1 THE CASE FOR CHANGE THE CASE FOR CHANGE B/17/15 The only way that NSS can deliver on its future mandate is to invest – and achieve a revolution – The only way that NSS can deliver on its future mandate is to invest – and achieve a revolution – in the way that it delivers digital technologies, solutions and services. The context for digital in health and social care in Scotland The context for digital in health and social care in Scotland 1 is changing and will continue to change The current situation at NSS is creating pain points for 2 customers and operational issues for NSS Staff There are good examples of how digital can help to address 3 the challenges faced by NSS A number of the key conditions for success are already in 4 place to achieve a revolution in the way NSS delivers digital services place to achieve a revolution in the way NSS delivers digital services Substantial and sustainable change is required across the 5 organisation CONFIDENTIAL - between PA and NSS
2 THE NSS DIGITAL VISION THE NSS DIGITAL VISION NSS will transform the way that it provides services – using modern digital delivery – through the deployment of common NSS will transform the way that it provides services using modern digital delivery through the deployment of common capabilities, technologies and data, to drive an efficient and scalable shared services capability for the public sector in Scotland. The Digital Vision will be achieved through a set of strategic principles and the implementation of a Digital Blueprint for NSS which will provide a means for translating ideas for digital delivery into live services that deliver value to customers as follows. which will provide a means for translating ideas for digital delivery into live services that deliver value to customers as follows. Customer value Idea Driven through the Sourced from delivery of new anywhere and then digital services researched refined researched, refined designed to d i d t St Strategic principles t i i i l and prototyped for transform user prioritisation experience • Customer centered – focused on their outcomes and needs • Digital first – removing manual burden Service Project • Data and evidence based – in decision making and service delivery Operated by an Prioritised based on • Automated – to reduce effort and accelerate delivery A tomated to red ce effort and accelerate deli er SBU/ SBU/service and i d customer value, consumed by NSS • Agile – to release value quickly technical complexity customers via a and risk and • Secure – protecting data, our customers and their customers range of channels allocated resource • Collaborative – with our customers and partners and technologies for delivery • Innovative – not afraid to experiment and explore safely • • Accessible – whenever and wherever needed Accessible whenever and wherever needed Solution Live technology Developed by a multi- Hosted on a cloud- disciplinary team through based platform using customer collaboration shared infrastructure using a robust Agile & data architecture methodology CONFIDENTIAL - between PA and NSS
NSS Digital Blueprint NSS Digital Blueprint
NSS Digital Roadmap NSS Digital Roadmap
NSS Digital Roadmap NSS Digital Roadmap
NSS Digital Roadmap NSS Digital Roadmap
C Current status t t t • Strategy signed off by CE & key Directors Strategy signed off by CE & key Directors • Accepted by EMT • Joint SROs appointed for strategy delivery • Joint SROs appointed for strategy delivery • Governance and structure being agreed • Key roles being filled K l b i fill d • Prioritisation of resource as part of RAM • Communication across NSS commencing
NSS Digital Transformation Programme Governance & Structure rporate surance NSS Board Chair: Professor Elizabeth Ireland Cor Ass NSS Board Committee?? NSS EMT tbc Chair: Colin Sinclair NSS Digital PMG Ch i Chair: tbc tb Approve egic & amme Digital Steering Group Digital Transformation Responsible Joint SROs: Andy Robertson and Programme Team g Consult / For Information Consult / For Information Progra Strate Matthew Neilson M h N il Operational Lead: tbc NSS Board will consult Members: Carolyn Low, Phil PgMS Programme Manager: tbc and approve overall NSS Couser, Lorna Ramsay, Other: tbc Strategy which Digital Programme Team Leads will form part of Shared Deliverables SBU Implementation ional PCFS PCF Corporate Digital Engagement IT Implementation Implementation Implementation Operat Delivery Lead: Julie Allan Delivery Lead: James Hall Lead: tbc Lead: tbc Lead: tbc SNBTS CLO TBC Information Governance Information Implementation Implementation Implementation Delivery Lead: Eilidh D li L d Eilidh Lead: tbc Delivery Lead: Scott Heald Lead: tbc Lead: tbc Prentice V0.1 (11 th January 2017)
Role of Implementation Lead R l f I l t ti L d • Lead programme implementation within SBU • Lead programme implementation within SBU • Represent SBU interests • Commit SBU resources C it SBU • Lead on specific SBU elements • SBU view of issues • Link into SBU SMT
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