Public Sector IT News
Share cookies compliance expertise says ICO
Privacy watchdog wants government websites to disseminate good practice about complying with EU cookie regulations
The Information Commissioner's Office (ICO) wants public sector bodies that have made their websites comply with EU cookie regulations to share their knowledge with others.
"We are seeing elements of good practice and what we hope is that, as those get implemented, it will be much easier for those who are not ready to see which path they need to take," David Evans, a senior policy manager at the ICO, told Guardian Government Computing.
An EU directive setting out new rules on privacy and security with regard to cookies came into force on 26 May 2011. The ICO set the same date this year as the deadline after which it would begin taking action against those who don't comply.
The ICO does not know how many public sector websites have made the necessary changes, but expects that they should all be working towards compliance by now.
Evans said the ICO would be concerned if it found organisations were not working towards compliance, but said it would also be worried if they were rushing into being compliant by the end of the month without adequate testing.
"And one of the issues here is that if an organisation introduces a change to comply with the cookies rule which doesn't work properly, they might be denying access to a lot of their users," said Evans.
"Now if you're a private business, then the worse that happens is that you lose some of your revenue that day. But if you are offering services to UK citizens and you are introducing something which denies them access because it does not work properly, there are all sorts of issues for government, local authorities or even NHS websites, that a retailer would not face."
The ICO's general enforcement policy is that that monetary penalties of up to £500,000 can only be issued in the most serious cases, where serious harm has been caused, the organisation should have been aware of its failings and not taken steps to address them.
Simon Rice, also a policy manager for the data protection watchdog, said: "Looking at cookies, it would be very difficult in many cases to apply that test."
Evans said that the ICO's initial approach was always to try and achieve compliance through negotiation, rather than addressing a problem which has already happened.
He believes that local authorities are doing a lot of good work on compliance. "What we want is an element of consistency where an organisation doing something properly can then disseminate that practice among their colleagues in similar sectors," he said.
A spokesman for the Cabinet Office said that the government expected that all departments would comply "by the earliest possible date". He added, however, that there was no "single reason" for them not being able to comply now.
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Fri, 18 May 2012 15:51:16 GMT
CloudStore 2 goes live
Government CIO Andy Nelson says latest iteration of CloudStore offers better functionality
The second iteration of the government's CloudStore has gone live today, the Cabinet Office has announced.
It claims that the iteration has better functionality in terms of searching and comparing services and prices. It also enables buyers to purchase directly through the store if they are registered with the government eMarketplace.
The intention is to make the service better for suppliers because payments will be quicker and easier. Profiles of companies can be edited more quickly, according to the Cabinet Office.
It said the iteration was built on the government eMarketplace, as a way of using existing technology, but that it is still the government's intention to consider using open source in future versions.
Andy Nelson, the government chief information officer, said: "Using cloud solutions in the public sector that have been assured and accredited will almost always be less expensive, and we will only pay for what we use.
"We had overwhelming interest in the first CloudStore. Today's iteration improves on the original in a range of ways – better functionality on searching, price comparison and payment are just a few examples.
"CloudStore will continue to evolve and change. For this iteration it made practical and financial sense to use an existing government platform. We look forward to feedback from users as we continue on our cloud journey."
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Fri, 18 May 2012 15:25:24 GMT
New Oyster online service goes live at Transport for London
New system allows Oyster card users to check their accounts online
Transport for London (TfL) has launched an online service for Oyster card holders, which allows them to look back over their journey history and fares paid.
London's transport authority hopes that the online account will allow season ticket or pay-as-you-go users to easily check that they have been correctly charged for their journeys without having to contact the call centre. Passengers who register for the new system will also be able to see whether they have correctly touched in and out of card readers at stations.
The system aims to make the process for printing out the journey history on an Oyster card easier as passengers will be able to download their history online and use the information to claim work expenses, rather than having to contact the Oyster help desk for the information to be posted to them. Eight weeks of journey history will be available, from the date the Oyster account is set up, the transport authority said.
According to TfL, feedback from customers who have trialled the accounts has been positive so far.
The new move is part of a programme of improvements to make the Oyster system more convenient for passengers and to streamline processes for the authority. More features will be introduced to the Oyster online accounts system later this year, including the ability to submit refund applications online.
Shashi Verma, TfL's director of customer experience, said the authority understood the frustration felt by some customers who have had issues with the current system.
