PSN Innovation

Stuart Higgins

Howard Inns

Neil Mellor

Keith Smith

PSNGB members’ annual R&D expenditure

£13bnEuropean Commission invests £1.2bn in technology R&D projects

PSN Innovation today

“Innovation is the process of identifying, testing, implementing and spreading ideas that add value”

- Dept of Business Innovation & Skills

“Innovation is often given complex definitions. We prefer the simple one: new ideas that work”

– Geoff Mulgan

PSN Innovation todayCategories

Savings Efficiencies (sharing) Transformation

Networks Regional WANDepartmental WAN

Extending WAN to partnersAggregationService provision

Mature PSN

Infrastructure Sharing data centre from/with neighbouring Authority

Making data centre services available via PSN and/or G-Cloud

Mature PSN servicesUsing infrastructure to assist local businesses

Applications and processes

Using local partner instance of i.e. CareFirst or voice applicationUsing local partner voice or hosting service

Making hosted applications available via PSN and/or G-Cloud

Mature PSN servicesUser centred servicesIncubating local growthStreamlined processesCommon front/back endReinvented services

ExampleCambridgeshire PSN

• Significant savings through a different way of delivering services, working together and economies of scale through aggregation

• Savings of 50% for the county council, >£1m pa on networking costs• “A significantly enhanced service for less money… also facilitates further savings,

because fewer circuits are needed”• Other savings: up to 30% on telephony and 20% on perimeter security services• Not just about saving money, also better services by joining up agencies and sharing

assets including buildings• Issues: Migrations sometimes been slower than planned, overall transition went well, no

unplanned outages, minimal disruption• Learning:

• Takes time to build trust and align intentions. “You can't set up that… to work positively in a couple of weeks”

• Bringing organisations together is catalyst for new and challenging ideas, “Getting together and sharing requirements is a very good way of saying ‘we've not thought of doing it that way before' and challenging that."

ExampleSurrey PSN

• Surrey County Council will save more than £5m after agreeing a deal to connect at least 20 public services in the South East

• Annual saving of up to £750,000 adding up to £5.25m • Replacing up to 40 separate networks in Surrey and Berkshire

with just one• Scope: internet, telephony, WAN, LAN, contact centre and UC• Savings of up to 20% on current contracts expected for other

public services. These include Surrey's boroughs and districts, Berkshire's councils, fire and health services and a university

• Will expand to include libraries and schools, with potential for other organisations, such as more emergency services and voluntary groups, to join

• "We firmly believe public services should be seen as a single team co-operating to make taxpayers' money go further wherever possible”

ExampleInnovation in Governance – Dorset PSN

• Governance remains a primary concern for those considering a PSN approach

• A ‘lead partner’ is required

• Decisions and innovation strategy need to be driven by the partnership

• Formal structure helps incoming partners understand how their voice will be heard

ExampleWhittington Hospital NHS Trust

• Speeding discharge rates and saving about £150,000 a year• Savings in bed costs and penalty charges for discharge delays• Freeing up more than 400 bed days a year• Moved from being one of the worst performing trusts in London for

delayed patient discharge to one of the best• Spreadsheet and teleconference - 15 people from patient discharge,

hospital social work and community services teams• "Initially there were a lot of sceptical people, but I championed it and

people who were sceptical in week one were no longer sceptical in week two, because it was very easy to use."

• Hosted ‘cloud’ audio-conferencing service costing £6,000 pa

ExampleInnovation case study: Telestroke

• Over 4,000 strokes in Cumbria and Lancashire each year

• The solution allows the trust to harness the power of our network technology; patients showing signs of an acute stroke can be assessed by specialists, using a videoconferencing facility. Patient records and scan imagescan be instantly accessed, as part of the virtualconsultation.

• 24 more patients in area will survive a stroke each year

• 30 less patients per year will require full-time care

• Annual estimated cost saving of £6.6 million in social care

• Anticipated NHS savings of over £8 million a year.

£8mexpectedsavings

The Cumbria and Lancashire Telestroke Network is a collaboration between six Acute Trusts and seven PCTs in Cumbria and Lancashire whose aim is to deliver 24/7 stroke thrombolysis for patients with acute ischaemic stroke in a rural area.

What’s coming

“The future is already here, it's just not very evenly distributed”- William Gibson

Microsoft Windows 3

Nokia 1011 (1993)

Marc Andreessen

NCSA Mosaic (1993)

AT&T

“You Will”

<<video>>

A peek into the future

One

One

Three

Three(but it’s really one)

1: Telephony

(up to a point)

PBX PSTN

Capx/OpexSwitch (+ licenses)Services (VM, etc.)Handsets

TrunksNumbers

Minutes ~Zero £/min

What about pan-public sector?

