Memorandum from Northgate Information
Solutions
INTRODUCTION
1. Northgate Information Solutions welcomes
the opportunity to respond to the Public Administration Select
Committee's inquiry, Public services: putting people first.
2. Northgate is committed to the intelligent
use of technology, and to ensuring that it can make a real difference
to people's lives—be they managers, staff working on the
front line, or individual citizens.
3. Our response focuses on the need to build
trust in public services through sharing and communicating information,
and to ensure that citizens' voices are both sought out and heard
in the development of services and solutions.
CITIZEN-CENTRED
SERVICES
4. All citizens have the right to enjoy
accessible and responsive public services, able to deliver sustained
improvement to the quality of life. It is fundamental to community
well-being.
5. Community well-being is founded on trust
between local citizens and public authorities. Where there is
perceived inactivity on the part of public authorities in dealing
with citizens' day to day concerns, people are less likely to
trust their ability to deliver fair and efficient public services.
6. There is no one-size fits all approach
to public service delivery. People may choose to access services
in different ways. As the Issues and Questions Paper notes, technological
change has provided an increasing number of access points, for
example online self-service and one-stop shops. What remains crucial
is that all services are easily and equally accessible and that
there is adequate provision for managing complaints and redress.
7. The challenge is to meet citizens' demands
for services that are more proactive, responsive to individual
need and keep pace with changing expectations whilst ensuring
that information collected is used for clear and appropriate purposes,
in line with data protection and human rights legislation.
BUILDING PUBLIC
TRUST
8. If trust in public services is to increase,
we need to increase people's confidence that their concerns will
be dealt with to enhance their feeling of well-being.
9. In the past, communities and citizens
have been let down by the fact that local service providers do
not share intelligence and information in a timely and cost effective
manner. Informal joint working is no longer sufficient to meet
citizens' demands for seamless services. Formal information-sharing
and exchange networks between a range of organisations can support
the development of proactive and holistic services tailored to
individual need.
10. There are a number of examples of good
practice in multi-agency working, in both the sharing of information
and resources. Ensuring these successes are replicated, whilst
enabling greater citizen involvement, brings significant challenges
to public authorities used to working in "silos". It
requires new forms of leadership based on new and old forms of
co-operation and collaboration across the public and not-for-profit
sectors.
11. New technology has the potential to
drive through radical improvements in public services and to support
multi-agency working, but only where people are placed at the
heart of new and existing systems. This is not only about placing
citizens at the centre of the system but also prioritising, preparing
and energising front-line staff and enabling them to make a real
impact.
INTELLIGENT USE
OF TECHNOLOGY
12. Technology should be first and foremost
about serving people—about tackling problems within local
communities, enhancing relationships and improving communications.
New technology is no panacea for bad communications. Communications
cannot be improved by simply buying new "idealised"
solutions which are difficult to implement in practice.
13. New technology adds value when it provides
the best practical solution and enhances relationships between
people. New technology can assist in managing scarce resources
and in joining up services. Our experience of working within public
services is that information technology is too often seen as an
end in itself rather than a means to an end, with political imperatives
being the driving force rather than citizens. Technology should
assist in reducing bureaucracy to allow public authorities to
focus on serving the citizen.
14. Northgate works with public authorities
across the country to support them in managing their customers'
needs through to the end of each process, keeping them informed
of progress and the service levels they can expect. Measures are
used to inform staff about how well they are achieving things
that matter to citizens, and many organisations have developed
proactive communications campaigns designed to ensure that target
audiences are fully aware of improvements and can feed into the
process.
15. Without such processes in place, organisations
may find that they replace one outmoded system with a modern virtual
and so-called "solution" which fails to meet citizens'
needs and damages trust rather than builds it. So financial investment
may be made without reaping any public value added rewards in
terms of improved delivery of services and increased trust. Through
building up public trust in this way we can then move on to more
radical forms of public engagement in both the design and delivery
of benefits.
PRIORITISING PUBLIC
ENGAGEMENT
16. New technology can bring a fresh approach
to public consultation, to the democratic process and to service
delivery. For example, through the use of tools such as interactive
websites, the type of information displayed can be actively shaped
by the direct requests of the citizens accessing the information.
Citizens and staff can also track the progress of service requests
or complaints.
17. Making systems accountable to citizens
through the use of audit trails and mechanisms to ensure transparency
is critical to good governance. So too is gaining the understanding
and consent of the public.
18. In a recent response to the Department
of Education and Skills' consultation on the regulations governing
the operation of the information sharing index, Northgate highlighted
research carried out for the Children's Commissioner that found
there was much work to be done in gaining the trust of young people
in its operation.
19. Whilst the early trailblazers had undertaken
significant communication and consultation with children, young
people and families, including publication of information about
the content and purpose of local IS Indexes, the draft regulations
contain no requirement on local authorities to provide information
of this nature. Given that public trust is such a vital component
in delivering successful public service projects, we called for
the regulations to govern effective communications and consultation
with the public.
