Values

Documents/CST/Values

* Clear vision: all programme stakeholders have a common and comprehensive view of what the programme is seeking to achieve. In particular, we do not spend money on technology before identifying the key organisational and business changes needed to deliver our vision. * Strong business case: we know what outcomes we want to achieve, have baselined where we are now, and know how we will measure success. * Focus on results: although we have a vision of where we want to go, and a set of principles by which we will move forwards, we do not over-plan. Instead, our strategy focuses on taking concrete, practical steps in the short to medium term, rather than continually describing the long-term vision.

* Sustained support: our political leaders and top management are committed to the programme for the long term. * Leadership skills: our programme leaders have the skills needed to drive IT-enabled business transformation, and have access to external support * Collaborative governance: leaders from all parts of our and other organisations involved in the programme are motivated for it to succeed, and are engaged in clear and collaborative governance mechanisms to manage any risks and issues.

* A holistic view of the customer: we understand who the customers for our services are - not just for individual services - but across the government as a whole. We know our customers, both internal and external, are different - and understand their needs on a segmented basis. * Citizen-centric delivery: citizens can access all our services through a "one-stop" service. This is available over multiple channels, but we use web services to join it all up and reduce infrastructure duplication, and we actively encourage customers into lower cost channels. * Citizen empowerment: we engage citizens directly in service design and delivery, and provide them with technology tools that enable them to create public value themselves.

* Stakeholder communication: all our stakeholders - users, suppliers, delivery partners elsewhere in the public, private and voluntary sector, politicians, the media etc - have a clear understanding of our programme and how they can engage with it. * Cross-sectoral partnership: other market players (in the private, voluntary and community sectors) often have much greater influence on citizen attitudes and behaviour than government - so our strategy aims to build partnerships which enable the market to deliver our objectives.

* Skills mapping: we know that the mix of business change, product and marketing management, programme management, and technology skills needed to deliver transformational change does not already exist in our organisation. We have mapped out the skills we need, and have a clear strategy for acquiring them. * Skills integration: we have effective mechanisms in place to maximise value from the skills available in all parts of our delivery team, bringing together internal and external skills into an integrated team.

* Smart supplier selection: we select suppliers based on long-term value for money rather than price, and in particular based on our degree of confidence that the chosen suppliers will secure delivery of the expected business benefits * Supplier integration: we will manage the relationship with strategic suppliers at top management level, and ensure effective client/supplier integration into an effective programme delivery team with shared management information systems.

* Interoperability: we use interoperable, open standards which are well supported in the market-place. * Web-centric delivery: we will use a service-oriented architecture to support all of our customer interactions, from face-to-face interactions by front line staff to online self-service interactions * Agility: we will deploy technology using common building blocks which can be re-used to enable flexible and adaptive use of technology to react quickly to changing customer needs and demands. * Shared services: key building blocks will be managed as government-wide resources - in particular common data sets (e.g. name, address); common citizen applications (e.g. authentication, payments, notifications); and core IT infrastructure.

* Phased implementation: we will avoid a "big bang" approach to implementation, reliant on significant levels of simultaneous technological and organisational change. Instead, we will develop a phased delivery roadmap which: - works with citizens and businesses to identify a set of services which will bring quick user value, in order to start building a user base - prioritise those services which can be delivered quickly, at low cost, and low risk using standard (rather than bespoke) solutions - works first with early adopters within the government organisation to create exemplars and internal champions for change - learns from experience, and then drives forward longer term transformations. * Continuous improvement: we expect not to get everything right first time, but have systems which enable us to move quickly and learn from experience.

* Benefit mapping: we ensure clear line of sight between every investment and activity and the end outcomes we are trying to achieve * Benefit tracking: we establish clear baselines, set measurable success criteria, and track progress against planned delivery trajectories for each of these * Benefit delivery: we establish pro-active governance arrangements to drive out the downstream benefits after the initial implementation project is complete