The Public Services Network (PSN) - Is Your Business Ready?
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The Public Services Network (PSN)
Is Your Business Ready?
Public Services Network
Why a Public Services
Network (PSN)?
The Public Services Network will create a ‘network
of networks’ for the Public Sector from the existing
commercial networks, and will develop a market
place providing opportunities for industry, and savings
for the Public Sector. The PSN will change the way
Government Departments and Agencies, Local
Authorities, and the Third Sector buy and use Voice and
Data Networks. It will drive efficiencies in procurement,
through a range of technical and service standards,
which will lead to an open, collaborative environment
for all UK Public Sector employees.
Cabinet Office PSN Website
November 2010
Contents
Introduction 4
Business Summary 5
The Public Services Network – an Overview 5
PSN Implementation 5
A Look Ahead to the Benefits 6
Business Planning for PSN 7
Strategic Context for PSN 8
The Operational Efficiency Programme 8
The Government ICT Strategy 8
The Public Services Network 9
What is the PSN Programme? 10
Overview 10
PSN Compliance 11
PSN Procurement 11
Business Benefits of PSN 13
How to Plan for PSN 14
The Business Maturity Model 16
How Cisco Can Help 18
References and Reference Documents 19
Public Sector References 19
Cisco References 19
3
Introduction
The Public Services Network (PSN) programme is a key programme
for delivery of Government ICT. By 2014, PSN should contribute up
to £631 million per year in savings to the Government’s efficiency
and reform programme.
Senior Public Sector management Part 1: Is Your Business Ready? We would welcome the opportunity
are expected to understand the • Explains PSN to discuss PSN with you and to review
PSN programme and begin business the contents and recommendations in
planning now with the aim of capturing • Introduces the business benefits this paper. Simply contact your Cisco
the full cost savings and other • Suggests ways to approach Account Manager.
business benefits as quickly business planning.
as possible.
Part 2: Are you Technically Ready?
This briefing gives you practical advice
• Provides a technical overview
that will increase your understanding
of the task ahead and help you save • Assists with achieving technical
time and costs. readiness
• Advises on developing a technical
It has been developed in two maturity model.
parts for senior business and
technical managers.
4
Business Summary
This paper shares key knowledge acquired from our contribution to the
Cabinet Office PSN programme since 2008 and our involvement as a
technology supplier to the first wave of regional PSN networks in Wales,
Kent and Hampshire.
The Public Services Network – an Overview
The Government ICT Strategy The Public Services Network will be PSN, however, is much more than
offers a vision of driving down costs a single, holistic telecommunications just a network. It is a genuinely
and transforming business in the infrastructure for the whole of the transformational programme that sets
Public Sector. Covering infrastructure, public sector. It would replace the out to change how ICT infrastructure
standards and capability, the existing approach where each public and services are specified, procured
strategy’s ultimate aim is to create body designs, develops, installs and operated by the Public Sector.
a shared ICT infrastructure for the and maintains its own network – an Its success will meet the Government’s
whole of the Public Sector and use approach which has led to fragmented number one objective – to drive down
it to deliver shared data, voice and and expensive service delivery. As costs. PSN will also act as a powerful
video services. well as reducing operating costs catalyst for cultural and process
and complexity, the Public Services change across the Public Sector.
PSN is one of the key infrastructure Network opens up new opportunities
deliverables and is described within for information sharing and increasing
the strategy in the following way: local and national participation.
PSN Implementation
PSN will be implemented by individual Public Sector organisations and by ‘aggregator
organisations’ with the mandate to implement on behalf of stakeholder partnerships.
New partnerships may need to be PSN services fall into two main categories: implementation and operation.
established to aggregate demand These services must meet the
for shared infrastructure and 1. Infrastructure services – for PSN technical, security and service
shared services, for example example network, security, hosting management standards specified.
on a regional basis. and gateway services
2. Application services – for example They will also need to be certified as
PSN will be implemented as a set of voice, video, collaboration, email PSN-compliant and be offered by
PSN-compliant services, procured and messaging services. PSN-compliant service providers.
from PSN-compliant service
providers, using approved PSN These services are most likely to be
commercial and governance models. supplied as managed services ready for
5
Compliance is the Key to Success
Compliance criteria for services and industry best practice, is
providers are defined in a set of PSN implemented by compliant service
Codes. Compliance certification is providers with the right skills and is
regulated by the PSN Authority. procured in the most efficient way.
