 Ond mor fudio'r cyfnod o'r cyfnod o'r cyfrannu ffyrdd yma a'r cyfrannu i'r gweithio'r ei sierdd yma, ac ymgyrch iawn yn y cyfrannu i'r cyfrannu yn yr Arlen Arlen Cymru. Bary'r tawr, oherwydd, mae'n gwybodaeth yma yn gwneud hynny, a'r cyfrannu yma, fel yw'r cyfrannu i'r cyfrannu i'r cyfrannu i'r cyfrannu. Ac dyma yw'r amlwydau'r gweithio ychydig o'r cyflaen oherwydd ddaw iawn y cyfliad ymddangos. Mae'r gwybeth yn hawdd o'r amlwg yn yn gweithio eich cyflaenol i ffyrdd arall yn y ddweud cyflaenol digital. Dwi'n credu llawer o'r ffordd o'w ymddangos cyflaenol, digital ysgwrdd, cyflaenol ymddangos, i gydweithio'r olwch, i gydweithio'r cyflaenol, i gydweithio'r cyfeithio, i gydweithio'r cyflaenol, i gydweithio'r cyffredinol. Ac wrth gwrs y gallu'r tafel i'n cael ei ffath o ran y gael y gweithio'r gweithio. Felly, rydyn ni'n gofio gyd, yn tyfwl am ni'n gweithio. What I'm going to talk to you about this afternoon is just one aspect of the Public Service ICT Strategy. There's five pillars to the strategy which I'll very briefly cover, Mae'r unrhyw y gallwn gwneud o'i gweithio'r idea yng Nghaerdydd Arland. Ac rwy'n cael ei ddweud o'r bwysig o'r bwysig, o'r bwysig o'r bwysig o'r bwysig. Yn ymwneud, rwy'n cael ystoniau. Ystoniau eitha'r ddweud yw'n cymryd, yn ymgyrch, o'r arland, o'r ddweud o'r gwaith a'r populatio. Efallai yn rhan o'r 1.3 miliwn, ond mae'n ddweud. Ond mae'n ddweud o'r ddweud o'r ddweud. Ond yw un o'r ddweud o'r bwysig o'r bwysig o'r gwaitho'r ffyrdd, oedd e'n ddweud yn roed o'r gywir sy'n gyfrannu, oedd yr Arddir Llywodraeth yn y gweithio, oedd yn cael ei ddweud o'r bwysig. Mae'r lleol, mae'r llunio, mae'r ffordd, mae'n holl mwrach. ond ydy'r clywed yn cymrydd, ac mae'r tyfan yn ymddi'r cyfnod, ymddwn yn ymddi'r cyflwynt. Rydym yn y cyfryd ac mae'n gwybod i gyd yn ymddi'r cyflwynt ar gyfer eu cymryd ac mae'n gwybod i'r blaen, mae'n gweithio'r gwybod i'r llyfriddol ymddangos. A'r cyfan y gallai digyndol yn y cwnteg? Yn y gyd yn ymddo, mae'n gwybod wedi'u cael ei fod yn hynny, ond mae'n gallu gwybod i'n gwybod i gyd yn ymddi'r cyflyg yn ychydig. Yn ysgrifennod o'r event ar gyfer Gartner, gan gyda Gartner yw'r anolistau lleidio'r cyfnodol yn y cyfnodol a'r digital. Mae'r cyfeir yw Mark Ruskinow yn ymdweud i'r anolistau lleidio. Mae'r anolistau lleidio'r anolistau lleidio'r anolistau lleidio'r anolistau. Mae'r ydyn nhw yn ymôl yardd yw yw'r yddoch sydd produndur ddiffindwch unrhywun mewn gwaith, yn vernod i p Sortblol regul ar gerfod yn Llyfrgell y godle bydd yn ddigel어eth cynnyddiad inning. 안녕하세요. Mae Yn Ysdauan yn ymddill clywed drwsiaeth sydd gallodw i'n edryDoeddll i gynnwysreif ar fy hun oedd y bydd. Do you. This is a study a world-wide study of the Price Waterhouse Cubers to us every year of the biggest companies in the world. This particular slide is the fastest growing companies in the world. It's very interesting because at the top are Apple and Google. a maeth cyfnod o bannwg i chi, a dyna ni'n gwneud o fwy o'r cliffs oedig oedig hynny, oedd y dduon ni'n hawddr oedig. Ond oeddaeth efallai ein bod ni ar hyn o ddechrau rhoi rhywbeth yn ymweld. Mae'r oes Gathera, Oedig, a, oedd Tor suddenlyd yw Maril, i'r oedig Ann Haeswr bwysh. Dwi'n Fyllgryn, ac nid oed yn gwybod hynny'n gwybod, ond mae'r ffirm hwn wedi'i ddweud y byddai, Lleir Twa, a fydda'r ffordd o'r llwythau ddweud mewn gwneud yn dweud y byddai. Yn ymlaen, yw i'n bwylltio'n ysgrifennu ar y cwestiwn o'r gyfer chi'n ddod i chi gweithio, oeddwn ni i ei wneud yn cyfan o'r cyfrifau gwniol oherwydd eich cyffredinol yn ôl? Ond wrth gwrs, mae'r pernod o'r gweithio ar y cwestiwn ac mae'n mynd i'n ddweud y llwyddiadau yn llwybu ffwrn. Felly yn y Mhwyl CIO, rydyn ni'n ddiwylo cyffredig cyffredig, ac mae hynny'n edrych yn rhan o rhan o'r cyfrifodau, cyfrifodau, cyfrifodau ac roedd yn llwyddiadau o'r ddweud. A mae gennym ni'n gwoes i'r mynd i'r dda o'r blaenau o'r ddweud i'r llwyddiadau. Yn ni'n credu i'r gweithio i'r listau neu rydyn ni'n gweithio i'r llwydiadau. Ond y gallwch y gallfyrdd o'r cyflwyconnig drwy rheol hefyd yn gweithio'r credu a'r llai fynd y mynd i'r wybod, a anghydddoch, ac mae'r cyflwyconnig, ac yw gwais gwneudio'n gwneudio o'r cyflwyconnig. Y gallwch y gallwch fod y tîm yw cael ei wgó, mae'r dweud iawn yn gweithio, gan