Showing posts with label Transformational Government. Show all posts
Showing posts with label Transformational Government. Show all posts

Tuesday, 11 December 2012

GDS's identity assurance story continues to unravel

The Potential Provider shall complete Phase 1 by 31 December 2012
DWP, the Department for Work and Pensions, is by far the biggest spender in government, having clocked up £242.3 billion in 2011-12, see HM Treasury's Public Spending Statistics July 2012 (p.53), including £93 billion on pensions.

On 1 March 2012 GDS, the Government Digital Service, wrote: "Today the cross-Government Identity Assurance programme sanctioned DWP to publish a tender to procure Identity services for all of Government", see Identity: One small step for all of Government.

Sanctioned?

Somehow DWP put up with this condescension. GDS would be well-advised not to try it on with our next biggest spender, the Department of Health, £121.3 billion.

GDS went on in their blog post of last March to refer to the procurement of identity assurance services, needed by DWP for their Universal Credit initiative: "The initial DWP services will be required to provide identity assurance for approximately 21 000 000 claimants ... To support the rollout of universal credit and personal independence payments, identity assurance suppliers will be selected in summer 2012 and systems will need to be fully operational from spring 2013".

Let's say that GDS mean that identity assurance services "will need to be fully operational" on or before 22 June 2013.

Question – how did GDS come up with that timetable?

Before you answer, consider – there must have been some reasoning behind GDS's choice of date. They must have had some idea which suppliers will be involved and how they will satisfy DWP's needs.

Yesterday, 10 December 2012, GDS published the details of an identity assurance contract they put out for tender and which they have now awarded. This contract is for qualitative research into the way people could use multiple identity providers to access public services.

Almost every sentence in GDS's invitation to tender (ITT) is contentious. But let's content ourselves with just one, para.4.2.4, the opening sentence of this post: "The Potential Provider shall complete Phase 1 by 31 December 2012".

This is fundamental research for the Identity Assurance Programme. It won't be finished until 31 December 2012. GDS have the option to extend it by up to three months. 31 March 2013. And then there's Phase 2.

The chances of DWP getting its identity assurance services before 22 June 2013? Nil.

GDS's ITT wasn't even completed until 12 November 2012, eight months after they sanctioned DWP's ITT. GDS must have known then that their timetable is a fantasy.

Meanwhile there are 21 million potential claimants out there, waiting for GDS, whose priorities are clearly elsewhere.

If anybody asks you what "misfeasance" means, misfeasance in Whitehall, just point them at GDS.

(Hat tip: Toby Stevens)

GDS's identity assurance story continues to unravel

The Potential Provider shall complete Phase 1 by 31 December 2012
DWP, the Department for Work and Pensions, is by far the biggest spender in government, having clocked up £242.3 billion in 2011-12, see HM Treasury's Public Spending Statistics July 2012 (p.53), including £93 billion on pensions.

On 1 March 2012 GDS, the Government Digital Service, wrote: "Today the cross-Government Identity Assurance programme sanctioned DWP to publish a tender to procure Identity services for all of Government", see Identity: One small step for all of Government.

Sanctioned?

Monday, 10 December 2012

Universal Credit – GDS's part in its downfall

The importance of IDAP
If public services are to become digital-by-default the Government Digital Service (GDS) need to deliver on identity assurance.

It's their responsibility:
  • Ex-Guardian man Mike Bracken, the Chief Executive of GDS, is also the senior responsible officer owner for Her Majesty's Government's Identity Assurance Programme (IDAP).
  • GDS acknowledge an IDAP project on their blog.
  • And they said on 1 March 2012 that they want to ensure that "... ultimately, HMG-wide Identity Assurance is supplied across central departments via a common procurement portal ... and governed by the Cabinet Office [i.e. by GDS]".
And without IDAP, they say, people who want to use public services will not be able to assert their identities on-line and there will be no digital-by-default:
  • Francis Maude, Cabinet Office Minister, talking about digital-by-default on 6 March 2012: "... for all this to work users of digital public services need to be able to assert their identities safely, securely and simply".
How's it going? What progress is there on IDAP?

IDAP has a customer ...
The first guinea pig has been chosen. The Department for Work and Pensions (DWP) are responsible for Universal Credit (UC) and UC will be the first public service to use IDAP, c.f. Francis Maude again: "... soon Identity Assurance Services will be used to support the Department for Work and Pension’s Universal Credit scheme and the Personal Independence payment which, from 2013, will replace the complex and outdated benefit system".

No IDAP, no UC.

What's involved?

... and IDAP has seven suppliers ...
According to the 1 March 2012 notice placed in the Official Journal of the European Union (OJEU): "The initial DWP services will be required to provide identity assurance for approximately 21 000 000 claimants ... To support the rollout of universal credit and personal independence payments, identity assurance suppliers will be selected in summer 2012 and systems will need to be fully operational from spring 2013".

Two deadlines came and went. 30 September 2012 and 22 October 2012. In the end, it was 13 November 2012 when DWP announced the names of seven "identity assurance suppliers". That's what they were called in the March OJEU notice but, by November, they had become "identity providers" (IDPs).

There were meant to be eight of them but the identity of the reluctant eighth IDP remains a mystery.

Not that the other seven are exactly well-known in the UK – the Post Office, Cassidian, Digidentity, Experian, Ingeus, Mydex, and Verizon – apart from the Post Office, of course, but no-one thinks of that venerable institution as an IDP.

And they're a strange collection. Just look who isn't there. Where are the banks? Where are the (UK) telcos? What happened to the utility companies and the insurance people? Too sensible to accept the hospital pass?

For the first time in history, the UK has official identity providers. You think you already have an identity? Not if it hasn't been provided by an IDP, you don't, not if GDS have their way, not in their modernised, joined up, transformational UK.

As yet, we know nothing about what these IDPs will do – how will IDAP work?

... but the bit in between is missing – there is no IDAP service
It should be big news but the media haven't paid much attention and DWP haven't mentioned IDPs since their 13 November 2012 press release. We have no idea from them how IDAP is meant to work.

Mydex blogged about it but there's been no publicity from the other six named IDPs.

And GDS, the people in charge, have managed just one reference to the appointment of the IDPs, "... we now have a group of suppliers with whom we can work out the practical issues of becoming operational as Identity Providers across all of government".

GDS haven't worked out the "practical issues" yet? It's two years since the prospective suppliers went off to work out the details of what was then the Digital Delivery Identity Assurance Project, part of the G-Digital Programme. Haven't they worked anything out in the interim? What was in GDS's invitation to tender? How do you choose and appoint suppliers if you don't know what you want them to do?

The IDPs are only getting an 18-month contract. And they have to register 21 million claimants for no more than £25 million and issue them all with electronic IDs. How are they going to do that? When are they going to do that? And where?