20. Northgate believes this will help not
only to reassure citizens, but will also support public service
effectiveness by promoting public engagement to ensure that information
is up to date. Such an approach is consistent with the recommendations
of the recently issued report from Sir David Varney which seeks
to encourage more citizen engagement in the design and delivery
of services.
SHARING SERVICES
21. The use of shared services, whether
customer service centres or back-office HR and payroll systems,
also has the potential to deliver significant savings and to transform
public service delivery. Managed correctly, this process could
also be used to develop and cement strong partnerships between
and across a range of organisations.
22. Considerable barriers may appear to
be presented by technology systems which are incompatible. The
wider adoption of off-the-shelf integrative solutions may assist
in overcoming some of these difficulties. Yet it is essential
that standardised technology solutions should not dictate the
business of public services.
23. To be effective, software and solutions
development must be fully informed by the business problems faced
by the public sector and by the needs of citizens using public
services.
DATA COLLECTION
24. In order to lessen the burden on citizens
to supply duplicate information to a range of agencies, it is
essential that data collection, information and analysis is effectively
managed. The type and volume of data collected must be kept under
review, using systems flexible enough to respond to changing needs.
25. There, are of course, dangers with such
an approach. People's civil rights and security need to be protected,
and people's nervousness about giving personal information needs
to be addressed. There are ways to overcome this.
26. Step one is to define the services on
offer and to deliver them on an incremental basis. Step two is
to work with the public to educate and inform them on what whole-life
issues are to be addressed. If the public knows and understands
this, they are less likely to feel nervous about being drawn into
something for which they have not given consent. Step three is
to establish clear protocols and rules for shared data. Step four
is to offer proactive services on the basis of this consent.
27. However, if introduced without thought,
new technology or new ways of working can impact negatively on
the overall delivery of public services. If, for example, the
public's expectations are raised thus creating increased demand
or levels of enquiries which are unable to be serviced. This undermines
the trust and legitimacy of public services.
28. Technology can only support the transformation
of public services and meaningful public engagement when individuals
and organisations are adequately prepared for change.
INCREMENTAL PARTNERSHIP
29. Good public service delivery is not
only about effectiveness and efficiency. It is also about encouraging
inclusion and the engagement of all people in shaping and delivering
services that meet their needs. It is about building better communities.
30. Effective delivery is based on establishing
an open learning environment where people can experiment with
new ideas, learn from chance experiences, assess individual needs,
share information, and reach conclusions from all these experiences
to drive through a programme of continuous improvement and create
public value.
31. Incremental change is change within
the boundaries of what is known in order to strengthen and improve
what currently exists through a series of defined steps. An effective
incremental partnership will enable a progressive relationship,
based on trust and confidence, to flourish. The pace and level
of change can be dictated by stakeholder concerns and resource
issues.
32. Incremental partnership offers organisations
step changes in service provision without comprehensive commitment,
and with lower risk. It means working with partners on a long
term basis without an all-inclusive arrangement. And it allows
organisations to build up confidence with supplier partners, working
with them to change existing processes, but without the expense
and risks associated with a "big bang" approach.
33. Incremental partnerships allow public
services to pick and choose from the best of the private sector,
to place existing systems alongside new expertise and innovation
drawn from other sources, and to bring together the best mix of
solutions to meet changing needs.
MANAGING CHANGE
34. Northgate's experience is that although
IT projects may be delivered successfully, all too often they
fail because of overall programme management. Too little consideration
is given to joining up systems and considering the impact of new
technology on employees, members of the public and users of the
services.
35. Prior to new systems being introduced
staff need to be prepared, the impact on services analysed and
planned for and pre-emptive measures tackled to meet new demand.
There must be adequate measures to combat the digital divide and
deal with change management with key partners involved as members
of a partnership board working on the basis of mutual trust and
benefit to deliver success.
36. Delivering services that are able to
focus on the citizen requires new systems but also a sea-change
in methods of working. Incremental investment and a measured pace
to change is increasingly recognised to be a more effective method
for achieving such transformative change than the "big bang"
approach often selected by larger public authorities.
PUBLIC VALUE
AND THE
PRIVATE SECTOR
37. Private sector public service providers
need to understand how public services differ from private services
in order to add to the public value. If not, it is likely that
this could result in public value failure.
38. Public value failure occurs when neither
the market nor the public sector provides the goods and services
required to achieve core public values. Irrespective of who delivers
the service, the culture and values of the provider must reflect
the public ethos in order to achieve added public value and deliver
high quality services. This must include effective public engagement,
communication and consultation.
39. Public consultation is at the heart
of the government's Building Schools for the Future (BSF) programme,
and consultation with teachers and learners around educational
ICT is key to Northgate's work under Bristol's BSF programme.
