Thursday, 28 February 2013
Wednesday, 27 February 2013
midata – a machine for turning personal data into open data
This is the story of a debate about midata hosted on Twitter by BIS, the Department for Business Innovation and Skills. Their version on the right. Another version on the left. One event. Two stories.
Professor Nigel Shadbolt is the chairman of BIS's midata programme, a story of personal/private data. He is also a director of the Open Data Institute, a story of open/public data.
Some people talk about the advisability of midata. Professor Shadbolt talks about how midata would work. Parallel tracks. Which will be a long time meeting.
Professor Nigel Shadbolt is the chairman of BIS's midata programme, a story of personal/private data. He is also a director of the Open Data Institute, a story of open/public data.
Some people talk about the advisability of midata. Professor Shadbolt talks about how midata would work. Parallel tracks. Which will be a long time meeting.
midata – a machine for turning personal data into open data
This is the story of a debate about midata hosted on Twitter by BIS, the Department for Business Innovation and Skills. Their version on the right. Another version on the left. One event. Two stories.
Professor Nigel Shadbolt is the chairman of BIS's midata programme, a story of personal/private data. He is also a director of the Open Data Institute, a story of open/public data.
Some people talk about the advisability of midata. Professor Shadbolt talks about how midata would work. Parallel tracks. Which will be a long time meeting.
Professor Nigel Shadbolt is the chairman of BIS's midata programme, a story of personal/private data. He is also a director of the Open Data Institute, a story of open/public data.
Some people talk about the advisability of midata. Professor Shadbolt talks about how midata would work. Parallel tracks. Which will be a long time meeting.
Sunday, 24 February 2013
A Whitehall death foretold – soul control
No such thing as a ghost?
Wrong.
Scroll down to the blogroll on the right hand side of the screen and take a look at the first entry. 'BIS Blogs – Building an Intellectual Property regime for the 21st Century', says this voice from the dead, as it has done ever since 21 December 2012, when the clock stopped.
BIS is the Department for Business Innovation and Skills and it is their website that has died – under the Government Digital Service (GDS) Single Government Domain project, BIS disappeared into GOV.UK.
GDS promised that the change would be smooth, all links to the old site would be re-directed so that the original content could still be seen. Baloney. Try clicking on the link down there in the blogroll and, instead of learning about 21st century intellectual property regimes, what you get is:
BIS used to email their press releases directly to anyone who registered an interest. No more. That service is gone, along with the website and the blog. Now BIS speaks only through GOV.UK, which is managed, like 10 other government departments so far, by GDS, under just one brand, Inside Government.
Sorry, the page you were looking for can’t be found. The page you were looking for does not exist in the UK Government Web Archive.
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The information you are looking for may have existed in a different location. You may wish to search.
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Something has died. There was something wonky about the death and that's what the unquiet spirit stalking the blogroll is telling us.
Ms Jeni Tennison was trying to work out what that something wonky is nearly a year ago. It's a safe bet that we're going to hear a lot more about her and so, for the moment, let's just say that she was working as a consultant with GDS and on 10 March 2012 Ms Tennison wrote in her personal blog:
It's worth reading her post and the 22 comments added in the following 26 hours or so. One parameter in the debate is the extent to which, looking at the web, the public is confused about the way government works. GOV.UK is supposed to reduce our putative confusion. Does it? Some commenters on the blog think that standardisation might actually increase public confusion.
The Single Government Domain policy, indeed GDS itself, is about control. It is "we will do it for you", not "we will help you do it". It is about managing the output of institutions that might keep in check an overmighty State. It is anti-web and it is anti-democracy and I cannot remain quiet about it any longer.
The issue of public confusion is a long way from the main topic of debate proposed by Ms Tennison, viz. over-mighty states and anti-democracy. One commenter avoids being sidetracked and says:
After a day of lively debate, someone had to step in and cool things down. Enter Tom Loosemore, Deputy Director of GDS:
Putting services online, creating new digital services, recreating organisations as online entities—approach or describe it how you will—this has always been seen by influential policymakers as a magic bullet to “transformation”. If, the argument goes, the future of information and interaction will be online, control that experience and you control the soul of really big, important things like public administration and democracy ...