Remember, OJEU notice: "systems will need to be fully operational from spring 2013". That wouldn't be feasible, not now, December 2012, not even if the details of IDAP had all been worked out but they haven't been ("we now have a group of suppliers with whom we can work out the practical issues"). Why hasn't it already been done? How much longer will it take?

Some lessons from recent history
IDAP requires us all to have an electronic ID which will allow us to identify ourselves on-line so that we can transact with the authorities.

The Home Office – or more specifically the Identity & Passport Service (IPS) – had eight years from 2002 to 2010 of unlimited budgets and unstinting political support to issue us all with ID cards, they had the whole of Whitehall behind them, every management consultant money can buy and most of the media, and yet they failed.

IPS couldn't settle on the objectives of the ID cards scheme, they couldn't make their case, they couldn't say what the point was, they didn't have enough registration centres, the chosen biometrics technology doesn't work, CESG refused to sanction DWP's database as the foundation for the National Identity Register, the public had concerns about data-sharing and the loss of personal privacy, and there were unanswered questions about the security of the system.

By paying airport workers to register and by leaning on Home Office staff to register, IPS finally managed to enrol about 30,000 (?) people on the National Identity Register, 0.07% (?) of the target population of 45 million, before giving up, kissing goodbye to at least £292 million of public funds – your money and mine – and having an institutional nervous breakdown from which they still haven't recovered.

Identity assurance requires trust on all sides and IPS destroyed it wholesale.

GDS haven't even started their eight-year march yet.

Two years ago, IDAP was nowhere. It still is.

No progress has been made.

Why did GDS make their promise to have IDAP operational by the Spring of 2013? Why haven't they announced yet that deployment will have to be delayed? Why are DWP still committed to testing UC from March 2013 and having it fully operational by October 2013?

What have GDS been doing all this time?

Three boondoggles and a talking shop
10 February 2012, ex-Guardian man Mike Bracken, Thoughts on my recent trip to the West Coast with Francis Maude, Minister for the Cabinet Office: "Andrew Nash, Google’s Director of Identity, ran us through the current issues facing identity.He explained how Google aim to grow and be part of an ecosystem of identify providers, and encouraged the UK Government to play its part in a federated system. The UK ID Assurance team and Google agreed to work more closely to define our strategy – so look out for future announcements. Andrew also took the opportunity to walk the Minister through the Identity ecosystem".

It's not known what Francis Maude made of his walk through the identity ecosystem. One way and another, though, Google were excluded from the list of official IDPs.

4 May 2012, ex-Guardian man Mike Bracken, Estonia’s technology economy and online service provision- back to the future?: "We came to see how a small country of 1.3 million has developed a culture and system of Governance and public service provision using the Internet and transparency as core principles ... Whilst we met dozens of people at breakneck speed, many of whom we hope to see in the UK soon, over the next week I will be explaining the wider points we have uncovered which reflect directly on our challenge to make public services in the UK digital by default, and how the Estonian experience links to our core principles".

Despite their links to the UK's core principles, there is no known Estonian among our IDPs.

29 May 2012, and GDS reported their trip to the White House, Steve Wreyford, Identity Assurance goes to Washington. Connected with which, 14 June 2012, Steve Wreyford, Cabinet Office joins the Open Identity Exchange – the OIX is a talking shop.

And that seems to be about it IDAPwise for GDS. A trip to California. A trip to Estonia. A trip to Washington. And signing up to a talking shop.

What else have GDS been up to?

Playing with computers
Using a team of up to 140, GDS have produced a new website, https://www.gov.uk (GOV.UK). That involved re-writing two existing websites, Directgov and Business Link. They are now in the process of re-writing most of the central government departmental websites and incorporating them into GOV.UK.

Why? It's a huge job and what's the point? Why go to the trouble?

Whatever the answers to those questions, GOV.UK is undeniably something GDS have done.

Unlike providing an identity assurance service.

Producing websites is obviously what GDS are at home with, it's what they enjoy and what they apply themselves to, it's what floats their boat:


Why re-write all these websites? GDS say that it's all something to do with improving the user experience of government websites. But what's a "user experience"? GDS offer no definition. In the end, arguably, GDS decide for themselves, inscrutably, whether they have improved the user experience:

 Early days but there's no answer to this tweet yet:

And they say that it's all something to do with a new approach to government. Ex-Guardian man Mike Bracken: "GOV.UK is not Government on the Internet, but of the Internet".

To them, the web is so special that there is something religiose about their mission and when they wanted a blessing for their work on GOV.UK, did they turn to a satisfied user whose experience had been improved? No, they turned to Tim O'Reilly. How did he get past security? How did he even know where the GDS building is?

The Government Gateway – convenience and/or security
Do we need a way to communicate with the government on-line?

Yes, of course we do.

And what's more, we already have a way and we have had for 10 years and more – the UK Government Gateway. Why throw that away? Are we so rich? We can afford to re-write websites and throw away the expensive originals? We can afford to throw away the tried and tested Gateway?

But if GDS have decided to throw it away, how can it take two years not to specify and develop the Gateway's replacement?

The objection to the Gateway is that it's hard to use. Millions of us manage but, yes, it's not easy. GDS promise something easier to use, something more like Facebook. They haven't developed a replacement, or even specified it, but that's what they promise.

But suppose that's impossible? Suppose that if you want a secure system, it just has to be more difficult to use than Facebook? Suppose that if a system is as easy to use as Facebook, then it just can't be secure?

These questions are unanswered. On the one hand, there is no proof that secure systems have to be relatively hard to use. And on the other, GDS certainly haven't provided any proof that "convenient" systems can be adequately secure.

Universal Credit
Universal Credit is important. Many people in the UK – maybe millions – are caught in the poverty trap set by our poorly-designed welfare system. UC could spring the trap and release them. They're not guinea pigs, we're talking about the lives of human beings here. While GDS are talking about computers.

Iain Duncan Smith is Secretary of State at DWP. How did he allow an important political initiative to be turned into an experiment for digital-by-default? If people were computers, digital-by-default might work but we're not, are we. Judging from outside:
  • DWP's and GDS's deadlines cannot possibly be achieved – how can Francis Maude say that "soon Identity Assurance Services will be used to support the Department for Work and Pension’s Universal Credit scheme"?
  • Iain Duncan Smith and his officials have increased the likelihood of UC failing.
  • DWP made a terrible mistake when they ceded control to GDS ...
  • ... they must take back control over identity assurance for UC ...
  • ... otherwise there will be no escape from the poverty trap.
  • GDS are simply not up to the job of providing identity assurance services ...
  • ... it's not their bag, it's not what they're interested in ...
  • ... let them play to their strengths, developing websites, and let them get out of the way of progress on UC.
----------

Daily Telegraph, 17 September 2012, Cyber attacks threaten welfare reforms, ministers warn:
Universal Credit is due to replace scores of individual benefits from next year, simplifying claims and allowing claimants to keep more of their benefits when they take paid work. The regime will be internet-based, with ministers intending that most claimants apply and report a change in circumstances online.

