0
Innovation in Local
Government
Tim Willoughby
CTO
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 live here... According to Google
Streetview
9
Don’t bother me with your ideas now, I’ve got a
job to do!
• my references!
• If only..
• Definite reference!
New Models are changing the world
Information
and Services
Social
Structure
Technology
Students of the Innovation Game
Innovation
• Culture - can take years to develop
– Trust,
– Curiosity / Lack of Fear,
– Tolerance of Diversity,
– Faith / ...
Innovation means change of behaviour with a
specific objective in mind
• Innovation - “doing something
new i.e. introducin...
Types of innovation
• Service level
– New characteristics or design of service products and
production processes
– New or ...
Innovation is learning
• The process of solving
problems by doing
something new requires
specific competences
• Hence lear...
Barriers to innovation
Size and complexity
• All public sectors comprise an extremely complex and large-scale
organisational entities
• Localised...
Heritage and legacy
• The size and complexity leads to the development of internal barriers
and, in the worst case scenari...
Risk aversion
• There is an inherent resistance to
undertake or implement changes
which may result in an increased
probabi...
Professional resistance
• Distinct and well-established
professional groupings, with their
own communities of practice,
ra...
Pace and scale of change
• Local Government, has,
over recent years been
subject to a large
number of often radical
change...
Absence of resources
• A lack of financial support, either in a
general context or specifically for the
support of innovat...
Drivers
of
innovation
Political push
• Strategic change in the public
sector - strong, top-down,
political will coupled with the
political recog...
Capacity for innovation
• Staff in the public system are often
characterised by their high levels of
professional expertis...
Competitive drivers
• The use of performance targets to
derive “league tables” can encourage
the use of innovative approac...
Technological factors
• Tech innovation can be a
strong determinant or
driver for innovation.
– The introduction or
availa...
Private companies can also help with innovation!
• By delivering technology,
goods and services
• By being service provide...
Encourage Entrepreneurship
• Encourage entrepreneurs or champions with
sufficient vision and determination to push the
inn...
Combating institutional lock-in
• Develop quality leadership that creates the
right climate for change, "walk the talk" an...
Convince the stakeholders!
• The engagement of stakeholders and
consultative and participatory process were
key factors in...
Resources
• Investments in innovation may lead to
savings later within the organisations. Think
beyond this years budget. ...
Technological factors - recommendations
• Track useful technological
innovation
• Network with research institutions
and t...
Shared Services
• Leadership
• Change Management
– Business as Usual, Cultural Shift, Continuous
Improvement, Responsibili...
38
Kotter’s eight-stage process for change
2. Form a powerful guiding coalition
1. Establish a sense of urgency
3. Create ...
39
1. Establish a sense of urgency
Forces for
change
Forces for
stability
The status
quo
Burnes 2004
40
1. How to create a sense of urgency?
• Create a crisis/rivalry
– Just read the papers!!!!
• Find/develop a “red hot” bu...
The macro situation... We were in..
• Ireland had the highest budget deficit of any EU
member (14.3% GDP)
• 30k less in th...
The macro situation
• Public Service Agreement (a.k.a. Croke Park
Agreement)
• Implementation Body
• Local Government Effi...
We can rely on change….
• Abolishment of Town Councils –creation of Muni Districts
• Creation of Irish Water
• Establishme...
ICT Staffing and Budget
• There are 28,000 WTE’s in the LA sector
• According to LA’s, there are 585 WTE’s
employed in ICT...
What therefore will we need to do?
• Consolidate infrastructure
• National applications
• Greater use of Open Source
• Clo...
Circular 02/09
Sense of Urgency – Strategies…
– Public Sector Reform Plan
• public services to be delivered faster, better and more
• Int...
Shared Services
• 1. Shared Payroll
• 2. Shared HR transactions
• 3. Accounts Payable
• 4. ICT back office
• 5. Local Gove...
51
2. Form a powerful coalition
• Ensure shared understanding
& right attitude
– Ability to share vision
– Trustworthy
– C...
Each sector has powerful (NEW)
Leadership Groups..
• ICT Committee of the LGMA (New Powers)
• Board of the LGMA (CCMA Exec...
Who has Formal / Informal power in the organisation?
• Try it out in your org.. Very interesting...
53
Teigland 2003
Understand the Archetypes
Perpetual duel.
