uing a range of ecurity olution with multiple view of the environment help reduce thee rik. better than the Cabinet Office, Suffolk ay. Intead, we take the bet idea, package them, and then replay them a a bet practice. Of coure, thi doen t mean everyone mut ue them or more pecifically ha a need to ue them. Suffolk and hi team have pent a lot of time gaining inight into the requirement of citizen and buinee, and thi i ued to help guide deciion making at the department, agency, and local authority level. We mut work with every citizen, in every language, of every ability, acro every ingle channel, Suffolk ay. Satifaction of ervice and the intimacy of the interaction are determined by the type of ervice being provided and local requirement and culture. A part of thi proce, a Cutomer Inight Forum wa etablihed to champion the caue of the ervice. A erie of document were publihed to be ued a baeline for meauring cutomer atifaction. In conjunction with thi effort, the Cabinet Office rolled out a Cutomer Service Excellence tandard, achieved by more than 100 government organization to date. Shared ervice A with the private ector, the economic hift over the pat year are haping the agenda of Suffolk and the Cabinet Office. Excellent ervice to citizen and buinee will till be at the forefront of our agenda, he ay, but even more focu on driving value out of the invetment we make will be paramount. To make progre we mut re-ue, not re-invent. We mut invet where we can create value for all, not for one. We mut engage with citizen, a we cannot ymantec.com/ciodiget 17

5 COVER STORY Readine Evaluation The Cabinet Office pinpointed five area of evaluation to ait individual department, agencie, and local authoritie in aeing their readine level: > I there a trategy and implementation plan in place? > Do recruitment and promotion procee make explicit reference econd-gue the need of thoe who ue our ervice. We mut collaborate and integrate ervice acro the many and varied boundarie, a we cannot operate in iolation. Effort involving hared ervice fall into three phae. The firt phae wa to evangelize the concept of hared ervice and to acertain if they would be internal or external. With the objective of flexibility and agility in the foreground, the Cabinet Office determined they hould be developed and managed in-houe. A a reult, center of excellence were created that limited the number of hared ervice center; thi increaed volume while improving and refining procee for lower cot. We picked department from the upper end of the curve in term of capability, Suffolk note. The majority of central government employee are now erved by hared HR, finance, and procurement ervice. The Department of Work and Penion i a poter child, providing hared ervice acro multiple department and agencie for it more than 118,000 cutomer. To date, aving are etimated at 100 million. The econd phae focue on driving the adoption and breadth of hared ervice. Suffolk and the Cabinet Office formed the Pan- Government Shared Service Group Our approach i all about haring: everything from knowledge, architectural deign, facilitie, to bring together director of key public ector hared ervice center. They hare bet practice and encourage joint problem olving and trategy development. The effort are really beginning to gain momentum, Suffolk report. Some of our hared ervice have won award. The final phae i all about conolidation. We are jut reaching thi point and will begin to rationalize exiting ervice and focu on non-hr and finance function and etablih workflow that pan multiple hared ervice, Suffolk ay. to the Skill Framework for the Information Age? > I the availability of profeional kill identified at individual, team, and organizational level? > Are profeional kill embedded into performance management procee? > Are plan in place to meet current and future capacity requirement and to deploy reource effectively? and computer ytem. John Suffolk, CIO and CISO, Her Majety Government Tranformational Government Highlight > 13 million motorit renewed their car tax online > At the height of the tax eaon, 10 citizen filed tax return via the Internet every econd > 2.7 million driving tet were booked online > More than 15 million citizen and reident viit Directgov.gov.uk every month IT-enabled buine change Suffolk argue that IT cannot enable buine change without the right level of profeionalim. With thi in mind, the Cabinet Office etablihed the competency and kill framework that provide organization and individual with a common profeional language. Thee conit of element uch a kill identification, recruitment, performance management, and workforce planning. At the end of the day, the ucce or failure of the IT initiative for HMG fall to individual. Project and technology are all tranient, here today and gone tomorrow, Suffolk ay. However, what never change and i enduring i the invetment made in people. One of the mot important piece of feedback I received during my career wa when I aumed charge a the chair of the CIO Council. A member came to me and told me John, we do thing, not becaue you tell u to do them, but becaue they re the right thing to do. Procurement benchmark, tandard Each U.K. agency, department, and local authority manage it own data center, et of application, IT function, and contract. Along with open, common tandard a a core requiite, the Cabinet Office etablihed upplier procurement criteria. Suffolk and hi team began by identifying technology component that could be reduced to a logical view, a benchmark of func- 18 CIO Diget October 2009

