UU innovation masters november 2010
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Transcript of UU innovation masters november 2010
Shared Services and Information Sharing in Local Government
It all comes down to Standards
Tim WilloughbyAssistant Director
LGCSB/ LGMA
Feedback – be very careful
My name is Tim
I explain technology…
to people who don’t understand it…
people who think they do understand it…
people who despise it…
and people who worship it.
…that help people understand how technology might help their Organisation…
I research
,
pilot a
nd
write th
ings...
I live here... According to Google Streetview
9
In Technical Terms
• I’m a Webservice –• Sitting between the Technical Teams and the
Business Teams, translating and relating between them..
• With Plenty of SOAP and REST....
Don’t bother me with your ideas now, I’ve got a job to do!
Local Government
Effective Collaboration• my references!
• If only..
• Definite reference!
Taking theego out of
egovernment
Standardisation and Sharing
• Leadership• Change Management
– Business as Usual, Cultural Shift, Continuous Improvement, Responsibility and Service Mapping
• Measurement – Measuring the Right Things– Selection, Cost Savings, Growth, Delivery
• Governance– Managing expectations, Innovations and Supplier
Push
15
Kotter’s eight-stage process for change
2. Form a powerful guiding coalition
1. Establish a sense of urgency
3. Create a vision
8. Anchor new approaches
4. Communicate the vision
5. Empower others to act on the vision
6. Plan for and create short-term wins
7. Consolidate improvements and produce more change
J. Kotter, “Leading Change – Why Transformation Efforts Fail”
17
1. Establish a sense of urgency
Forces for change
Forces for stability
The status quo
Burnes 2004
18
But I’m so comfortable…
Circular 02/09
• Includes– HR, Finance, Telephony, Virtualisation, etc...– Mail, Payroll, etc...– A bit like asking Revenue is this Taxable
21
1. How to create a sense of urgency?
• Create a crisis/rivalry– Just read the papers!!!!
• Find/develop a “red hot” burning issue – NAMA
• Revise existing or develop new standards– Income, profitability, effectiveness, efficiency,
customer satisfaction
• Get an outside opinion – Bring in consultants, customers, shareholders
22
2. Form a powerful coalition• Ensure shared understanding
& right attitude– Ability to share vision– Trustworthy– Commitment to means and
end• Has access to necessary
resources– Formal position power – Expertise – Reputation – Leadership – Informal network position
But look out for people with big egos
or “snakes”
The small team that will
lead the change
Who has Formal / Informal power in the organisation?
• Try it out in your org.. Very interesting...23Teigland 2003
Community Archetypes
Perpetual duel. Duelsists
It’s all about him,fiercest of all
Ego
FillibusterHolds the floor,
monotonous hectoring
Big Dog and MiniMeBully - intimidateMe-Too will join the attack.
Radical Change is happening – With or Without the Owners / Shareholders
28
3. Create a vision
• Create the vision– To direct the change effort– To coordinate across and outside the
organisation
• Develop a strategy to achieve the vision (operationalise)– To engage people through
participation– To find their “passion”– To overcome forces for stability
29
4. Communicate the vision• How?
– Use multiple channels– Regularly to reconfirm
• What?– Keep it simple– Use metaphors and success
stories• Who?
– Walk the talk– Identify key opinion leaders
But listen as well!!
30
When do people support the vision?
Relate to the vision Expect personal gain (make their world a
better place) Can give input Respect the leader Believe the time is right
“Coming together is a beginning, staying together is progress, and working together is success.”
-Henry Ford
Effective Communication
• Clear Messages• Reduce Complexity• Don’t have opinions on
everything• Good and Bad News
Collaboration it’s more about the people than the technology
33
5. Empower others to act on the vision
1. Does the organizational culture encourage individuals to act?
2.Do people have the necessary resources to
act?
3.Do people have the appropriate skills and training to act?
4.Do people have the authority to act?
5.Are the organizational structure & systems aligned with the vision?
34
6. Plan for and create short-term wins
1. Create obtainable
targets
2. Encourage & convince people that
targets can be reached
3. Recognise and reward “winners”
Communicatethe wins
35
Broadcast heroes and their success stories!
36
7. Consolidate improvements and produce more change
Change Project 1
Change Project 2
Change Project 3
Time
Scope of change
37
8. Anchor new approaches
Company culture
Physical artifacts
activities and routinesUnderlying values,
assumptions,beliefs, and expectations
Intangible
5 Themes
•SaaS, IaaS, PaaS, Web 2.0 / 3.0, Peer to Peer•Addressing and Adapting change and to changeThe World has to be
on the Cloud
•Instantaneous, Online Response from Inter-continental companies•Digital Supply Chain across Global companies / across the globe
The World is Flat•Environmental Compliance•Reduce your own and your companies Carbon Footprint
The world is green
•Consumers and Workforce - always on - connected anywhere•Increased demand and expectation for services
The World is Mobile
•Energy and Cost Efficient Computing and Data Centres•Flatter Budgets require Efficiencies CAPX and OPEXThe World of Low
Cost ICT
Understand What the Citizen Wants?
