Shared Services and Information Sharing in Local GovernmentIt all comes down to Standards<br />Tim Willoughby<br />Assista...
Feedback – be very careful<br />
My name is Tim<br />I explain technology…<br />
to people who don’t understand it…<br />
people who think they do understand it…<br />
people who despise it…<br />
and people who worship it.<br />
I research, <br />pilot and <br />write  things...<br />…that help people understand how technology might help their Organ...
I live here...  According to Google Streetview<br />9<br />
In Technical Terms<br />I’m a Webservice –<br />Sitting between the Technical Teams and the Business Teams, translating an...
Local Government<br />
Effective Collaboration<br />my references!<br />If only..<br />
Definite reference!<br />Taking the<br />ego out of<br />egovernment<br />
Standardisation and Sharing<br />Leadership<br />Change Management<br />Business as Usual, Cultural Shift, Continuous Impr...
15<br />Kotter’s eight-stage process for change<br />1. Establish a sense of urgency<br />2. Form a powerful guiding coali...
17<br />1. Establish a sense of urgency<br />The status quo<br />Forces for change<br />Forces for stability<br />Burnes 2...
18<br />But I’m so comfortable…<br />
Circular 02/09<br />
Includes<br />HR, Finance, Telephony, Virtualisation, etc...<br />Mail, Payroll, etc...<br />A bit like asking Revenue is ...
21<br />1. How to create a sense of urgency?<br />Create a crisis/rivalry<br />Just read the papers!!!!<br />Find/develop ...
22<br />2. Form a powerful coalition<br />Ensure shared understanding & right attitude<br />Ability to share vision<br />T...
Who has Formal / Informal power in the organisation?<br />23<br />Try it out in your org.. Very interesting...<br />Teigla...
Community Archetypes<br />Duelsists<br />Fillibuster<br />Perpetual duel. <br />Holds the floor, monotonous hectoring<br /...
Radical Change is happening – With or Without the Owners / Shareholders<br />
28<br />3. Create a vision<br />Create the vision<br />To direct the change effort<br />To coordinate across and outside t...
29<br />4. Communicate the vision<br />How?<br />Use multiple channels<br />Regularly to reconfirm<br />What?<br />Keep it...
30<br />When do people support the vision?<br /><ul><li>Relate to the vision
Expect personal gain (make their world a better place)
Can give input
Respect the leader
Believe the time is right</li></ul>“Coming together is a beginning, staying together is progress, and working together is ...
Effective Communication<br />Clear Messages<br />Reduce Complexity<br />Don’t have opinions on everything<br />Good and Ba...
Collaboration it’s more about the people than the technology<br />
33<br />5. Empower others to act on the vision<br />5.Are the organizational structure & systems aligned with the vision?<...
34<br />6. Plan for and create short-term wins<br />Communicate<br />the wins<br />3. Recogniseand reward “winners”<br />2...
35<br />Broadcast heroes and their success stories!<br />
36<br />7. Consolidate improvements and produce more change<br />Change <br />Project 3<br />Scope of change<br />Change <...
37<br />8. Anchor new approaches<br />Physical <br />artifacts<br />Intangible<br /> activities and routines<br />Underlyi...
5 Themes<br />
Understand What the Citizen Wants?<br />
What we Deliver<br />
The World is changing<br />
The Local Authority Enterprise<br /> 34 enterprise data centers<br />Elected <br />Members<br />Database <br />Services<br...
Business Access
                       Multiple devices
Mobile, PDA, Smart Phone
Direct Connection
Occasionally
Remote access
Multiple devices,
Mobile, PDA, Smart Phone
Remote Services</li></ul>Network (~20,000)<br />Telephony <br />(~35,000)<br />Mail<br />(30,000)<br />Websites<br />(1000...
The Enterprise<br />We have Enterprise Infrastructure<br />We have Enterprise Software<br />Have to think as an enterprise...
Hardware Vendors<br />Leaders<br />Software Engineers and Developers<br />Software Vendors<br />Users <br />Internal and E...
