Professional Documents
Culture Documents
central government
Reform
45 Great Peter Street
London
SW1P 3LT
Reform comment
Richard Harries,
Deputy Director, Reform
The 2014 Budget confirmed what many suspected including identifying what decisions they face that
– that the pressure on public finances will certainly could be informed by it, as well as the wider benefit
continue for this Parliament and, in all likelihood for of making their own data available in an appropriate
years to come. This means successful public service format. This requires permission from the individual
reform remains a top priority for UK central or the provider, which in itself requires assurance
government. With less money to spend, new and that this proves no risk to their security. To
innovative ways of delivering public services have to encourage data sharing the public and industry
be found; the potential of technology and data must must be reassured that their data is controlled but
be harnessed to deliver these efficiencies. In February also offered incentives to do so. We often share
the Government awarded £1.5 million to projects that data about ourselves with retailers in order to get
unlock data from public bodies, and in April’s Budget better deals. The Government must communicate
the Chancellor announced a further £42 million similar service “deals” that the public will be able to
investment in the Alan Turing Institute for Data access if their data is shared.
Science, to strengthen the UK’s aim to be a world Innovation and reform remain vital to this
leader in the analysis and application of big data. Government if it is to continue to deliver effective
Of course, data is only useful to the public services. To succeed, it must harness the
Government – or the public – if it supports them in ongoing pressure on public finances to drive a
making a decision. Moreover, raw data holds little change in the culture of the civil service and the
value to the majority of the population who have yet wider public – with stronger leadership from the top
to grasp its full potential in their day-to-day lives. and greater acceptance of the risks and benefits of
A technological cultural change is happening, but innovation.
there is more the Government can do to speed it up.
The skills of the civil service must be improved so
that the opportunities for innovation in our public
services, and the wider economic benefits this
brings, are better understood. Equally important is
the need to foster a culture that accepts a certain
level of risk in order to test new and innovative
approaches to public service delivery. This cultural
change requires leadership and permission from
Ministers and Senior Civil Servants, with explicit
reassurance that not only is it acceptable to take
risks in search of better solutions, but that such
behaviour will be visibly rewarded.
To ensure such reforms deliver the required
savings, cultural change and wider permissions
cannot be driven from the top-down. The public will
only engage with the data and reform agenda if
people understand how it is relevant to them,
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Innovation and reform in central government
In March this year, the Office for Budget Tata Consultancy Services (TCS) has witnessed
Responsibility (OBR) reported that public sector net a number of industries shift towards digital models
debt as a proportion of GDP would rise in 2015-16, of working. For example, digitisation has now
not fall, corroborating its earlier forecasts. It has completely revolutionised how the retail and
since been suggested that the Government’s fiscal financial service sectors operate. However, those
programme is deferring the pain of the crisis, transformations have been borne out of competitive
making next Parliament a “dumping ground” for pressure, rather than budgetary constraint.
problems deemed too difficult to resolve in this one. Business has to deliver more for less in order to
So will innovation and public service reform maintain margins and competitive advantage.
happen? All three main parties appear to recognise Digitisation requires putting the consumer at
that public sector budgets will be hit to an even the heart of the transaction process. It requires an
greater extent next Parliament than this, in order to organisation to consider how technology can make
meet the current Government’s borrowing targets. a difference to the consumer from the front to back
The question is whether the executive is enabled to office. For that reason, digitisation offers huge
innovate around tighter public finances. financial returns. For example, TCS digitisation
It is clear that the Government faces a choice projects in the public sector have been focused on
of either offering fewer public services, or innovating removing redundant steps in transaction processes
to deliver more for less. In the immediate term, to both improve the customer experience and
central government has put emphasis on innovation deliver financial savings.
as a means to deliver better public services in Innovation requires a nexus of digitisation,
periods of austerity. The Cabinet Office’s Digital mobilisation, big data and analytics. Digitisation has
Strategy and associated initiatives reinforce the the power to improve overall citizen experience of
ambition that technology will release innovation government services, but citizens should also be
across government and the public sector. mobilised through access from a variety of different
Innovation involves taking risks and embracing devices. Additionally, interpreting big data sets
the potential for failure. Yet this process of trial and through the use of analytics can provide valuable
error is not normally associated with the public insights into government-citizen interactions.
sector mind-set. In some cases, civil servants are Government needs to consider all these topics in
under greater pressure than their private sector collaboration to transform public services.
counterparts to deliver value for money, as they Integrating each new technological channel with
manage public accounts. The increasingly pre-existing ones, such as paper correspondence
popularised role of Select Committees through the and telephone, will be essential.