What we Deliver
The World is changing
The Local Authority Enterprise
34 County HallsMany sub county halls!
34 enterprise data centers
Database Services
NetworkServices
Hosted Services
Network (~20,000)
Servers (5,000+)
Telephony (~35,000)
Staff
20,000• Desktop Remote access• Business Access• Multiple devices • Mobile, PDA, Smart Phone• Direct Connection
• Occasionally
43
Elected Members
1,000• Remote access• Multiple devices, • Mobile, PDA, Smart
Phone• Remote Services
15,000
AvailabilitySecurity Reliability
Mail(30,000)
Websites(1000)
The Enterprise
• We have Enterprise Infrastructure• We have Enterprise Software
• Have to think as an enterprise– Standards– Security– Shared Services– Service Delivery– Quality, Test & measurement…
Users Internal and External
Hardware Vendors Software Engineers
and Developers
Leaders
Quality
Test
StandardsSOA
SAAS
Web 2.0
Innovation
Software Vendors
The Ecosystem
EcoSystem
• Relationship between users, service owner , Designer and vendor
• Interrelated with the technology provider, the infrastructure and the transport mechanism
• Controlled by Standards, Quality and Testing• Requires Leadership & Governance
Standards in Real Life -Nuts and Bolts
Generally speaking, nuts and bolts come in standard sizes.If you loose a nut, you can run to the hardware store and buy another one of the same size.
Standards in Real Life -Connections
Almost all external computing devices are now USBEliminates questions such as “do you need a serial or PS/2 mouse?”
Standards
There May be a difference in Quality, Usage, Presentation
Standards in Real Life -Bottle Caps
You get the idea...
Lack of Standards?
live in a society obsessed with risk!
Standards are Important..
S
Standards
Whose Standard
How Long do I Stay with it
Equivalences?
Industry Support?
IndependentAssessment?
Support for a Mix of standards?
Do Government Care about Standards, Security and Encryption...?
CYAReplaced with
EYA
Data Privacy• Audit functionality to capture access is not in place in
many instances;• Significant amount of data transfers taking place using
unencrypted mail, file transfers, etc.;• Secure disposal of media at end-of-life not addressed
by most responses;• Procedures for personal data held on paper not
addressed by many responses.
CMOD Recommendations• If personal data is held on portable storage devices (incl. laptops), it
should be encrypted;• Data transfers should (where possible) only take place electronically
and where the data is encrypted;• Audit trails should be used (where technically possible) to capture
instances of inappropriate access and/or use;• Where remote access takes place, stringent security and access
controls should be in place (e.g. using strong passwords, security token authentication, remote session file deletion, etc.);
• LGCSB Report to feed into a cross-organisational working group to produce guidelines based on the recommendations contained in the report.
Berlin Wall
Even Security is changing
• Used to defend the edge of the network...• Now looking at defending the middle and
trusting the edges if they are trust-worthy... (Standards, Testing, Quality, Measurement)
Data Sharing
• Barriers to Sharing– Not Technical – People– Leadership– Perceived rather than actual Issues– Don’t see the need or Relevance to others in using
or having their data– Loss of Control / Power
Cloud Sharing?
• Cloud computing is a new way of delivering computing.
• Instant, easy access to resources• No commitment• Shared Resources (Hardware,
database, memory, etc..)• Pay for it on demand – per use• Instant scale if / when you need it
Planning Cloud Similar to a Peer to Peer Network
• Do a Metadata Search• (Only Metadata on the
Cloud)• Use Maps, Zoom, Pan,
Keywords, etc• Find the File(s) you want• Be Directed to the
Actual File URL• Get the File at Source
• No duplication of Files• Data Protection
Shared Identity? Single Understanding of a person?
• Position Paper – Central Identity Repository• 5 Main Databases
• Simple application
What is Data Interoperability?
The ability to exchange information between and among public bodies
cross discipline, cross jurisdiction, cross sector.
Assumptions:1. Exchanges would benefit one or more agencies2. Philosophy of “need to know” is replaced by “responsibility
to provide”
Shared Datacan be critical
in emergency response!
Potential Scenarios
Weather Incidents Flooding Accident
s
Local Government Evolution
Where we want to be?
Have Data Have Sharing Infrastructure
Can Collaborate
“No County Left Behind”
Still need Common Sense
Key disruptive forces
• Digitization of everything…… – and exponential growth
• Everything/one is getting connected…… – and mobile
• Devices are getting smaller, smarter…… – and cheaper
• Customer demand… – and an explosion of broadband
Work is also changing Rapidly
• Collaboration– Specialisation, optimisation, Just In Time
• Nature of Work– Anytime, Anywhere, Faster?, smarter, better?
• Human Capital is replacing Physical Capital as the Unit of Measurement
• More User Input, More Spontaneous, • Collaboration with (Unknown) Partners
…We have come a long way...
year
log
(peo
ple
per c
ompu
ter)
Mainframe
Minicomputer
Workstation
PCLaptop
PDAExplants & Implants ineverything & everyone?