EcoSystem<br />Relationship between users, service owner , Designer and vendor<br />Interrelated with the technology provi...
Standards in Real Life -Nuts and Bolts<br />Generally speaking, nuts and bolts come in standard sizes.<br />If you loose a...
Standards in Real Life -Connections<br />Almost all external computing devices are now USB<br />Eliminates questions such ...
Standards<br />There May be a difference in Quality, Usage, Presentation<br />
Standards in Real Life -Bottle Caps<br />You get the idea...<br />
Lack of Standards?<br />
live in a society obsessed with risk!<br />
Standards are Important..<br />
S<br />Industry Support?<br />Whose Standard<br />Standards<br />How Long do I <br />Stay with it<br />Independent<br />As...
Do Government Care about Standards, Security and Encryption...?<br />CYA<br />Replaced with <br />EYA<br />
Data Privacy<br /><ul><li>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. </li></li></ul><li>CMOD Recommendations<br />I...
Berlin Wall<br />
Even Security is changing<br />Used to defend the edge of the network...<br />Now looking at defending the middle and trus...
Data Sharing<br />Barriers to Sharing<br />Not Technical <br />People<br />Leadership<br />Perceived rather than actual Is...
Cloud Sharing?<br />Cloud computing is a new way of delivering computing.<br />Instant, easy access to resources<br />No c...
Planning Cloud Similar to a Peer to Peer Network<br />Do a Metadata Search<br />(Only Metadata on the Cloud)<br />Use Maps...
 Data Protection</li></li></ul><li>
Shared Identity? Single Understanding of a person?<br />Position Paper – Central Identity Repository<br />5 Main Databases...
What is Data Interoperability?<br />The ability to exchange information between  and among public bodies<br />	cross disci...
Potential Scenarios<br />
Local Government Evolution<br />
Where we want to be?<br />
Still need Common Sense<br />
Key disruptive forces<br />Digitization of everything……  <br />and exponential growth<br />Everything/one is getting conne...
Work is also changing Rapidly<br />Collaboration<br />Specialisation, optimisation, Just In Time<br />Nature of Work<br />...
…We have come a long way...<br />
Everything is changing – even the hardware<br />Mainframe<br />Minicomputer<br />Electronic/electro<br />-mechanical<br />...
The service consumer <br />is changing<br />watch<br />
Sharing!<br />
Is there an easier way?<br />
eReturns<br />
Public<br />MapViewerApplication<br />eReturns<br />DataIntegrationService<br />Database<br />Database<br />Mapping<br />D...
LA<br />LA<br />LA<br />LA<br />LA<br />LA<br />LA<br />LA<br />LA<br />eReturns<br />LA<br />DOT<br />Central Reporting F...
Define Quality?<br />Part of the problem with Quality – it is not a single dimensional thing...<br />Should we view qualit...
It was OK when it left Belfast!<br />
Standards?<br />
Black Box Theory<br />Government continually Hit with an Open Standards v’s Black Box decision<br />The Black Box works<br...
Independence<br />Adherence to Standards facilitates Independence from Suppliers?<br />Can we get truly independent advice...
Modernisation<br />Simple and user-oriented <br />Participative and inclusive <br />Transparent and accountable <br />Join...
Challenges for Public Servants<br />Vertical institutional structures<br />Perverse incentives <br />Misuse of capital/lab...
Logic?<br />Democracy, equality <br />Security/privacy <br />System feasibility, interoperability, adaptability, standardi...
Point of Interest<br />The youth of today are:<br />Are tech aware & capable<br />Don’t care about Digital Rights<br />Pro...
So far ICT has not fundamentally changed government<br />1990s: lCT expectedto make government more transparent, efficient...
With a change in emphasis...<br />eGovernment 1.0<br />eGovernment 2.0<br />IT Investment<br />Change <br />Goal:<br />Onl...