media has also increased public scrutiny of the Open data is not just about exposing vast
executive. waves of information to the electorate. The real
But the civil service should be enabled to take power of open data is an intelligent analysis of
some risks without the reproach of Parliament. This centrally-held information explicated in terminology
presents a real challenge. If the challenge is that the electorate can understand. For example,
overcome, innovation from new technologies can be while the creation of the OBR has brought welcome
released into the public sector. transparency to budgetary forecasts, the OBR’s
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Innovation and reform in central government
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Innovation and reform in central government
Attendees
Patrick Barbour Haidee Bell Peter Campbell Alice Chadwick Kerry Chapman Clare Fraser
Chairman, Barbour Programme Manager, Director of Corporate Creative Economy Regional Director, Researcher,
Logic Ltd. Creative Economy, Affairs, The Business Open Data, NESTA Industry Marketing Reform
NESTA Services Association UK & Europe, Tata
Consultancy Services
Tim Harper Richard Harries George Leahy Rob Mallows Paul Maltby Tony O’Connor
Economic Adviser, Deputy Director, Deputy Director, Senior Policy Advisor, Director, Open Data CBE
Spending and Policy Reform Innovation Policy, Confederation of and Government Senior Analytical
Analysis, Department Department of Health British Industry Innovation, Cabinet Strategist,
for Business Office Department of
Innovation and Skills Health
Heather Savory Katy Sawyer Sonia Sodha Ricky Taylor Damien Venkatasamy Weijer Vermeer
Chair, Open Data Researcher, Reform Head of Public Strategic Analysis Director of Public Spokesman and
User Group Services & Consumer Team, Department Sector, Tata Political Attaché,
Rights, Which? for Communities and Consultancy Services Embassy of the
Local Government Kingdom of the
Netherlands
Claire Vigier
Policy Analyist,
French Embassy in
the UK
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Innovation and reform in central government
Edited transcript
Paul Maltby
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Innovation and reform in central government
actually in terms of professional error space the public are generally them, and then publicise them...to bring
cultures…some professions actually see supportive of the idea of maybe linking the public confidence with it; because
us as a threat to them and they’ve got tax records and benefit records and you care.data itself could actually put data
involved in the politics of government and could start to investigate it because sharing back rather than forward.” He
data and have lobbied quite strongly that’s trying to catch people. But actually identified three areas in the health space
against some of this stuff being released. when you’re starting to try and find that data could be used in: the first was
Or actually some professions have really innovations around other public sector “the classic research element – the more
embraced it and said this actually gives areas, like health records – and I don’t information you have, the more data you
us the power to go out there and tell need to draw too much attention to care. have”. The second was “the targeted
particular services they need to be data – there is a real risk that if we don’t services approach – where you can have
focusing on X, Y, Z which is what users get public confidence we won’t be able your dedicated healthcare”. The third
are really interested in.” to use the data in a way which will area that he suggested was to collect
Tony O’Connor CBE, Senior improve policy or the quality of services. the data and “provide it to the service
Analytical Strategist, Department of And this is where we need to identify providers in a way that they are
Health commented that he thought the those demonstrator projects which developing and learning and
culture “is changing slowly” but that “the actually show innovation and the system understanding in real time, from a
problem is of course we touch on some can change and deliver something larger data set which they weren’t aware
legal issues. And unlike in the commercial different.” of, so they can start to link together
sector, quite often we’re talking about He noted that it was necessary to different attributes.”
data about you. And that’s when people “free up some resources in order to get He concluded with the observation
start to get nervous. In the fraud and those demonstrator projects, identify that “Data is not information, information
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Innovation and reform in central government
is not insight, insights aren’t solutions and SMEs rather than the same four massive
actually we need to work our way down providers. There is a huge amount of
How do you create
that spectrum, because in government opportunity there, and that is still those safe
there are plenty of problems, and actually
we’re looking for solutions. Just putting
something we’re chasing down.” He
noted that “What I think is interesting is
environments that has
the data out there doesn’t get us there.” one of the untapped spaces where you the confidence of
Peter Campbell, Director of have a degree of user voice or choice ministers to actually
Corporate Affairs, The Business when interacting with a public service…
Services Association commented that and actually the things that are there are allow you to take an
“more could be done in terms of the quite clunky…so I think there are still experiment?
public sector markets and the use of loads of things we could do.” He also
data when a public service is provided by added “there are obviously political
an organisation that is not governmental” choices about what we think
and noted that “in many cases when the government’s role should be in this without trying to engage too much first is
private sector provides a service, there is space, and I’m sure that that would vary one of the ways you can get things done
already more data, in terms of KPIs and according to different political parties. much more quickly than the current
similar. When the public sector provides But I’m somewhat wary of government design in public services.”
a service, if the same amount of going out and making lots of things. George Leahy, Deputy Director,
information was available for potential Sometimes – but I’m not sure that that’s Innovation Policy, Department of
our main role.” Health commented that: “Innovation in
Heather Savory, Chair, Open all forms comes in from different
Data User Group commented that “the directions. Sometimes you do need to go
There is almost too more data you think about being out, find the customer, find out what’s
much trying to ask the available, the more the opportunity in
both the public sector and for private
motivating them and design things
around them. Sometimes somebody is
public what they want sector companies. The real point about going have an idea and somebody needs
when they don’t innovation is you cannot anticipate what to be able to test it, try it, fail, let it fail,
people are going to do and we should improve it, develop it, and nobody paid
understand what the not try, the platform just needs to be for it anyway so it doesn’t really matter.