6 tionality and cot. They tarted with dektop ytem and required upplier to reet their pricing to be in line with the predetermined benchmark. Given the cale of HMG, 100 aved on running each PC in the organization ave HMG about 400 million annually. Suffolk i doing the ame with telecommunication component, which will accrue another 500 million in aving. And we re doing the ame thing with data center right now, Suffolk ay. We have about 130 data center in the central government today, and we probably need about 9 to 12. The reearch how that we ll probably ave a net 900 million in the firt five year and 300 million annually thereafter. Suffolk goe on to explain that HMG will create a private government cloud and application tore, and from thoe they will build utility-baed ervice. Cot efficiencie are very important right now, and thee initiative will ave many hundred of million of Sterling, Suffolk ay. Nonethele, delivering the right ervice to citizen and buine, where they want them and how they want them, i our number one priority. The job of the Cabinet Office i to help our IT upplier gain inight into our buine requirement by ignaling and ign poting, Suffolk ay. A a reult, Suffolk eek out trategic relationhip with hi upplier. I want to undertand the trategie and direction of our upplier and for them to undertand mine at the ame time. Eventually, once thee ervice are in the cloud, Suffolk predict they will be purchaed at the level of HMG. We will buy them at the Crown level, not the departmental level, Suffolk predict. Therefore, any department, agency, or local authority will have the ability to ue the ervice. A hitory of tranformation Sheep hubandry on the Britih Ile date to about 50 CE when the Roman etablihed a large wool pro- ceing factory in Wincheter. By 1000 CE, England and Spain were recognized a the twin center of heep production in the Wetern world. And by the time of Elizabeth I, the heep and wool trade wa the primary ource of tax revenue to the Crown of England. Jut a the heep and wool trade wa critical to England tranformation from a water-bound iland tate to a world empire, technology poee immene potential to Symantec work with multiple HMG agencie and department to help them ecure and manage their ytem and information. The following are ome of the key olution area: Data Protection: Symantec backup, recovery, and archiving technologie are leveraged acro multiple governmental agencie to manage hundred of petabyte of data. Security Management: Two government agencie ue Symantec Managed Security Service, which alo include two full-time Symantec Reident who manage the Symantec Security Information Manager intallation at each agency repectively. Meaging Security: A large number of government agencie rely on MeageLab Hoted Podcat Check out the Executive Spotlight tranform how Podcat John Suffolk at HMG communicate with go.ymantec.com/uffolk and erve it citizen. Ironically, the connection may be more than an analogy; the high concentration and more edentary nature of hubandry in the Britih Ile gave rie over time to an exceptional To make progre we mut re-ue, not John Suffolk, re-invent. CIO and CISO, Her Majety Government Symantec Solution at Her Majety Government variety of breed ome of which may have decendant among the heep tended by Suffolk today. n Patrick E. Spencer (Ph.D.) i the editor in chief for CIO Diget and the author of a book and variou article and review publihed by Continuum Book and Sage Publication, among other. Security, MeageLab Hoted Web Security, and MeageLab Hoted Intant Meaging Security. Data Lo Prevention: Two government department ue Symantec Data Lo Prevention to monitor, manage, and enforce data in motion and at rik, thereby helping to mitigate information rik without locking down productivity. Enterprie Agreement: Four government agencie have Symantec Enterprie Agreement in place that provide them with the flexibility to deploy pecific product familie over a pecified timeframe at pecific dicount. Symantec Reidency Service: Tenplu Symantec Reident are working acro different government ector on everything from IT Rik Management to backup and recovery. ymantec.com/ciodiget 19