Lessons Learnt<br />NOT GONE WELL<br />WENT WELL<br /><ul><li>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
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UU innovation masters november 2010

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UU innovation masters november 2010

  1. 1. Shared Services and Information Sharing in Local GovernmentIt all comes down to Standards<br />Tim Willoughby<br />Assistant Director<br />LGCSB/ LGMA<br />
  2. 2. Feedback – be very careful<br />
  3. 3. My name is Tim<br />I explain technology…<br />
  4. 4. to people who don’t understand it…<br />
  5. 5. people who think they do understand it…<br />
  6. 6. people who despise it…<br />
  7. 7. and people who worship it.<br />
  8. 8. I research, <br />pilot and <br />write things...<br />…that help people understand how technology might help their Organisation…<br />
  9. 9. I live here... According to Google Streetview<br />9<br />
  10. 10. In Technical Terms<br />I’m a Webservice –<br />Sitting between the Technical Teams and the Business Teams, translating and relating between them..<br />With Plenty of SOAP and REST....<br />Don’t bother me with your ideas now, I’ve got a job to do!<br />
  11. 11. Local Government<br />
  12. 12. Effective Collaboration<br />my references!<br />If only..<br />
  13. 13. Definite reference!<br />Taking the<br />ego out of<br />egovernment<br />
  14. 14. Standardisation and Sharing<br />Leadership<br />Change Management<br />Business as Usual, Cultural Shift, Continuous Improvement, Responsibility and Service Mapping<br />Measurement – Measuring the Right Things<br />Selection, Cost Savings, Growth, Delivery<br />Governance<br />Managing expectations, Innovations and Supplier Push<br />
  15. 15. 15<br />Kotter’s eight-stage process for change<br />1. Establish a sense of urgency<br />2. Form a powerful guiding coalition<br />3. Create a vision<br />4. Communicate the vision <br />5. Empower others to act on the vision<br />6. Plan for and create short-term wins<br />7. Consolidate improvements and produce more change<br />8. Anchor new approaches<br />J. Kotter, “Leading Change – Why Transformation Efforts Fail”<br />
  16. 16.
  17. 17. 17<br />1. Establish a sense of urgency<br />The status quo<br />Forces for change<br />Forces for stability<br />Burnes 2004<br />
  18. 18. 18<br />But I’m so comfortable…<br />
  19. 19. Circular 02/09<br />
  20. 20. Includes<br />HR, Finance, Telephony, Virtualisation, etc...<br />Mail, Payroll, etc...<br />A bit like asking Revenue is this Taxable<br />
  21. 21. 21<br />1. How to create a sense of urgency?<br />Create a crisis/rivalry<br />Just read the papers!!!!<br />Find/develop a “red hot” burning issue <br />NAMA<br />Revise existing or develop new standards<br />Income, profitability, effectiveness, efficiency, customer satisfaction<br />Get an outside opinion <br />Bring in consultants, customers, shareholders<br />
  22. 22. 22<br />2. Form a powerful coalition<br />Ensure shared understanding & right attitude<br />Ability to share vision<br />Trustworthy<br />Commitment to means and end<br />Has access to necessary resources<br />Formal position power <br />Expertise <br />Reputation <br />Leadership <br />Informal network position<br />The small team that will lead the change<br />But look out for people with big egos or “snakes”<br />
  23. 23. Who has Formal / Informal power in the organisation?<br />23<br />Try it out in your org.. Very interesting...<br />Teigland 2003<br />
  24. 24. Community Archetypes<br />Duelsists<br />Fillibuster<br />Perpetual duel. <br />Holds the floor, monotonous hectoring<br />Ego<br />Big Dog and MiniMe<br />Bully - intimidate<br />Me-Too will join the attack. <br />It’s all about him,<br />fiercest of all <br />
  25. 25.
  26. 26.