Appearing before a Commons inquiry into the reform, Lord Freud, the welfare reform minister, was asked what was the biggest risk to the programme. “I’ll say what the challenges are, what we need to get right: to get the security system working properly,” he said.

Private security companies will be commissioned to develop a system of “identity assurance” to check that only real claimants can get benefits. “That’s one of the biggest challenges,” said Lord Freud.

Universal Credit – GDS's part in its downfall

The importance of IDAP
If public services are to become digital-by-default the Government Digital Service (GDS) need to deliver on identity assurance.

It's their responsibility:
  • Ex-Guardian man Mike Bracken, the Chief Executive of GDS, is also the senior responsible officer owner for Her Majesty's Government's Identity Assurance Programme (IDAP).
  • GDS acknowledge an IDAP project on their blog.
  • And they said on 1 March 2012 that they want to ensure that "... ultimately, HMG-wide Identity Assurance is supplied across central departments via a common procurement portal ... and governed by the Cabinet Office [i.e. by GDS]".
And without IDAP, they say, people who want to use public services will not be able to assert their identities on-line and there will be no digital-by-default:
  • Francis Maude, Cabinet Office Minister, talking about digital-by-default on 6 March 2012: "... for all this to work users of digital public services need to be able to assert their identities safely, securely and simply".
How's it going? What progress is there on IDAP?

Tuesday, 13 November 2012

Cybersecurity, and GDS's fantasy strategy

For some time now, the Government Digital Service (GDS) have made the meaning of their digital-by-default agenda clear – they want the UK to be like Estonia.

It is thanks to the fact that practically every service in Estonia is delivered over the web that, back in 2007, Russia was able to bring the country to its knees in a matter of days. If GDS succeed with their "modernisation" plans, there will be nothing to stop that happening here in the UK.

GDS are in awe of the financial success and popularity of Apple, Amazon, eBay/PayPal, Google and Facebook. With no experience of government behind them, the over-promoted software engineers at the head of GDS want to bring their heroes' tricks to the delivery of public services in the UK.

Sensible people will see Facebook et al as latter-day Pied Pipers of Hamelin – sensible people, including the tens of thousands of public servants who will be laid off and replaced by GDS's computers when government is, as they say, "transformed".

Many of these organisations are famous for avoiding tax on their UK profits and for using their near-monopolies to tyrannise their suppliers and to milk their customers. But GDS somehow maintain their naïve veneration and on 6 November 2012 they published their Government Digital Strategy.

This fantasy strategy is an elaboration of Martha Lane Fox's ideas, set out in her October 2010 letter to Francis Maude, Directgov 2010 and beyond: revolution not evolution. Ms Lane Fox is the Prime Minister's digital champion, she's a historian, and when she says "revolution" she means it.

Her revolutionary fervour is carried over into last week's GDS strategy, which Sir Bob Kerslake – head of the home civil service, permanent secretary at the Department for Communities and Local Government (DCLG) and previously the chief executive of first the London Borough of Hounslow and then Sheffield City Council – has greeted with a post on GDS's blog, Welcoming the Digital Strategy:
Our reform plan also made a clear commitment to improve the quality of the government’s digital services, and to do this by publishing a Government Digital Strategy setting out how we would support the transformation of digital services [how does publishing a wishlist improve the quality of public services?].

We fulfilled that commitment yesterday with the launch of the Government Digital Strategy, Digital Efficiency Report and Digital Landscape Report and I very much welcome their publication.
But why? Why does Sir Bob "welcome" this emmental cheese of a strategy? It's full of holes. Consider cybersecurity for example.

Iain Lobban, the Director of GCHQ, writing in the Foreword to 10 steps to cyber security says:
Every day, all around the world, thousands of IT systems are compromised. Some are attacked purely for the kudos of doing so, others for political motives, but most commonly they are attacked to steal money or commercial secrets. Are you confident that your cyber security governance regime minimises the risks of this happening to your business? My experience suggests that in practice, few companies have got this right.
Mr Lobban's advice on cybersecurity was pressed on FTSE 100 companies at a 5 September 2012 event organised by the Department for Business, Innovation and Skills (BIS), the Foreign Office, the Cabinet Office, the Home Office and senior figures from the intelligence agencies, please see Business leaders urged to step up response to cyber threats.

It's hardly news. The newspapers are full of cybersecurity stories and have been for years – there's an incomplete digest in With their head in the clouds:
...
29 March 2009: Spy chiefs fear Chinese cyber attack
8 March 2010: Cyberwar declared as China hunts for the West’s intelligence secrets
10 October 2010: Worm cripples Iran nuclear plant
13 October 2010: UK infrastructure faces cyber threat, says GCHQ chief
4 November 2010: Europe attacks itself in cyber-warfare test – As OECD admits major security fail
8 November 2010: Royal Navy website infiltrated by computer hacker
18 November 2010: China 'hijacks' 15 per cent of world's internet traffic
9 November 2010: US embassy cables: The background
9 December 2010: Hackers hit Mastercard and Visa over Wikileaks row
13 December 2010: Gawker falls victim to hackers
13 December 2010: WikiLeaks: government websites could be hacked in revenge attacks
20 December 2010: Hackers leak e-mail account details of government and defence staff
20 December 2010: English Defence League donor details 'stolen' after database hacked
29 December 2010: Gawker was hacked six months ago, say sources close to Gnosis
9 January 2011: Army adds cyberattack to arsenal
14 January 2011: Reducing Systemic Cybersecurity Risk
17 January 2011: Security & Resilience in Governmental Clouds
20 January 2011: Carbon trade cyber-theft hits €30m
21 January 2011: Lush hackers cash in on stolen cards
26 January 2011: Facebook's Mark Zuckerberg 'attacked by hackers'
31 January 2011: British and US stock exchanges fend off cyber raids
4 April 2011: Epsilon email hack: millions of customers' details stolen
26 April 2011: PlayStation Network hackers access data of 77 million users
3 May 2011: Sony says 25m more users hit in second cyber attack
26 May 2011: China admits training cyberwarfare elite unit
29 May 2011: Lockheed Martin computers under 'significant attack'
31 May 2011: Cyber weapons 'now integral part of Britain's armoury'
1 June 2011: Google phishing: Chinese Gmail attack raises cyberwar tensions
12 June 2011: IMF hit by cyber attack from unknown nation state
16 June 2011: LulzSec hackers claim breach of CIA website
12 July 2011: Hackers steal 90,000 email addresses in cyber attack on US military contractor Booz Allen Hamilton
15 July 2011: US forced to redesign secret weapon after cyber breach
15 July 2011: Pentagon reveals 24,000 files stolen in cyber-attack
25 July 2011: Anonymous hacks Italy's critical-national-IT protection
1 August 2011: LulzSec hacking: teenager ‘had cache of 750,000 passwords’
1 October 2011: Flaw in software puts online savers at risk
19 October 2011: Stuxnet-based cyber espionage virus targets European firms
27 October 2011: Chinese hackers suspected of interfering with US satellites
20 November 2011: Cyber-attack claims at US water facility
24 December 2011: Hidden Dragon: The Chinese cyber menace
25 December 2011: Hackers 'steal US data in Christmas-inspired assault'
8 January 2012: Hackers expose defence and intelligence officials in US and UK
16 January 2012: Israel hit by cyber-attacks on stock exchange, airline and banks
3 February 2012: Anonymous spies on FBI / UK Police hacking investigation conference call
7 March 2012: LulzSec leader Sabu was working for us, says FBI
11 March 2012: Chinese steal jet secrets from BAE
27 March 2012: NSA Chief: China Behind RSA Attacks
31 March 2012: Hackers steal details of millions of credit cards
23 April 2012: Iranian oil ministry hit by cyber-attack
3 May 2012: Attack takes Soca crime agency website down
3 May 2012: Hackers have breached top secret MoD systems, cyber-security chief admits
1 June 2012: US role in cyber attack on Iran nuclear plant revealed
7 June 2012: LinkedIn passwords leaked by hackers
5 August 2012: Iranian state goes offline to dodge cyber-attacks
21 September 2012: Chinese hacktivists launch cyber attack on Japan
...
You get the idea. The web is a dangerous place to do business. Dangerous for individuals, companies and governments.

