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Public Sector Network (PSN) John Stubley – Programme Director 20 th May 2009
Agenda l l l Government Vision What is the Public Sector Network? What makes PSN Different? Approach and Progress Dependencies and Milestones
Agenda Government Vision
Business context Business drivers Current network platforms Transformational strategy l Policies driving services that are increasingly interrelated, requiring integration in delivery l Poorly managed cost drivers & costly delivery model l ‘Transformational Government’ puts the customer at the centre of public service delivery, requiring inter-Agency cooperation l Increasingly rapid policy development l Ever more demanding customers l Efficiency and cost pressures l Inflexible overall design / topology - a barrier to broader business transformation l Highly fragmented services, acquired across multiple local & national silos, make inter-Agency collaboration extremely difficult l Services, processes and information must extend across existing organisational boundaries and deliver efficiently and securely
Vision l The effect of one network, enabling: ‒ Efficient and Secure availability of information ‒ Consistent and effective access to familiar ICT tools and systems, regardless of location ‒ Access based on who a person is, what device they are using and where they are l Providing for: ‒ Development and implementation without fundamental organisational change ‒ On-going supplier competition, ensuring value for money and progressive innovation l Improved agility, removing infrastructure constraints enabling: ‒ Flexible Agency inter-working ‒ Focus on business change rather than ICT change l A known and significant reduction (for applications) in overall operational costs will be delivered
Agenda What is the Public Sector Network?
What is the Public Sector Network (PSN)? l A single, integrated infrastructure, delivered by multiple selected service providers l A ‘private network of networks’ for the public sector, addressing the various special; security, resilience, service and availability needs of public sector organisations l Global, including overseas posts and other international UK public bodies A secure version of the Internet for the UK Public Sector
What will it enable? l Implementation of changing technology to support delivery of public sector services and the transformational government agenda ‒ Through adoption of common, open, standards, a customercentric operational model and a flexible approach l End-to-end service assurance and end-to-end service management in a multi-supplier environment l On-demand access to information, applications, groups and individuals – regardless of location, device or network l Simplified Procurement
Benefits at a glance: l Increased responsiveness to organisational change l Increased opportunity for cross boundary working l Reduced cost of procurement, products and services l Reduced cost of service management & integration across organisational boundaries l Opportunities to extend use of products across the public sector without the need for multiple implementations l Reduced cost of change l Greater assurance of common standards, interoperability and security across the public sector
Voice & Data Networking - hypothesis
Today's Public Sector Networks are complex Internet Dept 5 Dept 1 GSI Operator 4 Other GSX Dept 2 Operator 1 Operator 3 LA 1 LA 3 Dept 4 Shared Very inflexible Building High Cost Difficult to share High fixed bandwidth Duplication – no optimisation Operator 2 LA 4
PSN Vision A single network – multiple suppliers Access control will be based on who a person is, what device they are using and where they are
Architecture: A network of networks Operator Government Conveyance “layer” Operator Wherever possible PSN will make use of existing infrastructure
“To be” – Many Suppliers
Agenda What makes PSN Different?
PSN Approach Four Layers 4 Business Services Integrators 3 Technical Services Vendors 2 Network / Access Service Providers 1 Transport & Core Network Operators The Public Sector should procure network services not transport bandwidth
Procurement Architecture Vision Integrator 3 Business Services Integrator 4 Vendor 7 Vendor 8 Integrator 1 Integrator 2 Vendor 4 Technical Services Vendor 1 Network / Access Services Transport & Core Network Vendor 9 Vendor 5 Service Provider 3 Operator 1 Vendor 2 Vendor 6 Operator Service Provider 4 Vendor 3 Government Conveyance Network Operator 5 Service Provider 1 Service Provider 2 Operator 4 2 Operator 3
Customer purchasing approach Public sector customers Business Service Provider Business Services Dept. Agency A customer’s business function where the responsibility for delivery rests with a third party organisation. • • Payroll Bureau Service Overflow Call Centre Child benefits BPO Outsource IT Organisation (inc Policy & Strategy) Technical Services (operational) Building User Technical Service Provider Connectivity Hosted Voice Managed Mail • Managed Internet Access Conferencing Service • Service Desk • Service Management Integrator File & Print Services Hosted ERP CRM suite Network Services Port Duration & B’dwidth • • • Provision of an operational capabilities which enable a customer to deliver their own business services Provision of an network capacity which enables operational capabilities to be delivered Network Service Provider • Data bandwidth • DNS Transport Provider • Service inter-working infrastructure • Network interconnect infrastructure • Pan operator network mgt. inter-working • IP Addressing Transport Physical Infrastructure