... be aware that "single domain" and other talk of simplification is but the veneer on a far more fundamental project. Be honest about that, and you might just have a chance of making such change happen.
GOV.UK is intended by the end of 2013 to incorporate not just the 24 big departments of state but also over 300 other public bodies many of which are meant to help to make government accountable. In her answer to Mr Loosemore, Ms Tennison makes the point that even if GOV.UK does (yet to be proved) save money, reduce public confusion and improve the user experience of transacting with the government, that's no justification for diluting accountability:
I will admit that the frantic tenor of your post made me wonder for a moment as to whether we'd done the right thing in making this phase of the beta public ...
And I'm afraid [you're] just plain wrong about GOV.UK being "about managing the output of institutions that might keep in check an overmighty State" ...
You've jumped to an entirely wrong conclusion ...
We will nurture the exceptions, but not at the cost of the level of confusion currently suffered by users. Or the £100m/year this chaos currently costs each and every one of us [sic].
A year later, Ms Tennison has moved on, Tom Loosemore hasn't and only the ghost of BIS remains.
I am not frantic, but I am concerned that in a year it may be too late and I do not want to be wishing that I had said something sooner ...
A view of government that does not give space for these differences [between departments] may be less confusing to users but it is hardly accurate or transparent or accountable ...
... shifting the balance so far towards the overt user requirements for department websites ... comes at the cost of losing something essential in our democracy ...
... innovation within the government web space and outside GDS has more or less ceased while everyone waits to see what GDS will do, and my impression is that people are in some way scared to question or discuss the GDS vision ...
... we do all need to be having this conversation rather than suppressing it.


A Whitehall death foretold – soul control
No such thing as a ghost?
Wrong.
Scroll down to the blogroll on the right hand side of the screen and take a look at the first entry. 'BIS Blogs – Building an Intellectual Property regime for the 21st Century', says this voice from the dead, as it has done ever since 21 December 2012, when the clock stopped.
BIS is the Department for Business Innovation and Skills and it is their website that has died – under the Government Digital Service (GDS) Single Government Domain project, BIS disappeared into GOV.UK.
GDS promised that the change would be smooth, all links to the old site would be re-directed so that the original content could still be seen. Baloney. Try clicking on the link down there in the blogroll and, instead of learning about 21st century intellectual property regimes, what you get is:
Untitled 1
![]() | Delegation from the Bulgarian Gov't visited @gdsteam. V Interested in digital leaders. Thx @paul_clarke for the pic twitter.com/Abs_GDS/status… |
Untitled 1
![]() | Delegation from the Bulgarian Gov't visited @gdsteam. V Interested in digital leaders. Thx @paul_clarke for the pic twitter.com/Abs_GDS/status… |
Tuesday, 19 February 2013
Personality cult at GDS?
![]() | Excited about having the Swedish Insurance Agency visit GDS today, with Martha! #socialmedia and #digitalservices! twitter.com/Abs_GDS/status… |
Personality cult at GDS?
![]() | Excited about having the Swedish Insurance Agency visit GDS today, with Martha! #socialmedia and #digitalservices! twitter.com/Abs_GDS/status… |
Thursday, 14 February 2013
Skyscape – would you invest £4 million? Thousands haven't.
There are other cloud computing suppliers than Skyscape.
Some of them comparatively well-established.
What is Whitehall doing?
How did the Cabinet Office and the Government Procurement Service
manage to give G-Cloud accreditation to Skyscape?
And how did the MOD, HMRC and GDS
decide that Skyscape is a safe home for our data?
And how did the MOD, HMRC and GDS
decide that Skyscape is a safe home for our data?
Skyscape's first accounts appeared on the Companies House website today.
