Presentation to Innovation Masters in University of Ulster

1. Shared Services and Information Sharing in Local GovernmentIt all comes down to Standards Tim Willoughby Assistant Director LGCSB/ LGMA

2. Feedback – be very careful

3. My name is Tim I explain technology…

4. to people who don’t understand it…

5. people who think they do understand it…

6. people who despise it…

7. and people who worship it.

8. I research, pilot and write things... …that help people understand how technology might help their Organisation…

9. I live here... According to Google Streetview 9

10. 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!

11. Local Government

12. Effective Collaboration my references! If only..

13. Definite reference! Taking the ego out of egovernment

14. 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. 15 Kotter’s eight-stage process for change 1. Establish a sense of urgency 2. Form a powerful guiding coalition 3. Create a vision 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 8. Anchor new approaches J. Kotter, “Leading Change – Why Transformation Efforts Fail”

17. 17 1. Establish a sense of urgency The status quo Forces for change Forces for stability Burnes 2004

18. 18 But I’m so comfortable…

19. Circular 02/09

20. Includes HR, Finance, Telephony, Virtualisation, etc... Mail, Payroll, etc... A bit like asking Revenue is this Taxable

21. 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. 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 The small team that will lead the change But look out for people with big egos or “snakes”

23. Who has Formal / Informal power in the organisation? 23 Try it out in your org.. Very interesting... Teigland 2003

24. Community Archetypes Duelsists Fillibuster Perpetual duel. Holds the floor, monotonous hectoring Ego Big Dog and MiniMe Bully - intimidate Me-Too will join the attack. It’s all about him, fiercest of all

27. Radical Change is happening – With or Without the Owners / Shareholders

28. 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. 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!!

31. Expect personal gain (make their world a better place)

32. Can give input

33. Respect the leader

34. Believe the time is right“Coming together is a beginning, staying together is progress, and working together is success.” -Henry Ford

35. Effective Communication Clear Messages Reduce Complexity Don’t have opinions on everything Good and Bad News

36. Collaboration it’s more about the people than the technology

37. 33 5. Empower others to act on the vision 5.Are the organizational structure & systems aligned with the vision? 4.Do people have the authority to act? 3.Do people have the appropriate skills and training to act? 2.Do people have the necessary resources to act? 1. Does the organizational culture encourage individuals to act?

38. 34 6. Plan for and create short-term wins Communicate the wins 3. Recogniseand reward “winners” 2. Encourage & convince people that targets can be reached 1. Create obtainable targets

39. 35 Broadcast heroes and their success stories!

40. 36 7. Consolidate improvements and produce more change Change Project 3 Scope of change Change Project 2 Change Project 1 Time

41. 37 8. Anchor new approaches Physical artifacts Intangible activities and routines Underlying values, assumptions, beliefs, and expectations Company culture

42. 5 Themes

44. Understand What the Citizen Wants?

45. What we Deliver

46. The World is changing

48. Business Access

49. Multiple devices

50. Mobile, PDA, Smart Phone

51. Direct Connection

52. Occasionally

53. Remote access

54. Multiple devices,

55. Mobile, PDA, Smart Phone

56. Remote ServicesNetwork (~20,000) Telephony (~35,000) Mail (30,000) Websites (1000) 34 County Halls Many sub county halls! Availability Security Reliability 43

57. 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…

58. Hardware Vendors Leaders Software Engineers and Developers Software Vendors Users Internal and External Innovation Standards SOA Test SAAS Quality Web 2.0 The Ecosystem

59. 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

60. 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.

61. Standards in Real Life -Connections Almost all external computing devices are now USB Eliminates questions such as “do you need a serial or PS/2 mouse?”

62. Standards There May be a difference in Quality, Usage, Presentation

63. Standards in Real Life -Bottle Caps You get the idea...

64. Lack of Standards?

65. live in a society obsessed with risk!

66. Standards are Important..

68. S Industry Support? Whose Standard Standards How Long do I Stay with it Independent Assessment? Equivalences? Support for a Mix of standards?

