 Felly, dwi'n rhan o'r rydw, oed yn gallu'n gweld y rhan o'r ysgol yw Liam Maxwell, ICT Futures UK Cabinet Office, sy'n mynd i'r byw ar y byd. Felly, ei arddangos ym mwyfyr. Maen nhw'n iawn, maen nhw'n gweld, mae'r arddangos y byd yn ymddangos ymddangos. Ond rwy'n cael ei gwymo'n fwy o'r ffordd o'r cymryd yma, mae'r cymryd o'r ysgol i'r bydd ar draws, o'r ysgol e'n ei ffordd o'r gilydd. Ac rwy'n cael ei fwrdd i'r ddyneud o'r ffawr y maen bunol cyflym yn y cweddorol ac yn ni'n golygu i'r ceil iawn, maen nhw'n cwy'n gwybod i'r adrego'i ddau mae o'r dddangos y llai'i eich ceil. Lywodraeth i chi'n ei ddarparu, ddweud i eich sefyllfa'r yma yw'r cydweinwch angen. Diolch i chi'n ddim yn gwaith, Tony. Mae'n cael gallu ei rwy'n ddweud yr ardech chi ar unrhyw teimlo yn mynd i'r ardal, ac i fath efallai eruwaith am cael eu pethau, ac mae'n ffordd ei efallai. Yn cael ei wneud, rhawer yn fideoedd arno dros iddynt ond eu fideoedd yma oedd yn chyfyddo chrys Tagger arluoedd cydweddus ymgyrchion yma, ond wedi'u gwaith i wneud i gŵr ddweud o gofyn ychydig yn digwydd o gyrsroedd i gysylltu'u fel argylcheddo tijd, yn cyf הגerryd yn cyfnyddol ac yn cael ei wneud i'w coleg eu rhagor ychydig i fyddwyl ond mae'r wyrhwyl gergol y cerddog yn gweithio bod gondol yn rheryn i ddweud honno'n amlod gwyddoedd y gweithio. Be gwrs, mae'n tryn dechrau ac ganillodd yn gweithio. Mae'n amlod y gallwch yn gweithio, ac ydych yn 我llawer o'r lyfan a'i ei wneud cymdeithasol. Yna, rydych chi'n werth o'r ffranteig gwagoddau yn ffyglwyr hawn, ... ac yn gweithio… Mae gennym hwnnw, byddwn yn fawr yn enwedig, ac yn dyne gyfnoddi'r hwnnw. Fy ti wneud ymaredd yma'r gwahegolion yn rhoi 20 ymhertyn, cyfnodd beth byddwn yn cyfnoddiol ymarferion gwyrd. yn y tymwr, ymhertyn hynau i fynd. Y cwm ynghyddiadio ymddangos ymhertyn yn y fferddau cyfnodd... ..yg hi'n yn cynnig o'r rhwng ar y dyfodol, yn y fferddau ar y cyfnodd gwyrd. Mae'r problemau yw'r cyffredigol yn dys её. The global, they don't get it. So I'd like to start by saying thank you very much for having me. I'd also like, everyone says when they come here they say thank you to Graham and Graham runs a great shipper. But one of the reasons I'm here is actually because of someone who generally sits in the background and just lobbies very quietly in a deliberate way. And I don't think we can go through today without recognising that one of the reasons that I've moved towards this agenda and in many ways my colleagues move towards this agenda is because of Basil Cousins who is a very great advocate for free thinking and openness and I don't think we should go through today without recognising his contribution to that. At the start of February British Government Minister announced the launch of a new crime mapping website and the response was electric. The site was deluged with thousands of hits from an extremely interested public and the site quickly crashed for a brief period because the traffic flow was so huge and it was unprecedented. It was more than a Saturday night TV reality show God. Police.uk now stands as an example of the public's attitude for useful data about their community and it's been delivered in a nice user friendly way. We all have views about the way it's delivered and the granularity but because it was there in an easy and simple way to see public data it got ahead but we also made sure that the raw data was published next to the site and that is a core component of what we've been doing. So open data has started to be a fundamental force for change within our government. Openness is at the heart of the coalition's purpose. It's able to radically redistribute power from the elites in the centre to people in their communities and that's a core belief that runs through the approach to government that we have at the moment. The old way of running bureaucratic services where power, information, control is centralised doesn't work. It's not that it costs too much, though it does. It's that it fundamentally pushes power into the hands of the elites in the centre and ignores local communities and it can't go on. In all other aspects of their lives citizens have the ability to make informed choices about the services that they consume. We have price comparison sites, sites like confuse.com or Skyscanner which enable comparisons that were once very difficult to be made very quickly and these deal with competing services in dynamic markets, insurance and flights in those two examples and they allow comparison of apples with apples. That's a core benefit of what they do and these are now relatively mature markets that are very strong competitors in those markets. Government hasn't really recognised in many ways how ready the citizen is to do the same thing with government services but in the UK we've tried to go ahead with that as fast as we can and please note as well that those services I mentioned run on free data data that's available for free like beer free. It's important that it's like that. So it's clear that there's an appetite for online services and if there's a compelling reason for people to go online they will. My background I'm now an official within government. I was a politician so I had views. Three weeks ago I had political views and now I don't at all but we ran a community called Windsor and Maidenhead which was a government lab. We were allowed to try out new things and so one of the things we tried out and we got backing to do it we paid our public to recycle because it made economic sense to pay