"Having the online account allows users to easily check that they have been correctly charged without having to contact a call centre. Later this year we will further improve the service by introducing an online refund service, which will be another step forward for our hugely popular cards," she said.
The announcement to enhance the Oyster system is happening alongside a drive by the authority to launch contactless payments later this year. However, in November last year the business case for contactless tickets was heavily criticised by the London assembly's transport committee for not being robust enough. TfL was told to report back to the committee by September 2012 on the concerns it had raised.
Speaking at a transport event in January, Matthew Hudson, head of business development for fares and ticketing at the authority, said that TfL was committed to launching contactless tickets. He also revealed that the Oyster system was at times problematic and expensive to run, but said that the authority had no plans to phase out the smartcard.
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Fri, 18 May 2012 13:16:38 GMT
West Midlands and Surrey £1.5bn framework faces Olympic delay
Surrey police chief constable recommends 'modified approach' to business partnering programme
A £1.5bn joint framework contract for computer equipment networks and services between West Midlands and Surrey police is being delayed, partly because of Surrey's Olympics policing commitments, and concerns over governance and financing.
In a memo to her police authority, Surrey's chief constable Lynne Owens recommended a "revised approach" on the planned Business Partnering for Police (BPP) programme.
Although the two authorities issued an OJEU notice in January 2012, followed by a bidders conference in March, Owens said recent discussions with police authority members, as well as media coverage and public feedback had demonstrated that one of the challenges facing the two forces is in explaining clearly what the programme seeks to achieve.
"There is a need to describe what business partnering would look like, how it could work and what it would mean for the public of Surrey. Since my return to the force as chief constable, I have, naturally, wanted to take time to consider how Business Partnering may fit within my wider plans for the force...and from my perspective there are a number of factors that need to be considered further."
These include, she said, the Olympics, where Surrey has to provide an "excellent 'business as usual service', and governance.
"It is evident that there is not wholehearted support from all police authority members for this programme. Equally, with the forthcoming election of a police and crime commissioner in Surrey, we need to ensure that we provide an opportunity for them to influence and shape whatever we develop."
Financing is also an issue, she said: "It is clear that the financial situation for forces and authorities is unlikely to improve. Indeed, early indications are that cuts in the next CSR could be even more significant. My absolute priority must be to protect our frontline policing, undertaken by Surrey police officers and staff with the support of partners and I need to reflect on every opportunity that enables me to do that."
Owens said she has discussed with West Midlands the adoption of a modified approach to the procurement.
"The next formal stage is the Invitation to Submit Outline Proposal (ISOP), during which bidders submit a written response to set questions. We now believe we should allow more time to develop our approach at this stage," said Owens.
"Working with the authority, I want to ensure the ISOP reflects the scope and requirements of both Surrey and West Midlands. In particular, this will provide an opportunity to ensure alignment with our refreshed Surrey Public First Strategy: To keep people safe from harm, give them confidence that we will be there when they need us, and relentlessly pursue criminals.
"In Surrey I would therefore propose the following: we hold a police authority workshop, with the supporting business consultants, to develop further the strategic intent for the programme;
to jointly develop the ISOP questions and, prior to formal continuation of the procurement process, build a joint product that provides more clarity on what is in scope. The force and authority conducts a public engagement exercise on business partnering, perhaps through focus groups."
Owens said the work, which will take place over the summer, has three very clear advantages: "It minimises any impact on the Olympics, as we will plan activity around periods of peak demand and operational commitments.
"The majority of the competitive dialogue activity (which follows ISOP) would take place after the election of the PCC, therefore allowing them to influence and shape the outcomes of the process.
"The opportunity to consult on and clarify the requirements and scope for business partnering."
She said the original budget for the OJEU and pre-procurement phases of the programme was £750, 000. Programme spend to date has been £644,000, with the forecast spend for the programme £4.5m
The pioneering West Midland-Surrey partnership, which is open to other police forces to join, is intended to drive significant procurement cost savings, although the contract, which will include the implementation of services such as CCTV and command and control systems, is also earmarked to deliver service improvements.
Paul Ridgewell, senior analyst at Kable, said: "It would seem that a combination of negative media coverage, pockets of internal resistance and uncertainty surrounding the election of PCCs has led to a decision to delay the project. Depending on one's outlook, this is either a loss of nerve or a pragmatic response to a change in circumstances."