Compliance will guarantee that all
Public Sector ICT meets agreed
A Look Ahead to the Benefits
PSN is expected to The main direct benefit is the reduced PSN provides rich shared services that
cost of infrastructure and shared can create significant cost benefits
deliver significant direct services. This is estimated at up to across the remaining 97%, including:
and indirect benefits. £631 million across the whole of the • Location-independent workforce –
Public Sector by 2014, a 20% saving costs and increasing
reduction in total spend. productive time
Direct Savings • Shared buildings and reduced
size of estates – saving on the cost
These fall into two main categories:
of accommodation
1. Removing duplication in existing
• Operational costs of buildings
ICT provision, for example:
– saving on the costs of security,
• Shared network infrastructure building management and energy
• Shared data centres • Standard business applications
• Shared business and application and easy access to information –
services. saving costs for multi-disciplinary
teams and joining-up service
2. Streamlining how ICT is specified, delivery
procured and operated,
for example: • Effective project teams – driving
higher quality outcomes, increasing
• Reduced costs in the productive time and reducing
procurement cycle expenses
• Reduced ICT integration costs • Improved citizen contact –
• Reduced operating costs. improving the quality of services
and contributing to national
Indirect Savings indicators such as ‘Avoidable
ICT accounts for just 3% of the budget Contact’ and initiatives such
of typical Public Sector organisations. as ‘Tell us Once’.
The remaining 97% comprises the far
greater costs of the workforce, the
workplace, energy and resources.
6
Business Planning for PSN How Cisco
Can Help
Many organisations find it difficult to Our recommended steps are:
plan effectively for PSN. We’ve seen • Vision and Strategy
three main reasons for this: Cisco has contributed actively
1. Gather Information to the Cabinet Office PSN
• PSN is complex and there has programme since 2008 and has
been uncertainty around dates for 2. Establish Initial
Stakeholder Partnerships been a major technology provider
some aspects of the programme to the first wave of regional PSN
• Each organisation or partnership 3. Create the Vision and networks in Wales, Kent
faces a unique set of Strategy Document and Hampshire.
organisational, technical and • Business Plans
financial challenges We can support your business
4. Carry out ICT Infrastructure
planning so you achieve results
• Cabinet Office guidance on and Services Assessments
faster by:
business planning has not yet
5. Create a Technical
been widely distributed. • Assisting with development
Maturity Model
of PSN vision and strategy
We believe, however, that the time for 6. Create a Business
• Carrying out infrastructure,
planning is now right and recommend Maturity Model
security and services
an approach based on our work 7. Develop Outline Business Plans assessments
with other major strategic business
• Executive Sponsorship • Developing transition plans
projects. This is to break down the
planning exercise into sequential 8. Establish Executive Sponsorship that make best use of existing
steps that fit into three key stages and Full Stakeholder Engagement. Cisco infrastructure
of planning. • Supporting PSN business
The Business Maturity Model forms plan development
a key part of business planning and
• Assisting with creation of a
explains how a ‘shared service’
business maturity model.
approach to ICT can be developed
to drive greater commercial and
Cisco is a major technology
business convergence and greater
supplier to the service providers
business benefits.
who will be offering PSN-compliant
services. We can provide you with
guidance on sourcing Cisco based
PSN services to help maximise
your investment in the skills of
your workforce.
7
Strategic Context
for PSN
Operational efficiency and cost saving are the highest priority for the current
administration but can only be achieved through business transformation that
delivers cultural and process change. ICT is now recognised as a key strategic
enabler of that business transformation and the Public Sector has to build
shared data centre and network infrastructure.