Is Mr Jeremy Robin Sanders still in ultimate control of the company?
Yes.
Except that it's become a bit indirect. He set up a company called Virtual Infrastructure Group Ltd (VIG) in June 2012. Then in October 2012 he transferred all his Skyscape shares into VIG. So VIG controls Skyscape. But Mr Sanders controls VIG.
How is Skyscape financed?
Not by equity, that's for sure. VIG has
Mr Sanders lent some money to Skyscape and the balance outstanding at 31 March 2012 was £93,333. But that's not a lot to fund an operation meant to be able to support the Government Digital Service (GDS), HMRC and MOD contracts let to Skyscape. So what other money is there available?
Answer, in November 2012 – well after getting the GDS and HMRC contracts – a loan note financing exercise was launched. £12 million-worth on offer, of which £8 million-worth had been subscribed for by 7 February 2013, the date on which the Skyscape accounts were signed by Mr Sanders and the auditors, Grant Thornton.
Who are these subscribers/investors? We don't know.
What we do know is that, as set out in the Particulars of a mortgage or charge filed with Companies House on 14 November 2012, if Skyscape goes into receivership or administration or ..., then the noteholders get all the assets, which may include GDS's data (our data), HMRC's data (our data) and the MOD's data (our data).
And who's managing the loan notes? That's the other thing we know. Jeffrey Paul Thomas (15 active companies to his name and 45 inactive ones).
Who?
You remember Jeffrey. He's the man who once held some shares in Skyscape but transferred them to Jeremy. He's the man at ARK Continuity, the data centre specialist, with the Rt Hon The Baroness Manningham-Buller on board, funded by Real Estate Venture Capital Partners LLP (RevCap).
The business review in the Skyscape accounts makes it clear that Skyscape was set up explicitly as a speculative venture designed to exploit changes in UK government IT procurement, particularly G-Cloud, the move to cloud computing.
How's it going?
By 31 March 2012 Skyscape had sales of £44,416 which cost them £327,320 and they'd spent £956,965 on administration. There's no detailed P&L in the accounts, but there is a balance sheet showing negative net assets of £1,240,833.
A bit precarious. Just what you'd expect from a speculative venture. It might come right. You never know. Bit worrying that they couldn't get all the notes away, prospective investors not overly impressed.
Still, there's Whitehall in the background. They could make Skyscape a success. As long as Skyscape is well enough managed actually to cope with a lot of contracts.
And there's Cisco and VMware and EMC and QinetiQ in the background, the Skyscape Cloud Alliance. Skyscape is their Trojan horse. They'll extend their credit terms for a while yet but their patience won't be infinite.
G-Cloud, on which Skyscape largely depends – that's one of the Principal Risks And Uncertainties listed in the accounts – released some sales data last week. It's very early days yet. But between April and December 2012 G-Cloud sold just under £6 million of services. Emergn Ltd got 24% of those sales, BJSS 14% and Ninian 9%. 50 suppliers on the list, everyone else is an also-ran so far, including Skyscape with 2%.
Patience. Tested.
And remember. At some stage, G-Cloud may admit the big boys, Amazon and Google.
----------
(NB DMossEsq is absolutely not licensed to give investment advice.)
Skyscape – would you invest £4 million? Thousands haven't.
There are other cloud computing suppliers than Skyscape.
Some of them comparatively well-established.
What is Whitehall doing?
How did the Cabinet Office and the Government Procurement Service
manage to give G-Cloud accreditation to Skyscape?
And how did the MOD, HMRC and GDS
decide that Skyscape is a safe home for our data?
And how did the MOD, HMRC and GDS
decide that Skyscape is a safe home for our data?
Skyscape's first accounts appeared on the Companies House website today.
Is Mr Jeremy Robin Sanders still in ultimate control of the company?
Yes.