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Fri, 18 May 2012 13:12:11 GMT
Scotland considers expanding use of tablet computers for schools
Government to look at how mobile devices including iPads could be rolled out to more learners in the country
The Scottish government has announced plans to explore the option of rolling out more mobile devices in education institutions to enhance learning.
Education secretary Michael Russell revealed the plans on a visit to a primary school in Edinburgh, which is already using technology such as iPads. He said that the government will take stock of how such schemes are working and consider how they could be used on a wider scale.
"I want Scottish school pupils to be both connected and collaborative and I want to see digital technology being used purposefully both in and out of school," he said. "The range of mobile devices that are now available and the promise of what they can bring to teaching and learning is very exciting and something that must be embraced."
According to the government, 10 local authorities – almost 20 schools and hundreds of pupils – are already piloting iPads and Android technology.
He has asked government agency Education Scotland for recommendations on how the country can benefit from mobile technology for all learners in Scotland.
The government previously outlined five objectives for ICT education in Scotland:
• To change the culture of the use of ICT.
• Improve confidence in the use of ICT for learners, teachers, school leaders and parents.
• Promote new behaviours for teaching.
• Deepen parental engagement.
• Strengthen position on hardware and associated infrastructure.
A spokesman for the Scottish government told Guardian Government Computing that no specific timescale had been put in place for when a decision would be made on a further roll out. He said that the government would look closely at places where such technology was already being used and consider the benefits.
"Obviously, we'd also have to look at the costs of rolling out more mobile devices. At the moment we're not saying, 'We're going to roll out this technology to all learners in Scotland,'" he added.
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Thu, 17 May 2012 14:49:39 GMT
Cabinet Office issues social media guidance for civil servants
Guidance on use of social media for civil servants published as part of the government's ICT strategy
Have a clear idea of your objectives in using social media, learn the rules of each social media space before engaging, and don't open a channel of communication you can't maintain. These are some of the top tips outlined in the government's newly released social media guidance for civil servants.
Authored by the Government Digital Service (GDS) and the Home Office, the guidelines come just over a year after the Cabinet Office first pledged in its ICT strategy to produce "practical guidelines on departmental access to the internet and social media channels".
Talking about the six principles that make up the guidance, Emer Coleman, deputy director of digital engagement at the GDS and one of the authors of the advice, says in a blog post on the service's website that when using social media the government should:
• Communicate with citizens in the places they already are.
• Use social media to consult and engage.
• Use social media to be more transparent and accountable.
• Be part of the conversation with all the benefits that brings.
• Understand that government cannot do everything alone, or in isolation.
• Expect civil servants to adhere to the civil service code (online as well as offline).
In part one of the guidance, the GDS stresses the importance of using social media to add a further level of transparency and accountability to the public.
"It allows citizens to input into decisions, to question them and for replies to be broadcast to many instead of one-to-one. So the government can hear direct from those affected by its decisions – the positive and negative – and explain and/or defend its decisions in response to questions or concerns," says the document.
The guidance adds that using social media doesn't mean that the government should answer all the queries and questions directed to it through social media channels, and says that common sense should be applied.
Part two of the guidance, authored by the Home Office, offers advice on how departments can overcome technical barriers that are currently hindering government employees from utilising social media.
In a foreward to the guidance, Sir Bob Kerslake, head of the civil service, touches on this point and acknowledges that not all government staff can easily access social media channels at this time at work due to restrictions that may be in place or other infrastructural issues.
He adds: "Keeping abreast of new technology and new ways of communicating in a digital era are crucial to our ability to attract a new generation of talented people into the service."
The publication of the document signals a recognition within Whitehall that social media has become an increasingly important tool for engagement with citizens and for effectively getting departments' messages across.
With access to social media restricted in certain spaces within the government, the next task will be to overcome technical barriers and ensure that social media tools are used safely and responsibly by staff – something the NHS has found problematic at times.
Commenting on the launch of the guidance, Sarah Burke, a solicitor at law firm Thomas Eggar, said: "While the guidance is useful and encouraging, it does not highlight the legal implications of using social media to post information. It suggests that civil servants should respond to questions raised by citizens through social media.
"However, posting or responding with erroneous information could lead to proceedings for defamation. In light of this, civil servants should be cautious if they re-tweet or re-post comments and ensure that they are not posting incorrect information."