The Operational Efficiency Programme
The OEP Final Report was published in from the use of shared infrastructure and Cabinet Office which has the operational
April 2009 by HM Treasury and examined shared services, and from streamlined mandate to tackle waste and improve
five areas for potential cost savings; back Public Sector ICT procurement. cost accountability across Government.
office operations and IT, collaborative
procurement, asset management and Since the Conservative – Liberal These structural changes have not
sales, property and local incentives and Democrat administration came to power seen a formal update to the above
empowerment. the findings of the Operational Efficiency savings targets. However the Budget of
Programme have been retired to the June 2010, the Strategic Defence and
The report identified savings of £35 billion National Archives. This area of work is Security Review and the Comprehensive
across the whole of the Public Sector, now the responsibility of the Efficiency Spending Review suggest that, while
including £3.2 billion annual savings, in Board, co-chaired by the Minister for the the overall strategic approach remains
three years time, on Public Sector ICT. Cabinet Office and the Chief Secretary to unchanged, specific savings targets have
This represents savings of 20% on the the Treasury. The board is responsible for become more aggressive.
Public Sector ICT budget derived primarily the Efficiency and Reform Group within
The Government ICT Strategy
The previous Government’s ICT environment to ‘join-up’ up the Public contribute directly to cost savings;
Strategy was published by the Cabinet Sector to deliver higher quality public • Data Centre Strategy (£300 million)
Office in January 2010. It set out: services. That environment would be
created by Public Sector organisations • Public Services Network (£500
• A vision of the ICT required by the million)
Public Sector to achieve the target working in partnership to specify, procure
savings of £3.2 billion defined and operate shared ICT infrastructure, • Common Desktop (£400 million)
within the OEP Final Report applications and services.
• Government Applications Store
• A strategy to realise it. (£500 million)
The strategy to deliver that vision was
The vision was for ‘shared based on a set of fourteen delivery • Shared Services (key enabler of
infrastructure to deliver shared and threads, of which six ‘Common overall efficiency)
cloud services’ that would directly Infrastructure’ threads were to create • Government Cloud – G-Cloud
drive down costs and provide an the shared services environment and (key enabler for the whole £3.2
billion savings).
8
These threads were to define best the deployment of network-based to depart substantively from the previous
practice for Government shared ICT shared services such as voice, video vision - ‘shared infrastructure to deliver
infrastructure – covering data centres, and collaboration. shared and cloud services’ – or to
networks and common desktops. The make any substantial changes to the
Information Security and Assurance The new administration is due to publish fundamentals of the PSN programme.
thread defined how best to secure that a revised ICT strategy very soon. At this
shared ICT infrastructure to accelerate point in time industry does not expect it
The Public Services Network
PSN was one of the key threads of the The PSN will deliver at least £500 2. Delivery of an environment for
previous administration’s ICT Strategy million savings per year and will information and application
and we believe it will continue as a allow voice and data services to be sharing
strategic programme. Section 4.1 of delivered seamlessly to any location 3. Support for pervasive, location-
that strategy summarised the purpose via a private and secure version of the independent access to voice and
of PSN as follows: internet for the public sector. data services.
The Public Services Network (PSN) This summary highlights the The PSN programme is run on behalf
will create a single, more secure key principles behind the of Government by the Cabinet Office.
telecommunications infrastructure. PSN programme: The Cabinet Office - working with
It opens up new opportunities for 1. Creation of a single network for the Office of Government Commerce
more efficient information sharing and the whole of the Public Sector – (OGC) and Buying Solutions – is
will provide the operating environment an ‘Internet for Government’ developing a streamlined, framework-
for the Government Cloud. based procurement strategy.
9
What is the PSN
Programme?
Overview
The formal PSN programme was established in 2008. It is co-ordinated
by Cabinet Office with substantial contributions from a broad cross-section
of Government and industry stakeholders.
The Cabinet Office adopted a
work stream approach to the The five models are:
programme, partnering with industry • Technical – how to build the
to ensure alignment with current ICT PSN and PSN services
best practice.
