UK Liberty

ID card and public services

Posted in ID Cards, politicians on liberty by ukliberty on February 26, 2008

there are no plans at this stage to make the delivery of particular public services dependent on the production of an identity card.

Meg Hillier (Parliamentary Under-Secretary (Identity), Home Office)

Indeed, because no departments as far as I know have finalised their plans on how they will use the scheme.

So, not knowing that, we don’t know if they will help with:

£20m-£50m of benefit fraud arises as a result of identity fraud (i.e. claiming benefit in false identities).

£1.12m Estimated costs of ensuring that DSA [Driving Standards Agency] is satisfied as to the identity of candidates presenting for theory and practical tests. The resultant enforcement activity in preventing and detecting impersonations, ensuring that only those entitled can hold driving licences reducing the ability to commit identity fraud.

HMRC has identified a number of fraudulent and potentially fraudulent tax credit claims based on false and stolen identities. Some 6,800 fraudulent claims have been identified based on stolen DWP staff identities, of which 4,100 were fully intercepted by HMRC before any payment. The loss from this fraud is estimated at £2.7 million.

(Source: an exercise by the Home Office Identity Fraud Steering Committee (IFSC) to update the Cabinet Office estimate of the cost to the economy of identity fraud. Announced by Andy Burnham, Home Office, February 2006. Download the relevant table as a pdf (80 KB, new window. )

What are the common causes of government IT project failure?

  1. Lack of clear link between the project and the organisation’s key strategic priorities, including agreed measures of success.
  2. Lack of clear senior management and Ministerial ownership and leadership.
  3. Lack of effective engagement with stakeholders.
  4. Lack of skills and proven approach to project management and risk management.
  5. Lack of understanding of and contact with the supply industry at senior levels in the organisation.
  6. Evaluation of proposals driven by initial price rather than long term value for money (especially securing delivery of business benefits).
  7. Too little attention to breaking development and implementation into manageable steps.
  8. Inadequate resources and skills to deliver the total portfolio.
    Source: Office of Government Commerce

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