Tag Archives: electronic government

New gov.uk site – good but when does the real change happen?

The replacement for the ugly and expensive direct.gov site launched today – imaginatively called gov.uk

We are told that the new site is cleaner, faster and cheaper. With an advertised cost of £4.6m compared to the predecessors annual cost of £70m there is clearly scope for large savings. Without clarification though on what gov.uk is doing vs. what direct.gov did, it is not clear whether this is a pure saving, or a slight of hand with costs simply being apportioned directly to departments. This question becomes relevant later in this post.

If you have followed the increasingly frequent social media updates from the development team, you will have seen that user centred design principles have played a key part in the development of the service. The development team has embraced an open development model as well as open source software.

So how does the service measure up?

It is certainly cleaner and more up to date in design. This is not hard as Direct.gov was frankly terrible from a usability and aesthetics perspective. The main page of gov.uk is uncluttered … well apart from a massive banner covering about 1/3 of the main page telling you about the site that you are already on!!!

Clicking the tour button launches another page (why not just run in a window as you already have the massive window) which presents a picture of Mike.

Gov.uk tour page

Once you click on it (no autorun – why?) it show a picture of Mike, then the logo (editing error), then has Sarah talking, then back to Mike as they introduce three examples of what the site can do. The first example is employing staff. Great, but not a common consumer function (which questions the logic of adding business and consumer information within a single site with no high level navigation to select your context). The second example is a maternity pay calculator. Admittedly this is an important feature, but primarily of interest to one half of the population. The final example tells you when the next Bank Holiday is. Whilst useful is hardly a demonstration of what the platform aims to achieve. It does provide the ability to download .ics files, but adds no information on how to use them. Presumably if you know what they are, then you know what to do with them, but if you know that, then you are likely to know how to automatically add these from within Outlook itself anyway without needing to visit gov.uk.

So how does the site manage common queries?

I performed three random searches to see how the site can help me:

1) I am thinking of extending my house and wanted to know about planning restrictions. I typed “home extension” in the main page search box and clicked ‘search

From the 99 results that were presented … none of the first 20 in either category showed me the information that I wanted.

The results were completely useless. How can home extension be in anyway like home education? The context is completely wrong.

So, I ran the same query on Google to see whether the results were better. The results page gave me a collection of valuable links – with the second one providing the information that I wanted. This ironically linked to a Government site that gov.uk didn’t point me to.

2) Like many people, I worry about the economic climate, so wondered what happened should the worst happen. I searched on “lost my job“. Surely this is an area that gov.uk will triumph and help me. This must be a common query given our unemployment rates!

The result was again disappointing. NONE of the top results gave me the information that I wanted.

A quick search on Google shows the information that I want as the first link!

3) One final test. A common query. Help me understand what benefits I can get. So I typed this in, “what benefits can I get“.

GREAT the first link is exactly what I wanted.

A link to a tool … or so I think.

So I clicked on it.

And then things went downhill. A error page from Directgov … I thought this was no more, but apparently not. It is just not working. Directgov lives!

I was using Chrome on a Mac, so decided to use Safari and see if the results were different.

They were. At least, it worked. This is not encouraging, but these things happen.

But … this is the old Directgov service.

So Directgov is still live; still very orange, and still very unfriendly and still ‘olde worlde’ with the only means of contact being a telephone number. No online chat, no request for a callback, no other contact channels such as email or the opportunity to leave a question … just a telephone number. No change here.

So is gov.uk merely a skin?

Is this the same for all services?

One final test …

Back to gov.uk, and a search on “PAYE error“. This is one of the most common problems for employees in dealing with HMRC and presents a major problem for employees and government.

Surely this must be improved?

Not really, but the link that I wanted was at least on the first page (as the 4th link), so I clicked on it. I was hopeful about the improvement, as I am painfully aware of the limitations of the current service – which essentially a non-existent online service. As PAYE problems are a major source of frustration and also cost for citizens and government, I was hoping for an improvement.

And the results …

Your online service options … a telephone number or a postal address. Not even a freepost address!

The new gov.uk service provides …

  1. No help
  2. No guidence
  3. No information
  4. No online contact form
  5. No email
  6. No live chat
  7. No callback

NOTHING.