• Security – how to secure PSN
Four work streams - technical, • Service Management – how to
security, service management and operate PSN
governance - were established to • Commercial and Governance –
define best practice models for PSN. how service providers and
A fifth work stream – transition - was customers can operate within
tasked with defining how best to a PSN ‘marketplace’.
migrate from legacy environments.
The PSN Operating Model, main
The five work streams have now document provides the best
largely completed their work, although high-level description of these
there is still ongoing work on transition models and cross-references
from legacy environments. They have documentation for more detail on
developed five models that define the specific topics.
PSN and PSN services, how they
can be procured and how they can In July 2010 the PSN approach
be operated. was mandated for all central
Government departments, agencies
and arms length bodies operating
at Impact Level 3 (IL3) and below.
In addition the CIO Council and
the Local Government CIO Council
have endorsed the PSN approach.
10PSN Compliance
Although PSN specifies how to create shared network infrastructure and
shared services, there will be no central procurement and implementation.
PSN services procurement and implementation will be the responsibility of
individual organisations and partnerships so it is essential that each individual
implementation is compatible with other implementations.
For this approach to work it is critical 1. The Code of Interconnection (CoICo) governance arrangements for
that all PSN services are confirmed to sets out the requirements for PSN compliance. A PSN Code Template –
have met the requirements of the networks to connect directly to the based on the above codes – has been
PSN technical, operational and GCN – the PSN backbone created to allow the PSN Authority to
commercial models. 2. The Code of Practice (CoP) sets assess whether PSN service providers
out the requirements for other PSN and customers are compliant.
The PSN Authority is responsible for
networks and network services
confirming that these requirements In addition, PSN services and customer
have been met and for issuing PSN 3. The Code of Connection (CoCo) environments must both pass a security
Compliance Certificates for PSN sets out the requirements for accreditation and be designated ‘fit-
services, PSN service providers and customer environments to connect for-consumption’. While this work will
customer environments. to the PSN. The PSN CoCo is be carried out by a PSN panel, working
based on the existing GSi and on behalf of Government Senior
PSN compliance certification is issued GCSx codes of connection. Information Risk Owners (SIROs),
on the basis of commitments made individual SIROs will still retain full
by service providers and customers A PSN Compliance document sets out responsibility for managing their own
against the requirements set out in the the obligations on service providers local information risk.
three PSN Codes: and customers and defines the
PSN Procurement
A PSN procurement Public Sector organisations will be The currently proposed contents of
able to procure PSN-compliant the two frameworks are as follows:
strategy has been services in one of two ways:
• PSN Framework 1 - will list
defined jointly by • Same as today, either using OJEU national, regional and community
Cabinet Office, OGC or existing frameworks of interest networks and encryption
services along with six to eight
and Buying Solutions • Using a streamlined process based
service providers selected to
on two, new PSN frameworks
and is published on that are to be established and provide them
the Buying Solutions administered by Buying Solutions. • PSN Framework 2 - will list around
website. The second option is preferred
twenty shared network services, in
categories including voice, video,
because you don’t have to create collaboration and hosting, along
your own requirements specifications with a larger, but unspecified,
and resource your own bespoke number of service providers best
procurements. However, there is able to provide them.
no indication, at this stage, that the
PSN frameworks will be mandated Buying Solutions’ procurements
for procurement. will be run to create the lists of
service providers on each of the
The current proposal is to create two two proposed frameworks.
new frameworks, each listing PSN-
services along with PSN-compliant
service providers best able to
provide them.
11Business
Benefits of PSN
These will appear as direct and indirect benefits.
The main direct benefit is the reduced cost of infrastructure and shared
services. This is estimated as up to £631 million across the whole of the
Public Sector by 2014, a 20% reduction in total spend.
