Realising the benefits of e-government the CJS IT Programme experience

Transcription

1 Realising the benefits of e-government the CJS IT Programme experience Presentation to Forum P.A, RSO seminar Rome, 9 th May 2006 Stephen Jenner, Portfolio Director, Criminal Justice IT

2 The CJS IT Programme - 3 billion euros,

3 Context: Justifying the investment appraisal & evaluation in the UK The fundamental reason for beginning a programme is to realise the benefits through change. Source: Managing Successful Programmes (MSP) from the Office for Government Commerce It is only possible to be sure that change has worked if we can measure the delivery of the benefits it is supposed to bring. Source: UK Cabinet Office, Successful IT: Modernising Government in Action

4 But by the start of the 2004 Spending Review we faced A negative cost-benefit position for the Programme as a whole Significantly reduced benefit realisation

5 But we were in good company for more than two decades, implementing IT systems successfully has proved difficult implementation of IT systems has resulted in delay, confusion and inconvenience to the citizen and, in many cases, poor value for money to the taxpayer. (Public Accounts Committee of the House of Commons Improving the Delivery of Government IT projects 1999) 78% of Information Systems projects failed to realise even 50% of the originally identified benefits. (Management Today, 2001) 30-40% of systems to support business change deliver no benefits whatsoever. (OGC Successful Delivery Toolkit, 2005)

6 So action was needed in terms of establishing repeatable processes and evidence-based Tools & Techniques in the areas of: Investment Appraisal & Portfolio Prioritisation Active Benefits Management

7 Managing the Portfolio 1 - Investment Principles Funding is dependent upon adherence to the CJS IT governance arrangements Projects funded must deliver benefits to more than one agency Complete what is started subject to performance Projects must provide positive rates of return agreed with the recipients Options selected should provide VFM and be achievable quickly Consume your own smoke i.e. departments are expected to fund overspends Continued funding depends on performance including benefits realisation Critical issues need to be addressed before funding is confirmed Projects must meet industry best practice criteria for attractiveness & achievability

8 3 A Analysis - Attractiveness ATTRACTIVENESS ANALYSIS ECONOMIC ANALYSIS* NPV IRR PAY BACK PERIOD (DISCOUNTED) * NOTE THAT THESE INDICATORS HAVE BEEN ALTERED TO REFLECT THE PRINCIPLES OF THE BENEFITS ELIGIBILITY FRAMEWORK. BENEFITS ANALYSIS OVER 10 YEAR PROJECT LIFE CYCLE RECIPIENT EFFICIENCY CASHABLE ( M) EFFICIENCY OPPORTUNITY VALUE ( M) CJO: None CJO: None CJO: None CROSS CJS: BEYOND THE CJS(SPECIFY): TOTALS: EFFECTIVENESS ( M) SR2004 BENEFITS INCLUDED IN BRPS OR AGREED BY THE BRL BENEFITS INCLUDED FOR NPV HAVE BEEN ADJUSTED FOR OPTIMISM BIAS CONFIRMED Select Select SOURCE OF CONFIRMATION STRATEGIC ALIGNMENT & CONTRIBUTION ASSESSED CONFIRMED? STRAND 1: CONFIDENCE N/A NO YES BY STRAND 2: VICTIMS & WITNESSES N/A NO YES BY STRAND 3: OFFENCES BROUGHT TO JUSTICE N/A NO YES BY STRAND 4: ENFORCEMENT N/A NO YES BY STRAND 5: JOINED UP IT N/A NO YES BY DEPARTMENTAL EFFICIENCY PLANS N/A NO YES BY REDUCING RE-OFFENDING N/A NO YES BY PROVING MODEL ASSESSMENT Date: Attractiveness Score: Progress since assessment:

9 3 A Analysis - Achievability P R O V IN G M O D E L A S S E S S M E N T D a te : A c h ie v a b ility S c o re : P rogress since assessm ent: A C H I E V A B I L I T Y A N A L Y S I S A S S E S S M E N T O F D E G R E E O F B U S IN E S S C H A N G E R E Q U IR E D T O R E A L IS E B E N E F IT S R E C IP I E N T B R L A S S E S S M E N T C O M M E N T S O t h e r S e l e c t O P T IM IS M B I A S A D J U S T E D A N D S U F F IC IE N T C O N T IN G E N C I E S IN C L U D E D P R O J E C T S P O N S O R S S E L F A S S E S S M E N T J U D G E M E N T O V E R A L L R A T I N G D E G R E E O F C O M P L E X IT Y S e l e c t Q U A L I T Y O F P L A N N I N G, S e l e c t I M P L E M E N T A T I O N & P E R F O R M A N C E M A N A G E M E N T C A P A C I T Y T O D R I V E P R O G R E S S S e l e c t R A T I O N A L E S U M M A R Y R E D R E D/A M B E R A M B E R A M B E R /G R E E N G R E E N H IG H L Y P R O B L E M A T IC P R O B L E M A T IC M IX E D A S P E C T( S ) G O O D R E Q U IR E S S O M E G O O D N O A T T E N T I O N R E Q U IR E S U R G E N T A N D D E C IS IV E A C T IO N R E Q U IR E S E S U B S T A N T IA L A T T E N T IO N, S O M E A S P E C T S N E E D U R G E N T A C T IO N R E Q U IR E S U B S T A N T IA L A T T E N T IO N, S O M E G O O D R E F IN E M E N T A N D S Y S T E M A T IC IM P L E M E N T A T IO N N E E D E D. P R O J E C T W IL L P R O G R E S S A C C O R D IN G T O P L A N L IK E L IH O O D O F B E N E F I T S R E A L I S A T IO N S e l e c t

10 3 A Analysis - Affordability AFFORDABILITY ANALYSIS RESOURCE/CAPITAL REQUIRED 2005/6 2006/7 2007/8 SR2004 RESOURCE ( M) CAPITAL ( M) TOTAL ( M) RESOURCE/CAPITAL AVAILABLE RESOURCE ( M) CAPITAL ( M) AVAILABILITY CONFIRMED BY : TOTAL ( M) RESOURCE/CAPITAL GAP 2005/6 2006/7 S2007/8 SR2004 RESOURCE ( M) CAPITAL ( M) TOTAL ( M) OTHER FUNDING SOURCES BUDGET ( M) AVAILABILITY CONFIRMED? OTHER SOURCES: Select FUNDING AVAILABLE TO REALISE BUSINESS CHANGE? Select CONFIRMATION THAT OVERSPENDS WILL BE MET BY Select DEPARTMENTAL BASELINES DOCUMENTS USED TO ASSESS THIS PROJECT VERSION DATE Business Case Proving Model Assessment Q1 2005/06 Benefits Evidence & Revised Forecast Report

11 Portfolio Analysis

12 Active Benefits Management 1 Contributor Project Benefits Reporting CJS IT BENEFITS PROGRESS REPORT - QUARTER FOR CJS EXCHANGE XHIBIT PORTAL 10 Year Analysis Cost Recipient Avoidance Efficiency M Effectiveness Total Cashable Opportunity Cashable Opportunity % Self Assessment Q3 Q3 Forecast Q4 Q4 forecast Crown Assessment for Q4 Assessment for Q1 Courts % Quality of Benefits Forecast Other CJOs % Scale of Benefits Forecast Cross CJS % Quality of Realisation Planning Outside CJS % Likelihood of Realisation Total % 'm Cumulative Cost and Benefit Forecast Cumulative Benefits Cumulative Costs 1,200 1, Benefits Realised this financial year m Last report Now Monetary Value of Benefits Realised YTD 0.01 NPV m* Forecast in latest published Delivery Plan 4.1 YTD IRR % % Year Variance *NPV discounted at 3.5% Project Life Cycle Benefits Profile (Top 5-10 benefits over 10 years) Benefit Description Impact Performance M Benefit Category Strategic Alignment Main Recipient Name(s) of recipient agreed with Realisation Ramp Up Key Measures/Indicators of Benefit Benefits Realisation Status 1 Reduction in the cost of crime PNC update down to 3 days Effectiveness opportunity PSA Target 5 CJS To start 6 months after completion in a CJ Area Time from CC result to PNC update Benefit realisation behind Plan 2 Reduction in the cost of crime PNC update down to 3 days Effectiveness opportunity PSA Targets 1 and 3 UK economy To start 6 months after completion in a CJ Area Time from CC result to PNC update Benefit not yet due for realisation 3 Court time saving (PSR adjournments) Improvement from 15% to 3.4% 4.06 Effectiveness opportunity PSA Targets 2, 3 and 5 Crown Court From Go-live at each court centre No. of adjournments as a result of no PSR Benefit ahead of or in line with plan 4 Court time saving ( Ineffective Hearings) Assumption of improvement of 1-10% Effectiveness opportunity PSA Targets 1, 2, 3 and 5 Crown Court, Police, CPS, Probation From 6 months after Go-live at each court centre Percentage of ineffective hearings Benefit not yet due for realisation 5 Court time saving (Same day delays) Effectiveness opportunity PSA Targets 2, 3 and 5 Crown Court From 3 months after Go-live at each court centre Number of disposals Benefit ahead of or in line with plan 6 Crown Court Efficiency benefits Efficiency opportunity PSA Targets 2, 3 and 5 Crown Court Backlog count Number of disposals From 1 month after Go-live at each court centre Benefit ahead of or in line with plan 7 CPS Benefits Efficiency opportunity PSA Target 5 CPS 3 months after go live in a CJ Area Number of enquiries made to CC No of daily lists faxed/time taken. Benefit ahead of or in line with plan 8 Police Benefits Efficiency opportunity PSA Target 5 Police 3 months after go live in a CJ Area No of enquiries made to CC No of daily/warned lists sent and time taken No of bail forms sent and time taken Benefit ahead of or in line with plan 9 Benefit ahead of or in line with plan 10 Benefit ahead of or in line with plan 9 NOMS Benefits Effectiveness opportunity PSA Target 5 NOMS Following rollout to all prisons in a CJA Benefit not yet due for realisation 10 Reduction in solicitor waiting Efficiency cashable PSA Targets 2, 3 and 5 Crown Court Reduced waiting time claim values From 1 month after Go-live at each court centre Benefit not yet due for realisation Approved by SRO:

13 But Optimism Bias is a reality There is a demonstrated, systemic, tendency for project appraisers to be overly optimistic. This is a worldwide phenomenon that affects both the private and public sectors appraisers tend to overstate benefits, and underestimate timings and costs Source: HM Treasury Green Book

14 The Benefits Integrity Check Sponsor Organisation Benefits Recipient Organisation Programme A Programme B Programme C Agency A Realisation Plan Agency B Realisation Plan Benefits Integrity Check Agency C Realisation Plan Benefits Eligibility Framework

15 Active Benefits Management 2 Recipient Organisation Benefits Realisation Planning Accountability Named benefit owner for each benefit Progress by Quarter Current RAG Status Accountability Agency Benefits Realisation Lead

16 Active Benefits Management 3 - Strategic Alignment via Benefits Realisation Plans for each strategic target No. Source Project (1) Benefit Description (1) (2) Source (1) Benefit (2) (4) Category (1) Benefit Owner Key Measures/Indicators of Benefit (1) (2) 1 ETMP/CPT Casework Enabled by ETMP/CPT BRP: CPS - Efficiency Steve (1) IT will support will reduce manual resulting in time savings in CPS for 13 opportunity Przybylski/ process times for some case case progression processes Chris progression activities. YULE 8 SeM OASys NSPIS LIBRA NOMIS CEI CONSEQUENCE 12 Reduce the rate of reoffending SR2004 CJS IT CONTRIBUTION TO CJS 2008 VISION - CJS PSA Standard Settlement Condition - Reduce Re-offending 3 OASys Creation of the central O-D+C5EAT BRP: Efficiency John Powls database enables the provision of aggregate offender data across NOMS. NOMS - 5 Opportunit y (on behalf of Christine Knott) 7 SeM CEI CONSEQUENCE 10 BRP: Effectivene John Powls SIDs and self harm volumes Safe OASys Reduce incidents of offender self NOMS - 19 ss (on behalf Custody Group NSPIS harm and harm to others Opportunit of Christine NOMIS y Knott) CJIT CEI Effectivene ss Opportunit y (2) (3) Hypotheses Current ETMP/CPT: reduces the time taken by CPS for the following case progression processes in the crown court 1) Pre-PDH 2) Post-PDH 3) Check compliance with directions 4) Check readiness for Trial and 5) Applications together with some fax, phone, post savings. ETMP/CPT: reduces the time taken by CPS for the f ll i i i th i t t 2005/6 indicators: O-DEAT database to OASys: enables HMPS and NPS to adopt common have at least 800,000 completed techniques and exchange offender assessment offender assessment records; 624 O- information efficiently and effectively so that offenders are DEAT reports. better managed across service boundaries, i.e. when they Reconviction rates OASys: ensures that offenders are assessed consistently and thoroughly and that risk assessments are regularly reviewed OASys and SeM: facilitates the exchange of assessment information OASys: provides prompts for risk of harm screening NOMIS: facilitates improved offender information idi i l d th NPS d HMPS OASys: prevents multiple assessments therefore assisting end to end offender management NOMIS and SeM: enables connectivity to external agencies - authorised agencies (e.g. drug treatment providers) facilitating better information sharing OASys and NOMIS: provides information about i t ti / d it t RAG Status (1) (2) Benefit realisation behind plan Benefit realised ahead or in line with plan NOMS - GREEN Benefit realised ahead or in line with plan CJIT Difficulties with benefits measurement/evide nce means CJIT Difficulties with benefits measurement/evide nce means realisation is uncertain RAG Status Red: Amber : Green: White: Benefit realisation behind plan Difficulties with benefits measurement/evidence means realisation is uncertain Benefit realised ahead or in line with plan Benefits not yet due for realisation (1) Source: CJA Benefits Realisation Plans Q1 05/06 (BRP) (2) Source: CJIT Combined Effectiveness Impact (CEI) Model va1.0 July 05 (3) Source: Appropriate business case (4) Note: Number refers to the row in the named BRP

