1. PSN Innovation explores ways that public sector networks can drive innovation through collaboration and shared infrastructure and services. Examples showcase savings and efficiencies from approaches like shared data centers, networking, applications, and mobile working across boundaries. 2. Innovation requires overcoming challenges like differing priorities across stakeholders, balancing risks and rewards, and establishing standards to enable interoperability. Factors that support innovation include collaboration, culture change, leadership support, embracing new technologies, and opening processes to diverse ideas. 3. The benefits of PSN Innovation include significant cost savings, improved services, and transforming how public services are delivered through approaches like telehealth and mobile working

1. PSN Innovation
Stuart Higgins
Howard Inns
Neil Mellor
Keith Smith

3. PSNGB members’ annual R&D expenditure
£13bn
European Commission invests £1.2bn in technology R&D projects

4. PSN Innovation today
“Innovation is the
process of identifying,
testing, implementing “Innovation is often
and spreading ideas that given complex
add value” definitions. We
prefer the simple
- Dept of Business Innovation one: new ideas that
& Skills
work”
– Geoff Mulgan

5. PSN Innovation today
Categories
Savings Efficiencies (sharing) Transformation
Networks Regional WAN Extending WAN to partners Mature PSN
Departmental WAN Aggregation
Service provision
Infrastructure Sharing data centre from/with Making data centre Mature PSN services
neighbouring Authority services available via PSN Using infrastructure to
and/or G-Cloud assist local businesses
Applications and Using local partner instance of Making hosted applications Mature PSN services
processes i.e. CareFirst or voice available via PSN and/or User centred services
application G-Cloud Incubating local growth
Using local partner voice or Streamlined processes
hosting service Common front/back end
Reinvented services

6. Example
Cambridgeshire PSN
• Significant savings through a different way of delivering services, working together and
economies of scale through aggregation
• Savings of 50% for the county council, >£1m pa on networking costs
• “A significantly enhanced service for less money… also facilitates further savings,
because fewer circuits are needed”
• Other savings: up to 30% on telephony and 20% on perimeter security services
• Not just about saving money, also better services by joining up agencies and sharing
assets including buildings
• Issues: Migrations sometimes been slower than planned, overall transition went well, no
unplanned outages, minimal disruption
• Learning:
• Takes time to build trust and align intentions. “You can't set up that… to work
positively in a couple of weeks”
• Bringing organisations together is catalyst for new and challenging ideas, “Getting
together and sharing requirements is a very good way of saying ‘we've not thought of
doing it that way before' and challenging that."

7. Example
Surrey PSN
• Surrey County Council will save more than £5m after agreeing a
deal to connect at least 20 public services in the South East
• Annual saving of up to £750,000 adding up to £5.25m
• Replacing up to 40 separate networks in Surrey and Berkshire
with just one
• Scope: internet, telephony, WAN, LAN, contact centre and UC
• Savings of up to 20% on current contracts expected for other
public services. These include Surrey's boroughs and districts,
Berkshire's councils, fire and health services and a university
• Will expand to include libraries and schools, with potential for
other organisations, such as more emergency services and
voluntary groups, to join
• "We firmly believe public services should be seen as a single
team co-operating to make taxpayers' money go further
wherever possible”

8. Example
Innovation in Governance – Dorset PSN
• Governance remains a
primary concern for those
considering a PSN
approach
• A ‘lead partner’ is required
• Decisions and innovation
strategy need to be driven
by the partnership
• Formal structure helps
incoming partners
understand how their voice
will be heard

9. Example
Whittington Hospital NHS Trust
• Speeding discharge rates and saving about £150,000 a year
• Savings in bed costs and penalty charges for discharge delays
• Freeing up more than 400 bed days a year
• Moved from being one of the worst performing trusts in London for
delayed patient discharge to one of the best
• Spreadsheet and teleconference - 15 people from patient discharge,
hospital social work and community services teams
• "Initially there were a lot of sceptical people, but I championed it and
people who were sceptical in week one were no longer sceptical in
week two, because it was very easy to use."
• Hosted ‘cloud’ audio-conferencing service costing £6,000 pa

10. Example
Innovation case study: Telestroke
The Cumbria and Lancashire Telestroke
Network is a collaboration between six
Acute Trusts and seven PCTs in Cumbria
and Lancashire whose aim is to deliver 24/7
stroke thrombolysis for patients with acute
ischaemic stroke in a rural area.
• Over 4,000 strokes in Cumbria and Lancashire each year
• The solution allows the trust to harness the power of our
network technology; patients showing signs of an acute stroke
can be assessed by specialists, using a video
conferencing facility. Patient records and scan images
can be instantly accessed, as part of the virtual £8m
consultation. expected
• 24 more patients in area will survive a stroke each year savings
• 30 less patients per year will require full-time care
• Annual estimated cost saving of £6.6 million in social care
• Anticipated NHS savings of over £8 million a year.

