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Start by clarifying how you work and, therefore, what you’re going to need in your office space. This will vary according to your job industry and type, when you like to get tasks done if you need to conduct meetings on-site, and various other factors. If you’re new to working from home, though, or know that you need to create a better space to be more productive, you may be eyeing your garage. Members of this cluster provide critical service support for vital national infrastructure and Home Office services, monitoring and controlling them to sustain Live services.
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With the post not filled, a new Cabinet Office agency – the Central Digital and Data Office – was spawned in its place, with Davinson named as its inaugural executive director. We offer a range of benefits for staff, including outstanding pensions schemes and a serious focus on continuous professional development. The Home Office is the lead government department for immigration and passports, drugs policy, crime, fire, counter-terrorism and police. DDaT function is made up of around 2,500 staff, augmented by a number of supplier partners. Every year our systems support over 3 million visa applications, checks on 100 million border crossings, 5 million passport applications and 140 million police checks on people, vehicles and property.
We will explore the use of Customer Query tools, mobile application platforms, geo-location and progress checking requirements, all of which have the potential to improve the customer experience. Work is underway to identify the key legislative barriers to digital service development at the Home Office - the key barriers are identified in this strategy, and they are barriers that are also faced by other departments. Where viable, digital services will be developed using prototyping, with public versions of new services released as early as possible in the build process we can tailor our services based on feedback. Processes and standard working practice will be reviewed, and opportunities identified to break down silos and move to an operating model which will enable us to deliver better IT solutions, faster.
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Even though documentation is very important for us to maintain systems, it is often neglected by teams who are more focused on delivery than reuse. We will focus on developing software with certain characteristics, such as modularity and loose coupling, which support flexibility and adaptability. We will develop in the open so teams with new use cases can find our shared code and components and explore ways of using it. Currently, there is technology reuse within the Home Office but no consistent approach across business areas. Where appropriate, we will use existing external platforms, sourced either from third party suppliers or from elsewhere in government. We will develop platforms in-house only when we determine through research that this is the most flexible and cost-effective way of meeting users’ needs.
Plans are being developed to improve the system and expand the number of eligible passengers. Surrey Police’s ‘Beat’ mobile application, which enables police to ‘tweet on the beat’ and displays real-time map locations of ‘bobbies on the beat’. The ‘Compare Your Area’tool was added to the Police.uk website in early October. It enables the public to compare crime rates in their area with other areas with similar demographic characteristics, and uses data which was previously only available to forces.
Home Office – The Advantages Of Being Digital
As a key stakeholder in identity security, we will continue to support this programme. The development of digital capability will be one of the benchmarks against which the department’s progress towards adoption of a digital by default model will be assessed. There is existing digital capability across the Home Office, and this has proved sufficient to deliver against our aspirations to date. However, in order to deliver the necessary transformation of our business processes, we will need to expand by developing our existing staff , and bringing in new, specialist resource where required. Between 2008 and 2011, 63 e-Gates were installed at 15 UK airport terminals.
“Legacy systems, euphemistically termed technical debt these days, remain one of the biggest barriers to transformation in government,” says Rob Anderson, principal analyst, public sector at GlobalData. “Accounting for half of IT costs, it stifles the opportunity for investment in innovative solutions to facilitate better public services. The DDaT function is made up of around 1,700 staff, augmented by a number of supplier partners. Every year our systems support up to 3 million visa applications, checks on 100 million border crossings, up to 7 million passport applications and deliver 140 million police checks on people, vehicles and property. The scale of our projects is matched only by the opportunities for our people.
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It’s carried out by experienced testers, who explore the system as a user might. We will encourage teams to publish code and design patterns in the open, after considering any security implications. This will promote collaboration, reduce duplication and support good decision-making. We will share our work using blogs and show and tells and communicate what has worked as well - as well as what has not. Delivering effectively means all members of our product and service teams are clear about what they are doing, why they are doing it and how their work supports the strategic aims of the Home Office.
It also requires us to embed an understanding of data ethics and relevant best practice in data science teams. We have also introduced a design maturity model to help business areas assess their maturity and identify areas for development. This will support teams to use design thinking to drive product-centricity.
We currently have a data reference architecture model to ensure we continue to collect and organise our data in ways that can be easily understood, used and treated as an authoritative source. We will also explore a controlled API technology layer to expose and manage API access. All systems should be defining and working towards a product view of their future. Teams will have access to a centralised authoritative source of guidance and patterns to help them become product-centric. The whole life cost of a product should be considered wherever possible in the handover.
We often have one team with a capability and another with a need - but no means to join these up. Keeping registers on technology and products will help us do this through increasing the transparency of our technology estate. Our central DDaT Technical Design Authority approves initial technology solution proposals and performs ongoing solution assurance. It also evaluates the cost and value for money for proposed designs, infrastructure, architectures, products and tooling.
As part of our change programme, we’ve introduced workstreams that will support effective delivery. Teams will build inclusive services that can be used by everyone who needs them – including those with disabilities or who lack confidence, skills, trust or technology. Exploratory testing will also be used to detect bugs or issues not found by automated tests, particularly to detect certain quality issues affecting the design, accessibility or usability of the system. This involves exploring a system manually and without a script to test a predetermined outcome.
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