y bydd y dweud yn cyfoeddwyr amwyoedd ychydig maen nhw oherwydd am ysgriffol yr ymhygoel, ac mae yw'r gweithio ar horef ynghylch. ond mae'r wych yn dweud yma yma'r un o'r llwllio. Ond dyna yma'r ddweud yn cyflawni gweithio'r gartner o'r mewn oedd ymgyrchu'r cyffredinol o gweithio'r cyffredinol. Felly, rydyn ni'n credu y gallai gweithio'n gweithio'n gwirioneddau a cydnoddyn ni'n credu y cwmogol yn gweithio'n gweithio'n gweithio'n gweithio'n gweithio'n gweithio. Ond dyna'r cyffredinol yn gwirionedd. A oedd y gallu gwirioneddau yn ei wneud o'r gwahau sydd wedi'u gwahau ychydigol. Mae'r gwahau hynny wedi'u gwahau sydd yn y cyd-cymdeithasau sydd yn cyfnodau. Mae'r gwahau sydd yn cyfnodau sydd yn cyfnodau sydd yn cyfnodau. Ond y gallwn amser yn y gallu gwirioneddau sydd yn cyfnodau sydd yn cyfnodau. ac mae'r ddweud hyn yn ymwneud y Prif Weinidog o'r Estonia. A rwy'n credu i'r Unio Europea i'r ddweud, ac mae'r gwrthogau a'r Prif Weinidog i'r ddweud ac yn ymddangos i'r rôl yw ddweud y ddweud y ddweud y ddweud y ddweud y ddweud y ddweud y ddweud y ddweud. Mae ydych chi'n mynd i'r rôl, mae'n mynd i'r gwrthogau a'r ddweud i'r ddweud i'r ddweud i'r ddweud y ddweud, efallais bynnag yn dalodd iawn d SPG. Efallai bynnagio'r rôl wrappedogio pum yma aethos yn onion' Spring. Wrth g licensed y gw� focusedffion rôl. Yn eu gofyn ar y na, maen nhw am fod y lutf. Mae'r hyn yn se modal o fe 쉽 mwy committeedd. Wnaeth yw'n rющo'r tŷ-tv hindsight a familiaeth sy'n ei favors o'r solio dwydeddf� iawn a sut hun ziechiau dros Ierleiniadau amp ychydig ar yng Nghymru, ac fel ffath honno cyfnod o'r llachon, oherwydd efallai gše dda'i'n ffrwng gyda'i gyrsbeydd hearmenau fod yn ymgyrch oedd yng Nghymru. Wrth gwrth ei wneud, ws i'r llach, ac mae eich gymryd i'r gyrsbeydd ynghydig ynghydig sy'n gwirio clywch yn y ffysigol ar y dyma. Mae'r tahanis ar ymarfer yn gweithio i gydig ymddangos ei wneud, Felly, chi ei wneud o'r Llywodraeth yn Germania, ar y llyfr o'r gwrth o'r llaw. Felly, chi'n rwy'n cymryd gan ymddangos o'r Llywodraeth yn y Ffrasig o'r Sbyn, byddai'n gweithio'r cyfnod gyda'r gofynod i'r cyfan arall, gyda chi'n mynd i ddweud o'r cyfan ar y maen, o'r Wexford o'r cyfan ar y mynd. Mae'n ychydig i'r gofynod i'n gweithio, felly mae'n gweithio'n dda i'r ddyn arwyd yn y gallu ddyn, Felly, oedden nhw'n dda'n ddyn ni'n gwybod, gallwn datblygu'r rhywbeth, ac yw'r un o'r rhan o'r ddweud ymddangos ymddangos i'r gael. Felly, yna'r ysgrifennu'n gymryd. Felly, yna'r dystodau'r cyfrifiadau o'n gyfrifiadau o'r dystodau ar y 2014. Ond oes, roedd y bach gyda'r cyfnod oed yma, 57% i'r cyfnodd o'r ddau o'r cyfoes i Arland nid yn ymddangos. Fy ffyrdd ym mwyn o'r ddau ymddangos, mae'r pan ffyrdd yn ymddangos. Mae hyn yn ymddangos gweithio unrhyw ymddangos o'r cyfoes. phan, y cyntaf, o'ch cyntaf, mae'n gweithio i gael 10 oes, mae'n 8%. Poboswn i'n dda, yn fawr yn cymhwytofn am gyfle, a'r fataith cyntaf, yn cyfnodau, yn y stynedd clyfa, yn unrhyw i'r hwyl, mae chi eisiau ei oedd. Ond mae'n trwyd o'r f침 gan yr Arlund yn cyfnodd, mae gennych hynny. Mae'n cymeth, mae gennych hynny yn ymddiwyngol cwysig o blaid, mae gennych hynny'n cael hwyl gyda'i sylwst yna. I remember having a conversation with the Minister up in Northern Ireland, the Minister for Enterprise... and they were saying, part of the problem with Northern Ireland is that people value their work-life balance too much. What she meant by that was, you'll get great startups and all of a sudden they'll get the level... a'r angen yn ei hunion ychydig a'r angen i'w'r angen i'r unrhyw, a'r wath i'r mwy, a'r argyrch yn oed yn mynd i'r cyfnod, a'r angen i'r byn, a'r angen i'r bynnwysau. A'r angen i'r unrhyw ydw i'r unrhyw ym mwy yn cael eu cyfnodd, a'r angen i'r yr ymgyrch sydd gydag a'i weithio'n mynd i'r unrhyw ymgyrch. i'n meddwl. Rydyn ni'n gwybod i'r arwinell â'r ysgolau Aarish yn gwneud ysgolau'r SNM-au i gyllid yn gyllid yma, iddyn nhw'n mynd i bod yma'r cyfnodau o'r unig yn Arland. Rydyn ni'n gweithio ar y cyflog. Roedd yn fwy o'r ysgolau fydd yn fwy o'r hyn yn fwy o'n mynd i'r sefydliadau'r hyn. Roedd yma'n ei wneud i'r ysgolau am ysgolau a'r hyn, Ond mae'n ymhelyniadau efo'i wyddiwch yn ei wneud, gallâ yma yw'n amser, yn ymhlol iawn... Nawr mae'n cael yr ysgol y gallai mawr. Ond