Organisations and relationships of the PSN Governance Organisations Service Organisations Contract Code of Inter-Connection (Co. ICo) OFCOM YY XX PSN OFCOM YYCSIAAuthority CSIA Information flow Code of Connection (Co. Co) XX PSN Authority Public Sector Users All with authentication DIY Model Prime/Sub Model Identity SP Joint Venture Model d. NSPs Peer ‘+’ Model Peer Model Settlement SP All SPs d. NSPs TM Forum PSN Governing Body GCN Function 3 rd Party SP All SPs Service Information Monitor Service Providers All service Providers
Basic Principles of the Commercial Model l l Slide 20 l Fairness Flexibility Agility – more responsive to changes Market driven pricing / Commercially viable in the long term Variety of purchase models Minimum guarantees of service standards and quality Achieve a sensible flow of revenue, cost, risks and liabilities between suppliers Open to new entrants and minimise barriers to entry / minimise the impact of a supplier exiting Where possible, non prescription on technology Encourage innovation and managed improvement in a multi-supplier environment Viable transition path. This will require significant behavioural change for both buy and supply side. Change will be delivered by Public Sector and Suppliers working in cooperation
Agenda Approach & Progress
Approach l Workstreams: ‒ Governance, Technical, Service Management, Security, Transition; l PSN Lite: ‒ Fast track delivery of minimal definition; l Road Map: ‒ Capability enhancements, ‒ Customer involvement; l Collaboration: ‒ Services Catalogue, ‒ Procurement Strategy, ‒ TM Forum.
Progress l Governance Model for PSN agreed – needs revision; l Operations and Commercial overview for PSN delivered; l PSN Core (Government Conveyance Network) commercial model fleshed out; l Security Standards and process review underway; l Identity Management approach being defined; l High level report on requirements, standards and architectural approach to the PSN baselined; l Programme team in place (more staff required); l Workstreams formed and work underway; l ‘PSN Lite’ definition completed; l Industry Proposal undergoing detailed definition; and l Ofcom oversight in place
Agenda Dependencies & Milestones
PSN Products and Dependencies l Governance body legal agreement and creation ‒ Delivering a PSN Authority ‒ Creating GCN ‘Brokering’ services ‒ Agree Interconnection Standards l Agreeing Technical Standards and Architecture l Agree Intercept plans for central and local government l Ensure industry delivery of the GCN l Security Requirements/Standards (NGN project in IATP) l Delivery Programmes/Projects (e. g. Ocean, Hampshire CC) l Alignment with Security Management Infrastructure l TM forum (International Standards/Working Practice adoption)
Key Design Document Delivery Dates l l l l High Level Design (VDN Report) PSN Mandate PSN High Level Operating Model PSN Plan for Design Phase PSN Lite Definition Connection Guidelines Code of Interconnection Code of Connection Initial Operating Model Agreed PSN Governance Regime Transition Strategy Full PSN Design and Delivery Plan Agreed PSN Roadmap PSN Endorsement Scheme in place First instantiation of PSN ‘live’ Close PSN Delivery Programme July 2008 August 2008 September 2008 December 2008 March 2009 April 2009 June 2009 July 2009 October 2009 December 2009 March 2010 Complete Complete
PSN Compliance Issues for Local Government · Segregation of traffic Separation between citizen or internet facing capabilities (e. g. terminals in libraries), internal departmental or council capabilities and access to wider government capabilities will still be required in the PSN era, but with more flexibility over how it can be achieved. · Authorised Equipment? It will eventually be possible to use any equipment to gain access to some PSN services, however the degree of access will be dictated by the compliance status of the equipment in use as well as the users credentials. · Duplicate mailboxes There will be a need to differentiate between ‘trusted’ mail addresses and untrusted ones. · Remote access The PSN concept is to allow access anywhere, anyplace anytime on any device. It is likely that people will be able to use their personal equipment to access some services, but they may require some device (e. g. a USB stick) which will isolate their ‘office’ session from anything else on the device. These devices are in development but are not yet approved for use by CESG, it is hoped that they will be available in the PSN timescales. · Vo. IP services will be offered through the PSN delivery frameworks (e. g. Ocean) and we would encourage all public sector buyers to source from these. In order to achieve an elegant PSN solution which meets PSN needs local government must join the workstream design work.