17 CJS IT Benefits Management Process Project View of Benefits Benefits Contributor Business Case Development If funding approved 1-Page Summary Benefits Report Project Live Service CJIT Benefits Recipients Measuring & Tracking: Initial Baselining Benefits Eligibility Framework Check alignment with BEF e.g. double counting, cost avoidance Project Benefits Lead and Benefits Realisation Lead agree Efficiency & Effectiveness benefits Benefit Realisation Plan: Police Benefit Realisation Plan: CPS Benefit Realisation Plan: Courts Benefit Realisation Plan: Corrections Benefits Evidence & Realisation Forecast Measuring & Tracking: Benefits Realisation Efficiency Planners CPS Efficiency Plan DCA Efficiency Plan HO Efficiency Plan Benefit Realisation Leads and Efficiency Planners agree Efficiency Benefits that contribute to Departmental Efficiency Plans Strand Boards Confidence V&W OBTJs Enforcement Reduced Re-offending Strand Boards agree Efficiency & Effectiveness Benefits that contribute to Strand Benefits Realisation Plans

18 CEI framework : Consequence 8 Cases Cracked Late RCM Consequence Witness does not give evidence 08.1 Prosecution discontinue case / withdraw LIBRA Provides accurate information earlier Ruling against Prosecution on evidence admissability Ensures quicker resulting cases & conformance to CJS standards Inappropriate charging SR02(PSA 01) To reduce crime and the fear of crime Facilitates better case preparation Insufficient evidence NSPIS C&P Speeds up communications with CPS Ineffective review C08.Cases cracked late SR02(PSA 02) Narrowing the justice gap by increasing the number of crimes where the offender is brought to justice (NJG) Delivers consistent charge wording Not in public interest COMPASS Supports work of WCU (NWNJ) which prevents witness not giving evidence Supports a more effective timely prosecutional review Inappropriate charging 08.2 Defendant pleas to alternative offence SR02(PSA 03) Increase level of public confidence Ineffective review 08.3 Defendant changes to a guilt plea

19 CJSIT Social Value Different stages of benefits Consequence Time Savings Prevented Victimisation Public Satisfaction

20 And the results to date Spending Review baseline rolled forward for another 2 years The Programme can now demonstrate a (robust) positive return on investment We ve laid the basis for evidenced benefits realisation

21 Some encouraging feedback Cabinet Office report to the OECD - CJSIT a best practice case in the UK Gartner - the facilitating role of the IT portfolio unit represent good practices. Government organizations that are seeking successful approaches to program and project portfolio management should study CJIT's actions. CISCO report to the US NECCC - your CJIT Portfolio Management initiative is considered a strong and proven approach to measuring the benefits of IT investments Booz Allen Hamilton international e-gov benchmarking study - sound investment practices...cjit has adopted many best-practice investment tools recognised by the EC as a leader in this field in Europe

22 Conclusions Key principles Benefits begin with the Business Case Link funding to benefits forecasts Link continued funding to benefits realisation Validate project benefits forecasts with the recipients Plan and manage benefits realisation from a business rather than a project perspective Capture all forms of value efficiency, effectiveness and social value Utilise Summary documentation (the Pareto principle)

23 Thank you