Duelsists
It’s all about him,
fiercest of all
Ego
Fillibuster
Holds the floor,
m...
Radical Change is happening – With or
Without the Owners / Shareholders
58
3. Create a vision
• Create the vision
– To direct the change effort
– To coordinate across and outside the
organisatio...
Putting People First
• 1. Structures;
• 2. Funding, accountability and governance;
• 3. Economic development and Job Creat...
Putting People First
Local Government Vision
• New approach to the capture and use of data
• Building of teams across the sector that blurs
cou...
• “As Public Bodies continue to reform their
processes to improve business and citizen
access to and interaction with Gove...
63
4. Communicate the vision
• How?
– Use multiple channels
– Regularly to reconfirm
• What?
– Keep it simple
– Use metaph...
64
When do people support the
vision?
 Relate to the vision
 Expect personal gain (make their world a
better place)
 Ca...
• "Unless you are prepared to give up something valuable you will never be
able to truly change at all, because you'll be ...
• "People don't resist change. They resist being changed!“
– Peter Senge
• "Culture does not change because we desire to c...
New Measurement Metrics
• Citizen perspective – how is the quality of the ICT
service perceived by citizens?
• Financial p...
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
Communication – Social Media..
• Social and new media works..
– Depending on the message
– As to be a collaboration
– It i...
71
5. Empower others to act on the
vision
1. Does the organizational culture
encourage individuals to act?
2.Do people hav...
Civil Service Recruitment changed
• Civil service can now recruit outside the Civil
Service…
• Croke Park
– Croke Park and...
73
6. Plan for and create short-term
wins
1. Create
obtainable
targets
2. Encourage
& convince
people that
targets can be
...
74
Broadcast heroes and their success
stories!
Wins…
• Household Charge
– 1m Households pay new charge to website
– Central Shared Service
• NPPR – Non Principal Private...
Shared Services
76
DRUPAL Portal
SugarCRM
backend
Public Interface
Drupal Based
Use Existing Local Government Portal
Reusable Components
Registration
Forms
Document Upload
...
When do we use Open Source?
• Where it makes financial sense
• Pragmatism needs to guide open source adoption and not ideo...
Success… in using Open Source?
• Maturity – if it was written last night – we are not using it.. No
matter what platform…....
Top 5 International Barriers to OSS
selection and Irish Experiences with them
• Inertia – (Crises – Lack of Money)
• Lack ...
How were wins achieved
• At all costs…
• Had to be seen to win..
• No option but to go with the central approach
• Buy-in ...
Success - eProcurement
• General consent - no discussion
– assumption that e-procurement has its benefits both in saving
o...
83
7. Consolidate improvements and
produce more change
Change
Project 1
Change
Project 2
Change
Project 3
Time
Scope of
ch...
84
8. Anchor new approaches
Company culture
Physical
artifacts
activities and routines
Underlying values,
assumptions,
bel...
Governance…
5 Themes
•SaaS, IaaS, PaaS, Web 2.0 / 3.0, Peer to Peer
•Addressing and Adapting change and to changeThe World is Cloudy
•...
So far ICT has not fundamentally
changed government
• 1990s: lCT expected
to make government
more transparent,
efficient a...
Understand What the Citizen Wants?
What Government Delivers
Open Government?
“If people don’t know what you’re doing, they
don’t know what you’re doing wrong”
“Jim Hacker”
Open Gover...
The Button that pissed ICT people off…
says all that they can’t have…
live in a society obsessed with risk!
Standards are Important..
Data Privacy
• Audit functionality to capture access is not in place in
many instances;
• Significant amount of data trans...
Berlin Wall
Data Sharing
• Barriers to Sharing
– Not Technical
– People
– Leadership
– Perceived rather than actual Issues
– Don’t see...
Shared Identity? Single
Understanding of a person?
• Position Paper – Central Identity Repository
• 5 Main Databases
• Sim...
Federated Identity across gov..
• If you trust your staff…
• And I trust mine…
• Why can’t we trust each others –
• But wh...
What is Data Interoperability?
The ability to exchange information between and
among public bodies
cross discipline, cross...
Potential Scenarios
Weather
Incidents
Flooding Accidents
Still need Common Sense
Key disruptive forces
• Digitization of everything……
– and exponential growth
• Everything/one is getting connected……
– an...