But do GDS get the idea? Do they listen to GCHQ? Do they read the newspapers? Read the GDS blog, and you get the impression that digital-by-default is a warm, safe, cosy tea party. In reality, all the magnificent power and convenience of the web is at the disposal of criminals and spies and cyberterrorists to wreak havoc. It's a double-edged sword, the web.

You may notice that the only solution to the problem that Iran can come up with, after long and painful experience of cyber attack, is to secede from the worldwide web altogether and try to create an Iranwide web.

Meanwhile, with no such experience, GDS blithely recommend that all public services should be delivered over the web. They are luring the public into a war zone. Irresponsible? Malign? Or just gullible? But who is more gullible? GDS, or us proles?

What do GDS have to offer by way of defence? The Government Digital Strategy says:
Legality, security and resilience
Transactional services will be redesigned to:
• be robustly protective of the security of sensitive user information
• maintain the privacy and security of all personal information
• be resilient, to ensure continuity of service to users and departments
And that's it. No strategy. Just a wishlist. No defence.

Where there should be answers to these questions in the Government Digital Strategy there are just holes. Revolution is proposed with no justification. And yet Sir Bob, the head of the home civil service, welcomes this fantasy.

Cybersecurity, and GDS's fantasy strategy

For some time now, the Government Digital Service (GDS) have made the meaning of their digital-by-default agenda clear – they want the UK to be like Estonia.

It is thanks to the fact that practically every service in Estonia is delivered over the web that, back in 2007, Russia was able to bring the country to its knees in a matter of days. If GDS succeed with their "modernisation" plans, there will be nothing to stop that happening here in the UK.

GDS are in awe of the financial success and popularity of Apple, Amazon, eBay/PayPal, Google and Facebook. With no experience of government behind them, the over-promoted software engineers at the head of GDS want to bring their heroes' tricks to the delivery of public services in the UK.

Sensible people will see Facebook et al as latter-day Pied Pipers of Hamelin – sensible people, including the tens of thousands of public servants who will be laid off and replaced by GDS's computers when government is, as they say, "transformed".

Many of these organisations are famous for avoiding tax on their UK profits and for using their near-monopolies to tyrannise their suppliers and to milk their customers. But GDS somehow maintain their naïve veneration and on 6 November 2012 they published their Government Digital Strategy.

This fantasy strategy is an elaboration of Martha Lane Fox's ideas, set out in her October 2010 letter to Francis Maude, Directgov 2010 and beyond: revolution not evolution. Ms Lane Fox is the Prime Minister's digital champion, she's a historian, and when she says "revolution" she means it.

Her revolutionary fervour is carried over into last week's GDS strategy, which Sir Bob Kerslake – head of the home civil service, permanent secretary at the Department for Communities and Local Government (DCLG) and previously the chief executive of first the London Borough of Hounslow and then Sheffield City Council – has greeted with a post on GDS's blog, Welcoming the Digital Strategy:
Our reform plan also made a clear commitment to improve the quality of the government’s digital services, and to do this by publishing a Government Digital Strategy setting out how we would support the transformation of digital services [how does publishing a wishlist improve the quality of public services?].

We fulfilled that commitment yesterday with the launch of the Government Digital Strategy, Digital Efficiency Report and Digital Landscape Report and I very much welcome their publication.
But why? Why does Sir Bob "welcome" this emmental cheese of a strategy? It's full of holes. Consider cybersecurity for example.

Monday, 12 November 2012

The law, and GDS's fantasy strategy

For some time now, the Government Digital Service (GDS) have made the meaning of their digital-by-default agenda clear – they want the UK to be like Estonia.

It is thanks to the fact that practically every service in Estonia is delivered over the web that, back in 2007, Russia was able to bring the country to its knees in a matter of days. If GDS succeed with their "modernisation" plans, there will be nothing to stop that happening here in the UK.

GDS are in awe of the financial success and popularity of Apple, Amazon, eBay/PayPal, Google and Facebook. With no experience of government behind them, the over-promoted software engineers at the head of GDS want to bring their heroes' tricks to the delivery of public services in the UK.

Sensible people will see Facebook et al as latter-day Pied Pipers of Hamelin – sensible people, including the tens of thousands of public servants who will be laid off and replaced by GDS's computers when government is, as they say, "transformed".

Many of these organisations are famous for avoiding tax on their UK profits and for using their near-monopolies to tyrannise their suppliers and to milk their customers. But GDS somehow maintain their naïve veneration and on 6 November 2012 they published their Government Digital Strategy.

This fantasy strategy is an elaboration of Martha Lane Fox's ideas, set out in her October 2010 letter to Francis Maude, Directgov 2010 and beyond: revolution not evolution. Ms Lane Fox is the Prime Minister's digital champion, she's a historian, and when she says "revolution" she means it.

Her revolutionary fervour is carried over into last week's GDS strategy, which Sir Bob Kerslake – head of the home civil service, permanent secretary at the Department for Communities and Local Government (DCLG) and previously the chief executive of first the London Borough of Hounslow and then Sheffield City Council – has greeted with a post on GDS's blog, Welcoming the Digital Strategy:
Our reform plan also made a clear commitment to improve the quality of the government’s digital services, and to do this by publishing a Government Digital Strategy setting out how we would support the transformation of digital services [how does publishing a wishlist improve the quality of public services?].