Summary

At this point, I am drawing some negative conclusions about the service and finding it hard to understand exactly what is improved. Yes, the main pages are cleaner and better designed, although they make some design choices which others would disagree with. The menu structure is clear and works as far as it it can. As soon as it starts to link to other Government services the experience falters … badly. Look and feel, colouring, layout, formating … in fact everything seems to vary as soon as you leave the gov.uk pages. Several of the Local Authority links I used simply didn’t work. Others which did work, resulting in me navigating through several levels of menus when Google found the direct link much quicker.

This is not the primary issue though. The core problem is much more fundamental than that.

The core problem is nothing has changed.

Not to me as a user.

Yes, the starting pages are cleaner, and load faster, but the results given are terrible and beaten on every test I did by a search on Google.

This begs the question why Government doesn’t avoid the cost of developing a solution and simply use Google search. There is a logic to keeping search in-house, and it can [needs to] improve, so lets move on …

Combining citizen and business functions means that there is a single site, but there is no opportunity to identify the context of the search – so most searches combine both the citizen (Direct.gov) AND the business (BusinessLink) results. This is useless for both parties and in my admittedly limited experience gaves poor results. As a citizen I don’t care about business information, but there is no way for me to tell the service this. It cannot learn, it never asks me and has no concept of a profile.

Even as a business owner, I would be operating as either a citizen or a business – not both at the same time. So the logic of combining results appears flawed to me.

Despite these frustrations, they are symptoms of a deeper issue.

Government doesn’t want to change.

Despite what I read (and have been promised since 1999), the transformation to online services is not happening. Yes, departments are putting information online and implementing simple front end processes, but the machinery of how government works is still locked into the old way of working. We are not transforming our processes, we are adding electronic services around the old ways of working, without redesigning them to benefit from technology. This costs more not less. It doesn’t save money. It gives a minor benefit for a large costs and delivers high ongoing costs as you maintain the inadequate online service and the inefficient old service. The worst of both worlds.

Positive next steps

Telephone and post continue to reign and there is no evidence in this release of a fundamental rethink of how services need to be redesigned to make them fit for purpose and as efficient as they can be. For all the excellent work that the GDS team have done in building a positive vision, the improvement seems to stop there. Unless there is a fundamental drive into the main departments as well to redesign working practices and become ‘electronic by default’, then we are not going to see the changes that are possible.

Given the posts from GDS, the openness in communication and the willingness to engage others, my guess is that the team are doing as much as they can. So now comes the real test. Does the Government drive the philosophy, design principles and change that GDS have pioneered deep into the functional departments, or does it stay at arms length, prevented from delivering true change, but offering a pretty website?

Simply cascading the design philosophy, layouts, colouring and fonts across other Government sites will improve the overall experience, but the cost/benefit of this could be hard to justify. At the end of the day, it will look better, but be just as broken.

So how will major improvements happen?

In the past, the scale (and therefore the complexity and cost [and risk] of implementing the digital vision) has stopped any real progress. It is the ‘boiling the ocean’ problem. So the question to Frances Maude is whether he will allow the GDS team to pick one service and transform this to prove what can be done. This is not adding sticking plaster as most Government websites are, but truly digitally transforming it. This means designing and implementing a digital service fit for purpose. A service that is engineered for user interaction and performance. It can be done; banks have done it. Energy companies have done it. Most retailers have done it. All new businesses see this as a core function of how they need to operate and engage with their customers. All of these companies allow you to manage your relationship fully online. In Government though, as we can see from the PAYE example, it has stayed immune to digital interactions. The reality may be that enterprise sticking plaster is employed behind the scenes in many companies, and this has certainly been the case in many banks, but as new services are developed and legacy platforms are replaced the old platform is removed and the service becomes increasingly efficient (and keeps the company competitive).

Staying locked into outdated ways of working prevents any efficiency savings and removes any opportunity for service improvements to citizens (or Civil Servants who have to take the complaints about the service from the public).

The decision about the future strategy of GDS and its role could be made for it though. Falling tax receipts and demands for budget reductions may make this decision much easier as the option of continuing the old way of working is simple unsustainable. There will be no option but to embrace digital transformation.

And it couldn’t come soon enough.

This is a personal post and does not represent in any way the views of my current or previous employers.
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UK trains, HS2 and the failure of ambition and vision

So, after years of discussing and debating the obvious – that the UK needs a 21st Century train network – the Government has decided that the first phase of this should go ahead. Assuming that it gets built on time and anywhere near the budget, both of which are highly unlikely (given the traditional overruns of Government projects) I’m sure the children and grandchildren of those in the South who need to get to and from Birmingham and London quickly will be happy.