Except that it's become a bit indirect. He set up a company called Virtual Infrastructure Group Ltd (VIG) in June 2012. Then in October 2012 he transferred all his Skyscape shares into VIG. So VIG controls Skyscape. But Mr Sanders controls VIG.
How is Skyscape financed?
Not by equity, that's for sure. VIG has
Tuesday, 12 February 2013
2e2 – are there any lessons for the new skyscape of government computing?
2e2 Group Limited
Annual Report & Accounts 2011
• Established for over 10 years
• In the top 20 of UK Software and IT Services providers
• 2,000 employees with 1,200 technical consultants
• 17 offices in 5 countries
• Trusted IT advisor and partner to corporate and enterprise customers
• Agile and innovative approach
• Track record of delivering business benefits and reducing costs through transformational IT solutions
• High-level partnerships with the leading IT vendors
• Business-orientated approach and solutions design
• Named as the “Cloud expert” by the Financial Times
• Deep skills in data centre, unified communications, application consulting, cyber security, and managed services
2e2. What is it?Annual Report & Accounts 2011
• Established for over 10 years
• In the top 20 of UK Software and IT Services providers
• 2,000 employees with 1,200 technical consultants
• 17 offices in 5 countries
• Trusted IT advisor and partner to corporate and enterprise customers
• Agile and innovative approach
• Track record of delivering business benefits and reducing costs through transformational IT solutions
• High-level partnerships with the leading IT vendors
• Business-orientated approach and solutions design
• Named as the “Cloud expert” by the Financial Times
• Deep skills in data centre, unified communications, application consulting, cyber security, and managed services
Let 2e2 speak for themselves:
With glowing customer references from Linklaters, the London Borough of Newham, the London Borough of Waltham Forest, Menzies, Three, Bridgend County Borough Council, the Sussex Partmership NHS Foundation Trust, Allianz, Telefonica O2, McAfee, G4S and Orbit Housing, ...
2e2 is an ICT Lifecycle Services Provider; an agile, customer-focused provider of end-to-end next generation IT services. The company creates innovative solutions that transform business processes, reduce infrastructure costs and enhance performance – 'creating business advantage' for its customers. 2e2 focuses on solutions and managed services for medium and large private and public sector organisations, delivered on premises, in the cloud, hosted, as a managed service or as a hybrid. 2e2 has worked with many companies within the telecommunications, media, healthcare, retail, transport, public, financial services and professional services sectors.
2e2's annual accounts show a turnover of £396 million in 2011, a small loss of £11 million and net assets of £67 million, ...
all audited by Ernst & Young, who signed the accounts on 30 March 2012.
The accounts were submitted to Companies House (CH) on 24 September 2012 and the next entry on the CH website is 4 February 2013, Notice of Administrator's Appointment.
There's a big, strong board of directors – Graham Love (formerly chief executive of QinetiQ), Nick grossman (NCR), Frédéric Chauffier (énarque, Managing Partner of Duke Street), Simon Burt (KPMG), Matthew Collins (Morgan Grenfell, Merrill Lynch), Terry Burt (NCR), John Loveland (ICL, Wang, Nixdorf, Siemens), Mark McVeigh (NCR) ...
on 30 March 2012 the Directors' Report says that they have no reason not to use the going concern basis for the preparation of the accounts ...
Ernst & Young agree that the accounts give a true and fair view of the state of the undertaking ...
and next thing you know, they're in administration.
In short order, David Bicknell does a good summary of the problems faced as a result of 2e2's failure by five London NHS trusts responsible for the health of 1.27 million people ...
the G-Cloud team offers to help ...
Anthony Miller, managing partner at analyst house TechMarketView, says: "This is actually good news for 2e2’s beleaguered customers" (really?) ...
and Memset offers to help.
This is the hurly-burly of capitalism. It is a good thing.
Is there any sign, in 2e2's published accounts, of the problems to come?
That is, in case they ever publish any, what should we look out for in Skyscape's accounts?
2e2 – are there any lessons for the new skyscape of government computing?