ydw i ddweud y masliad ei ffordd, ond 66% o ffordd yn ymweld. Felly mae'n gweithio, yw'n credu dithatan gwahanol digital, Who are we talking about when we talk about firms that will sell across Europe and engage in that commerce and so on. So this is back to Mark Ruskinow and his book. He talks about if we're going to be part of this digital revolution, if we're going to be a digital success story, he'll say first of all we've got to remake ourselves as people, we've got to think dimensions about digital. Second thing then, we've got to think differently about our companies and thirdly, we've then got to think differently about our industry and if you look at Apple and I'm old enough to remember when Apple nearly went the way of lots of IT companies it was perilously close to go out of business Ond ydy oedd yn ymlaen, Apple haf ystod yn cyfnod o gwasanaeth y cwmfyrder a gweithio'r ysgol yn cael ei gael y bydd yn clywed o'r ysgol. I gael, mae'n gofio'n iawn i ei gael bydd y cwaith cyfnod yn ymddangosol. Mae ymddangosol iawn o'r ysgol, ond maen nhw'n gallu unrhyw ymddiadol. ar mwynt, felly ychydig o'r holl y bydd, ac rwy'n meddwl yma, yna'r cyhoedd. Yn mynd i'r cyhoedd, y cyhoedd cyhoedd, yn y rhan, mae'r cyhoedd y cwmbrais wasanaeth o'r cyhoedd sydd y mgweithio, ac mae'n ddweud eich cwmbrais cwmbrais, ac mae'n ddweud eich cwmbrais o'i wneud eich cwmbrais i'r bobl ac o'r llai'r llai'r llai'r llai. a you know Rostino makes the point about when you're talking about the huge success stories in digital, you're talking about airbnb, you're talking about Uber, you're talking about actually companies that don't do the stuff that they're famous for, uber don't own taxis, you know. um airbnb don't own accommodation and yet that's what they're used for so they're completely remapped What some of these things mean to us all. So back to government. Why is government different? Well, I guess the first thing is we don't really have competitors. You know, we're the government. I mean, OK political level. There's obviously different parties and all that part of being a good democracy but I mean at the end of the day government in terms of the civil service and the infrastructure and so on. It's just there. i'r тыch cofnir, oherwydd o ardiadau yn sgoledig i gwybod. A dyna'r cymdeithas sydd o blaes iddi, oherwydd o grwp gyfaint. A'n siŵn i ddim yn cwysydd ar y cyst Caso, rwyf wedi bod yn ystod i'r lleidiaeth ar y stoed yr yn ymwrdd, ac mae'n rwyf wedi cyfryd â'r ei wneud, hefyd angen. A'r ydych chi'n goblwch i'r bank yma, oherwydd o'r cwysig yr bring steadfynol. ac geron iawn the bank that she had gone through for 40 years, it was almost part of her social life because she knew all the staff and she knew all the people that would go in there. Of course they then went on to set in the letter but this is all part of the brain of New Future and you'll have tele-banking and all this sort of stuff and she said, what does this matter to me? A banks can do it probably have to do it and will do it whether their customers like it or not. If you've been with a bank for 40 years they're not going to ask your opinion gyda'r llwyaf o'r mor gweithio, mae'n gwybod bod llwyaf, a'n gwybod dros y bus oherwydd a'r gweithio'n ddiwrn. Mae'r ddiwrnod cael ei ddod. Mae'r ddannig maen nhw wedi'i cael ymgylchedd. Mae hynny'r digwydd o'i bod hynny a'r ddau'r ddau'r ddau'r ddau, mae'n gweithio'n ddau. Mae'n gwybod heb ddechrau, felly mae'n gweithio'n ddau'r ddau. I was speaking earlier at an event and I was using the example of the identifier. When you think of it, you would not stay with the bank or a retail company that kept asking you for your information when you had already provided it. You just wouldn't accept some of these things and yet when government talks about doing it as a good thing, it gets hit with the media by big brother and infringing on people's liberties and all of this. Government has so many stakeholders that every decision it makes, it can't win. It will have people who are furious about some of the things that it's trying to do, even where it tries to do them with the best reasons and the best intent. Unless we're a stonia with loads of legacy, so again, it would be wrong for my minister to announce that he's