Work is also changing Rapidly
• Collaboration
– Specialisation, optimisation, Just In Time
• Nature of Work
– Anytime, Any...
The world as we knew it…
has changed
…We have come a long way...
Challenges for Public Servants
• Vertical institutional structures
• Perverse incentives
• Misuse of capital/labour substi...
Understanding the Adoption Curve
What has Cloud ever done for us?
109
Apart from Scale, Speed, Agility, Low Cost,
Enterprise Adoption, Enterprise Mapping, ...
How Much Data do you
create?
Social has overtaken email….
Mobile Browsing has overtaken desktop…
Radical Change…
Desktop Browsing is legacy..
Our World has changed…
The world is changing…
It knows more
about you than
my partner…
Source : Peter Cochran
Citizen Expectation Changed?
Social
Media
The More data we have… the less we
(have time to) Understand it
Typical Individual effort
many hours, one map
OpenStreetMap, 2012
200,000 contributors, one map
Our Lives are Different…
• We communicate on — Facebook, Chat, Twitter,
MMS
• We Research Information — Blogs, eNews, Wiki...
“We shall build this big thing
in the clouds” – “ we will be
unbeatable”
Open
Data
Where are we Going?
INFRASTRUCTURE
Electricity
Sub-stations
Gas
Water
Hydrants
Sewerage
Stormwater
Telecoms
LOCATIONAL
Pol...
Don’t believe the Internet…
Understand what are the Driving
Forces…
• Government Focus
– Understanding, Efficiency, Accountability
• Technology Innova...
Conclusions
• Change is constant
• Cloud is the Future
• Social is a Reality
• Mobile is already taking over
• Data has to...
Tim Willoughby, LGMA,  Presentation to University of Ulster Innovation Masters March 2014
Tim Willoughby, LGMA,  Presentation to University of Ulster Innovation Masters March 2014
Tim Willoughby, LGMA,  Presentation to University of Ulster Innovation Masters March 2014
Tim Willoughby, LGMA,  Presentation to University of Ulster Innovation Masters March 2014
Tim Willoughby, LGMA,  Presentation to University of Ulster Innovation Masters March 2014
Tim Willoughby, LGMA,  Presentation to University of Ulster Innovation Masters March 2014
Tim Willoughby, LGMA,  Presentation to University of Ulster Innovation Masters March 2014
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Tim Willoughby, LGMA, Presentation to University of Ulster Innovation Masters March 2014

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Tim Willoughby Presentation to University of Ulster Innovation Masters March 2014 - Leadership, Culture, Open Source, Change

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Transcript of "Tim Willoughby, LGMA, Presentation to University of Ulster Innovation Masters March 2014"

  1. 1. Innovation in Local Government Tim Willoughby CTO LGMA
  2. 2. Feedback – be very careful
  3. 3. My name is Tim I explain technology…
  4. 4. to people who don’t understand it…
  5. 5. people who think they do understand it…
  6. 6. people who despise it…
  7. 7. and people who worship it.
  8. 8. …that help people understand how technology might help their Organisation…
  9. 9. I live here... According to Google Streetview 9
  10. 10. Don’t bother me with your ideas now, I’ve got a job to do!
  11. 11. • my references! • If only..
  12. 12. • Definite reference!
  13. 13. New Models are changing the world Information and Services Social Structure Technology
  14. 14. Students of the Innovation Game
  15. 15. Innovation • Culture - can take years to develop – Trust, – Curiosity / Lack of Fear, – Tolerance of Diversity, – Faith / Confidence, – the Will to • a)make the world a better place and • b) wreck the status quo • c) take risks and fail.
  16. 16. Innovation means change of behaviour with a specific objective in mind • Innovation - “doing something new i.e. introducing a new practice or process, creating a new product (good or service), or adopting a new pattern of intra – or inter-organisational relationships (including the delivery of goods and services)”. • “innovation is synonymous with change. Ongoing change is a feature of most organisatons… but only when new knowledge or carry out novel tasks”.
  17. 17. Types of innovation • Service level – New characteristics or design of service products and production processes – New or altered ways of delivering services or interacting with clients or solving tasks – New or altered ways in organising or administrating activities – New or altered ways of interacting with other organisations and knowledge bases – New views, belief systems, missions and strategies. • Policy level – New or altered policies and policy instruments – New or altered ways in organising or administrating activities – New or improved ways of interacting with other organisations and knowledge bases – New European views, belief systems, missions and strategies.