Speaking to Guardian Government Computing in March, Coleman said that the time was right for the government to start developing its online personality, but acknowledged that it would take time and that a big cultural change was needed to achieve this.
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Thu, 17 May 2012 10:55:12 GMT
Leeds teaching hospitals trust moves to standardised directory
One of UK's largest NHS trusts shifts to Microsoft Active as part of £37m informatics strategy
Leeds teaching hospitals trust is moving its directory from a Novell platform to Microsoft Active Directory as part of a £37m five-year informatics strategy.
"We want to standardise with other NHS organisations and pull Leeds out the dark ages," Eileen Jessop, the trust's deputy director of informatics, told Guardian Government Computing.
Leeds is one of the UK's largest NHS trusts, but according to Jessop has made very little investment in technology over the years. The issue was addressed in February last year, however, when the trust board committed to the multimillion pound upgrade.
Jessop said that although the move to the new directory is a small part of the overall programme, and valued at only £267,600, it is a significant "building block" for the delivery of better clinical systems.
"I think this is an exciting project," she said. "If we get this done, we can move far quicker on our whole strategy."
According to Jessop, the project is currently at "audit stage" and implementation will start within the next few weeks.
"I understand a new directory service can be built within a few months, it's all the migration from the old directory that can take up to 18 months from start to finish," she said.
As part of its informatics strategy, Leeds is currently implementing wireless, looking to centralise its storage and introduce "order communications", so that clinicians can request and receive pathology, radiography and other results, from within the trust or GP practices.
It also intends to introduce a scheduling system to help manage patient appointments, theatre equipment and staff deployment and other hospital processes.
Microsoft Active's Directory is being implemented by Insight Direct under sub-contract to Yorkshire-based IT services provider Esteem.
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Wed, 16 May 2012 15:32:34 GMT
Efficiency group founder Ian Watmore to leave government
Founder of cross-Whitehall cost-savings group joins ERG exodus
Ian Watmore, who helped establish the Cabinet Office's cost-cutting Efficiency and Reform Group (ERG), is to leave the civil service.
Watmore, who besides his chief operating officer role within ERG was also permanent secretary of the Cabinet Office, is leaving for an unspecified future at the end of June after a seven year career in the civil service. His departure raises question marks over who his ERG successor will be.
Watmore's impending departure follows a string of recent ERG exits, including government CIO Joe Harley, deputy CIO Bill McLuggage and G-Cloud programme director Chris Chant.
Watmore helped create the ERG to ensure that departments across Whitehall adopted a new and ambitious approach to saving money and started working together to ensure the greatest economy of scale when buying goods and services, including ICT. ERG ensures departments work together to tackle waste and improve accountability across a range of areas.
Francis Maude, minister for the Cabinet Office, said: "Ian has played an important role in establishing the Efficiency and Reform Group within the Cabinet Office. This group put in place tough cross-Whitehall controls on property, procurement and ICT in 2010. As a result we have helped departments deliver billions of pounds in cash savings for the taxpayer. He has assembled an enormously impressive team in ERG who will carry forward this crucial agenda."
Sir Bob Kerslake, head of the civil service, said under Watmore's leadership, the government had made "great strides in transparency, procurement and eradicating waste in public spending – putting the government on track to deliver £9bn in cash savings to date and double the amount of business going to SMEs, setting up the government's Digital Service and launching the first government mutual joint venture. Ian has also led the creation of the Major Projects Authority that oversees projects worth in excess of £400bn and the new Major Projects Leadership Academy to build the skills of senior project leaders across government."
Melanie Dawes, currently the director general running the Economic and Domestic Secretariat in the Cabinet Office will be acting permanent secretary of the Cabinet Office pending a competition to find Watmore's successor.
Wed, 16 May 2012 15:16:48 GMT
South London and Maudsley trust launches online health record
Mental health trust launches patient-held electronic health record MyHealthBox
South London and Maudsley foundation trust has launched an online health record that gives patients direct access to their health records.
The MyHealthBox web portal uses Microsoft's HealthVault platform and allows patients to contribute to the system directly. According to the trust, it is the world's first patient-held electronic health record in the field of mental health.
The online service allows patients to store and manage their own health information. It also gives patients the opportunity to choose what information is shared and who it is shared with.
South London and Maudlsey said that the aim of the new system is to put patients at the centre of care and allow them to be actively involved in decisions about their treatment.