dismantling the entire tax system because he's been to a Gartner conference and really what you should be doing to be digital is completely rebuild the processes from start to finish. We've spent millions upon millions on what we've got and therefore there's an obligation to the taxpayer to exploit the value of that. While we develop a new model, that's not a conversation that many businesses have or certainly not the same extreme. And people losing their jobs is always the government's problem. So we were talking earlier on about unpost and the fact that government remains one of its biggest customers. In fact many government is largely the lifeblood of unpost at the minute because the likes of the Department of Social Protection, Revenue and All are literally sending out millions of letters every week. The digital part of us would say we've got to stop doing that, it's part of the old world. But look at the implications if we do it and post offices closed and so on. So it's difficult. So it's hard in government to redefine what success is and how we talk about success. So the government action plan, it talks about, as I said, government being a digital leader, government leading the way being somewhat of a trailblazer. And these are the things that are specifically called out in it. So digital by default. And I was saying earlier on about one of the ways that Denmark have moved towards this is they take the view that if you're capable of carrying out transactions digitally with anyone, you're legally obliged to carry them out with government. That's their view and they've got 88% uptake. It'd be interesting if a minister announced we were going to do that here, what the feedback would be like. Is it a good thing? Is it not? Once only principle, the idea is that you tell us once and we'll use many times. And again, I've touched on that, some of the sensitivities around it. But in the eyes of Europe, that's the right way to go. It's a good thing. Inclusiveness and accessibility speaks for itself as there's openness and transparency. Cross-border by default, I've talked about the idea is you can carry out a transaction with your home government, regardless of where you are in Europe, and regardless of the access device you're using. Interoperability across governments, that's going to be a challenge. Trustworthiness and secure. And it was interesting because I was lucky enough to have a conversation with Andrew Sandsit and I was sent to him that in Ireland we see the counterbalance to a government as being the data protection commissioner. And actually we shouldn't. We should see the counterbalance to a government as being openness and transparency. And that's where the Estonians are. The Estonians, Estonia is a fascinating place to go to because if you go into Estonia, what they'll show you is they'll log on and they'll show you your record in government. You can check that it's correct and you can also check who's accessed it and why. And you can do that with your medical record as well. Now, when you talk about interoperability and cross-border by default, if I was in Spain next week and I was ill, I would want that consultant to know everything about my medical records. What I don't want is people looking at it who aren't entitled to. So this is where this transparency is so important. We need to start putting in our citizens' minds that it's all about transparency and trust and not about... The whole argument at the minute is about effectively a core lack of trust of government. Wherever that's come from and whether it's deserved, that's in my view where we're about at the minute and we need to redefine that argument. So in terms of league tables, European Union actually maintain one. This one's called the Desi league table and these are the best EU government countries in Europe, the 28. Ireland's here and Estonia, Denmark and Finland lead the way. Now the good thing when you're in Ireland is the United Kingdom despite all the money they've spent are still way ahead of us. I think league tables like this are a good thing and a bad thing and league tables really test your culture and your metal when you're in government. What I mean by that is to give you a soccer analogy. Apologies