Maybe.

But perhaps not.

Our children may also be furious because we have left them with a huge bill of £33Bn to fund a dated technology solution that no longer addresses their problems. We have a few hundred years of history to give us confidence that London will remain the capital city, but I doubt whether our children want to commit to the same lifestyles that we have today – wasting time unpleasantly squashed inside overpriced metal boxes, fighting for personal space, moving from home to whatever work is in 2026 unnecessarily when technology could remove much of the burden.

And the worse part is that technology could remove much of that burden today.

I’m not against infrastructure investment, in fact if we had invested in our transport as other countries have over recent decades then we wouldn’t be in dire need for investment now, but focusing on one line which connects two cities whilst ignoring all others is a questionable strategy at best.

What HS2 represents is an abject failure of both ambition and vision.

A failure of ambition 

It is a failure of ambition, because it is an expensive single route based on an old idea of travel. Nothing more. There is no evidence of thinking any deeper than the infrastructure itself. When the Chinese already have trains that are faster, more advanced, and run on longer lines, with cheaper prices and a vision to connect cities across their country, then as a country that has and continues to produce world class engineers and architects we should be ashamed by the lack of ambition with this. Just to repeat that. China has faster, longer, cheaper trains now, and we will need to wait at least 14 years. Pathetic. And for those that didn’t know, Britain was one of the pioneers of magnetic levitation trains.

We know the problems we face, we know about overcrowding, expensive trains, poor stations, no coordination, a lack of commitment to next generation working, and our best solution is HS2? This does nothing to solve the immediate challenges facing the UK  and the working and commuting population and will if anything cause more problems in the short-medium term as the disruption of the build inconveniences thousands of people.

It will create some much needed employment, but hardly enough to make any noticeable impact on the worsening employment statistics. Add to that many of the jobs will be years away, with no guarantee that the manufacturing will even involve British manufacturing or British skills.

Hardly an infrastructure strategy to be applauded. It is unambitious and inadequate for the challenges we are facing.

A failure of vision

The failure of ambition is very closely related to the failure of vision.

Whereas I have defined ambition as the willingness to push the boundaries on what we do and how we do it, vision is the willingness to push completely past and outside of the boundaries; this is the why are we doing it; it is the ability to rethink our problem, to innovate and to challenge ourselves to find a better solution.

It is in this regard we have failed even more spectacularly.

To understand why this is, we need to appreciate that the success of any solution can only be judged when we view this in the context of the problem. A good solution has to solve a problem. The better it solves the problem, the better the solution. Without a problem, it cannot be a solution.

So what was the problem?
If the problem was slow trains between Birmingham and London, the need to halve journey times and little consideration for the timescale, then it could be argued that HS2 was reasonably successful.
BUT, if you have to travel on trains today and …
– suffer the indignity and discomfort of over-crowding;
– try and actually work on a train (with a tiny amount of space assuming you do get a seat)
– experience the regular delays, cancelations and poor punctuation;
– endure the highest prices in Europe (and highest fare increases too);
– wait in outdated disfunctional stations;
– fear before using public station conveniences;
– dispair at the lack of seating, heating or working space in stations
– or live in any city other than London or Birmingham …
Then you may be questioning the strategy, the logic of the investment and the ability of the solution to solve the problems that you see and experience on a daily basis.
It is not HS2 doesn’t solve some of the problem – it does … if you live in Birmingham and need to travel to London, it does. The problem is that if you are living with any of the above list of problems today, day in, day out, then HS2 does NOTHING; absolutely nothing to help solve this.
And this is why HS2 is a poor solution, and a failure of vision.
It is a failure because it doesn’t effectively address the problem we are facing and propose a solution to these.

How did this happen?

The central issue was that we had a solution before we adequately defined the problem. By not questioning, challenging and exploring the problem adequately we have failed to find or investigate alternatives.
Of course, this is not accident. It was intentional.

This approach is exactly what the HS2 lobby wanted of course; a polarised debate into a yes or no choice; an improvement or status quo decision.

It is not surprising that the decision was a yes. Who was going to argue no? Who wants all the problems that we have today and no improvement?

I know that people argued for a wider discussion about alternative approaches, about green issues, about the route. All this did was fracture the oppositions influence.

All HS2 had to do was to point to a bigger bogeyman (i.e. flight), propose last minute changes for the environmental protesters (more tunnels, some rerouting) and job done.

This was a classic political game being played out exactly as the instructions suggest.