Based on a slide by David Culler UC/Berkeley
• Platform• Interface to humans & the world• Networking and/or interconnect structure
Electronic/electro-mechanical
Everything is changing – even the hardware
watch
The service consumer is changing
Sharing!
Is there an easier way?
eReturns
MapViewer
Application
Public
Database
Local Authority
Database
Local Authority
Database
Local Authority
DataIntegration
Service
eReturns
DOE iPlan Application WMSWFS
Mapping
Tile Server
DOE
DOT
Central Reporting Framework
Health
SFA
LA
LA
LALA LA LA LA L
A LA
LA
eReturns
Define Quality?• Part of the problem
with Quality – it is not a single dimensional thing...– Should we view
quality from our own standards
– Or from the viewpoint of the customer
It was OK when it left Belfast!
Standards?
Black Box Theory• Government continually Hit with
an Open Standards v’s Black Box decision– The Black Box works– It solves the immediate Problem– The cost is predictable– We may be tied in to a proprietary
standard, but the next version will be more open!
– The more open standards – Loosely Coupled Solution will definitely work, with some adaptation.
– Who will support my decision?– Who can support the adaptation if the
loose couples become detached?– Who will share the risk of the Open
solution in the same way the Black Box provider will?
Independence
• Adherence to Standards facilitates Independence from Suppliers?
• Can we get truly independent advice?• Should Government employ independent
thinkers within the Civil Service or contract with Independent Suppliers?
Modernisation
• Simple and user-oriented • Participative and inclusive • Transparent and accountable • Joined-up and networked • Efficient and innovative
ICT a strategic instrument to achieve this?
Challenges for Public Servants
• Vertical institutional structures• Perverse incentives • Misuse of capital/labour substitution• Outsourcing v. integration/reform • Customer service strategies
Logic?
• Democracy, equality • Security/privacy • System feasibility, interoperability, adaptability,
standardisation • Administrative and political feasibility • Agency autonomy and flexibility • Economics (resources, budgeting)
Point of Interest
• The youth of today are: • Are tech aware & capable• Don’t care about Digital Rights• Produce Content and Dynamic Applications• Rise of the amateur• Tomorrows Employees• How do we interest the WikiGeneration?• Or Employee 2.0?
So far ICT has not fundamentally changed government
• 1990s: lCT expected to make government more transparent, efficient and user oriented
• 2005+: disillusion as bureaucracy still in existence
• Can Cloud / Web 2.0 Help?
Jane E. Fountain – Gov 1.0 – Just Replicating the Silos on the Internet
With a change in emphasis...
IT Investment Goal:
Online Services Change
Change Goal:
TransparencyInvestment
Automation of Public Service Augmenting of Public Service
eGovernment 1.0 eGovernment 2.0
Lessons LearntWENT WELL
Beginning to see Acceptance of Current Situation
Collaboration across councils
joined-up thinking and new ways of working
Collaboration to save money –...
• ‘Tribal’ working practices.
• Solo Runs• Attendance and
Agreement while present – change of mind when back at base
• Getting middle-management involved.
• Collaboration - as long as it does not reduce local ICT
NOT GONE WELL
It’s all about Planning
Understanding the Adoption Curve
Shared Infrastructure
• Why use– Shared Cost– Reduced local Security– Reduced Local Management– Shared Control
• Why not– Loss of control– Don't count the cost of ongoing management...
IRISH LOCAL GOVERNMENT USERS
• 26 County Councils• 3 City Councils• Cork City Council (for Housing Loans only)
Local Authority progress with Agresso
• Euro• National Chart of Accounts design• Initial applications – GL,PO,SC,AP• Income Management system (RCS)• Housing Loans• Billing modules
– AR, Rents, Rates, Service Charges, Water Charges, Misc invoicing
Agresso modules in use at LA’s:
• General Ledger• Accounts Payable• Purchasing• Budgeting• Enquiries & Reports• Accounts Receivable• Revenue Collection & Cash Receipting• Utility Invoicing – rents, rates, water, services• Sales Order Processing – all misc. Invoicing• Loan Management – housing loans• Payroll• Annual Financial Statements (AFS)• Fixed Assets• Cash Based Accounting (special reporting)• Expenses*** (Popular now)
ePayments
Currently over 150 Payments ServicesIn Local Government
Core HR
• 20 Sites Hosted Centrally• 7 Hosted Locally• 7 Using same / similar system – own tender /
arrangements
Collaboration at the ICT level
OCSPresenceTelephonyCalendarMail
Core HR SystemClockingAttendanceLeave
Intranet/ Extranet / Web
Governance
• The Minister has 5 Aces
• The Problem with a Bridge is...
Ask your customers what would help them the most
(and keep asking)
Choose applications and delivery platforms that make sense
Pick pilot projects that show quick outcomes
Collaborate and bring in other Councils and delivery partners
Measure your success and tell everyone!
Never Underestimate the Irish!