40. To achieve our vision for ICT in education
we need to know and understand the wants and needs of teachers
and learners along with their parents and the wider community.
Northgate therefore issued a wider framework for community consultation,
"Engaging for Excellence" setting out how it would manage
interactions with the diverse communities across the city going
forward. This is attached as an appendix.
41. We would like to see consideration of
how those involved in the delivery of public services across all
sectors—including businesses and voluntary organisations—can
be enabled to ensure effective consultation and communication
is at the heart of the service they provide.
Appendix
CONSULTATION FRAMEWORK
ENGAGING FOR
EXCELLENCE
INVOLVING THE
COMMUNITY IN
EDUCATIONAL ICT
NORTHGATE'S
CONSULTATION FRAMEWORK
Introduction
Northgate is a technology company with a difference.
We are committed to public services and to using technology to
make a difference—not only now but for future generations
to come.
The effective use of technology is first and
foremost about serving people—about tackling problems within
their communities, enhancing relationships and improving communications.
Making the difference means working differently.
Northgate aims to work in partnership with key stakeholders in
the educational process—teachers, learners and the local
community—to deliver continuously improving services through
their active engagement and involvement.
This consultation framework explains:
— Northgate's approach to information
technology in education—our principles and objectives.
— Our commitment to community involvement
and stakeholder engagement.
— The standards which our business
applies to consulting and engaging stakeholders and the community
in the delivery of educational ICT services.
— An initial programme of action designed
to demonstrate our commitment.
Building better schools in Bristol
Promoting educational excellence and ICT skills
is essential to Bristol's future success. Technology can break
down the barriers that exist between teachers and parents, parents
and children and education and the community. Technology alone
cannot improve education, and the needs of teachers and learners
must always be put first. But if the aims of improved school design
are to be realised, we must ensure that the intelligent use of
ICT is kept at the heart of school design.
Northgate is helping to build schools fit for
the future in Bristol through the intelligent use of technology.
Our vision is of empowered teachers and inspired learners working
within a transformed learning environment that is fit for the
twenty first century. An environment where pupils collaborate,
teachers lead, parents are fully engaged in their child's learning
and where the barriers between education and the wider community
are removed.
We seek to embed our ICT services into the teaching
and learning experience to transform the educational process.
The technology services we will provide in Bristol will give children
and young people the chance to acquire top class ICT skills and
teachers more time and greater flexibility, enabling them to focus
on the business of teaching rather than bureaucratic administration.
OUR OBJECTIVES
FOR EDUCATION
We are committed to:
— Personalised learning—customising
the traditional methods of learning to provide an interactive
environment with students actively involved and engaged in the
direction of their education.
— Improved access to ICT for all students,
helping to narrow the digital divide.
— "Anytime, anywhere learning"—aimed
at breaking down the barriers that exist between schools and local
communities and promoting lifelong learning.
— Enhanced assessment—enabling
teachers to respond more effectively to individual learning needs
and use teaching methods most appropriate to meet those needs.
— Rising attainment levels—embedding
innovative ICT into the learning process that can bring both enjoyment
and attainment to students traditionally "turned off"
by education.
— Reduced bureaucracy—enabling
teachers to focus on education rather than paperwork.
Community involvement and stakeholder engagement
To reach our vision for ICT in education we
need to know and understand the wants and needs of teachers and
learners, their parents and the wider community. This forms a
core part of our service delivery in Bristol. Ongoing communications
and community involvement are also vital to ensure that our approach
is consistent with these needs. It is essential to enhancing external
perceptions and improving public service delivery.
Consultation involves establishing genuine dialogue
by sharing information, asking people for their views and taking
account of those views before making decisions.
Community involvement encourages greater understanding
of, and confidence in, what we, in partnership with others, are
trying to do. It helps us to make decisions which are based on
evidence and identified needs rather than making assumptions about
unproven needs.
Northgate is committed to:
— keeping Bristol people informed and
hearing their concerns about ICT in education;
— raising awareness and building understanding
of how ICT can transform the education process;
— ensuring that the needs of the diverse
communities in Bristol are taken into account, and that particular
needs are addressed;
— consulting users on specific strategies,
proposals or issues;
— supporting research to find out attitudes,
preferences, needs and patterns of behaviour which affect the
successful use of ICT in education;
— promoting public debate on ICT issues
in education; and
— working in partnership with other
stakeholders to deliver educational excellence for Bristol.
Our consultation programme
In developing our consultation programme we
are committed to listening to the needs of teachers and learners
in developing our services. We are committed to:
— annual meetings with head teachers,
the local education authority and the wider community to inform
and discuss the process of development of ICT in education;
— annual student consultations with
schools councils to ensure a strong learner perspective;
— supporting research on public perceptions
of ICT in education;
— regular and open communications with
the media to highlight issues affecting ICT issues in education;
and
— the production of a regular newsletter
designed to increase public awareness of the use of ICT in education.
January 2007
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