Although the system has just been officially launched, the trust has been working with Microsoft on the development of the technology for a some time, with the trust announcing its plans to create the system last year. Speaking to Guardian Healthcare at the time, the trust confirmed that it was delivering the system outside of the National Programme for IT.
The web portal also gives users information about medication and support, emergency contacts and opportunities to get involved in activities and research. The trust said that it has worked with local GP practices to develop information exchanges between MyHealthBox and GP electronic record systems.
Mike Denis, South London and Maudsley's director of information strategy, said: "This is not just about giving people access to their health records. This approach encourages a two-way flow of information between patients and their clinicians.
"It will provide patients with integrated information that gives them more control over their health and wellbeing, empowering them to make informed decisions and provide meaningful input into their own care plans and treatment methods – which will ultimately lead to better patient care. The heart of this is about openness, transparency and choice."
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Wed, 16 May 2012 12:19:27 GMT
Increase in WAN costs prompts East Lothian council networking rethink
Local authority's need to reduce site overheads and transition to public services network leads to new deal with Updata
East Lothian council's need to reduce the impact of ever-increasing networking costs has led to the replacement of its five-year deal with BT with a new contract with network firm Updata.
The new deal is expected to deliver significant savings on network running costs of more than 40% in the first 12 months over a new wide area network (WAN) infrastructure, built and managed by Updata, which will support the council's plans for an eventual transition to an accredited public services network (PSN).
The network will also allow the council to accelerate the roll out of home working initiatives for employees, which form part of its wider commitment to reduce operational costs and on-site overheads.
Following a tender in November 2011, Updata will provide core network connectivity to both school and council corporate sites, starting with a single network to connect the region's 45 schools, due to go-live by August 2012.
Later this year, a second dedicated network will be introduced into the infrastructure for 75 corporate council sites, including library buildings and council offices, which will meet the GSX Government Code of Connection (CoCo) compliance and security requirements.
East Lothian had a long-standing relationship with BT for its WAN services but decided to test the market for an alternative provider after finding itself on the receiving end of significant cost increases of 30% over the previous five years as well as concerns over a perceived lack of flexibility and resilience going forward. The Updata deal also gives East Lothian the fixed price contract it desired and was unable to secure with BT.
East Lothian favoured Updata's connectivity solution because it offers the council reliability and security in supporting separate networks for schools and council corporate sites. It also provides the council with a more cost effective platform to enable its 'Work Smart' rationalisation project, a cost saving initiative aimed at supporting home working and reducing on-site overheads. About 10% of East Lothian's 5,000 council staff have the ability to work from home for some of the week.
Previously, East Lothian incurred high charges when network links needed to be re-routed or shut down because of changes in the council's operational structure. The PSN-ready network will feature a high capacity core fibre ring connecting six BT exchanges and connection speeds will range between a minimum of 10Mbps up to 100Mbps.
Alan Cruikshank, IT services manager at East Lothian council, said: "Updata has opened up the scope for future transition to a PSN network as well as collaboration with East Lothian health authorities and other public sector bodies. The project is already running ahead of schedule, with the schools planned to join the network by the end of August 2012 and the council corporate sites will follow on later this year.
"When both our schools and corporate sites are fully operational on the new network, we anticipate like for like savings of £175,000 per year in addition to the greater flexibility offered by the new infrastructure."
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Wed, 16 May 2012 10:25:07 GMT
West Midlands organisations team up for online criminal records checks
Public sector organisations in West Midlands say they are making savings by sharing online Criminal Record Bureau checks system
West Midlands public sector organisations involved in a partnership for online Criminal Record Bureau (CRB) checks have said the collaboration has helped drive up efficiency and reduce staffing costs.
According to West Midlands Councils, which brings together all 33 local authorities in the region, careers site WMJobs is the first partnership of public sector organisations in the country to deliver online CRB checks. The WMJobs website is managed by West Midlands Councils on behalf of 28 public sector organisations in the region.
Under plans to move away from a paper-based process, save money and improve the recruitment process of frontline posts, the WMJobs system is being supported by Capita's e-bulk service. Coventry city council, which carries out up to 6,000 CRB checks every year, said it is on course to save up to 44% on staffing costs since the implementation of the system last July.
"e-bulk has dramatically improved our recruitment service. We receive online applications from candidates within 24 hours, which is far more efficient and means we can place people in jobs quicker than before. We can also check an application's progress as it goes through," said Jane Crawley, HR recruitment manager at the council.