to people who don't love or know much about soccer but if you're the chairman of a club like West Bromage Albion, they sort of sit and their manager was making this complaint in the pre-season. He was talking about their board was happy with mediogridic because although they're miles away from the top, they're also comfortably away from the bottom and that's good enough. And in some respects the challenge for Ireland is, is that good enough? Are we happy because we're so far away from the bottom or are we annoyed or challenged because we're still quite a bit of distance from the top? I'll leave you to think about that, you can make your comments later on. My view personally is to use the soccer parlance. Ireland is a Liverpool or a Chelsea or a Tottenham. Ireland should be asking itself why it's not here. Now if you wanted to know why it's not here that's interesting. This is the Estonia country profile and as you can see it is absolutely a digital nation. I'll leave the slides you can go through the various indicators but in all the indicators they use Estonia scores extraordinarily high. This is Denmark who also score very very highly. You'd be very pleased with that and this is Ireland. So you know there's things obviously that we can rush to fix. There's one prefilled forms so we just don't do enough digitally. We don't encourage enough digital transactions with our people and so on. So some of this you can argue need legislation and so on but there's almost a more fundamental thing for us to fix before we get into any of that debate. So this is what the Estonians would say are the absolute critical success factors to be a successful digital government. So a trusted identification element. Legally approved digital signatures which obviously needs legislation and change of culture and so on. Integrated approach underpinned by a single digital identity. Clear plans to use identifiers and integration for visible benefits. In other words tell us once in the transparent government. So actually in Ireland we've a lot of these things in place. We just need to start to accelerate how we use them. And that's what the public service ICT strategy is about. When I came down in April one of the first things that was asked was are you going to want to rewrite this and I said absolutely not. I think it's an excellent document. I don't think it could have written it any better. But there's five pillars. So Bill the share is basically how we're going to help fund some of the other stuff. So it's about kicking out duplication, doing more together, shared services and so on. Digital first obviously which is about our whole digital front end. Being a data driven government. So using data for improved policy making all of those things. And improving our governance because obviously as you move to a more cohesive model risk in terms of cyber security and all of those things goes up. So therefore governance and stewardship and auditability and all of those become even more important. And then the capability of our people. And again you won't go to any presentation in digital that doesn't touch in capability because it's a key part to being a digital organisation. So what have I been doing? Well I've met all the Secretary-General's, CIO's various other stakeholders. And I've worked with the CIO's and the heads of IT in the department. So we now have an 18 step plan to deliver the strategy which I issued to the Civil Service Management Board in July. And by the end of this month I'm hoping for formal approval to go ahead. Although we're going ahead anyway. So we'll talk specifically about digital. What I found was there's a lot of very good departmental projects. So for example Gardner would say that revenue in terms of how tax is done as a digital services in the top three in the world. And it deserves to be. It's very, very good. The whole passport system is excellent. And I'm sure you've all got examples as well of your own dealings. The issue is that there's a lack of structure and cohesion. It doesn't look and feel the same in every transaction. And it's not easy to even understand the number of transactions you can do digitally. So that was something. We obviously had a new Minister and Minister of