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The Work Foundation have been taking a look at some of the issues around public sector ICT projects. Eleanor Passmore reviews what they have learned.

A glance at the headlines would suggest that the answer is yes. From the much-maligned NHS Connecting for Health initiative to ongoing problems with the Child Support Agency, the difficulties are becoming all too wearily familiar: poor planning, delays, ballooning budgets and security concerns.

And it is not just the press, either. Reports by the National Audit Office have highlighted a host of management issues, such as the need for better management of contracts and the repeated revision of project scopes. Most important is the need for IT systems that deliver better public services, rather than IT projects for their own sake. When public sector IT projects fail it can make life a misery for the people who may have no choice but to use these services, as the teachers and classroom assistants reliant upon the Criminal Records Bureau could testify.

It is not all gloom. The Pensions Service, Birmingham City Council’s social services department, Learndirect and Halton’s ‘benefits bus’ are some examples of ICT that has been developed with a view to serving strategic organisational needs and improving the efficiency of how services are delivered to citizens. These projects clearly demonstrate that the public sector can and does run successful ICT programmes.

At national level, the move from ‘e-government’ to a ‘transformational government strategy’ in 2005 represented a big, and profoundly welcome, change - not just in language, but in philosophy too. Gone were ‘IT projects’ and in came ‘ICT-enabled projects’, thereby emphasising the transformative potential of ICT. It put citizens at the heart of joined up public services, promised more responsive services and greater efficiency – no small task.

Whilst this was undoubtedly a step in the right direction there is some way to go before many public services can claim to be truly transformational. As research from The Work Foundation suggests, the same old problems persist.

We argue that to realise the potential of transformational services there are a number of steps that need to be taken.

First, ICT-enabled projects need to be a priority at the highest level. Leaders need to be very publicly clear that ICT matters, they need to be involved in defining the business objectives of ICT-enabled projects, and they need to lead the communication, consultation and change strategies that these projects require.

Second, expenditure for ICT-enabled projects should only be agreed where there is a clear business case. This means that projects have to focus on business, rather than technology, outcomes.

Third, public sector organisations need to be supported in managing risks. Part of this will be encouraging a public conversation about the consequences of taking risks such as scope creep or using untested technologies. When these processes are not in place it makes it much more likely that ICT projects will fail at considerable cost to the taxpayer and to the people who use the service.

Fourth, all ICT-enabled projects should be piloted on a smaller scale before being rolled-out. Processes need to be in place to capture learning – this should not just be a rubber-stamping exercise.

Fifth, listen to staff. They are the ones who work with the public each day and who use the systems. Public organisations need to be supported in understanding how to most effectively engage with employees to benefit from staff knowledge and to ensure that staff have the skills and support to use new technologies.

Finally, if ‘joined up’ government is to become a reality, there need to be incentives for government departments and agencies to work together across functions. These are challenges that need to be addressed by central government target and funding setters, as well as more locally.

Yet whilst these high level issues are critical, ‘management’ is also about making these things happen on a day-to-day basis. How have some organisations got these steps right? How do public managers respond to changing staff and public expectations? The lack of detailed material about how to manage ICT projects is one of the key issues that The Work Foundation has heard from managers again and again. Which is why we are running a series of events on ICT and partnership working, supported by Adobe

The first workshop will look at the lessons that can be drawn from Criminal Justice IT, one organisation that has demonstrated its commitment to partnership working, careful portfolio management and a willingness to tackle organisational change. CJIT has been charged with installing basic IT systems, establishing and co-ordinating the new electronic case management system that is intended to lead to better case handing between the police, the CPS, the courts and improved offender management, and joining up the system through an Exchange.

There have been some significant challenges to implementing the new system: the technical difficulties posed by old systems and even older buildings, and the fact that each service operates its own systems. There have also been the ‘soft’ challenges of fostering culture change and training staff. Providing joined up services across the numerous criminal justice agencies (the Crown Prosecution service, the police, Her Majesty’s Court Service, the National Offender Management Service, and Youth Offending Teams) has meant making changes to organisational working as well IT infrastructure. A well-defined business model and closely monitored benefits management are some examples of good practice that CJIT has demonstrated. If public services are to be really transformative, these are the kinds of practices that must become the norm.

The first workshop will take place on Wednesday 23 May from 9.30 – 11.30am. If you are interested in attending or would like information about future events, please contact David Shoesmith at dshoesmith@theworkfoundation.com