We fulfilled that commitment yesterday with the launch of the Government Digital Strategy, Digital Efficiency Report and Digital Landscape Report and I very much welcome their publication.
But why? Why does Sir Bob "welcome" this emmental cheese of a strategy? It's full of holes. Consider the law for example.

Back in October 2010 Martha Lane Fox wrote:
It seems to me that the time is now to use the Internet to shift the lead in the design of services from the policy and legal teams to the end users ...

[GDS] SWAT teams ... should be given a remit to support and challenge departments and agencies ... We must give these SWAT teams the necessary support to challenge any policy and legal barriers which stop services being designed around user needs ...
Last week's Government Digital Strategy says:
Government Digital Service will:

• offer specialist digital expertise to interpret existing legislation

In a few areas, laws made before the digital age can severely constrain the development of simple, convenient digital services. For example, HMRC have to provide tax coding notifications on paper rather than by electronic channels. Cabinet Office will work with departments to identify these potential barriers and ways to remove them ...
M'learned friends may have a few questions. By what Constitutional power will GDS overturn established law? What do GDS know about the law? What qualifications do they have, if any? What vainglorious delusions of grandeur make GDS imagine that it's their job?

Providing "tax coding notifications on paper" is one matter. The Electoral Registration and Administration Bill is another.

Under the provisions of that Bill, it is proposed that the electoral roll should be made more complete and more accurate by cross-referencing it with HMRC, DWP and Department for Education databases.

There is no knowing whether cross-referencing would help.

Whether or not it would help, according to the associated impact assessment (p.2), cross-referencing is illegal:
Key assumptions/sensitivities/risks: Data matching – national rollout would require primary legislation.
The Bill makes the illegal cross-referencing of local and central government databases a matter of identity assurance:
52. In time other forms of verification may become available which means that a person may not be required to produce their NINO [National Insurance number] and DOB [date of birth/birth certificate?] when making a new application to register – the legislation has been drafted with this in mind. On 18 May 2011 the Government announced plans for the development of a consistent, customer-centric approach to digital identity assurance across all public services.
Ex-Guardian man Mike Bracken is not only the chief executive of GDS but also the senior responsible officer owner of the identity assurance programme. No-one knows why. Does he know any more about identity assurance than he does about the law?

Will GDS simply declare that cross-referencing is legal? What is this "specialist digital expertise" that allows GDS to "interpret existing legislation"? Are we supposed to allow GDS to decide the matter? Is that wise?

Let's take a step back and try to get some perspective.

In his book The Socialist Case Douglas Jay wrote:
Housewives as a whole cannot be trusted to buy all the right things, where nutrition and health are concerned. This is really no more than an extension of the principle according to which the housewife herself would not trust a child of four to select the week's purchases. For in the case of nutrition and health just as in education, the gentlemen of Whitehall really do know better what is good for the people than the people know themselves.
That was in 1937, 75 years ago, and things have changed since then – no civilised man today believes that women are inferior and no four year-old can still subscribe to Lord Jay’s Doctrine of the Infallibility of Whitehall.

In 1952 Professor GW Keeton published his book The Passing of Parliament. Keeton was Dean of the Faculty of Laws at University College, London. He debunks The Socialist Case and points to the danger of the Executive moving beyond the reach of either Parliament or the Common Law:
... Very far from the Common Law replacing administrative tribunals, more and more are being created outside the Common Law year by year, and some of the cases discussed earlier in this book will show how, in spite of obvious willingness, the courts have failed to hold back the onward rush of administrative lawlessness.
That was 60 years ago. Keeton’s question then was, in summary, what was the point of going through all the suffering of the Civil War and of establishing the supremacy of Parliament in the 1689 Bill of Rights if we end up with an Executive behaving for all the world like some latter-day monarch whimsically exercising his or her prerogatives?

The question remains pertinent. In those 60 years Whitehall has continued arrogantly to ignore the interests of the public it is meant to serve while it makes one defective decision after another, inefficient and accountable to no-one.

Did Professor Keeton miss a trick? Will the present state of "administrative lawlessness" be improved by handing the interpretation of existing legislation over to a team of website designers using specialist digital techniques?

Where there should be answers to these questions in the Government Digital Strategy there are just holes. Revolution is proposed with no justification. And yet Sir Bob, the head of the home civil service, welcomes this fantasy.

The law, and GDS's fantasy strategy

For some time now, the Government Digital Service (GDS) have made the meaning of their digital-by-default agenda clear – they want the UK to be like Estonia.

It is thanks to the fact that practically every service in Estonia is delivered over the web that, back in 2007, Russia was able to bring the country to its knees in a matter of days. If GDS succeed with their "modernisation" plans, there will be nothing to stop that happening here in the UK.

GDS are in awe of the financial success and popularity of Apple, Amazon, eBay/PayPal, Google and Facebook. With no experience of government behind them, the over-promoted software engineers at the head of GDS want to bring their heroes' tricks to the delivery of public services in the UK.

Sensible people will see Facebook et al as latter-day Pied Pipers of Hamelin – sensible people, including the tens of thousands of public servants who will be laid off and replaced by GDS's computers when government is, as they say, "transformed".

Many of these organisations are famous for avoiding tax on their UK profits and for using their near-monopolies to tyrannise their suppliers and to milk their customers. But GDS somehow maintain their naïve veneration and on 6 November 2012 they published their Government Digital Strategy.

This fantasy strategy is an elaboration of Martha Lane Fox's ideas, set out in her October 2010 letter to Francis Maude, Directgov 2010 and beyond: revolution not evolution. Ms Lane Fox is the Prime Minister's digital champion, she's a historian, and when she says "revolution" she means it.

Her revolutionary fervour is carried over into last week's GDS strategy, which Sir Bob Kerslake – head of the home civil service, permanent secretary at the Department for Communities and Local Government (DCLG) and previously the chief executive of first the London Borough of Hounslow and then Sheffield City Council – has greeted with a post on GDS's blog, Welcoming the Digital Strategy:
Our reform plan also made a clear commitment to improve the quality of the government’s digital services, and to do this by publishing a Government Digital Strategy setting out how we would support the transformation of digital services [how does publishing a wishlist improve the quality of public services?].

We fulfilled that commitment yesterday with the launch of the Government Digital Strategy, Digital Efficiency Report and Digital Landscape Report and I very much welcome their publication.
But why? Why does Sir Bob "welcome" this emmental cheese of a strategy? It's full of holes. Consider the law for example.

Friday, 21 September 2012

The Government Digital Service, no time to fit in Universal Credit, too busy

They're a ruthless lot, GDS.
They have to prioritise.
Millions of people could be given the opportunity to make work pay?
Too bad.
GDS have a website to write.