  18. 18. Innovation is learning • The process of solving problems by doing something new requires specific competences • Hence learning is an integrated part of innovation • Public innovation does not take place in isolation, the private and third sectors are involved in both learning and innovation.
  19. 19. Barriers to innovation
  20. 20. Size and complexity • All public sectors comprise an extremely complex and large-scale organisational entities • Localised skills shortages and gaps, lack of clear agreement with respect to perceived problems, approaches and solutions, overlap in responsibilities, and communication difficulties.
  21. 21. Heritage and legacy • The size and complexity leads to the development of internal barriers and, in the worst case scenario, the development of “silo mentalities” wherein parallel systems maintain their own organisational norms, beliefs and practices with little communication with each other. • Public sector organisations are frequently prone to entrenched belief systems, practices and procedures – that which has worked in the past is seen as good practice. • The systemic impact of innovation and change is often viewed as an unwelcome perturbation to the overall functioning of the organisation. • A tendency to adopt the “not invented here” attitude with an unwillingness to accept novel ideas from outside the immediate organisational peer group. • Turf wars, struggles for power and money Evidenced as… • Leadership and management (i.e., budget cuts or poor allocation of budget funds, and poor leadership). • Traditional regulations and work routines • Internal and external politics • Employee resistance • Poor learning environment
  22. 22. Risk aversion • There is an inherent resistance to undertake or implement changes which may result in an increased probability of risk • Public service managers and politicians are very wary of enacting changes that may result in negative outcomes, particularly if there is the risk that these will attract media focus. A blame culture, with its associated high levels of accountability. • The Survey: Obstacles to innovation are predominantly considered to be internal to the organisation Minister of Administration Jim Hacker: “I begin to see that senior civil servant in the open structure have, surprisingly enough, almost as brilliant minds as they themselves would claim to have. However, since there are virtually no goals or targets that can be achieved by a civil servant personally, his high IQ is usually devoted to the avoidance of error.” Yes Minister
  23. 23. Professional resistance • Distinct and well-established professional groupings, with their own communities of practice, rationales, and perspectives. These tend to adhere to their established roles, and associated policy agendas. • A lack of dialogue between different parts of the public system, horizontally or vertically, between different professional groups may also hinder innovation and its dissemination.
  24. 24. Pace and scale of change • Local Government, has, over recent years been subject to a large number of often radical changes. • The systems become “innovation-fatigued” and resistant to further change. • Temporary Innovation – Change for the duration of the new rule….
  25. 25. Absence of resources • A lack of financial support, either in a general context or specifically for the support of innovation • Shortages in relevant skills or other support services required for the implementation of innovations. • Lack of resources – time and funding -- for systematic learning (reading material, conference participation, networking) • The systemic nature of the impacts of innovation, whilst relieving pressure on one part of the system may result in a shift of the problem or bottleneck to another part of the system. • The general desire to improve the quality - not all innovation is aimed at economic efficiencies.
  26. 26. Drivers of innovation
  27. 27. Political push • Strategic change in the public sector - strong, top-down, political will coupled with the political recognition that change requires the allocation of substantial resources. • External facilitators – the EU – IMF – EU Central Bank • Public demand can lead to political push
  28. 28. Capacity for innovation • Staff in the public system are often characterised by their high levels of professional expertise, exhibiting a high level for creativity and problem solving. • There is a marked tendency for innovating organisations or for key personnel to demonstrate openness to ideas and a willingness to think “outside of the box”. • Many of the innovations studied relied, a one level or another on positive attitude towards teamwork and independent thinking.
  29. 29. Competitive drivers • The use of performance targets to derive “league tables” can encourage the use of innovative approaches in order to force up performance ratings. • Performance targets may mobilize political efforts towards certain goals (EU objective) • However, the use of such targets, indicators and league tables often distorts operational behaviours, sometimes with unintended consequences.
  30. 30. Technological factors • Tech innovation can be a strong determinant or driver for innovation. – The introduction or availability of new tech may provide an opportunity for another form of innovation (process, organisational, delivery, system interaction, etc.) to take place or to be implemented.