11. What’s coming
“The future is already here, it's
just not very evenly distributed”
- William Gibson

12. Microsoft Windows 3

13. Nokia 1011 (1993)

14. Marc Andreessen

15. NCSA Mosaic (1993)

16. AT&T

17. “You Will”

18. <<video>>

19. A peek into the future

20. One

21. One

22. Three

23. Three
(but it’s really one)

24. 1: Telephony

25. (up to a point)

26. PBX PSTN
Switch (+ licenses)
Trunks
Capx/Opex Services (VM, etc.)
Numbers
Handsets
Minutes ~Zero £/min

27. What about pan-public sector?

28. Intra-PSN calling via PSNT breakout

29. 1: Telephony

30. 1.1: Agree the interworking standards for IP Telephony

31. 1.2: Agree the border model between PSN domains

32. 1.3: Agree the telephony security model

33. 1.4: Agree the numbering and addressing plans

34. 1.5: Establish a top level eNum (and directory)

35. 1: Telephony

36. 2: Video Conferencing

37. Dependency Status
Joined up networks
Performant networks with QoS
Agreed interworking standards
Fully functional pan-PSN IP
Telephony

38. Dependency Status
Joined up networks
✔
Performant networks with QoS
Agreed interworking standards
Fully functional pan-PSN IP
Telephony

39. Dependency Status
Joined up networks
✔
Performant networks with QoS
✔
Agreed interworking standards
Fully functional pan-PSN IP
Telephony

40. Dependency Status
Joined up networks
✔
Performant networks with QoS
✔
Agreed interworking standards
✘
Fully functional pan-PSN IP
Telephony

41. Dependency Status
Joined up networks
✔
Performant networks with QoS
✔
Agreed interworking standards
✘
Fully functional pan-PSN IP
Telephony ✘

42. 2: Video Conferencing

43. 3: Mobile Working

44. Definition: To work from potentially any office in the
public sector.
To be able to sit down at a random desk,
plug in and have access to your usual
corporate services (including the phone on
the desk) plus any local services that you
may be entitled to - but not those local
services that you are not entitled to.

45. Dependency Status
Joined up networks
Agreed interworking standards
Fully functional pan-PSN IP
Telephony
Common federated authentication
Common model for network
admission control

46. Dependency Status
Joined up networks
✔
Agreed interworking standards
Fully functional pan-PSN IP
Telephony
Common federated authentication
Common model for network
admission control

47. Dependency Status
Joined up networks
✔
Agreed interworking standards
✘
Fully functional pan-PSN IP
Telephony
Common federated authentication
Common model for network
admission control

48. Dependency Status
Joined up networks
✔
Agreed interworking standards
✘
Fully functional pan-PSN IP
Telephony ✘
Common federated authentication
Common model for network
admission control

49. Dependency Status
Joined up networks
✔
Agreed interworking standards
✘
Fully functional pan-PSN IP
Telephony ✘
Common federated authentication
✘
Common model for network
admission control

50. Dependency Status
Joined up networks
✔
Agreed interworking standards
✘
Fully functional pan-PSN IP
Telephony ✘
Common federated authentication
✘
Common model for network
admission control ✘

51. 3: Mobile Working

52. 1: Telephony

53. 2: Video Conferencing

54. 3: Mobile Working

55. The one thing?

56. All the things, all the time, all locations

58. Innovation in public services

59. Innovation in public services
• Innovation is essential in public services
• Improvement - better for less
• Transformation - radical approaches to major issues
• Technology key to surviving austerity without significant public
service reductions (Socitm, Sept 2012)
• Balancing needs
• Multiple stakeholders
• Rising expectations
• Rising cost of delivering services
• Potential of new technology
• Risk, reward and reliability
“If it fails, admit it frankly and try another. But
above all, try something.” Franklin Roosevelt

60. Innovation - some lessons learned
• Collaborate. Forget the normal boundaries and bring together talented people inside and
outside your organisation. Most public innovations are initiated by middle management
or front line staff
• Create an active support system. Develop a culture that supports, nurtures, and
develops innovation in a systematic way.
• Change agents are needed. Senior leadership support for innovation is important but
you need specialists throughout the organisation.
• Use new technology. Forward-looking organisations should identify and embrace new
technologies. Disruptive technology may look sub-optimal today, but can rapidly
overtake established products.
• Open up the innovation process. Attract talent and ideas from people everywhere,
across geographies and sectors.
• Provide a full range of support for innovators. Innovators often need more than just
capital. Deploy a wide range of supports, including mentorship, information and advice,
connections and networks, and public visibility.
• Tap the creativity of “lead users”. Lead-user innovation encourages consumers and end
users to modify existing products and services or to create entirely new ones that meet
their specific needs.
http://www.monitorinstitute.com/downloads/IntentionalInnovation-FullReport.pdf

61. Barriers to public services innovation
• Motivation and incentive – lack of rewards for adopting/adapting
• Lack of market test/competition – high degrees of monopoly
• Risk, reward and reliability – need to balance but may pull in different
directions
• Demand side weak – driven by low reward for success and high
negative impact for failure
• Multiple stakeholders – often unable to articulate what they want
• Supply side weak – sources of knowledge there but little help to use
insights from learning
(Bessant, Richards, & Hughes, 2010)

62. Perceived constraints - that aren’t
• “Standards stifle innovation”
• “Standards force a lowest common denominator approach”
• “You can’t buy a solution until the standards have been defined for it”
• “It’s too complex - complex systems tend to fail”
• “I’m different”

63. Discussion

64. Discussion
1. What do you see as the biggest benefits?
2. What constraints to you see preventing benefit
realisation?
3. What can PSNGB do to help?