----------  o  O  o  ----------

At last the technical IT problems with Universal Credit (UC) are beginning to be reported in the national press, please see selected examples below.

UC is important. "Make work pay" means rescuing people from the poverty trap, where dependency rots their souls, as Frank Field puts it. And tragically, as Mr Field also puts it, "UC is on course for disaster".

There are political problems with UC. That is a matter for Parliament, and Parliament is debating it – the House of Commons Work and Pensions Committee is considering 500 pages of evidence from 70 organisations.

Suppose that Westminster resolves the political problems. Then what?

Then UC will still fail because of the IT problems introduced by Whitehall.

Digital by default
Whitehall has decided that all public services, including UC, should be "digital by default". That is, public services should be delivered over the web, and only over the web, please see newspaper articles quoted below. But something like ten million people in the UK have still never used the web. They will be "excluded by default".

Assisted digital
Whitehall has invented a phrase to plug the gap between the unwebbed and UC – "assisted digital". There will be an assisted digital programme, they say, to help their web novice parishioners to register with UC and to claim. There is no such programme, there is nothing more than the phrase and Whitehall's actual response, as opposed to their promised response, is simply not to answer the telephone, please see newspaper articles quoted below. That, Whitehall believes, will force people to use the web.

Identity assurance
Once forced onto the web, how do claimants prove that they are who they say they are? If they can't, either we risk denying benefits to people who are entitled to them or we risk automating benefit fraud. That invidious choice is currently avoided on the web by using the UK Government Gateway, which requires user IDs and passwords.

Whitehall believes that the Government Gateway is old-fashioned and too difficult for most people to use, and has promised to replace it with a new "identity assurance" service. Another phrase, another promise, another failure, please see newspaper articles quoted below, no use to UC, there is no new identity assurance service.

Cybersecurity
In their more lucid moments, Whitehall departments warn individuals, businesses and each other that the web is a dangerous place to be. Identity theft, industrial espionage, viruses, man-in-the-middle attacks, hacking, distributed-denial-of-service, you name it, it's a cyberthreat.

GCHQ has established an academic institute for cyberdefence. GCHQ appear to understand the problem. And yet simultaneously, schizophrenically, Whitehall has decided to put all public services including UC on the web, please see newspaper articles quoted below.

Cloud computing
"Cloud computing" is the solution, whatever the problem, according to Whitehall. Whitehall wants a G-Cloud – a government cloud – and they want to put all our data in the cloud where, they claim, it will be secure, it will be maintained in real time, always up to date and always accurate, cloud computing is flexible and cheap and efficient and trusted and always available (resilient, no down time, always safely backed up) and green and modern and fit for the 21st century.

Cockpoppy.

Not in this 21st century. Not on this planet.

Whitehall's G-Cloud team hosted a lively debate about the problems of cloud computing, pulled all the questions together and tried to crowd source some answers. They can't have liked the answers submitted and published only one – the limiting case of a crowd. The problems remain, unresolved, even the founder of Google is warning Whitehall against cloud computing, and yet G-Cloud proceeds, ensuring maximum risks to UC.

Agile
It is a sad fact that IT projects tend to come in late and over budget. Staggeringly late and eye-wateringly over budget. UC is meant to be different. UC is using "agile" systems development methods and "agile" means that systems are flexible, delivered on time and within the budget.

"Agile" is just another word. Computer Weekly magazine reported in June on an emergency project of the US military's:
... the effort is part of an emergency reform of IT projects using agile methods, on orders issued by the Department [of] Defense last year after 11 major computer systems went $6bn over budget and 31 years behind schedule.
Transformational government
UC is the victim of "transformational government", the overall Whitehall plan which incorporates "digital by default" and "assisted digital" and "identity assurance" and "cloud computing" and "agile". Iain Duncan Smith, the Secretary of State for Work and Pensions, looks utterly sincere in his desire to make work pay but he has failed. His officials have prevailed and undermined UC.

Steve Dover, for example, the director of major programmes at DWP and clearly a card-carrying member of the Transformational Government cult, worshiping computers and full of contempt for human beings, is quoted in the Guardian on the subject of UC as saying:
The starting point, I said to our telephony collaboration teams based in Newcastle, was just think of a contact centre, but it has got no people in it and think of an operating model that has got no back office, and start from there.
Francis Maude, the Cabinet Office Minister, is in charge of both cybersecurity (don't use the web) and the Government Digital Service (GDS, only use the web). How does he reconcile the two? On 31 October 2011, he announced that he was funding the nascent identity assurance industry with £10 million taken from ... the £650 million cybersecurity budget.

When it comes to IT, our politicians are apparently helpless in the hands of their officials.

Officials like Steve Dover, and ex-Guardian man Mike Bracken, the executive director of government digital services and Senior Responsible Officer Owner of the identity assurance programme. Bracken trundled Francis Maude off to Estonia to see what transformational government looks like in action. Before that, Mr Maude was made to go to California to listen to Google talking about the identity ecosystem. Later, there was a trip to Washington for Bracken's Government Digital Service (GDS) team.

Estonia, of course, precisely because the country's government has been transformed and relies entirely on cloud computing, was brought to its knees by the Russians in a matter of days in 2007. Why does ex-Guardian man Mike Bracken wish to expose the UK in general and UC in particular to the same vulnerability?

The trip to California included a talk given by Google on identity management. If the suggestion is that perhaps Google could provide the identity assurance that UC and other public services require, it should be understood what that implies. Application for benefits and the administration of their payment would become dependent on Google, whose name could conceivably one day replace Her Britannic Majesty's in our passports. As custodians of our identity, the company would tend to become part of the Constitution. Is Constitutional change in the remit of ex-Guardian man Mike Bracken?

The Washington boondoggle included a photo opportunity in the White House library, enough to turn anyone's head, and was the occasion for groupthink with GDS's transformational government opposite numbers working on NSTIC, the US National Strategy for Trusted Identities in Cyberspace. The fact that the US administration is pursuing the same mistaken strategy as the UK's does not alter the fact that it is mistaken.

GOV.UK
GDS's serious responsibilities are set out on its website under the following headings – assisted digital, digital engagement, directgov, ID assurance, innovation and single government domain. They concentrate on the single government domain task, producing GOV.UK, a re-write of all the departmental government websites that already exist.

No time to waste on UC
When GDS aren't visiting Estonia or the US, they're re-writing websites. They're not promoting digital engagement, they're not providing assisted digital services and DWP don't have the new identity assurance system that they need and that they were promised.

They're a ruthless lot, GDS. They have to prioritise. Millions of people could be given the opportunity to make work pay? Too bad. GDS have a website to write.