2e2 Group Limited
Annual Report & Accounts 2011
• Established for over 10 years
• In the top 20 of UK Software and IT Services providers
• 2,000 employees with 1,200 technical consultants
• 17 offices in 5 countries
• Trusted IT advisor and partner to corporate and enterprise customers
• Agile and innovative approach
• Track record of delivering business benefits and reducing costs through transformational IT solutions
• High-level partnerships with the leading IT vendors
• Business-orientated approach and solutions design
• Named as the “Cloud expert” by the Financial Times
• Deep skills in data centre, unified communications, application consulting, cyber security, and managed services
2e2. What is it?Annual Report & Accounts 2011
• Established for over 10 years
• In the top 20 of UK Software and IT Services providers
• 2,000 employees with 1,200 technical consultants
• 17 offices in 5 countries
• Trusted IT advisor and partner to corporate and enterprise customers
• Agile and innovative approach
• Track record of delivering business benefits and reducing costs through transformational IT solutions
• High-level partnerships with the leading IT vendors
• Business-orientated approach and solutions design
• Named as the “Cloud expert” by the Financial Times
• Deep skills in data centre, unified communications, application consulting, cyber security, and managed services
Let 2e2 speak for themselves:
With glowing customer references from Linklaters, the London Borough of Newham, the London Borough of Waltham Forest, Menzies, Three, Bridgend County Borough Council, the Sussex Partmership NHS Foundation Trust, Allianz, Telefonica O2, McAfee, G4S and Orbit Housing, ...
2e2 is an ICT Lifecycle Services Provider; an agile, customer-focused provider of end-to-end next generation IT services. The company creates innovative solutions that transform business processes, reduce infrastructure costs and enhance performance – 'creating business advantage' for its customers. 2e2 focuses on solutions and managed services for medium and large private and public sector organisations, delivered on premises, in the cloud, hosted, as a managed service or as a hybrid. 2e2 has worked with many companies within the telecommunications, media, healthcare, retail, transport, public, financial services and professional services sectors.
2e2's annual accounts show a turnover of £396 million in 2011, a small loss of £11 million and net assets of £67 million, ...
all audited by Ernst & Young, who signed the accounts on 30 March 2012.
The accounts were submitted to Companies House (CH) on 24 September 2012 and the next entry on the CH website is 4 February 2013, Notice of Administrator's Appointment.
Andrew Dilnot and the cost of social control
Last seen around these parts Andrew Dilnot, chairman of the UK Statistics Authority, told the BBC that his plan to cap social care costs at £35,000 was "not about protecting people's inheritances" but giving people "control over their lives at a time when they're vulnerable and need that control". Predictably enough, the legislation proposed to implement the cap does no such thing. It couldn't. If the state is paying the balance of your care costs over £35,000 then it's the state which is in control. Not you.
Dilnot v., one mood only, imperative (imprecation) Don't! (esp. of hopeless Whitehall policy). Overtones of irrationality/stupidity/ignorance (q.v.), e.g. logically inconsistent arguments in support of hopeless Whitehall policy. Overtones of deceitfulness (q.v.), e.g. proponent of hopeless Whitehall policy is too intelligent not to realise that the supporting arguments are inconsistent. Normal usage – the attempt to promote/preserve honest political debate (q.v.) by a speaker who knows full well that the attempt is just as hopeless as the Whitehall policy. Example: "if you think the solution to excessive borrowing is to borrow more, Dilnot!".
Needless to say, it is HM Treasury which will gain control. Them, and local Councils.
According to the Telegraph, Mr Dilnot has maintained his divorce from the natural use of English. Following the announcement of the new social care cost proposals ...
Readers are advised to carry on being terrified.
... he described the current system as a “complete disaster” and said the new measures would mean that “for the first time you don’t have to be terrified of the consequences of needing care”.