  31. 31. Private companies can also help with innovation! • By delivering technology, goods and services • By being service providers in public schemes “Privatisation” can mean so much • Outsourcing to private companies and NGOs • Giving public institutions more independence • Selling state owned companies • The borderline between the public, private and civil sectors varies enormously in Europe, and has always done so
  32. 32. Encourage Entrepreneurship • Encourage entrepreneurs or champions with sufficient vision and determination to push the innovation process through. Give them funding, responsibility and leeway. Hmmm…. • Hire creative entrepreneurs on all levels – Develop more unusual recruitment policies. Not all civil servants need to be economists. • Hire managers capable of thinking outside the box • Provide actual structures and systems designed to promote, stimulate or disseminate innovation – In-house: staff suggestion boxes, staff fora, stakeholder feedback mechanisms, networking activities, competence building, encouragement of alternative thinking, conference and forum participation, etc. – Policy level: innovation schemes and instruments, research programs, institutions for networking and knowledge absorption, new courses at schools and universities, new public or private think tanks
  33. 33. Combating institutional lock-in • Develop quality leadership that creates the right climate for change, "walk the talk" and institute "cultural change". • Combat silo mentalities and turf wars – Encourage staff mobility between institutions in order to avoid the tendency of hiring “clones” – Discuss overall objectives for quality of life and the effects of changes in one part in the public sector for another • It is also beneficial to co-opt staff members and create “agents of change” to overcome potential resistance from the (professional) staff • On the policy level: Reach for a good balance between “competent bureaucrats” and “creative policy entrepreneurs”. • Shake the system. Yes, sometimes a reorganisation is exactly what the doctor orders against lock-in and stagnant waters
  34. 34. Convince the stakeholders! • The engagement of stakeholders and consultative and participatory process were key factors in our success stories. • In many cases, a range of stakeholders had to be convinced of the utility of the proposed innovations and resistance had to be overcome. • Demonstration of the utility of implemented innovations is an important factor in terms of developing further support either for the innovation itself or for the implementing team or organisation. • Involve employees and get their support and commitment, encourage personnel to take initiative, make people feel 'it’s their project', provide. • Involve the professional groups and organisations actively and give them ownership • Sometimes you just have to fight for it. Entrepreneurs need to get allies higher up in the public hierarchy.
  35. 35. Resources • Investments in innovation may lead to savings later within the organisations. Think beyond this years budget. Allow long term budgeting (2 to 5 years) • INVEST TOMORROWS SAVINGS IN TODAY • Do not read “innovation” to mean “modernisation” or “efficiency”. • Avoid budget account tunnel vision. Costs in one part of society may lead to savings in another.. • Still, budget cuts may lead to innovation. • WE HAVE NO MONEY – THEREFORE WE MUST THINK
  36. 36. Technological factors - recommendations • Track useful technological innovation • Network with research institutions and technology firm • Employ people that can find, understand and make use of relevant technology • Make public needs part of more publicly funded research programs • Open Source
  37. 37. Shared Services • 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
  38. 38. 38 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”
  39. 39. 39 1. Establish a sense of urgency Forces for change Forces for stability The status quo Burnes 2004
  40. 40. 40 1. How to create a sense of urgency? • Create a crisis/rivalry – Just read the papers!!!! • Find/develop a “red hot” burning issue – Supplemental Budgets • Revise existing or develop new standards – Income, profitability, effectiveness, efficiency, customer satisfaction • Get an outside opinion – Bring in consultants, customers, shareholders
  41. 41. The macro situation... We were in.. • Ireland had the highest budget deficit of any EU member (14.3% GDP) • 30k less in the public sector / 3.4bn in payroll savings… • Commitment to EC reduce the deficit to 3% of GDP by end of 2014 – more harsh budgets to come... • Staffing – (Employment Control Frameworks (ECF) / Haddington Road) 28% reduction • Budgets / 25% reduction in Budget (2009 – 2013) • Irish ‘debt’ • There will be less and less money to go around for many years to come
  42. 42. The macro situation • Public Service Agreement (a.k.a. Croke Park Agreement) • Implementation Body • Local Government Efficiency Review Group • PMO / WSTO • Putting People First… • Financial situation of LA’s • Things are bad and are going to stay bad for a very long time.