State. And the Minister of State in particular has been given a new government portfolio. And he's very keen to take that forward. So when you've got a politician who's on side from the start, that's an opportunity you don't miss. Against that, as I said, there's a challenge of how we do legacy differently. And there's the scale of our investment in existing systems. So some of these existing systems, as I said, we do need to exploit and run down gradually. In that case of just axing them, we couldn't afford the right of cost. So these are specifically the measures need a team point plan to do with digital. And again, for those of you at the back, I'll just cover them briefly. But the first one is we're going to set up a digital programme office. Because one of the things that I became aware of was we didn't have a dashboard. We've got a Minister of State free government, but Ministers need information. They need dashboards to manage. Like anybody who runs a company. You know, and I know some of you do. The first thing you'll be doing is setting up a dashboard of key success criteria outputs and key performance indicators, whatever it is. And you'll have green, amber, red and all of those sorts of things. The Minister didn't have that. So what we'll do is we'll start to create a programme of all the things that we're working on and some form of prioritisation, things that might need intervention, things that are going well and so on. So this is initially about let's not stop what we're doing. Let's get stuff out there. The sort of maturity comes after that. Government doesn't have the luxury, as I said earlier, of some more agile private sector companies where you can stop what you're doing, do it completely differently. Government is a big ship to turn. So even starting to get the digital out there will be important to us. We're developing what we're calling a Government Digital Service Gateway. Some people call it a portal. Denmark and Estonia and a number of European countries have these. The high performance ones tend to have them. But the whole idea is if you're a citizen in Ireland and especially if you're one of the, in Dublin, 20% of new citizens in Ireland is a very easy way to transact with government and understand where you go to get certain services and to reach you out through. I'll come back to that because that's an important one for us. A communications plan to make sure the public are aware of what we're doing and the media is aware of what we're doing and maybe the minister's recognised for some of the things that he's trying to do and then the whole working with the Department of Social Protection because we've got the MyGov ID, we've got the public service card, we've got something that is better than anywhere else in Europe which is a safe verification process. I don't know how many people in this room have a public service card but if you don't, I recommend you get one as the minister did in August even just to understand what a great process it is because you literally have to go there and you have to provide proof of who you are and where you live. They take a digital photograph of you, they take a digital signature of you and that can then be used to verify any transaction that you use with government and I noticed the Estonians announced this week that citizens are going to be able to take out a bank account without ever visiting a bank. That's because the government can provide the banks with the proper authentication that they need to let you open an account. Contrast that to the UK model who are behind us and here's just an anecdote. There's a debate going on in Ireland at the moment about how much information a bank should be allowed to have or the banking system should be allowed to have on us and obviously this is all driven by the crash and poor credit and all of those sorts of things. The UK who famously failed with their concept of a public service card because Gordon Bryan insisted on calling it a national identity card and it was scrapped. They have struggled to verify their customers for digital services so what they now do is they do their verification through a number of trusted parties. One of those parties is Experian, the credit reference agency. Experian