Direct cost savings fall into two • R
educed ICT integration costs • O
perational costs of buildings
main categories: – because ICT will be available – ability to secure, manage and
as PSN services that require no operate buildings under central
Removing duplication in existing ICT bespoke integration policy control; saving on the costs
provision, for example: of security and energy
• R
educed ICT operating costs
• Shared networks – shared across – as a result of efficient PSN • S
tandard applications and access
Government departments and service providers. to information – standardising on
agencies, shared across regions key business applications and on
• S
hared data centres – shared ICT, however, accounts for just 3% access to information; saving costs
across Government departments of the budget of typical Public Sector for multi-disciplinary teams and
and agencies, regions, the NHS, organisations and this limits direct cost joining-up service delivery
and higher and further education savings. The remaining 97% of budgets
• Effective project teams –
comprises the far greater costs of the
• Shared business and application unified communications, video
workforce, the workplace and energy
services such as voice, video, and collaboration tools enable
and resources. Here, PSN provides rich
collaboration, e-mail and more effective teaming within and
shared services that can drive cultural
messaging – shared across across stakeholder organisations;
and process change in businesses and
Government departments and creating more effective teams,
create significant indirect benefits in
agencies, regions, the NHS, and increasing productive time and
the remaining 97% through:
higher and further education. reducing expenses
• Location-independent workforce –
• Improve citizen contact – greater
Streamlining how ICT is specified, ability of a modern, flexible
ability to share web, contact centre
procured and operated workforce to work from any location
and face-to-face channels to join-
and access applications and
• R
educed costs for requirements up service delivery; improving the
information; saving on expenses
gathering, for specification quality of service and contributing
and increasing productive time
writing and for procurement – to national indicators such as
through streamlined procurement • Shared buildings and reduced ‘Avoidable Contact’ and initiatives
from defined set of PSN-compliant size of estates – ability to share such as ‘Tell us Once’.
services from PSN-compliant buildings and purpose estates to
providers the needs of the workforce; saving
on building costs
13How to
Plan for PSN
Many organisations have found Our recommended steps are: 3. Create the Vision and Strategy
it challenging to plan effectively Document – create a vision of
• Vision and Strategy
for PSN. We’ve seen three main how PSN will change ICT and
reasons for this: 1. Gather Information – a clear business models; develop a
understanding of the PSN strategy to realise that vision.
• PSN is complex and there
programme and the business
has been uncertainty around • Business Plans
benefits it can deliver is critical.
dates for some aspects of the 4. Carry out ICT Infrastructure
The PSN Operating Model
programme and Services Assessments
provides a good summary of
• Each organisation or the technical, security, service – carry out assessments of
partnership faces a unique management, commercial and all existing ICT infrastructure
set of organisational, governance models for PSN. It and services – networks, data
technical and financial also provides references to other centres, security provision,
challenges documents, many of which can voice, video, collaboration, email
be found on the Cabinet Office etc. – to determine existing (‘as-
• Cabinet Office guidance on
and Buying Solutions web sites is’) usage and current costs.
business planning has not
(see references section). Carry out a technical readiness
been widely distributed.
assessment for PSN.
2. Establish Initial Stakeholder
Partnerships – the concepts 5. Create a Technical Maturity
of shared infrastructure Model – to explain the series
We believe, however, that the time for of steps to migrate legacy
and shared services are
planning is now right and recommend environments to the new PSN
fundamental to PSN; this
an approach based on our work model. This maturity model is
implies partnerships between
with other major strategic business particularly important as it will
stakeholder organisations. The
projects. This is to break down the explain how best to maximise
next step for planning, therefore,
planning exercise into sequential the return on investment for
is to determine where there is
steps that fit within the three key existing infrastructure and skills.
opportunity for partnership;
planning outputs and provide a
it may lie with departments 6. Create a Business Maturity
platform to move you directly into
working with agencies; or Model – to explain the series of
the implementation phase.
with regional stakeholders steps by which PSN services
working together; or with like can help transform businesses
organisations, such as police and drive cultural and process
forces, working together. Partners change. This maturity model
must be identified, partnership should link directly into
discussions convened and workforce, workplace and
agreements reached. operating strategies.
147. Develop Outline Business
Plans – an outline business plan
should be drawn up based on the
assessment information of the
‘as –is’ environment, the initial view
of the target (‘to-be’) environment
and the expected business benefits
for PSN. The outline business
plan should be used to increase
executive sponsorship and the
level of stakeholder engagement.
The business plan should be
updated periodically.