A selection of recent newspaper reports on the state of UC:

Last Saturday's Guardian, 15 September 2012, Welfare bill won't work, key advisers tell Iain Duncan Smith:
Seventy organisations wrote to the Commons work and pensions select committee last week, raising a host of potential objections to the universal credit, including doubts about the ability of the government to successfully deliver the IT necessary to unify benefit payments or use real-time wage information to ensure that work always pays better than welfare.

Those working with the vulnerable said the insistence that the system be wholly internet-based will leave many unable to access benefits, and claim the government does not have a plan B.
Next day's ObserverUnemployed deliberately held in call centre queues to promote website:
Jobseekers are being kept hanging on the telephone for at least five minutes before they are connected to a member of staff in jobcentres – a deliberate move to encourage people to make online claims, internal documents obtained by the Guardian reveal ...

Charities said that vulnerable people often do not have internet access ...

Underlining the new policy is the government's target that 80% of new claims for unemployment benefit should be made online by September 2013 ...

The problem for the welfare secretary, Iain Duncan Smith, is that the online flagship universal credit policy will only work if claimants not only claim jobseeker's allowance and other benefits online but also manage their benefits and job searches online ...

The Department for Work and Pensions emphasised that the government tried to ensure that poor people could access jobcentre call centres ...
Monday's Telegraph, Cyber attacks threaten welfare reforms, ministers warn:
Cyber-attacks by criminal gangs and hostile states are the biggest threat to the Coalition’s welfare reforms, ministers have said.

Iain Duncan Smith, the Work and Pensions Secretary, said he had sought advice from major internet retailers such as Amazon about how to keep his Universal Credit systems running, despite electronic sabotage and fraud.

Universal Credit is due to replace scores of individual benefits from next year, simplifying claims and allowing claimants to keep more of their benefits when they take paid work. The regime will be internet-based, with ministers intending that most claimants apply and report a change in circumstances online.

Appearing before a Commons inquiry into the reform, Lord Freud, the welfare reform minister, was asked what was the biggest risk to the programme. “I’ll say what the challenges are, what we need to get right: to get the security system working properly,” he said.

Private security companies will be commissioned to develop a system of “identity assurance” to check that only real claimants can get benefits. “That’s one of the biggest challenges,” said Lord Freud.

Mr Duncan Smith said: “There are states that wish to attack things, criminals that want to commit fraud.”

Unlike retailers, he said, the new system would have to keep running regardless of disruption: temporary interruptions of service would harm claimants. “We must always be ready for the moment we need to pay people the money,” he said.

The Government Digital Service, no time to fit in Universal Credit, too busy

They're a ruthless lot, GDS.
They have to prioritise.
Millions of people could be given the opportunity to make work pay?
Too bad.
GDS have a website to write.

----------  o  O  o  ----------

At last the technical IT problems with Universal Credit (UC) are beginning to be reported in the national press, please see selected examples below.

UC is important. "Make work pay" means rescuing people from the poverty trap, where dependency rots their souls, as Frank Field puts it. And tragically, as Mr Field also puts it, "UC is on course for disaster".

There are political problems with UC. That is a matter for Parliament, and Parliament is debating it – the House of Commons Work and Pensions Committee is considering 500 pages of evidence from 70 organisations.

Suppose that Westminster resolves the political problems. Then what?

Then UC will still fail because of the IT problems introduced by Whitehall.

Wednesday, 27 June 2012

The agility with which Francis Maude and Sir Bob Kerslake are being parted from our money

Leafing through Computer Weekly the other day as no doubt we all were revealed this article by Mark Ballard, Soldiers nail data for agile offensive on $6bn cock-up:
... the effort is part of an emergency reform of IT projects using agile methods, on orders issued by the Department [of] Defense last year after 11 major computer systems went $6bn over budget and 31 years behind schedule.
$6 billion over budget? 31 years behind schedule? So it doesn't just happen in the UK:
The IPPS system was started in 2010 as a clean slate on another spoiled clean slate. It replaced the DoD's previous attempt at an ERP pay system, the Defense Integrated Military Human Resource System, after 12 years work that had cost $1bn. HR system Contractor Northr[o]p Grumman, the fifth largest US defence contractor, was kept on to develop IPPS.
"IPPS" is the US Army's Integrated Personnel and Pay System – you didn't want to know that – and "ERP" is Enterprise Resource Planning, which is an earlier software engineering philosophy which was going to solve all our problems.

Earlier than "agile methods". Agile methods are the latest cure-all. You'd think after a while the gullible would stop falling for cure-alls and that they would notice that the same suppliers hang on year in year out, but no.

What went wrong with the ERP approach to paying the army? It's highly technical, of course, but readers should not be patronised by having the difficulties hidden from them:
"For this approach to work, the first increment is focused on the creation of authoritative data," a US Army spokeswoman told Computer Weekly.

"Subsequent increments will field applications utilising the authoritative data," she said.

Auditors had blamed data problems for wrecking the US military's ambitious plan to rip out pay and logistics systems and replace them with all-encompassing Enterprise Resource Planning systems by vendors such as Oracle and SAP. But with hundreds of different systems being merged, nobody had ensured their data would be compatible.
This won't have occurred to you but apparently, it has been discovered, recent high-level research suggests, if the data is wrong or not "authoritative" that can have an adverse effect on the system. Also, while several billion dollars were changing hands, no-one seems to have noticed that different systems store data in different ways that are not what we software engineers call "compatible".

If only we'd known before.

Actually, we did. Chris Chant told us. Remember his unchallenged 23-point list of what's wrong with UK government IT? Point #19 was "Government should use small and medium size suppliers whose IT practices are more 'agile' but instead they stick with the big ponderous suppliers".

"Agile" is the solution to the problems of ERP, which was the solution to the problems of structured systems design, which was the solution to the problems of the rhythm method.

And what does "agile" mean? What do agile software engineering methods look like?

Ask GDS, the Government Digital Service. They're the IT frontiersmen at the Cabinet Office having praise heaped on them by Francis Maude and Sir Bob Kerslake. They're going to transform government and deliver more for less following the digital by default precepts of Martha Lane Fox.

Let Mike Beaven of GDS explain what it's like to be Riding the Paradigm – where agile meets programme:
There are challenges to running an agile approach to delivery inside a larger organisation where agile is not yet fully understood. We are frequently asked how we approach these challenges and manage them here at GDS ...

... i[n] terms of Cabinet Office and GDS ... we have a pretty established and successful agile software delivery engine. Whilst it is relatively new it has become a firmly established way of working beyond the core delivery teams, and lean/agile methods are used across GDS in a variety of teams ...

The base premise here has been to make the programme processes lighter and more agile, let the project management office take the load from delivery managers but still be in control of our agile delivery streams in terms of money, risk and delivery expectations.

We have made some good progress in terms of the way new work is initiated, assessed and sized up ready for progress onto delivery ...