69. Do Government Care about Standards, Security and Encryption...? CYA Replaced with EYA

72. Significant amount of data transfers taking place using unencrypted mail, file transfers, etc.;

73. Secure disposal of media at end-of-life not addressed by most responses;

75. Berlin Wall

76. 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)

77. 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

78. 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

82. Shared Identity? Single Understanding of a person? Position Paper – Central Identity Repository 5 Main Databases Simple application

83. What is Data Interoperability? The ability to exchange information between and among public bodies cross discipline, cross jurisdiction, cross sector. Assumptions: Exchanges would benefit one or more agencies Philosophy of “need to know” is replaced by “responsibility to provide” Shared Data can be critical in emergency response!

84. Potential Scenarios

85. Local Government Evolution

86. Where we want to be?

87. Still need Common Sense

88. 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

89. 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

90. …We have come a long way...

91. Everything is changing – even the hardware Mainframe Minicomputer Electronic/electro -mechanical Workstation PC Laptop PDA Explants & Implants in everything & everyone? Platform Interface to humans & the world Networking and/or interconnect structure log (people per computer) year Based on a slide by David Culler UC/Berkeley

92. The service consumer is changing watch

93. Sharing!

94. Is there an easier way?

95. eReturns

96. Public MapViewerApplication eReturns DataIntegrationService Database Database Mapping Database Local Authority Local Authority Local Authority Tile Server DOE iPlan Application WMS WFS

97. LA LA LA LA LA LA LA LA LA eReturns LA DOT Central Reporting Framework DOE Health SFA

99. 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

100. It was OK when it left Belfast!

101. Standards?

102. 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?

103. 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?

104. 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?

105. Challenges for Public Servants Vertical institutional structures Perverse incentives Misuse of capital/labour substitution Outsourcing v. integration/reform Customer service strategies

106. Logic? Democracy, equality Security/privacy System feasibility, interoperability, adaptability, standardisation Administrative and political feasibility Agency autonomy and flexibility Economics (resources, budgeting)

107. 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?

108. So far ICT has not fundamentally changed government 1990s: lCT expectedto 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

109. With a change in emphasis... eGovernment 1.0 eGovernment 2.0 IT Investment Change Goal: Online Services Goal: Transparency Change Investment Automation of Public Service Augmenting of Public Service

111. Collaboration across councils

112. joined-up thinking and new ways of working

113. Collaboration to save money –...

114. ‘Tribal’ working practices.

115. Solo Runs

116. Attendance and Agreement while present – change of mind when back at base

117. Getting middle-management involved.

119. Understanding the Adoption Curve

120. 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...

121. Active Directory Administration Authentication System Policies Directory Enabled Applications Improved Authentication Permissions applied via ACLs To Objects as whole To specific Attributes Fine-Tuning of Access Permissions / Policies AAA-- Authentication, Authorisation, Accounting Authentication-- who you are Authorization-- what you can do Accounting-- what you have done

122. Sample Site Structure LA2.lgov.ie Logical and physical Structure are totally independent of each other! Site LA2 Site LA1 LGOv.ie LA1.lgov.ie

124. Mailboxes/ Mail Aliases

125. Site Topology/ Organisational Units

126. Collaboration and shared Infrastructure

127. Single Sign On – Maintain Accounts / OU Locally –

128. GAL / Shared Calendars / Yellow Pages?

129. Enterprise Shared Presence / IM

130. Enterprise Search – (Who / What / Where)

131. Enterprise Archive / Enterprise Certificates

132. Secure Mail across Enterprise

134. 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

135. 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)

137. ePayments Currently over 150 Payments Services In Local Government

138. Core HR 20 Sites Hosted Centrally 7 Hosted Locally 7 Using same / similar system – own tender / arrangements

139. Collaboration at the ICT level Core HR System Clocking Attendance Leave OCS Presence Telephony Calendar Mail

141. Intranet/ Extranet / Web

142. Governance The Minister has 5 Aces The Problem with a Bridge is...

143. Ask your customers what would help them the most (and keep asking)

144. Choose applications and delivery platforms that make sense

145. Pick pilot projects that show quick outcomes

146. Collaborate and bring in other Councils and delivery partners

147. Measure your success and tell everyone!

148. Never Underestimate the Irish!