A game whose players included a government who could trumpet change whilst doing little (whilst actually decreasing rail funding), a construction industry that could eye lucrative government contracts, and a rail industry that continued to avoid any serious examination of the systemic failures we see today (and more importantly any discussion of alternatives). Don’t think the review of alternatives was ever serious. None of the players wanted this to happen. That would mean complexity, an opening up of the problem and no shiny thing.

Anyone who has ever worked in government knows the value of shiny things to distract a populus, and this was one of the biggest shiny things you could imagine. Government, construction companies and the rail industry all relax. Job done. Vision defined, budgets approved and shiny new thing to point to sometime in the future in place to avoid discussion of the failures today. Everyone involved assured of a secure retirement long before being held to account for any delays.

And everyone is happy.

Unfortunately not.

Certainly not me. And certainly not the majority of other train users, because what this means is that we face another generation of failed rail transport. All of the problems detailed above with trains today are still there, all of the problems still exist and any serious potential investment available is now committed to HS2.

This is a failure of vision, because this was not the only option.

There were hundreds of ideas and initiatives that could have improved our rail experiences, and more importantly provided benefit within months and years, rather than decades. They were not all pretty, some were purely functional, they cost money now, and didn’t have the benefit of a big shiny thing, but they would have produced real benefits for those using rail services. They would have helped the UK close the gap with Europe, and provided improvements to help UK businesses and families.

Examples include:

  • Longer trains and platforms (see Japanese trains … many of 16+ carriages long)
  • More trains!!!
  • More spacious carriages, better designed for working people, families, recognising the need for social spaces (e.g. family carriages)
  • Power, (free or affordable) connectivity and space on trains and in stations to work at
  • Public spaces in stations, that were pleasant rather than uncomfortable interview rooms, surrounded by surveillance that makes the Stasi look like amateurs, relaxing secure comfortable places to wait and talk
  • Respectable food services at a fair price … support for local suppliers and the end of rip-off pricing (hello WHSmith)
  • Establishment of food services that encourage you to eat there by offering healthy food, freshly made
  • Clean public conveniences (without charging extra for them)
  • Affordable trains, and sensible fare increases
  • Secure, affordable parking at stations
  • Integrated local transport services
  • … and so the list goes on

None of this is rocket science.

And more importantly, none of this, NONE of this would take anywhere near 14 years to arrive. Some changes could be here in weeks, months and a maximum of 3 years, at a fraction of the cost of HS2. Changes could be distributed nationally, so at least bore some relationship towards being fair to the people across the UK who will be paying for HS2.

None of these will significantly speed up the trains, but with a more functional enjoyable train to sit on, journey time is less important. With reliable trains that you can work on, socialise on and afford to travel on, journey time is less of an issue. The train operators understood this years ago. Premium services do today.

So why was this not an option

All of the items on the above list cost money. Varying amounts of money, but money nonetheless. Money that train companies do not want to invest. Most of these things do not generate revenue. Most cost money, which train operators do not want to spend.

What train companies like is raising income, without spending.

They do this by not spending on stations, repainting rather than purchasing new rolling stock (hello East Coast), not investing in platforms (when did you last see a platform extended), and generally leveraging every ounce of use out of what they have. For example, putting in as many seats as possible, allowing overcrowding and raising fares as much as possible. They restrict seating on standard services to incentivise upgrades, oversell on busy services and cancel unprofitable routes when they can. They don’t build great spaces, they build functional unpleasant stations at the lowest cost. They frighten people with cameras to avoid employing staff. They charge the maximum they can for parking, sell concession space at a price no local business can afford and avoid any form of benefit without charge (e.g. wi-fi, lounge access, power access).

Anyone see a problem here?

Of course, according to traditional business theory, this is how firms are supposed to behave (thank you Mr Coase). They are there to maximise profits for shareholders. Recent writers such as Porter and others have challenged the validity of this, but in rail in the UK, the model remains.

And this is where the failure of vision comes in.

The problems of the rail industry are well known and well documented.

We know how train companies operate. We may not like it, but they are a known entity.

But, with no vision to show what could be, to energise people, to raise the bar on imagination, train companies are left to continue business as usual. Without a vision, the default at best is incremental improvement. That is at best – the most likely outcome in a monopoly business is rising prices for a reducing quality of service. In short, everything that the population don’t want.