  43. 43. We can rely on change…. • Abolishment of Town Councils –creation of Muni Districts • Creation of Irish Water • Establishment of CIO • Establishment of Office for Government Procurement • Shared Services (PMO –Payroll, Treasury Management….. NPPR / HC) • LG sector Saves 109m in procurement (2010 – 2012) • Outsourcing – LPT, Drivers License, HEG • OGCIO – Cloud and eGov Strategies • Digital First, Digital by Birth, Digital by Default…. • Systems – MyPlan, FixYourStreet, NPPR, HC, POW, BCMS • Open Source - Revenue (Alfresco)
  44. 44. ICT Staffing and Budget • There are 28,000 WTE’s in the LA sector • According to LA’s, there are 585 WTE’s employed in ICT roles in LA’s • The ICT budget for the LA sector v Health Sector? • There are 110,000 WTE’s in the Health sector • There are 312 WTE’s employed in ICT roles in Health
  45. 45. What therefore will we need to do? • Consolidate infrastructure • National applications • Greater use of Open Source • Cloud-based delivery • Spatial data • Social media • National procurement frameworks – Encourage local participation • How? Shared IT Services and Centres-of- excellence
  46. 46. Circular 02/09
  47. 47. Sense of Urgency – Strategies… – Public Sector Reform Plan • public services to be delivered faster, better and more • Intelligent, targeted use of ICT and eGovernment are key enablers for these improvements. – eGovernment Strategy • services through multiple channels; • improve data sharing; • develop a more integrated approach within and across sectors – Cloud Computing Strategy • data centre consolidation • adoption of cloud computing
  48. 48. Shared Services • 1. Shared Payroll • 2. Shared HR transactions • 3. Accounts Payable • 4. ICT back office • 5. Local Government portal • 6. Treasury Management
  49. 49. 51 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
  50. 50. Each sector has powerful (NEW) Leadership Groups.. • ICT Committee of the LGMA (New Powers) • Board of the LGMA (CCMA Executive) • Local Government Efficiency Review Group (New) • Local Government Implementation Group (New) • Public Service Reform Oversight Group (New).
  51. 51. Who has Formal / Informal power in the organisation? • Try it out in your org.. Very interesting... 53 Teigland 2003
  52. 52. Understand the Archetypes Perpetual duel. Duelsists It’s all about him, fiercest of all Ego Fillibuster Holds the floor, monotonous hectoring Big Dog and MiniMe Bully - intimidate Me-Too will join the attack.
  53. 53. Radical Change is happening – With or Without the Owners / Shareholders
  54. 54. 58 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
  55. 55. Putting People First • 1. Structures; • 2. Funding, accountability and governance; • 3. Economic development and Job Creation; • 4. Delivering services efficiently.
  56. 56. Putting People First
  57. 57. Local Government Vision • New approach to the capture and use of data • Building of teams across the sector that blurs county boundaries • Centrally mandated architectural approach adopted • Sourcing practices to achieve economies of scale • Use procurement frameworks and maintain local enterprise.
  58. 58. • “As Public Bodies continue to reform their processes to improve business and citizen access to and interaction with Government services, the continued move to eGovernment and online delivery of services is inevitable”. • “All public bodies will monitor and evaluate take-up of eGovernment services with a view to achieving the 50% (for citizens) and 80% (for businesses) targets set out in the EU eGovernment Action Plan (by 2015).” Central Government Vision
  59. 59. 63 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!!
  60. 60. 64 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  WIIFM – Opportunity for all? “Coming together is a beginning, staying together is progress, and working together is success.” -Henry Ford
  61. 61. • "Unless you are prepared to give up something valuable you will never be able to truly change at all, because you'll be forever in the control of things you can't give up.“ – Andy Law Creative Company • "Only the wisest and stupidest of men never change.“ – Confucius • "Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up.“ – James Belasco and Ralph Stayer Flight of the Buffalo (1994) • "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.“ – Niccolo Machiavelli The Prince (1532) • "There is a certain relief in change, even though it be from bad to worse; as I have found in traveling in a stagecoach, that it often a comfort to shift one's position and be bruised in a new place.“ – Washington Irving Tales of a Traveler (1824)
  62. 62. • "People don't resist change. They resist being changed!“ – Peter Senge • "Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.“ – Frances Hesselbein The Key to Cultural Transformation, Leader to Leader (Spring 1999) • "It is a bad plan that admits of no modification.“ – Publilius Syrus First Century BC • "Change is the law of life and those who look only to the past or present are certain to miss the future.“ – John F. Kennedy • "The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.“ – Peter Drucker • "Faced with the choice between changing one's mind and proving that there is no need to do so, almost everyone gets busy on the proof.“ – John Kenneth Galbraith
  63. 63. New Measurement Metrics • Citizen perspective – how is the quality of the ICT service perceived by citizens? • Financial perspective – how attractive is the IS function and LGMA to the sector as a whole? • Internal perspective – how effective and efficient are the processes in the IS functions and the LGMA? • Learning & growth perspective – is the IS function and the LGMA capable of innovation and improvement?