Andrew Dilnot and the cost of social control
Last seen around these parts Andrew Dilnot, chairman of the UK Statistics Authority, told the BBC that his plan to cap social care costs at £35,000 was "not about protecting people's inheritances" but giving people "control over their lives at a time when they're vulnerable and need that control". Predictably enough, the legislation proposed to implement the cap does no such thing. It couldn't. If the state is paying the balance of your care costs over £35,000 then it's the state which is in control. Not you.
Dilnot v., one mood only, imperative (imprecation) Don't! (esp. of hopeless Whitehall policy). Overtones of irrationality/stupidity/ignorance (q.v.), e.g. logically inconsistent arguments in support of hopeless Whitehall policy. Overtones of deceitfulness (q.v.), e.g. proponent of hopeless Whitehall policy is too intelligent not to realise that the supporting arguments are inconsistent. Normal usage – the attempt to promote/preserve honest political debate (q.v.) by a speaker who knows full well that the attempt is just as hopeless as the Whitehall policy. Example: "if you think the solution to excessive borrowing is to borrow more, Dilnot!".
Needless to say, it is HM Treasury which will gain control. Them, and local Councils.
According to the Telegraph, Mr Dilnot has maintained his divorce from the natural use of English. Following the announcement of the new social care cost proposals ...
Readers are advised to carry on being terrified.
... he described the current system as a “complete disaster” and said the new measures would mean that “for the first time you don’t have to be terrified of the consequences of needing care”.
Wednesday, 6 February 2013
Stafford Hospital, Unite and Sir David Nicholson
Some readers may remember Sir David Nicholson KCB CBE, Chief Executive of the English National Health Service and Chief Executive of the NHS Commissioning Board:
Now that the report into the inhuman degradation at Stafford Hospital has been published, she may think differently.
Not so the charming Mary Riddell in the Telegraph:
But not everyone has quite such a strong stomach. Campaigner Julie Bailey has called on Sir David to resign. (And Andy Burnham. And Peter Carter.) Ms Bailey is joined by Rachael Maskell, the health officer of the Unite union, who says:
----------
Added (22:40):
The boss must go. NHS staff must step up
by Phil Hammond
The Times, 6 February 2013
On last night's This Week, Michael Portillo was asked by Andrew Neil for his moment of the week and responded as follows:
He obviously inspires similar awe in Charlotte Jee, stalwart of the Guardian's Government Computing supplement:
DMossEsq must confess to a certain horrified admiration for Sir David. Never met him but he comes across as an old bruiser, a survivor, a winner, he's taken on all comers including the Prime Minister and he remains the undefeated commie, the Lonsdale Belt-holder of Whitehall.
![]() | Great profile of powerful, plain-spoken & -seemingly- indestructable NHS chief Sir David Nicholson by @patrickjbutler guardian.co.uk/society/2013/f…— Charlotte Jee (@charlottejee) February 4, 2013 |
Now that the report into the inhuman degradation at Stafford Hospital has been published, she may think differently.
Not so the charming Mary Riddell in the Telegraph:
But not everyone has quite such a strong stomach. Campaigner Julie Bailey has called on Sir David to resign. (And Andy Burnham. And Peter Carter.) Ms Bailey is joined by Rachael Maskell, the health officer of the Unite union, who says:
Is this the end?
Sir David Nicholson, who has thrown down the so-called Nicholson challenge of £20bn cuts, is not the person to lead the NHS into the world of patient-focused care ... The words ‘buck’, ‘stopping’ and ‘here’ have a certain resonance.
----------
Added (22:40):
The boss must go. NHS staff must step up
by Phil Hammond
The Times, 6 February 2013
Added 7.2.13:
Sir David Nicholson, the chief executive of the NHS, was in 2005 the head of the West Midlands Strategic Health Authority, the body supposedly responsible for supervising standards at Stafford Hospital. He should step down, a view privately shared by some on the new NHS Commissioning Board and many of the NHS staff I’ve spoken to. But only brave relatives such as Julie Bailey, from Cure the NHS, will join me in public.