the residents to recycle. We made more money and we saved more money doing that than not. Our recycling went up a lot which was good but also our landfill tax went down a great deal and that was why we did it but we also got 64% of our residents online and we can communicate with them effectively, clearly so that if the snow affects their bin collection we can get to them quickly. That's a way of using personal data to get people online to get people engaged and start delivering better services. In the UK as you may know we've seen quite a lot of the transparency of accountability you will have seen the MP's expenses for Argo a couple of years ago but we're going beyond just the accountability, the sort of exposure the journalists saying oh I've just discovered this actually we've now embedded open data and transparency within our government and we have a department that is aimed at doing this run by a fantastic guy called Tim Kelsey and his job is to embed transparency within the British government approach and where it gets important is that we're using transparency to make change we're using open data to make change you may have heard of the famous letter that was left behind by the previous government which literally said, dear Mr Chief Secretary I'm terribly sorry there is no more money and that is the situation we are in at the moment there is no more money to spend on change we can only get change moving by using transparency, open data, comparison and helping people make the right decisions at that point so if we take the spending data that we've published and I think the guys who press the button should pull up some spending data transparency back first slide there we go Crystal went to this this was a signal example of trying to get our data out onto the internet to show how much money we spent and this now happens for every local government in the UK now there are big issues that we learned on that way about open government licensing about making this data free and open which were good for us to learn and we learned because people challenged us and we were open to challenge but this data allows us to compare our services with the services of another council that does exactly the same thing it's that comparison it enables people to open up and see where they can save money and it also enables people to see where they can make changes or give you another example of how we can make change happen by making stuff open all of the energy usage that we have in our offices is published online so rather than go round and tell people to turn the lights off we just publish their energy use every half hour online and that's public and we save 25% overnight because people didn't want to get rung up and said you've left the lights on and that's the way of using transparency to make behaviour change without becoming micromanaging because we're all being adult about the way that we do this and that's what I wanted to talk to you about today is how can we use transparency for change the crime data we mentioned previously what that did was that showed us where the pockets of crime were it also showed us that the systems we used to connect all their crime data and to put it together need some work and we could do things in a much smoother and effective way it also means that we can transfer the idea of having a crime map where you see a crime you can then on the map you can see what happened to it was somebody prosecuted for it what happened at that point now that information is fantastically useful and also helps with the trust and the effective working of our court services and those systems now we're working to push that through and possibly the most energetic and I think brave minister in the government Nick Herbert is the guy who's pushing that through and that's going to be a fundamental reform to the way that our government works and so I'll give you another example as we start the implementation of our ambitious national IT strategy which is about to be published at the beginning of October the implementation plan the detailed plan we've embedded within that plan clearly transparent metrics which allow us to see what RIT costs whether what we're doing is working we are not setting targets because if you set a target someone will change their behaviour to meet the target we are just publishing the data if it goes the wrong way people will know so we're publishing price per desktop we're going to publish the cost per server we're going to publish the price per citizen for some services which allows us to compare how things work to compare apples with apples and to compare outcomes with people so that we can drive the change we want which is towards a cheaper, more effective and better utility computing model we're therefore taking the opportunity to also shift our service delivery mechanism and one of the key things we're doing there is using people who really know how to put information out the government digital service in Britain has recently been taken over by Mike Bracken who was very famous for making the Guardian digital service an excellent data journalism example and Mike's driving through change there which will make public services much more accessible to people in a single place where you don't have all the branding issues of different government departments where it's open a thing we found actually Mike's team were really clear about this that if you want a government service you want to go to a government side you don't