  64. 64. Effective Communication • Clear Messages • Reduce Complexity • Don’t have opinions on everything • Good and Bad News
  65. 65. Collaboration it’s more about the people than the technology
  66. 66. Communication – Social Media.. • Social and new media works.. – Depending on the message – As to be a collaboration – It is not a One Way Environment – has to be two way • Example – United Break Guitars.. Yes/No
  67. 67. 71 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?
  68. 68. Civil Service Recruitment changed • Civil service can now recruit outside the Civil Service… • Croke Park – Croke Park and Shared Services… not natural partners…
  69. 69. 73 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” Communicate the wins
  70. 70. 74 Broadcast heroes and their success stories!
  71. 71. Wins… • Household Charge – 1m Households pay new charge to website – Central Shared Service • NPPR – Non Principal Private Residence – Web Based – 250,000 second homes – Central Service • Shared HR Service – Central Service
  72. 72. Shared Services 76 DRUPAL Portal SugarCRM backend
  73. 73. Public Interface Drupal Based Use Existing Local Government Portal Reusable Components Registration Forms Document Upload ePayments LA Process Management SugarCRM Based Household Charge Infrastructure Takes Data from Drupal Back Office Functions
  74. 74. When do we use Open Source? • Where it makes financial sense • Pragmatism needs to guide open source adoption and not ideology • Open source is not just or only or always about free or cheap - it can bring a number of distinct and enduring benefits when contrasted to strategies based around proprietary software • Migrating to open source is more likely to be successful if it is done when there is a real and present need for change, rather than simply on the basis of finding open source attractive on infrastructure cost or non proprietary arguments • Adoption and development of open source can support the sharing of both expertise and expense between government bodies, for example among local authorities forming a flexible route to collaboration.
  75. 75. Success… in using Open Source? • Maturity – if it was written last night – we are not using it.. No matter what platform…. • World Wide solutions - where the rest of the world has already proved success. – CRM – Document Management – Content Management – Database – Telephony • Sector Wide Solutions • Browser First • Commoditisation • Specialisation • Commercial Open Source
  76. 76. Top 5 International Barriers to OSS selection and Irish Experiences with them • Inertia – (Crises – Lack of Money) • Lack of internal technical skills and Unfamiliarity with open source solutions (New Projects / Green Field – Skilling by use) • Lack of formal commercial vendor support (Not True – if government is spending….) • Legal Concerns re Licensing – Same as Proprietary (Ref LG 99) • Does not conform to Internal Policies / Strategies (Stringent Policy may change when April 9, 2014 80
  77. 77. How were wins achieved • At all costs… • Had to be seen to win.. • No option but to go with the central approach • Buy-in to Greenfield… Mandated success…
  78. 78. Success - eProcurement • General consent - no discussion – assumption that e-procurement has its benefits both in saving on public expenditure and preventing fraud. • The main goals are: – greater efficiency in public procurement – administrative simplification of public procurement – more transparent procedures – better competition • Discussion now about the “how” and the “when”. • The European Commission has put forward a draft directive and a number of deadlines. European Parliament is reviewing the proposal and a parliamentary committee is doing great work.
  79. 79. 83 7. Consolidate improvements and produce more change Change Project 1 Change Project 2 Change Project 3 Time Scope of change NPPR Household Charge Shared Services Open Source BCMS
  80. 80. 84 8. Anchor new approaches Company culture Physical artifacts activities and routines Underlying values, assumptions, beliefs, and expectations Intangible
  81. 81. Governance…
  82. 82. 5 Themes •SaaS, IaaS, PaaS, Web 2.0 / 3.0, Peer to Peer •Addressing and Adapting change and to changeThe World is Cloudy •Instantaneous, Online Response from Inter-continental companies •Digital Supply Chain across Global companies / across the globeThe World is Flat •Environmental Compliance •Reduce your own and your companies Carbon FootprintThe world is green •Consumers and Workforce - always on - connected anywhere •Increased demand and expectation for servicesThe World is Mobile •Energy and Cost Efficient Computing and Data Centres •Flatter Budgets require Efficiencies CAPX and OPEX The World of Low Cost ICT
  83. 83. 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 Shared Services Help? Jane E. Fountain – Gov 1.0 – Just Replicating the Silos on the Internet
  84. 84. Understand What the Citizen Wants?
