July 29, 2009
As a member of the Local CIO Council I know John Suffolk, Her Majesty’s Government’s Chief Information Officer and the person responsible for the existence of the Local CIO Council. However, it took Public Sector Forums to advise me of his new blog. As I should have already written, I’d met and spoken to John in July at ECEG 2009 before he’d opened the second day with a presentation about the future of e-government. In the blog John develops upon the presentation he gave, along with the goings on at the CIO Council.
It also informs me of what I’d missed at the last CIO meeting, since being ‘down south’ for the conference I needed to get back to work and couldn’t attend. It was apparently regaled by Sir Tim Berners-Lee and Professor Nigel Shadbolt assisting thoughts on the way forward for government IT and e-government, so I look forward to the next meeting of the council, along with the up and coming entries on John’s blog.
A single criticism, as if I’d dare, but where are the mentions of multi-channel operation, citizens, metrics – those little things that have been swept under the e-government carpet for the last ten years?
I’ve added it to my blogroll, anyway!
August 28, 2008
At the end of July, EURIM (http://www.eurim.org.uk/what_is_eurim/notes_to_editors.php#short_definition) the independent, UK-based, all-party Parliament-Industry group launched the report on its investigation into transformational government. It had John Suffolk, the government CIO, and Sir David Varney, advisor to the Prime Minister on public service transformation amongst its witnesses. The report is brief, only eight pages with lots of white space, so not a hard read and page seven contains its list of twelve (strong) recommendations, numbers one, two and four of which I particularly liked and present here:
“1. Parliamentarians, especially those serving on Select Committees, take an active role in the governance of Transformational Government policy. There is a need for pre- and post- legislative scrutiny in order to help counter the disengagement between policy and delivery, and to offset some of the disadvantages associated with the change of personnel, often including ministers, in the time between primary and secondary legislation.
2. Select Committees actively use the powers they have to co-operate across departmental boundaries and to ensure that the biggest risks to this project are monitored, and are managed, so as to identify and praise good practice, ensuring that transformation leads to better services, not just cost-savings within silos.
4. Service providers also collectively agree and publish clear professional guidance on best practice performance management and measurement of success to better align resources and close the ‘policy to execution’ divide , including the importance of appropriate base-lines and benchmarks for target setting and performance monitoring;”
I look forward to the implementation of them all!