  27. 27. Radical Change is happening – With or Without the Owners / Shareholders<br />
  28. 28. 28<br />3. Create a vision<br />Create the vision<br />To direct the change effort<br />To coordinate across and outside the organisation<br />Develop a strategy to achieve the vision (operationalise)<br />To engage people through participation<br />To find their “passion”<br />To overcome forces for stability<br />
  29. 29. 29<br />4. Communicate the vision<br />How?<br />Use multiple channels<br />Regularly to reconfirm<br />What?<br />Keep it simple<br />Use metaphors and success stories<br />Who?<br />Walk the talk<br />Identify key opinion leaders<br />But listen as well!!<br />
  30. 30. 30<br />When do people support the vision?<br /><ul><li>Relate to the vision
  31. 31. Expect personal gain (make their world a better place)
  32. 32. Can give input
  33. 33. Respect the leader
  34. 34. Believe the time is right</li></ul>“Coming together is a beginning, staying together is progress, and working together is success.”<br />-Henry Ford<br />
  35. 35. Effective Communication<br />Clear Messages<br />Reduce Complexity<br />Don’t have opinions on everything<br />Good and Bad News<br />
  36. 36. Collaboration it’s more about the people than the technology<br />
  37. 37. 33<br />5. Empower others to act on the vision<br />5.Are the organizational structure & systems aligned with the vision?<br />4.Do people have the authority to act?<br />3.Do people have the appropriate skills and training to act?<br />2.Do people have the necessary resources to act?<br />1. Does the organizational culture encourage individuals to act?<br />
  38. 38. 34<br />6. Plan for and create short-term wins<br />Communicate<br />the wins<br />3. Recogniseand reward “winners”<br />2. Encourage & convince people that targets can be reached<br />1. Create obtainable targets<br />
  39. 39. 35<br />Broadcast heroes and their success stories!<br />
  40. 40. 36<br />7. Consolidate improvements and produce more change<br />Change <br />Project 3<br />Scope of change<br />Change <br />Project 2<br />Change <br />Project 1<br />Time<br />
  41. 41. 37<br />8. Anchor new approaches<br />Physical <br />artifacts<br />Intangible<br /> activities and routines<br />Underlying values,<br />assumptions,<br />beliefs, and expectations<br />Company culture<br />
  42. 42. 5 Themes<br />
  43. 43.
  44. 44. Understand What the Citizen Wants?<br />
  45. 45. What we Deliver<br />
  46. 46. The World is changing<br />
  47. 47. The Local Authority Enterprise<br /> 34 enterprise data centers<br />Elected <br />Members<br />Database <br />Services<br />Network<br />Services<br />Hosted <br />Services<br />Staff<br />1,000<br />15,000<br />20,000<br />Servers (5,000+)<br /><ul><li>Desktop Remote access
  48. 48. Business Access
  49. 49. Multiple devices
  50. 50. Mobile, PDA, Smart Phone
  51. 51. Direct Connection
  52. 52. Occasionally
  53. 53. Remote access
  54. 54. Multiple devices,
  55. 55. Mobile, PDA, Smart Phone
  56. 56. Remote Services</li></ul>Network (~20,000)<br />Telephony <br />(~35,000)<br />Mail<br />(30,000)<br />Websites<br />(1000)<br />34 County Halls<br />Many sub county halls!<br />Availability<br />Security<br />Reliability<br />43<br />
  57. 57. The Enterprise<br />We have Enterprise Infrastructure<br />We have Enterprise Software<br />Have to think as an enterprise<br />Standards<br />Security<br />Shared Services<br />Service Delivery<br />Quality, Test & measurement…<br />
  58. 58. Hardware Vendors<br />Leaders<br />Software Engineers and Developers<br />Software Vendors<br />Users <br />Internal and External<br />Innovation<br />Standards<br />SOA<br />Test<br />SAAS<br />Quality<br />Web 2.0<br />The Ecosystem<br />
  59. 59. EcoSystem<br />Relationship between users, service owner , Designer and vendor<br />Interrelated with the technology provider, the infrastructure and the transport mechanism<br />Controlled by Standards, Quality and Testing<br />Requires Leadership & Governance <br />
  60. 60. Standards in Real Life -Nuts and Bolts<br />Generally speaking, nuts and bolts come in standard sizes.<br />If you loose a nut, you can run to the hardware store and buy another one of the same size.<br />
  61. 61. Standards in Real Life -Connections<br />Almost all external computing devices are now USB<br />Eliminates questions such as “do you need a serial or PS/2 mouse?”<br />
  62. 62. Standards<br />There May be a difference in Quality, Usage, Presentation<br />
  63. 63. Standards in Real Life -Bottle Caps<br />You get the idea...<br />
  64. 64. Lack of Standards?<br />
  65. 65. live in a society obsessed with risk!<br />
  66. 66. Standards are Important..<br />
  67. 67.