So, HS2 is not necessarily bad. It is that it doesn’t address the problems that we face in rail. It provides an expensive solution that benefits a small subset of the UK population. Even when extended to Leeds and Manchester (which is not guaranteed to happen) it is not a national strategy or solution.

But was this the only option?

Releasing imagination and driving a strategic vision

There is another of solving a challenge like this. Design thinking.

I won’t cover the details of what this is, as a quick search on Google will provide more value than I ever could, but I will briefly cover how this could have led to a different outcome. TIP: Search for writings by David M. Kelley, John Thackara or Roger Martin – or read Thomas Lockwood’s excellent book on this subject.

What design thinking would have done at the start is encouraged a more creative approach that not only defined the problem, its urgency and audience, but also who the key stakeholders were. One key difference is that the traveller as the end-user would have been at the heart of this. Research would have been comprehensive, but would critically have looked at other attempts to solve similar problems. The whole point is that you DO NOT assume that you know what the solution is when starting. Research seeks to understand the problem, not validate the solution. Not yet.

It is at the next stages that we see more diversity. Unlike traditional design methods, the next stage of designing thinking seeks to encourage ideation – to generate and capture ideas about how to solve the problem(s), to maximise possibilities rather than limit thinking. After this we see prototyping, not in darkened secure facilities or exclusive foreign study trips, but active open processes involving users. Iterative, rapid prototyping is used to validate assumptions, test ideas and investigate ‘what ifs’. At this stage judgement is still reserved. The decision is based on working prototypes and evaluation of a number of proposals and ideas. The process is free to change the order in which steps are completed, to repeat previous activities and to iterate ideas until there is a high level of confidence across stakeholders.

Of course, there is a risk of delays, but this is counterbalanced by making mistakes early and quickly correcting these at the design and prototyping stage, rather than committing to a solution that cannot be easily changed. Research has shown the problems identified at the design stage can cost 1/100th of the cost of fixing these once into production.

Was another option possible?

Looking at France, Germany and Japan, it is easy to assume (and this may be correct) that investment in new high speed lines was the only option. It works for these countries, why not for the UK? Certainly every country and rail manufacturer seeking to win business would be telling you that.

Of course we are decades behind these countries in rail investment, but surely the strategy is right?

Isn’t it?

It works for them, why not us?

For France and Germany, and Japan it may be right. This was a strategy that they all committed to decades ago, but that does not guarantee that it is right for the UK today. In a densely populated country such as the UK, where innovation, creative industries and financial services are key sources of income we could have reached a different conclusion.

Of course we need to improve rail, but there are lots of ways of doing this (see above) in a quicker, more cost effective way.

If we were serious about rail infrastructure, we would have realised that the true cost of bringing our transport network up to the level of France and Germany would be over £100bn, perhaps much much more, so this is hardly a solution to allow us to compete with them.

Instead, perhaps we could have really looked much deeper and sought to develop solutions that recognised our challenges, our problems, but looked at a more imaginative approach, a solution … that was appropriate for the UK.

One that …

  • That invested in communications infrastructure to reduce the need to physically travel
  • That distributed key functions around the UK, and avoided centralising services in two mega-cities
  • That incentivised local and regional investment
  • That forced all government services to be truly online
  • That published all lectures online to reduce travel for learning
  • That removes the restrictions on the local loop and encouraged competition
  • That changed the working practices of all public servants who could work remotely to have that option
  • That legislated flexible working options where possible
  • That opened up public buildings such as Universities more to local businesses and shared resources
  • That focused not on UK infrastructure alone, but as part of a global vision
  • That committed to short term transport improvements and big IMPACT quickly
  • That supported iterative changes and quick and ongoing improvements
  • That made trams a first class form of transport
  • That adopted a strategy that regional integration of travel
  • That incentivised sharing and not travelling as options
  • That funded intelligence in cars
  • That rewarded the end of the 9.00-5.00
  • That forced out of town areas to fund public transport options
  • That changes funding models to reward customer satisfaction and penalised service failures heavily
  • That connected our key strategic centres in wave 1, such high speed from Leeds to Manchester to Liverpool to create regional efficiency
  • That shifted transport to slow rail through the night to reduce road traffic
  • That sought global expertise to propose imaginative solutions to our challenges

And so on …

What this process would have done above anything is show the flaw in looking for shiny things as the solution.

It may have been that the end result was that HS2 was identified as the best solution.

But, as I look forward to an overpriced, overcrowded train tomorrow, with expensive wi-fi, and no real sign of this improving for many years, I don’t think so.