  85. 85. What Government Delivers
  86. 86. Open Government? “If people don’t know what you’re doing, they don’t know what you’re doing wrong” “Jim Hacker” Open Government (I980)
  87. 87. The Button that pissed ICT people off… says all that they can’t have…
  88. 88. live in a society obsessed with risk!
  89. 89. Standards are Important..
  90. 90. 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.
  91. 91. Berlin Wall
  92. 92. 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
  93. 93. Shared Identity? Single Understanding of a person? • Position Paper – Central Identity Repository • 5 Main Databases • Simple application
  94. 94. Federated Identity across gov.. • If you trust your staff… • And I trust mine… • Why can’t we trust each others – • But what services can we offer / consume….
  95. 95. 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 agencies 2. Philosophy of “need to know” is replaced by “responsibility to provide”
  96. 96. Potential Scenarios Weather Incidents Flooding Accidents
  97. 97. Still need Common Sense
  98. 98. 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
  99. 99. 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
  100. 100. The world as we knew it… has changed
  101. 101. …We have come a long way...
  102. 102. Challenges for Public Servants • Vertical institutional structures • Perverse incentives • Misuse of capital/labour substitution • Outsourcing v. integration/reform • Customer service strategies • Generation Y / Facebook Generation • Consumer Society
  103. 103. Understanding the Adoption Curve
  104. 104. What has Cloud ever done for us? 109 Apart from Scale, Speed, Agility, Low Cost, Enterprise Adoption, Enterprise Mapping, Open Data, Standards, Google, API’s, etc Open Street Maps, Map Servers, GIS - More than just Location, Spatial Analysis and wider adoption now possible
  105. 105. How Much Data do you create?
  106. 106. Social has overtaken email…. Mobile Browsing has overtaken desktop… Radical Change…
  107. 107. Desktop Browsing is legacy..
  108. 108. Our World has changed…
  109. 109. The world is changing…
  110. 110. It knows more about you than my partner… Source : Peter Cochran
  111. 111. Citizen Expectation Changed? Social Media
  112. 112. The More data we have… the less we (have time to) Understand it
  113. 113. Typical Individual effort many hours, one map
  114. 114. OpenStreetMap, 2012 200,000 contributors, one map
  115. 115. Our Lives are Different… • We communicate on — Facebook, Chat, Twitter, MMS • We Research Information — Blogs, eNews, Wiki, YouTube • We Buy — eBay, Amazon, Dell, Deal Done, etc… • We Travel - Tripadvisor, Flickr, RyanAir, Hotels, • We Meet / Retate - Linkedln, FaceBook, Friends • We Play – xBox, Playstation, Online games, ¡TV • We expect the Government to fit into these paradigms too…
  116. 116. “We shall build this big thing in the clouds” – “ we will be unbeatable”
  117. 117. Open Data
  118. 118. Where are we Going? INFRASTRUCTURE Electricity Sub-stations Gas Water Hydrants Sewerage Stormwater Telecoms LOCATIONAL Police Fire Ambulance Schools Hospitals Aged care Community Centres Icons Key buildings ECONOMIC & RISK Demography Employment Valuations Public transport schedules Pedestrians Floor plans Hazard models FUNDAMENTAL Roads Imagery Topography Census Admin. Bdys. Source: NSW Department of Lands
  119. 119. Don’t believe the Internet…
  120. 120. Understand what are the Driving Forces… • Government Focus – Understanding, Efficiency, Accountability • Technology Innovation Focus – Data as a Platform, Semantic Web • Reward Focus – Profit, Recognition • Digitising Government Focus – Computerisation / Technology Drive • Problem Solving Focus – New Skills needed to work on new Challenge • Social / Public Sector / Enterprise – More Focussed Services
  121. 121. Conclusions • Change is constant • Cloud is the Future • Social is a Reality • Mobile is already taking over • Data has to keep up…
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