opportunities are. there.” She added that “the availability of That comes back to Paul’s points, really,
data and technology is fantastic but it and I think actually three things at the
does not substitute for the need to think, beginning that he mentioned around risk
the need to analyse, and the need to add taking and public money and the scrutiny
private sector, social enterprise or value to actually deliver things of benefit.” in the media and the politics…those
voluntary sector providers, then that She also addressed the view of the three points are completely interlinked…
would unleash a great deal of citizen: “the point that we need to get how do you create those safe
innovation.” He asked “is the view within across to the citizen is it is still their environments that has the confidence of
government that there has been this kind choice. It is about designing products ministers to actually allow you to take an
of big data dump and now it’s up to and services which they can choose to experiment?”
everyone else to sort the data out; or be part of or not. You’ve got to allow Tim Harper, Economic Adviser,
that we’ve reached a limit of the data people this opt out”. Spending and Policy Analysis,
that can be released because of Finally she added “I just caution Department for Business Innovation
ownership; or that there are further ideas everybody against trying to over-engage and Skills (BIS) offered some insights
and progress that can be made on with the public. Look at real technical into the approach that BIS is taking:
making sure that cost and output in innovation. Look at the mobile phone. “Rather than just roll out programmes
terms of public services is more readily Nobody ever wanted that; somebody and say this is what we’re going to do,
available, so that potential providers can designed it. Look at the tablet computer. it’s really started piloting and looking at
show what innovation they could bring to Nobody ever wanted that; somebody examples, seeing if it works, and then
the table?” designed it. I think that same mind-set waiting. There is a culture of waiting for
Paul Maltby responded that needs to be applied to the design of new the feedback to come in, then analysing
contracts are “going to go through public services. There is almost too much it and moving forward.” He also
another iteration” of scrutiny “but also trying to ask the public what they want mentioned the importance of “getting
you’re freeing up a market, as colleagues when they don’t understand what the evaluation data to see where we can get
at Government Digital Services have opportunities are…. But getting your the evidence from things that have gone
done, opening that world to innovative alpha testing of a new product out there on to inform the future.”
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Innovation and reform in central government
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Innovation and reform in central government
the get-go the principle about getting that taxonomy right so we’re Business has got to be
transparency around the contract data, using the same language.”
around access to data, around the FOI Sonia Sodha responded that prepared to have a little
agenda…There is absolutely a “actually when you step back and look at bit more of a social
recognition from us, and I think from our what some local authorities are doing,
members as well, that they have to come there is a real disconnect between these
conscience and be
part of the way as well, and I think we are mountains of data and what services are prepared to open up its
very much committed to transparency in
procurement.”
being offered. So I think it’s just a point
about capability and what central
own figures.
Tony O’Connor raised a concern government and other intermediaries can
“that we’ve got a solution and we’re still do that isn’t just letting a thousand
looking for the problem. And it’s actually flowers bloom that encourages that infrastructure of government and the
making sure that we know what we’re uptake.” public sector.” She added that it “needs
going to try to solve.” He also added that Paul Maltby then posed the data available of a good enough
there “is a risk of scope creep that we all question: “What are the areas that should standard, but also with commitment that
come here thinking about what our have happened by now but haven’t?” it gets refreshed and updated on a
version of what big data or transparency Heather Savory responded that known basis.”
is. And I think there is a call for the “For me, I think it’s about within the next Damien Venkatasamy offered an
potential of using analytics in a different twelve months gaining critical mass… in additional response that he “would have
way in order to improve services. But it’s terms of the training…and underlying IT expected a much wider range of services
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Innovation and reform in central government
to be available online and for that service Some will pass a new law. Some will tax Different cultures have
request to be fulfilled online in one someone. The sort of in-built, long-term
transaction.” He agreed that, in the movement. But seeing those [civil emerged because each
experience of TCS, “the real challenge servants] address this question of ‘how department has got its
from a technological standpoint has been do you bring some of these new tools
the legacy environment that we’ve and techniques into the way in which we
own preferred way of
inherited, the quality of the data, making do our business’ is something that doing things. Some will
sense of that in a digital delivery model…
a big challenge and a cost.”
actually makes me hopeful. There is a set
of people there who are actually deeply
regulate. Some will pass
Patrick Barbour asked “In how powerful individuals within the system a new law. Some will tax
many of the 16 departments of who are grappling with this in a practical someone.
government is the permanent secretary a sense and they’re getting their sense of
real champion?” corporate reward by bringing those
Paul Maltby responded “different things on.”
cultures have emerged because each
department has got its own preferred
way of doing things. Some will regulate.
Paul Maltby
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