- Union calls for Nicholson's resignation
- David Cameron apologises for Mid Staffs scandal after damning report
- Raft of apologies in wake of Mid Staffs
- 1,200 deaths, a damning report on 'failings at every level' and 290 recommendations for reform. Now families of the Stafford Hospital victims and union chiefs call for the head of the NHS to resign
Added 15.2.13:
Head of NHS ignored warnings that patients were in danger, alleges whistleblower
Sir David Nicholson, chief executive of the NHS, was allegedly warned four years ago that patients were at risk at United Lincolnshire Hospitals Trust by its former chief excecutive Gary Walker ...
Mr Walker last night said he raised concerns with Sir David in 2009 but his warnings were ignored.
He told the Daily Mail: "I want David Nicholson to be held to account. I warned him that this was going to happen. I warned him that Lincolnshire was going to become the next Mid Staffordshire. He didn’t investigate those concerns, and now look what’s happened."
He claimed Sir David was "not interested in patient safety" and said he should resign to end the "culture of fear" he had installed in the NHS ...
managers at the trust had been told their "careers rested on delivering the targets" and so were neglecting the care of patients ...
On last night's This Week, Michael Portillo was asked by Andrew Neil for his moment of the week and responded as follows:
Stafford Hospital, Unite and Sir David Nicholson
Some readers may remember Sir David Nicholson KCB CBE, Chief Executive of the English National Health Service and Chief Executive of the NHS Commissioning Board:
Now that the report into the inhuman degradation at Stafford Hospital has been published, she may think differently.
Not so the charming Mary Riddell in the Telegraph:
He obviously inspires similar awe in Charlotte Jee, stalwart of the Guardian's Government Computing supplement:
DMossEsq must confess to a certain horrified admiration for Sir David. Never met him but he comes across as an old bruiser, a survivor, a winner, he's taken on all comers including the Prime Minister and he remains the undefeated commie, the Lonsdale Belt-holder of Whitehall.
![]() | Great profile of powerful, plain-spoken & -seemingly- indestructable NHS chief Sir David Nicholson by @patrickjbutler guardian.co.uk/society/2013/f…— Charlotte Jee (@charlottejee) February 4, 2013 |
Now that the report into the inhuman degradation at Stafford Hospital has been published, she may think differently.
Not so the charming Mary Riddell in the Telegraph:
Monday, 4 February 2013
Douglas Carswell – where will power end up?

Mr Carswell is talking about politics. Which means he's talking about power.
Politics will end at about the time the sun burns out.
Mr Carswell foresees not the end of politics but the transfer of power, from today's government, to the public, via the web.
There are already several powerful forces fighting for domination of the web. The public are not among them.
It is at least possible that power will be transferred to some cocktail of these rival forces and that we the public will simply find ourselves with different rulers, and not necessarily better off.
Mr Carswell does not explain how the transfer of power from today's government to the public could take place.
Everyone recognises that there is something exceptional about the web. Everyone, including Whitehall.
And unlike Mr Carswell, Whitehall do have a plan.
Martha 'digital by default' Lane Fox CBE, 14 October 2010:
Make Directgov [= the Transformation cluster/GOV.UK] the government front end for all departments' transactional online services to citizens and businesses, with the teeth to mandate cross government solutions, set standards and force departments to improve citizens' experience of key transactions.
Change the model of government online publishing, by putting a new central team in Cabinet Office in absolute control of the overall user experience across all digital channels ...
Appoint a new CEO for Digital in the Cabinet Office with absolute authority over the user experience across all government online services (websites and APls) and the power to direct all government online spending.
I strongly suggest that the core Directgov team concentrates on service quality and that it should be the "citizens' champion with sharp teeth" for transactional service delivery.
Directgov should own the citizen experience of digital public services and be tasked with driving a 'service culture' across government which could, for example, challenge any policy and practice that undermines good service design.
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.
Directgov 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.