are used by the government to say that if you lived in the UK, you are who you say you are. Experian will then contact you and say did you know that for 15 quid a month we can actually not only verify your details but give you an excellent credit rating through our advice and all of that sort of thing. Experian actually hold details in the UK of every single financial transaction that people have done. People get suspicious of the model that we have here and where that's evolving to. Sometimes you need to look outside to see that maybe how we're doing it here is closer to what we feel is right but that's the public service card and it's a very laudable way forward. I would say that anyway but it genuinely is. So let's go back to the whole idea of a service gateway because I call this the Amazon version of government and again I'd be very interested in hearing your views about this but if you think of Amazon Amazon will let you go on, buy something and completely rub your details out of their history and that's it. If that's what your choice is of working with Amazon that's absolutely fine by Amazon. They'll have that relationship with you. Now what they'll say to you is if you would like to give us your details and form a relationship with us we can give you a better experience. So we know that if you like Bob Dylan there's a fair chance you'll like Neil Young or we know if you like books by some author if you like a biography on Sportsman you might like the new Branow Drisco biography or whatever it is. So they're starting to give you a better user experience just by knowing a little bit about you. And then the third thing about Amazon is the whole idea. It's almost a dating agency in terms of establishing an ecosystem. So what happens with Amazon and I don't know I'm sure most of you have used Amazon in the past it starts to recommend partners to you that can sell you things that it doesn't necessarily sell you and how it can do that is because it has authenticated you it has your credit card details it knows you're a good pair and it's authenticated the partners to agree that it knows that they're not we're going to readyourbankaccount.com they're robust, reliable and it will give you a guarantee to underpin your transaction with them. So how does that work for government? So I talked about our portal initially being posting towards services but then it's about registration relationship building in government So what does that mean? Well that might mean if government knew that you had a child in its leave insert this year when you logged on to the portal it pushes stuff to you about third level education choices or if your child didn't get the degree choice the university of its choice has it considered apprenticeship schemes has it considered doing things different type of course and so on so it starts to be a much more citizen led experience with government tell us once we use many so this idea about we can start to bring together all our knowledge of you to try and give you a better experience so we're not going to put you through the stress of having to apply for free health care because we already know your entitle to it so we can start to have a much more engaging relationship with the citizen So what does an ecosystem look like with government at the core? We were talking about this downstairs it's a really really interesting concept and I'm sure if I give you one or two examples you could come up with many better ones but here's the best that I could do Imagine because obviously what do we know that Ireland is a place where people want to come and live and work and study a lot of those people come from a long way away so imagine if in our portal we were able to put up to say people from South Korea, Hong Kong or wherever whose kids are going to come to university here a list of recommended landlords people who have been properly audited or properly registered and everything else two things start to happen through that relationship first of all, somebody in Korea starts to get a list of properties that they know are bona fide properties and the other thing is you start to create an impetus for people in the private rental market to start to be assessed to meet the various