NSS Digital Transformation programme

Transcription

1 B/18/52 Board Update NSS Transformation programme

2 A brief update on the programme The NSS Transformation programme was initiated on the 1 st June 2017, and represented the implementation of the Transformation Strategy agreed at the end of The strategy clearly articulated the need to progress at speed and scale to ensure the sustainability of the NSS proposition. The focus for Year 1 of the strategy was to develop the necessary enabling capabilities in order to build the delivery support required to achieve the transformation of our services. The programme was implemented in Scaled Agile a recommended methodology which allows synchronised pace and appropriate governance when managing complex initiatives with a high degree of interdependencies. The Year 1 scope was agreed, and cross-functional teams put in place to deliver the outputs identified for each theme. The programme secured nearly 1m of funding, plus an additional 600k for the implementation of corporate data warehouse infrastructure (itself a key enabler). Our vision We will transform the way we provide services. Using modern digital delivery we will drive an efficient and scalable shared services capability for the public sector in Scotland, through the deployment of common capabilities, technologies and data. 2017/18 Budget Reconciliation The programme is now 9 months old, in it s fourth planning increment. Each increment being three months to allow for responsive planning and focused resource deployment. This has also allowed us to deploy budget appropriately as the themes mature, to ensure pace and output. We have now an established programme infrastructure. We monitor performance closely, and measure teams weekly on their output and as such have developed a strong cadence of delivery, where we understand that the programme can deliver between features, or valuable operable output, every 2 weeks. Our scope: key themes that satisfied Year 1 objective to deliver digital capability. *Data Science and Architectural Runway had originally been planned as a single work stream, and was split in PI2, hence zero balance.

3 The value the programme is creating thread Features include (ie operable output) Value Workplace People Agile Engagement Service Delivery CRM Data Science Architectural runway Workplace strategy, collaboration spaces; NSS employee personas, intranet architecture, Skype for Business. Academy prototype, SG skills collaboration, Culture Change Action Plan, Communication and Engagement Plan. Trained cohort of agilists, SCRUM and SAFe accredited staff, agile transition model, agile guide/playbook, Intro to Agile training module. Practitioner website, ISD Discovery, accessibility/ UX/content training. Style manual. Social media strategy, policy; launch of CFS channel. SBU draft digital roadmaps, prioritisation models. Development of Programme Team governance function. CLO pilot. Customer Relationship Management tool for EMT to view key customer information. Data publication website prototype. Open data. Corporate Data Warehouse upgrade, Data Virtualisation. Cloud strategy, GITHUB (code sharing repository), Service Now, AR portal. Enhanced environment/tools allow increased pace, efficient estate usage, increased productivity. Skype represents 38k saving in tech plus reduced travel costs. Academy prototype, SG skills collaboration, Culture Change Action Plan, Communication and Engagement Plan. Pace, value and cross-functional focus. Per day avoidance - contractors Developing key talent. Revenue opportunity - Consultancy/delivery proposition for boards. Optimal service interface. Reduced for estate management. Standardised 3 rd party web deployment; SM allowing services direct engagement with customers. Negotiated position on service priorities and development of once-for NSS capabilities. Demo of service transformation via CLO. Allows visibility of key insight and therefore development of fit-for-purpose strategy and proposition. Single point of intelligence. Modern, interactive, user-centric approach to accessing and tailoring data to requirements to drive local developments. Roll-out will reduce cost to serve in creating discrete data publications. Flexible approach to database services. Clinical value via research use cases (POC re cancer). Modernised approach to technical influence, support, capability and accessibility. Additionally, the programme has developed a Design Authority with associated published standards and processes whose remit is to ensure high quality, compliant service outputs, and Once for NSS approach. This has been of considerable interest to external stakeholders with regards to resolving the latent tension between pace and legacy governance models. The programme has also supported initiatives with new capabilities in areas such as Art of the Possible and Agile., which will provide revenue opportunities.

4 What s next for digital transformation? If Year 1 has been focused on key enablers, Year 2 of the programme is very much focused on business transformation i.e. how the capabilities we have developed will wrap around a service to support and deliver a re-imagined sustainable digital service. In addition, the programme needs to transition some of the enabler work into business-asusual within corporate functions, to ensure programme resources are focused on activities that will drive service value. Programme Goals The programme also has an important role in developing a fit-for-purpose NSS digital proposition to support the delivery of the Health and Care Strategy (due April). There is a growing appetite for establishing a strong digital delivery function and our model has been of interest to (and subject to visits from) external stakeholders including Scottish Government, Local Government Office and the Ministry of Defence. We continue to engage with SBUs and our external partners to ensure a balanced approach, and we are building our understanding of where we can deliver additional value. Our programme infrastructure and level of capability is increasing and we need to put it to good use. We acknowledge that some clear challenges remain, particularly in terms of ongoing capacity across the organisation and skill set issues in digital design and user insight/experience. In entering 2018/19, our programme will be reset to ensure we mitigate these risks and deliver our programme goals. The programme is funded to the tune of 1.9m (plus 500k for MS365), and monies will be dynamically managed to support our approach. 2018/19 Budget modelled against NISE requirements at end of 17/18, now managed by cross-representative programme team to ensure focus on service transformation. Overview of the NSS ambition delivering support and capability across 2 years in line with objectives.

5 A status overview on key themes A series of Director consultations and SBU engagements, as well as a review of programme performance, has identified a preliminary digital state of play by theme, moving into Year 2. Key enabler identified particularly to office-based SBUs. MS 365 implementation 18/19. Delivery of intranet will be symbolic win totem of change which will propagate the influence and engagement with digital technologies across NSS. Status: invest, ensure technical alignment with boards. Business change vital to ensure transition of digital services into BAU strong OD element. Core need will be consistent, repetitive comms to ensure population is taken on the digital journey. Status: needs increased focus, develop organisational capability. Key area for PgMS and IT. Agile maturity required to ensure desirable bimodal approach in delivery. Rapid growth of demand expected as key partners see Agile is key to develop pace. Status: trained cohort but limited delivery experience, needs to be part of BAU proposition to partners. Area of high demand across SBUs. NSS strategically aligned to Gov best practice but significant challenges re capacity has led to tension. Absolutely vital to fix as web will be our key service access point. Social media will move into BAU as enablers complete. Status: invest, implementing dedicated Agile Release Train, significant SBU resources and engagement required to mitigate. Key capability gaps. Workplace People Agile Engagement Service digital support for SBUs. Delivery Customer Relationship Management Data Science Architectural runway Programme Team will identify NSS services to be prioritised and transformed. Key issue will be understanding and developing each service s digital vision, and to utilise the developed capabilities effectively. Status: invest, CLO as model service, develop strategic CRM tools and techniques in place; seen as a corporate sport at present, and not a capability that will be required for 18/19 service transformation. Likely to be required as services transform and as the market develops. Status: move to BAU, reassess at increment planning. SBUs will require a performance/operational data service to support service transformation. Significant risk of losing analytical capability and/or data infrastructure re new public health body. Data service is vital to run digital business of the future. Status: define data service proposition as a matter of urgency to develop capability and an understanding of Public Health dependencies/interplay. SBUs understand as a modernisation of technical support and development will come into play as digital service design identifies requirements or gaps. Status: continue to build AR maturity, support convergence, ensure upstream engagement in art of the possible and focus on emergent tech.