A new central commissioning team should take responsibility for the overall user experience on the government web estate, and should commission content from departmental experts. This content should then be published to a single Government website with a consistently excellent user experience.
Ultimately, departments should stop publishing to their own websites, and instead produce only content commissioned by this central commissioning team.
Ultimately it makes sense to the user for all Government digital services to reside under a single brand ...
... leadership on the digital communications and services agenda in the centre is too fragmented. I recommend that all digital teams in the Cabinet Office - including Digital Delivery, Digital Engagement and Directgov - are brought together under a new CEO for Digital.
This person should have the controls and powers to gain absolute authority over the user experience across all government online services ... and the power to direct all government online spend.
The CEO for Digital should also have the controls and powers to direct set and enforce standards across government departments ...
They want to make public services digital by default. That is, they want public services to be delivered over the web and, to the greatest extent possible, only over the web.Make Directgov [= the Transformation cluster/GOV.UK] the government front end for all departments' transactional online services to citizens and businesses, with the teeth to mandate cross government solutions, set standards and force departments to improve citizens' experience of key transactions.
Change the model of government online publishing, by putting a new central team in Cabinet Office in absolute control of the overall user experience across all digital channels ...
Appoint a new CEO for Digital in the Cabinet Office with absolute authority over the user experience across all government online services (websites and APls) and the power to direct all government online spending.
I strongly suggest that the core Directgov team concentrates on service quality and that it should be the "citizens' champion with sharp teeth" for transactional service delivery.
Directgov should own the citizen experience of digital public services and be tasked with driving a 'service culture' across government which could, for example, challenge any policy and practice that undermines good service design.
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.
Directgov 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.
A new central commissioning team should take responsibility for the overall user experience on the government web estate, and should commission content from departmental experts. This content should then be published to a single Government website with a consistently excellent user experience.
Ultimately, departments should stop publishing to their own websites, and instead produce only content commissioned by this central commissioning team.
Ultimately it makes sense to the user for all Government digital services to reside under a single brand ...
... leadership on the digital communications and services agenda in the centre is too fragmented. I recommend that all digital teams in the Cabinet Office - including Digital Delivery, Digital Engagement and Directgov - are brought together under a new CEO for Digital.
This person should have the controls and powers to gain absolute authority over the user experience across all government online services ... and the power to direct all government online spend.
The CEO for Digital should also have the controls and powers to direct set and enforce standards across government departments ...
They have set up the Government Digital Service (GDS). The chairman of the GDS advisory board is Martha Lane Fox, the Prime Minister's digital champion. She wrote the terms of reference for GDS and, in theory:
Mr Carswell has no plan for how power could be transferred from the government to the public via the web. Whitehall does have a plan. But it's a plan that will ensure that control remains with the Executive at the centre. Same tool, but the opposite result from Mr Carswell's preferred reintroduction of localism and the city-state.
GDS ignore the risk of identity theft posed by storing our personal data on the web. They ignore the human need for privacy. They have no experience of public administration. All they have is a reverence for the web.
The web is a powerful and virtuous tool in the right hands. In the wrong hands, it remains powerful.
It is a mistake to revere the web. If you need any further confirmation, read Al Gore: US democracy has been hacked in the Guardian yesterday. Al Gore? The prosecution rests its case.
Douglas Carswell – where will power end up?

Mr Carswell is talking about politics. Which means he's talking about power.
Politics will end at about the time the sun burns out.
Mr Carswell foresees not the end of politics but the transfer of power, from today's government, to the public, via the web.
There are already several powerful forces fighting for domination of the web. The public are not among them.
It is at least possible that power will be transferred to some cocktail of these rival forces and that we the public will simply find ourselves with different rulers, and not necessarily better off.
Mr Carswell does not explain how the transfer of power from today's government to the public could take place.
Everyone recognises that there is something exceptional about the web. Everyone, including Whitehall.
And unlike Mr Carswell, Whitehall do have a plan.