criteria to start to comply so you start to see an example of where the government in this ecosystem is having a very beneficial impact on the whole ecosystem and I say that's just an example but you can start to see other areas where that would start to work whether it's apprenticeship schemes whether it's anything you're starting to create this environment we're just by doing this introduction government is almost improving the standards of whatever it is it's trying to influence so just to finish off I talked about the pillars of the strategy a more data driven government one of the things that we're particularly interested in doing is really testing what that means and just to give you a for instance I was talking to the two ministers about this last week if you talk about it a very current issue like housing everybody's got an opinion on housing but actually a lot of that opinion is based on what I would call two dimensional data in other words if you take where I live so if you take county Dublin we can probably tell you the amount of people who own their own homes we can probably tell you the amount of people in public sector provided rental and we can probably tell you the number of people in broadly speaking in private sector provided rental or at least authorised provided rental but what we can't tell you is why that happens we sort of generally talk about there's not enough provision of this or there's not enough provision of that but if you think about the number of people who live in county Dublin who aren't indigenous a lot of them have a completely different culture so that's why it's a house ownership than we do and so for us to assume that everybody who's in rented accommodation wants to buy a house and can't is actually a bit misguided and naive and it's the same for things like planning healthcare and schools and so on we assume that everybody who lives in the west wants to stay there but actually I know growing up everybody, a lot of people who came my friends wanted to live and work in Belfast a lot of people want to live and work in Dublin so in some respects we need to think differently about how we plan things and thinking differently is actually asking those people who are affected would they like to contribute to our policy making and when you think of retail now they do this all the time if you buy regularly from Devinham's or Marks and Spencer's or John Lewis or whoever it is they will write out to you and say do you like, we're thinking of putting this in our autumn range, would you buy what material would you like it to be made of what price point do you think it would be what colours would you like so they're into this all the time we need to think how does that affect how we provide government to our people so we talked about increased sharing of infrastructure this is all the boring part but if we're going to fund the change in this we've got to reduce the cost of back office so nobody's particularly interested in back office when it comes to IT but actually government has too many data centres and computer rooms and network lines and infrastructure and licences and all of those things we need to just simplify that, reduce the cost of it take the money we save and put it in the stuff that matters I talked about the capability we need to focus now on professionalism of our other people we need to create an IT people who can think differently and as I would say to them we need to stop being experts in technology and start being experts in ICT enabled change and that's almost come back to traditional things like being good at communications being good at listening being good at planning projects at benefits realisation and so on so it's a challenge for us but it's a change we have to make and then we talked about governance as you put your eggs in one basket you need to be better protecting the basket and getting that basket regularly measured so you can prove to your stakeholders you're doing the best you possibly can to actually manage it for them and if we do this hopefully we'll come at egg when Ireland's top of the charts so I hope that was useful I hope it's a useful start for a discussion and a debate very interested in having one thank you for your time