• Executive Sponsorship
8. Establish Executive Sponsorship
and Full Stakeholder
Engagement – PSN will
fundamentally change ICT and
business models, acting as
a major catalyst for business
and service transformation.
PSN, therefore, needs strong
executive sponsorship and
active stakeholder engagement
from all partners. A steering
group should be established to
create and sustain the necessary
project momentum.
15The Business Maturity Model Shared infrastructure and shared services require stakeholder organisations to enter into partnerships. Here, strong executive-level sponsorship and full stakeholder engagement are essential to allow these partnerships to develop. 16
Shared services ICT partnerships can to ICT can be developed to drive • How shared infrastructure and
deliver many of the direct benefits of greater commercial and business services will allow applications and
the PSN programme, however the convergence and greater information to be shared across
even greater indirect business benefits business benefits. organisations – so services can
can only be fully realised if PSN is be joined-up
allowed to act as a catalyst for The maturity model also sets out
• How location independence and
more substantive commercial and a plan – to explain the steps and
ready access to citizen information
business convergence. benefits for stakeholders as they
will lead to front office – web,
make the transition from independent
contact centre and face-to-face
That convergence may be applied business, to collaborative business,
(F2F) - functions being shared
to a range of different stakeholder to full business partner.
across organisations.
partnerships including: Government
departments, agencies and NDPBs; The plan might include the following:
The plan within the maturity model
NHS Trusts; regional groupings • How shared networks and shared shows how to transition currently-
including local authorities, NHS data centres will support location independent stakeholders into a
Trusts, Police Forces and Fire and independence and shared buildings single delivery organisation. It is
Rescue Organisations. There are a important that this is recognised
number of well-established healthcare • How shared services, such as
video and collaboration, will drive by all executive sponsors and
‘Community of Interest Networks’ organisational stakeholders.
(COINs) where partner NHS Trusts cultural and process changes in
have started to make this transition the workforce
and these serve as good examples • How location independence and
of best practice. shared services will lead to back
office functions being shared
The Business Maturity Model forms across organisations
part of business planning and explains
how a shared service approach
17How Cisco
Can Help
Cisco has contributed We believe there are a number of Cisco Services have a global
ways that Cisco teams could support consulting practice with the capability
actively to the Cabinet you and accelerate the realisation of to provide advice and guidance on the
Office PSN programme PSN business benefits: business planning recommendations
contained in this paper. They can
since 2008. • Assist with development of PSN
advise on how best to execute them
vision and strategy
within your organisation or provide you
• Carry out infrastructure, security with additional, skilled resources to
and services assessments take on specific planning tasks.
• Develop transition plans that
make best use of existing Cisco We would welcome the opportunity
infrastructure to discuss the contents of this paper
and share our knowledge of the PSN
• Support PSN business
programme directly with you. Please
plan development
contact your Cisco Account Manager
• Assist with creation of a business if you would like to discuss your
maturity model. requirements in more detail.
18References and Reference Documents Public Sector References A considerable amount of reference information is now available on the Cabinet Office website at: http://www.cabinetoffice.gov.uk/resource-library/public-services-network This has now been mirrored on the Buying Solutions website at: http://www.buyingsolutions.gov.uk/categories/ICT/psn/ The Buying Solutions website also provides an overview of the proposed procurement strategy for PSN at: http://www.buyingsolutions.gov.uk/categories/ICT/psn/psns/ Some of the key documents that define the technical, security, service management, commercial and governance models for PSN have been identified in this paper and they are available at the above websites. The best single document for providing an overview of PSN in all its’ facets is the PSN Operating Model, Main Document. In addition Cabinet Office maintains an internal document repository – Huddle – for final and working PSN documents. A request for access to Huddle can be made through the Cabinet Office contacts on the above websites or through psn@cabinet-office.x.gsi.gov.uk Cisco References Cisco has created a website to provide customers and service providers with information on PSN and on related Cisco products, technologies, architectures and services. The website can be found at: http://www.cisco.co.uk/psn This site will be updated frequently with new PSN information, PSN case studies and with product and technology announcements.
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