really care who's providing the service until it goes wrong that's when you need to know so it's a better way of getting services across to people so it's exciting and it's a challenging time and we've got the capability now in place to make those changes but at the root of our government our post bureaucratic approach is that we believe citizens must be able to choose their services and open data gives people that choice we no longer believe that you should get what you're given from the state you should be able to choose the services that you provide and that requires open data, more supply and it also means open standards an ability to have open standards of data and open standards for interoperability in government and what's exciting is that we can now create we're in the position to create the IT architecture to support that public service agenda for the first time we've got policy and technology in the same place we have a minister who gets it we have an executive team in Downey Street that get it that understand the importance of data and open data in making these moves forward and we've committed politically to become the most open government in Europe and we're continually open to challenge to try and get there and it's very interesting to hear the French example because immediately both Chris and I sat down and thought alright I've got to find out if they're going to get ahead because competitively they will at the moment and that's good and we need to continually try to be ahead but we're working in the same direction and it also means that we are focusing on the importance and I think most of you will agree over this here of interoperability of software is absolutely key to our ability to use that and use openness to transform our public services open standards is one of the key knotty problems people have banged on about for years and we have a definition of open standards which we need to make sure works and that's one of our key tasks we need to introduce a level playing field for the way that we buy our software and who we buy our software from now if I give you an educational example for 30 years Britain has been going on about equal opportunities and equal opportunities sounds great but actually is one of the reasons we're in the mess we're in because what we meant when we said that was equal access to opportunity and we didn't do that and so in an education space you must have equal access to the best schools when we're talking to our small medium companies we need to give them equal access to the opportunity to work for the government not preferential treatment but equal access when we're talking about the software we use we don't want to be beholden it's iniquitous the estate could be beholden to one particular company or two particular companies so we need to be in a position where we have equal access to the ability to supply different types of software and that's clear we have a level playing field that's what I mean when I say we have a level playing field for open source within the British government procurement system we need to focus on value and procurement as a government we've never really controlled our own destiny in that sense we've always outsourced large amounts of it and there's a key move now and the main CIO group within government are grasping the nettle and gaining control of our own destiny in terms of procurement of IT services and we also need to focus on the core cross-government version that is if we are going to have open standards that then allows us to work on a cross-government basis and therefore deliver the commodity services that we need to deliver in a much more cost-effective way because if we can have a common hosting solution we will save money if we have a common public sector network solution we will save money it's in those core areas where standards work and the public sector network is a great example of that as a success moving forward we also need to have a strong think about the right to data and about how we let data be open to the public and that's one of the areas where the public data cooperation debate is taking us and that's a very strong debate and we welcome your challenges on that because we firmly recognise that we certainly don't have a monopoly on the right ideas in that space we want to know what people think so we're moving towards a much more open government across our government and it's made possible by if I give you two core components of it it's made possible by open data it's made possible by knowing what measuring what we need to know and then comparing it allowing us to compare apples with apples will drive us to a better place in terms of our procurement and also in our service delivery and it also means that we have open standards throughout government in terms of software interoperability so we can use things more effectively and use the resources we have and get better services than we have before while spending less money and as you probably realise at the end of the day that's where the focus needs to be we need to deliver a better government and we need to do it but for less money and we think and we firmly believe that the commitment to open standards and openness gives us the energy to get there we have no money to spend driving this we can only do it with a force and that force is transparency so thank you for listening I'll be very pleased to welcome your questions on it and also your feedback and say where we need to change thank you