  68. 68. S<br />Industry Support?<br />Whose Standard<br />Standards<br />How Long do I <br />Stay with it<br />Independent<br />Assessment?<br />Equivalences?<br />Support for a <br />Mix of standards?<br />
  69. 69. Do Government Care about Standards, Security and Encryption...?<br />CYA<br />Replaced with <br />EYA<br />
  70. 70.
  71. 71. Data Privacy<br /><ul><li>Audit functionality to capture access is not in place in many instances;
  72. 72. Significant amount of data transfers taking place using unencrypted mail, file transfers, etc.;
  73. 73. Secure disposal of media at end-of-life not addressed by most responses;
  74. 74. Procedures for personal data held on paper not addressed by many responses. </li></li></ul><li>CMOD Recommendations<br />If personal data is held on portable storage devices (incl. laptops), it should be encrypted;<br />Data transfers should (where possible) only take place electronically and where the data is encrypted;<br />Audit trails should be used (where technically possible) to capture instances of inappropriate access and/or use;<br />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.);<br />LGCSB Report to feed into a cross-organisational working group to produce guidelines based on the recommendations contained in the report.<br />
  75. 75. Berlin Wall<br />
  76. 76. Even Security is changing<br />Used to defend the edge of the network...<br />Now looking at defending the middle and trusting the edges if they are trust-worthy... (Standards, Testing, Quality, Measurement)<br />
  77. 77. Data Sharing<br />Barriers to Sharing<br />Not Technical <br />People<br />Leadership<br />Perceived rather than actual Issues<br />Don’t see the need or Relevance to others in using or having their data<br />Loss of Control / Power<br />
  78. 78. Cloud Sharing?<br />Cloud computing is a new way of delivering computing.<br />Instant, easy access to resources<br />No commitment<br />Shared Resources (Hardware, database, memory, etc..)<br />Pay for it on demand – per use<br />Instant scale if / when you need it<br />
  79. 79.
  80. 80. Planning Cloud Similar to a Peer to Peer Network<br />Do a Metadata Search<br />(Only Metadata on the Cloud)<br />Use Maps, Zoom, Pan, Keywords, etc<br />Find the File(s) you want<br />Be Directed to the Actual File URL<br />Get the File at Source<br /><ul><li> No duplication of Files
  81. 81. Data Protection</li></li></ul><li>
  82. 82. Shared Identity? Single Understanding of a person?<br />Position Paper – Central Identity Repository<br />5 Main Databases<br />Simple application<br />
  83. 83. What is Data Interoperability?<br />The ability to exchange information between and among public bodies<br /> cross discipline, cross jurisdiction, cross sector. <br />Assumptions:<br />Exchanges would benefit one or more agencies<br />Philosophy of “need to know” is replaced by “responsibility to provide” <br />Shared Data<br />can be critical <br />in emergency response!<br />
  84. 84. Potential Scenarios<br />
  85. 85. Local Government Evolution<br />
  86. 86. Where we want to be?<br />
  87. 87. Still need Common Sense<br />
  88. 88. Key disruptive forces<br />Digitization of everything…… <br />and exponential growth<br />Everything/one is getting connected…… <br />and mobile<br />Devices are getting smaller, smarter…… <br />and cheaper<br />Customer demand… <br />and an explosion of broadband<br />
  89. 89. Work is also changing Rapidly<br />Collaboration<br />Specialisation, optimisation, Just In Time<br />Nature of Work<br />Anytime, Anywhere, Faster?, smarter, better?<br />Human Capital is replacing Physical Capital as the Unit of Measurement<br />More User Input, More Spontaneous, <br />Collaboration with (Unknown) Partners<br />
  90. 90. …We have come a long way...<br />
  91. 91. Everything is changing – even the hardware<br />Mainframe<br />Minicomputer<br />Electronic/electro<br />-mechanical<br />Workstation<br />PC<br />Laptop<br />PDA<br />Explants & Implants in<br />everything & everyone?<br />Platform<br />Interface to humans & the world<br />Networking and/or interconnect structure<br />log (people per computer)<br />year<br />Based on a slide by David Culler UC/Berkeley<br />
  92. 92. The service consumer <br />is changing<br />watch<br />
  93. 93. Sharing!<br />
  94. 94. Is there an easier way?<br />
  95. 95. eReturns<br />
  96. 96. Public<br />MapViewerApplication<br />eReturns<br />DataIntegrationService<br />Database<br />Database<br />Mapping<br />Database<br />Local Authority<br />Local Authority<br />Local Authority<br />Tile Server<br />DOE iPlan Application<br />WMS<br />WFS<br />
  97. 97. LA<br />LA<br />LA<br />LA<br />LA<br />LA<br />LA<br />LA<br />LA<br />eReturns<br />LA<br />DOT<br />Central Reporting Framework<br />DOE<br />Health<br />SFA<br />
  98. 98.