While Capita's online CRB service inputs the same information as the previous paper based version, the checking process has been simplified as the new system eliminates data errors, helping to prevent delays and reducing manual administration.
Manny Sandhu, senior people and leadership consultant at West Midlands Councils told Guardian Government Computing that working solely with paper was problematic at times and could be quite time consuming. She said that the new service had had positive feedback from the organisations involved.
"It's been very successful so far, and it is definitely more efficient than the paper based system that was in place before. It's about collaboration and driving down procurement costs, because we're purchasing as a partnership," she said.
Sandhu also revealed that other regions had expressed interest in the the new system and wanted to find out more about how the partnership was delivering the service. She said that West Midlands Councils welcomed sharing best practice with other regions about how it had implemented the new process.
The region, which has a history of collaboration, believes that its WMJobs partnership is on course to save more than £2.6m across the West Midlands by 2014.
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Wed, 16 May 2012 08:29:42 GMT
Child maintenance accounts hit by inherited IT problems
National Audit Office finds Child Maintenance and Enforcement Commission computers are unable to keep tabs on child support payments
Problems with IT systems at the Child Maintenance and Enforcement Commission (CMEC) have left it unable to report payment arrears properly, the National Audit Office (NAO) has found.
CMEC, which took over responsibility for statutory child maintenance schemes in November 2008, inherited two primary child support IT systems - the Child Support Computer System (CSCS) and Child Support 2 (CS2) - from the former Child Support Agency.
In its report on CMEC's client funds, the NAO says that neither CSCS nor CS2 has full reporting functionality for arrears and that the commission believes the cost of rectifying all the known issues on the two systems would outweigh the benefits.
In March last year CMEC was using a clerical database to manage some 100,000 child maintenance cases, against 86,000 in March the previous year. The NAO says these cases were transferred from CS2 because problems with that system prevented them from being processed further.
But the report says the commission had discovered that the opening arrears balances on these cases had not been entered onto the clerical database when the cases were transferred from CS2.
"This meant that arrears on these cases would be understated by reporting only the closing balance on the database as the arrears for each of these cases."
In addition, CMEC had identified a system fault on CS2 affecting cases which have been cancelled or withdrawn on the same day that a maintenance assessment is completed on the case.
As a result, about 3,000 cases continue to charge arrears as the maintenance assessments do not have an end date. A system fix has been introduced which is expected to resolve the issue going forwards, but the cases already affected have yet to be corrected.
The NAO also found that a number of cases managed using the clerical database, had "not been maintained accurately in respect of the maintenance due".
Examples of the problems include some child support cases showing that no payments from non-resident parents are due, when the absent parent should be shown as being required to pay.
The report says that although the commission has made some progress to correct cases retrospectively, this work has not yet been completed.
More positively, the NAO found that CMEC is improving the accounting information available from its inherited IT systems and there is now increased evidence about historic problems.
Amyas Morse, head of the NAO, said: "Accuracy of maintenance assessments continues to be a challenge. The commission is continuing to improve the accounting information available, so that the historic problems affecting the accuracy of arrears data are more visible.
"Nevertheless, the commission still has a significant challenge in collecting the arrears that have accumulated since the beginning of the maintenance schemes."
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Tue, 15 May 2012 15:52:42 GMT
DWP appoints Philip Langsdale as new chief information officer
Current BAA CIO to succeed Joe Harley
Philip Langsdale has been named as the Department for Work and Pensions' new chief information officer (CIO).
Langsdale, currently CIO at major airport operator BAA will succeed Joe Harley, who retired at the end of March. Prior to his role at BAA he was responsible for delivering the BBC digital strategy, including the design of Freeview. He was also director of IT at Asda, where he helped to drive the implementation of a store driven ordering system.
Commenting on his appointment, Robert Devereux, permanent secretary at the DWP, said: "This is a key role for the department and I am delighted that we have secured someone of such exceptional calibre from a field of very strong candidates. Philip has a proven track record of delivery and I am confident that he will provide the department with the vital expertise and strong leadership needed as we take forward our reform programme."
Langsdale said that he was "delighted" to be joining the DWP.
"I look forward to working with colleagues in the Department, and its suppliers, to deliver better quality service and value for money," he added.
Chris Pennell, principal analyst at public sector market intelligence firm Kable, said that it was interesting that an external candidate was chosen to replace Harley.