Intra-PSN calling via PSNT breakout

1: Telephony

1.1: Agree the interworking standards for IP Telephony

1.2: Agree the border model between PSN domains

1.3: Agree the telephony security model

1.4: Agree the numbering and addressing plans

1.5: Establish a top level eNum (and directory)

1: Telephony

2: Video Conferencing

Dependency Status

Joined up networks

Performant networks with QoS

Agreed interworking standards

Fully functional pan-PSN IP Telephony

Dependency Status

Joined up networks ✔Performant networks with QoS

Agreed interworking standards

Fully functional pan-PSN IP Telephony

Dependency Status

Joined up networks ✔Performant networks with QoS ✔Agreed interworking standards

Fully functional pan-PSN IP Telephony

Dependency Status

Joined up networks ✔Performant networks with QoS ✔Agreed interworking standards ✘Fully functional pan-PSN IP Telephony

Dependency Status

Joined up networks ✔Performant networks with QoS ✔Agreed interworking standards ✘Fully functional pan-PSN IP Telephony ✘

2: Video Conferencing

3: Mobile Working

To work from potentially any office in the public sector.

To be able to sit down at a random desk, plug in and have access to your usual

corporate services (including the phone on the desk) plus any local services that you

may be entitled to - but not those local services that you are not entitled to.

Definition:

Dependency Status

Joined up networks

Agreed interworking standards

Fully functional pan-PSN IP Telephony

Common federated authentication

Common model for network admission control

Dependency Status

Joined up networks ✔Agreed interworking standards

Fully functional pan-PSN IP Telephony

Common federated authentication

Common model for network admission control

Dependency Status

Joined up networks ✔Agreed interworking standards ✘Fully functional pan-PSN IP Telephony

Common federated authentication

Common model for network admission control

Dependency Status

Joined up networks ✔Agreed interworking standards ✘Fully functional pan-PSN IP Telephony ✘Common federated authentication

Common model for network admission control

Dependency Status

Joined up networks ✔Agreed interworking standards ✘Fully functional pan-PSN IP Telephony ✘Common federated authentication ✘Common model for network admission control

Dependency Status

Joined up networks ✔Agreed interworking standards ✘Fully functional pan-PSN IP Telephony ✘Common federated authentication ✘Common model for network admission control ✘

3: Mobile Working

1: Telephony

2: Video Conferencing

3: Mobile Working

The one thing?

All the things, all the time, all locations

Innovation in public services

Innovation in public services

• Innovation is essential in public services• Improvement - better for less• Transformation - radical approaches to major issues• Technology key to surviving austerity without significant public

service reductions (Socitm, Sept 2012)• Balancing needs

• Multiple stakeholders• Rising expectations• Rising cost of delivering services• Potential of new technology• Risk, reward and reliability

“If it fails, admit it frankly and try another. But above all, try something.” Franklin Roosevelt

Innovation - some lessons learned

• Collaborate. Forget the normal boundaries and bring together talented people inside and outside your organisation. Most public innovations are initiated by middle management or front line staff

• Create an active support system. Develop a culture that supports, nurtures, and develops innovation in a systematic way.

• Change agents are needed. Senior leadership support for innovation is important but you need specialists throughout the organisation.

• Use new technology. Forward-looking organisations should identify and embrace new technologies. Disruptive technology may look sub-optimal today, but can rapidly overtake established products.

• Open up the innovation process. Attract talent and ideas from people everywhere, across geographies and sectors.

• Provide a full range of support for innovators. Innovators often need more than just capital. Deploy a wide range of supports, including mentorship, information and advice, connections and networks, and public visibility.

• Tap the creativity of “lead users”. Lead-user innovation encourages consumers and end users to modify existing products and services or to create entirely new ones that meet their specific needs.

http://www.monitorinstitute.com/downloads/IntentionalInnovation-FullReport.pdf

Barriers to public services innovation

• Motivation and incentive – lack of rewards for adopting/adapting• Lack of market test/competition – high degrees of monopoly• Risk, reward and reliability – need to balance but may pull in different

directions• Demand side weak – driven by low reward for success and high

negative impact for failure• Multiple stakeholders – often unable to articulate what they want• Supply side weak – sources of knowledge there but little help to use

insights from learning

(Bessant, Richards, & Hughes, 2010)

Perceived constraints - that aren’t

• “Standards stifle innovation”• “Standards force a lowest common denominator approach”• “You can’t buy a solution until the standards have been defined for it”• “It’s too complex - complex systems tend to fail”• “I’m different”

Discussion

Discussion

1. What do you see as the biggest benefits?

2. What constraints to you see preventing benefit realisation?

3. What can PSNGB do to help?