  99. 99. Define Quality?<br />Part of the problem with Quality – it is not a single dimensional thing...<br />Should we view quality from our own standards<br />Or from the viewpoint of the customer<br />
  100. 100. It was OK when it left Belfast!<br />
  101. 101. Standards?<br />
  102. 102. Black Box Theory<br />Government continually Hit with an Open Standards v’s Black Box decision<br />The Black Box works<br />It solves the immediate Problem<br />The cost is predictable<br />We may be tied in to a proprietary standard, but the next version will be more open!<br />The more open standards – Loosely Coupled Solution will definitely work, with some adaptation.<br />Who will support my decision?<br />Who can support the adaptation if the loose couples become detached?<br />Who will share the risk of the Open solution in the same way the Black Box provider will?<br />
  103. 103. Independence<br />Adherence to Standards facilitates Independence from Suppliers?<br />Can we get truly independent advice?<br />Should Government employ independent thinkers within the Civil Service or contract with Independent Suppliers?<br />
  104. 104. Modernisation<br />Simple and user-oriented <br />Participative and inclusive <br />Transparent and accountable <br />Joined-up and networked <br />Efficient and innovative <br />ICT a strategic instrument to achieve this? <br />
  105. 105. Challenges for Public Servants<br />Vertical institutional structures<br />Perverse incentives <br />Misuse of capital/labour substitution<br />Outsourcing v. integration/reform <br />Customer service strategies <br />
  106. 106. Logic?<br />Democracy, equality <br />Security/privacy <br />System feasibility, interoperability, adaptability, standardisation <br />Administrative and political feasibility <br />Agency autonomy and flexibility <br />Economics (resources, budgeting) <br />
  107. 107. Point of Interest<br />The youth of today are:<br />Are tech aware & capable<br />Don’t care about Digital Rights<br />Produce Content and Dynamic Applications<br />Rise of the amateur<br />Tomorrows Employees<br />How do we interest the WikiGeneration?<br />Or Employee 2.0?<br />
  108. 108. So far ICT has not fundamentally changed government<br />1990s: lCT expectedto make government more transparent, efficient and user oriented <br />2005+: disillusion as bureaucracy still in existence<br />Can Cloud / Web 2.0 Help?<br />Jane E. Fountain – Gov 1.0 – Just Replicating the Silos on the Internet<br />
  109. 109. With a change in emphasis...<br />eGovernment 1.0<br />eGovernment 2.0<br />IT Investment<br />Change <br />Goal:<br />Online Services<br />Goal: Transparency<br />Change<br />Investment<br />Automation of Public Service<br />Augmenting of Public Service<br />
  110. 110. Lessons Learnt<br />NOT GONE WELL<br />WENT WELL<br /><ul><li>Beginning to see Acceptance of Current Situation
  111. 111. Collaboration across councils
  112. 112. joined-up thinking and new ways of working
  113. 113. Collaboration to save money –...