"While Langsdale has a background of working with system integrators at BAA, he is not encumbered with working for an integrator and so doesn't bring that baggage. He does, however, have the experience from his digital strategy work with the BBC of operating in the public sector," said Pennell.
"That will stand him in good stead in what is likely to be a trying time at DWP while it tries to meet its obligations around universal credit and the government's public sector cost reduction plans."
The department began its hunt for a new CIO in January, after Harley announced his plans to retire last November. The advertisement for the job said that the chosen candidate would be responsible for a team of 1,500 IT professionals and would need "communication skills of the highest order".
This article is published by Guardian Professional. For weekly updates on news, debate and best practice on public sector IT, join the Guardian Government Computing network here.
Tue, 15 May 2012 09:49:22 GMT
Late IT left Work Programme vulnerable
Department for Work and Pensions failed to put IT in place to check on benefit payments, says public accounts committee
Late delivery of IT to support the Work Programme left it without a system to carry out automated checks on whether people the programme's 18 prime contractors said they had placed into work had stopped claiming benefits.
A report by the public accounts committee, which draws similar conclusions to a National Audit Office review earlier this year, says that the IT system was not in use until about nine months after the Department for Work and Pensions (DWP) launched the programme in June last year. In addition, the report says that the programme was not piloted, the design and development phases overlapped and the business case was devised after the decision to go ahead had been made.
The Work Programme, designed to help long-term unemployed people into sustainable employment, replaced virtually all welfare to work programmes run by the DWP.
Over the next five years, the DWP expects the programme to help up to 3.3m people into work at a cost of between £3bn and £5bn.
Reliable data on performance will not be available until autumn 2012, some 15 months after the Work Programme started. The committee calls on the DWP to provide assurance that payments to contractors are correct before effective monitoring systems are in place.
"The department now needs to demonstrate that, in the face of changes in the volumes of referrals to the programme and changes in economic conditions, it can still hold prime contractors to the delivery promises they made," the report says.
"The department also needs to demonstrate that payments to contractors are valid and correct."
It adds that the DWP's plans to implement universal credit in autumn 2013 could lead to major changes to the Work Programme's claimant groups and payment regime.
"Any changes the department makes must address our concerns regarding the quality of service for all participants and the value for money for taxpayers," the committee says.
Margaret Hodge, chair of the public accounts committee, said: "The speed with which the Work Programme was introduced was commendable. But the quick introduction threw up risks that have to be addressed."
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Tue, 15 May 2012 07:00:00 GMT
Service Birmingham faces value for money review
New Labour council to investigate whether joint venture between Birmingham city council and Capita is delivering service improvements
The incoming Labour administration at Birmingham city council has confirmed its plans to review Service Birmingham when it takes power next week.
An independent organisation will be commissioned as soon as possible to investigate whether Service Birmingham, the council's joint venture with Capita, is delivering value for money. Although the Labour group accepts that the relationship with Capita has delivered financial savings, it wants to ascertain whether the relationship has also delivered service improvements.
Ian Ward, deputy leader of the Labour group, said a number of councillors wanted better visibility of the service improvements that the outsourcing relationship was delivering.
"The description of value for money covers two elements: the savings generated and the service delivered. For example, are messages received at the contact centre being processed and acted upon? It has not been easy for councillors before now to get a clear picture of how Service Birmingham is performing," he said.
Service Birmingham was first set up in 2006 as a joint venture between Birmingham city council and Capita to help drive service transformation across the authority.
Its goal was to improve services, cut costs, increase employee motivation and benefit local citizens. The partnership was extended from an original 10-year contract by five years until 2021, and also expanded to include a revenues service which has been in operation since April 2011.
Stewart Wren, chief executive of Service Birmingham, said: "It is our understanding that a review of the business transformation programme in Birmingham will take place under the new administration. Service Birmingham has supported the council in delivering the transformation programme and we encourage the new administration's decision to carry out this review as soon as they are able to validate the significant achievements made.
"We look forward to seeing the terms of reference for the review, which are yet to be confirmed, and we are committed to remaining honest, open and accountable about the support we have provided to the council on this programme."
According to Capita, the business transformation programme has implemented technological capabilities that allowed the council to deliver around £244m worth of savings by early 2011. The programme is on track to deliver savings of more than £1bn over 10 years.
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Mon, 14 May 2012 16:45:20 GMT