We are still learning in terms of how we manage the in-flight delivery work and get a view on risks without disrupting the flow of delivery ...

Our main learning so far:
  • You need different methods for different areas of managing delivery – one size does not fit all.
  • Backing to implement programme techniques into agile teams – trust is key and talking with delivery managers beats a written report.
  • Control areas like risk, people allocation and spend control centrally – let one team do the worrying.
For the time being though we will be on that paradigm.
The encounter group facilitator in you will want to thank Mike for that contribution but there's still a niggling sense, isn't there, that it's not clear how the troops are going to be paid, or whatever.

What, for example, explains the enormous pride with which ex-Guardian man Mike Bracken writes, in Digital a key component for Civil Service Reform Plan:
The Minister for the Cabinet Office Francis Maude today [19 June 2012] launched the Civil Service Reform Plan and we were glad to welcome him and Sir Bob Kerslake, Head of the Civil Service, to GDS this morning in advance of the announcement. You can see them chatting to GDS staff Alice Newton and Jordan Hatch in the video below.

I am very heartened to see that Digital by Default is a core theme running through the Civil Service Reform plan [otherwise I wouldn't have a job] with the explicit acceptance by the Minister that “central government wherever possible must become a digital organisation. These days the best service organisations deliver online everything that can be delivered online. This cuts their costs dramatically and allows access to information and services at times and in ways convenient to the users rather than the providers” ...

So it’s a good day for digital in government and I look forward to taking part in the debates that will follow. The Minister and Sir Bob Kerslake will be back in GDS this Thursday 21 June from 4.00 to 5.00, to take part in a Facebook discussion so Civil Servants can give feedback directly on the plan. You can take part on the Civil Service Facebook page and you can ask Sir Bob Kerslake questions directly on Twitter by tweeting him (@sirbobkerslake) using the hashtag #asksirbob ...
All well and good, Mike, but suppose we have to tweet @sirbobkerslake using the hashtag #tellsirbob? What do we tell him? How do agile methods help?

For the answer to that, we have to turn to Chris Heathcote, one of the stakhanovites toiling away in the GDS boiler room, whose blog post The speed of change at last casts light on the matter. There he treats us to the hero's tale of how he went over the top and responded to a tweet about when the clocks change.

Not only did one Caspar Aremi feel that the government website devoted to this matter should show the columns as rows and the rows as columns but he even found the time in his busy schedule to tweet about it. And Mr Heathcote rose to the occasion. Scary stuff. But that's not all – the crucial point is that, presumably because he had nothing better to do, he did it the same day as receiving the tweet. Agile, or what.

Therein lies ex-Guardian man Mike Bracken's pride – at the accomplishment of one of his staff who can respond quickly to a footling request.

And therein lies the confidence that Francis Maude's future and Sir Bob Kerslake's, and our tax money, are all in good hands. "Agile" means sleeping easy of a night, one size does not fit all, trust is key, let the GDS team do the worrying. And the spending.

----------

Mr Heathcote's claim to have demonstrated the true benefits of agile methods is attracting a certain amount of contumely. "One change, one day thanks to Agile? I feel sorry for whoever is in charge when real music starts to play!", says Andres Crespo. Quite. On that day, maybe the US military will give Messrs Bracken, Beaven and Heathcote a job. And Bob Kamall and Paul Downey.

The agility with which Francis Maude and Sir Bob Kerslake are being parted from our money

Leafing through Computer Weekly the other day as no doubt we all were revealed this article by Mark Ballard, Soldiers nail data for agile offensive on $6bn cock-up:
... the effort is part of an emergency reform of IT projects using agile methods, on orders issued by the Department [of] Defense last year after 11 major computer systems went $6bn over budget and 31 years behind schedule.
$6 billion over budget? 31 years behind schedule? So it doesn't just happen in the UK:

Thursday, 9 February 2012

Digital by default – the Government Digital Service, Digital Delivery Identity Assurance, Digital Engagement and Assisted Digital

Amazon.  eBay.  PayPal.  Google.  Facebook.  The Cabinet Office looks at these phenomena and sees a lot of hugely efficient money-making machines with global reach and a high-volume, popular, voluntary and growing take-up.

Then the Cabinet Office looks at Whitehall's tax-farming agency, HMRC, and at its big spenders, DWP and the NHS, and it sees ... something different, something sadder, something old-fashioned, halting and with a big hole where the dynamism and the optimism ought to be.

Putting to one side the obvious point – in fact forgetting entirely – that providing public services is a categorically different job from retail,  the Cabinet Office wants to look modern, it wants to partake in the glory of that spontaneous popularity enjoyed by Amazon et al, and it would no doubt like to experience the same energy and "buzz" as the web Titans.

But  the Cabinet Office just isn't Google. As soon becomes embarrassingly apparent.

Google provides web search facilities. But they didn't call themselves "W-Search Facilities". They called themselves "Google".

The Cabinet Office have been trying for years to develop a government digital programme. And what did they call it? To start with, the "G-Digital Programme".

It's flat-footed. The Cabinet Office want people to want to use Whitehall's services, the way people want to use Facebook, but no-one's nostrils are going to flare when they're hit by the pheromones of the "G-Digital Programme", the desire to know more is resistible ...

... which must have been pointed out to the Digital Engagement team, because some stolid worthy had the bright idea of writing "The Club" at the bottom of the G-Digital Programme webpage. Inviting, you see. Companionable. The sort of group people would want to join.

Which deadpan comedian called the digital engagement team the "Digital Engagement" team? Why not "S.W.A.T."? Or the "Whitehall Giants"? Or "Martha's Sappers"?

Talking of whom, Martha Lane Fox has provided the G-Digital Programme with a slogan – "digital by default".

And with that she has provided them with a problem, because millions of Brits have never used the web. How are they going to access all the public services that become digital by default? How are they going to avoid exclusion by default?

It's not a new problem. It arose six years ago when the Cabinet Office came up with Transformational Government -- Enabled by Technology. They didn't solve the problem then and they still haven't. It may be insoluble.

Non-web users would need help to access digital public services. Where could that help come from? Libraries? Maybe. Post offices? Maybe not.

For the moment, there's no solution in sight. But, next best thing, there is a blog – Assisted Digital. A blog with just two posts on it.

"Assisted digital"? How could they? How did anyone think it was a good idea to call the non-existent service to plug the gap between people and the public services they need "assisted digital"? There is only one name possible in the circumstances – "Dignitas".

The analogy between delivering books (Amazon) and delivering benefits (DWP) is misleading.

It is that analogy that turns us, the public, from being "patients" and "parents" and "travellers" into "customers" in the language of Cabinet Office communications. And it is that analogy that leads us to the notion of a digital Dignitas.

It leads to nonsense. The analogy should be abandoned.