  114. 114. ‘Tribal’ working practices.
  115. 115. Solo Runs
  116. 116. Attendance and Agreement while present – change of mind when back at base
  117. 117. Getting middle-management involved.
  118. 118. Collaboration - as long as it does not reduce local ICT</li></li></ul><li>It’s all about Planning<br />
  119. 119. Understanding the Adoption Curve<br />
  120. 120. Shared Infrastructure<br />Why use<br />Shared Cost<br />Reduced local Security<br />Reduced Local Management<br />Shared Control<br />Why not<br />Loss of control<br />Don't count the cost of ongoing management...<br />
  121. 121. Active Directory<br />Administration<br />Authentication<br />System Policies<br />Directory Enabled Applications<br />Improved Authentication<br />Permissions applied via ACLs<br />To Objects as whole<br />To specific Attributes<br />Fine-Tuning of Access Permissions / Policies<br />AAA-- Authentication, Authorisation, Accounting<br />Authentication-- who you are<br />Authorization-- what you can do<br />Accounting-- what you have done<br />
  122. 122. Sample Site Structure<br />LA2.lgov.ie<br />Logical and physical Structure are totally independent of each other!<br />Site LA2<br /> Site LA1<br />LGOv.ie<br />LA1.lgov.ie<br />
  123. 123. Why AD? - What can we offer<br /><ul><li>Employees / Groups
  124. 124. Mailboxes/ Mail Aliases
  125. 125. Site Topology/ Organisational Units
  126. 126. Collaboration and shared Infrastructure
  127. 127. Single Sign On – Maintain Accounts / OU Locally –
  128. 128. GAL / Shared Calendars / Yellow Pages?
  129. 129. Enterprise Shared Presence / IM
  130. 130. Enterprise Search – (Who / What / Where)
  131. 131. Enterprise Archive / Enterprise Certificates
  132. 132. Secure Mail across Enterprise
  133. 133. Data Protection</li></li></ul><li>IRISH LOCAL GOVERNMENT USERS<br />26 County Councils<br />3 City Councils<br />Cork City Council (for Housing Loans only)<br />
  134. 134. Local Authority progress with Agresso<br />Euro<br />National Chart of Accounts design<br />Initial applications – GL,PO,SC,AP<br />Income Management system (RCS)<br />Housing Loans<br />Billing modules<br />AR, Rents, Rates, Service Charges, Water Charges, Misc invoicing<br />
  135. 135. Agresso modules in use at LA’s:<br />General Ledger<br />Accounts Payable<br />Purchasing<br />Budgeting<br />Enquiries & Reports<br />Accounts Receivable<br />Revenue Collection & Cash Receipting<br />Utility Invoicing – rents, rates, water, services<br />Sales Order Processing – all misc. Invoicing<br />Loan Management – housing loans<br />Payroll<br />Annual Financial Statements (AFS)<br />Fixed Assets<br />Cash Based Accounting (special reporting)<br />Expenses*** (Popular now)<br />
  136. 136.
  137. 137. ePayments<br />Currently over 150<br /> Payments Services<br />In Local Government<br />
  138. 138. Core HR<br />20 Sites Hosted Centrally<br />7 Hosted Locally<br />7 Using same / similar system – own tender / arrangements<br />
  139. 139. Collaboration at the ICT level<br />Core HR System<br />Clocking<br />Attendance<br />Leave<br />OCS<br />Presence<br />Telephony<br />Calendar<br />Mail<br />
  140. 140.
  141. 141. Intranet/ Extranet / Web<br />
  142. 142. Governance <br />The Minister has 5 Aces<br />The Problem with a Bridge is...<br />
  143. 143. Ask your customers what would help them the most<br />(and keep asking)<br />
  144. 144. Choose applications and delivery platforms that make sense<br />
  145. 145. Pick pilot projects that show quick outcomes<br />
  146. 146. Collaborate and bring in other Councils and delivery partners<br />
  147. 147. Measure your success and tell everyone!<br />
  148. 148. Never Underestimate the Irish!<br />

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