This document provides background information on the importance of information sharing between agencies like the police. It discusses factors that influence interagency cooperation, such as having a common problem to address and institutional capacity. Frameworks for information sharing are presented, including benefits and barriers. The author's PhD research aims to understand information sharing at Leicestershire Constabulary, identify barriers, and determine if a cloud solution could overcome issues. References on the topic are provided.
Information, Knowledge Management & Coordination Systems: Complex Systems App...CITE
Date: 4 Jun 2013
Time: 12:45pm - 2:00pm
Venue: Room 101, Runme Shaw Building, The University of Hong Kong
Speakers: Professor Liaquat Hossain, University of Sydney
------------------------------------
http://www.cite.hku.hk/news.php?id=502&category=conference
Information, Knowledge Management & Coordination Systems: Complex Systems App...CITE
Date: 4 Jun 2013
Time: 12:45pm - 2:00pm
Venue: Room 101, Runme Shaw Building, The University of Hong Kong
Speakers: Professor Liaquat Hossain, University of Sydney
------------------------------------
http://www.cite.hku.hk/news.php?id=502&category=conference
Presentation from the “Corporate Data” session of the “Our World, Our Data” conference held at at MIT Media Lab on April 30, 2017. Organized by Safecast with sponsorship from the Shuttleworth Fund. Many thanks to Joi Ito, Director of the MIT Media Lab, and Ethan Zuckerman and Lorrie LeJeune of The Center for Civic Media.
https://www.media.mit.edu/events/our-world-our-data/
FirstReview these assigned readings; they will serve as your .docxclydes2
First:
Review these assigned readings; they will serve as your scientific sources of accurate information:
http://www.closerlookatstemcells.org/Top_10_Stem_Cell_Treatment_Facts.html
http://www.closerlookatstemcells.org/How_Science_Becomes_Medicine.html
http://www.newvision.co.ug/news/649266-fighting-ageing-using-stem-cell-therapy.html
http://www.nature.com/news/stem-cells-in-texas-cowboy-culture-1.12404
http://www.cbc.ca/radio/whitecoat/blog/stem-cell-hype-and-risk-1.3654515
http://stm.sciencemag.org/content/7/278/278ps4.full
Next:
Use a standard Google search for this phrase: “stem cell therapy.” Do not go to Google Scholar. Select one of the websites, blogs, or other locations that offer stem cell therapies.
Save the link for your selected site.
Read the materials provided on your selected site and find out who the authors and sponsors of the site are by going to their “home” or “about us” pages.
Finally, submit your responses to the following in an essay of 500-750 words (2-3 pages of text—use a separate page for a title and for your references):
You are going to prepare a critique of the site you located and compare it to the scientific information available on this therapy.
Give the full title of the website, web blog, or other site that you selected, along with the link.
Describe the therapy that is being offered and what conditions it is designed to treat.
Who are the authors and sponsors of the site you selected?
Compare the claims about the therapy offered to what is said in the assigned readings about this type of therapy. You may have to use our library, as well, to determine what scientists and researchers have to say about the use of stem cells to treat this condition.
Would you say that the therapy you found is a well-established, proven technique for humans, or more of an experimental, unproven approach?
What about the type of language discussed in the Goldman article? Is the therapy you found using sensationalist claims and terminology that are not supported by the scientific research?
Would you recommend that a patient with this condition go ahead and participate in this treatment? Why or why not?
Literature review on how Information Technology has impacted governing bodies’ ability to align public policy with stakeholder needs
Nowadays, the governing bodies both in public and private sectors are dealing with complex systems on a day to day operations. These systems are made up of different components which present varying interactions and interrelationships with and/or among each other; therefore, making their management to be difficult or challenging. Indeed, Ruiz, Zabaleta & Elorza (2016), highlighted that public policymakers have to deal with complex systems which involve heterogeneous agents that act in non-linear behaviors making their management difficult. Neziraj & Shaqiri (2018) also stated that the policymakers are faced with problems which are complex and non-uniform due to a lot of uncertainties and risk situ.
JPART 20849–866The Big Question for PerformanceManageme.docxpriestmanmable
JPART 20:849–866
The Big Question for Performance
Management: Why Do Managers Use
Performance Information?
Donald P. Moynihan*, Sanjay K. Pandey†
*University of Wisconsin–Madison; yRutgers University, Newark
ABSTRACT
This article proposes that understanding public employee use of performance information is
perhaps the most pressing challenge for scholarship on performance management.
Governments have devoted extraordinary effort in creating performance data, wagering that
it will be used to improve governance, but there is much we do not know about the factors
associated with the use of that information. This article examines the antecedents of self-
reported performance information use from a survey of local government managers. The
results show that public service motivation, leadership role, information availability,
organizational culture, and administrative flexibility all affect performance information use.
INTRODUCTION
Terms such as ‘‘performance’’ and ‘‘results’’ have become ubiquitous in contemporary
governance. Major administrative reforms are driven by a belief that governments suffer
from a ‘‘performance deficit’’ (Kamensky 1996) that can be best overcome by measuring
the effort and result of government activity. These beliefs are so deeply embedded that they
have been variously described as a ‘‘movement’’ (Radin 2006) and ‘‘doctrine’’ (Moynihan
2008).
The most widespread governmental reform in recent decades has been the requirement
for agencies to track and measure strategic goals, targets, and achievements (Brudney,
Hebert, and Wright 1999; Moynihan 2008). Within our growing state of agents, perfor-
mance goals underpin contractual forms of accountability, the means by which webs of
connected principals and agents allocate responsibility. Citizens, elected officials, and pub-
lic managers have more performance information now than ever. Every year, new rivers
flow into the existing sea of data. These trends are unlikely to be reversed. Performance
management both preceded and outlived the New Public Management and continues to be
viewed as a central plank in the future of governance (Kettl and Kelman 2007).
This article was originally presented at the 2008 meeting of American Political Science Association. We are grateful
for helpful comments from Tony Bertelli, Richard Williams, Pam Herd, Kelly LeRoux, Dale Krane, and Robert
Smith, as well as to three anonymous reviewers from JPART. Address correspondence to the author at
[email protected]
doi:10.1093/jopart/muq004
Advance Access publication on March 1, 2010
ª The Author 2010. Published by Oxford University Press on behalf of the Journal of Public Administration Research
and Theory, Inc. All rights reserved. For permissions, please e-mail: [email protected]
Behn has argued that one of three ‘‘big questions’’ for public management research cen-
tersonhowtomeasureperformanceinawaythatfostersachievement,andspecificallyasked,
‘‘how can public m ...
Running head PROPOSAL PAPER 1PROPOSAL PAPER 5.docxtodd581
Running head: PROPOSAL PAPER 1
PROPOSAL PAPER 5
Proposal Paper
Name
Institutional Affiliation
Description of the Industry
Data plays an imperative role within organizations especially with regards to decision making. Organizations therefore need to establish a strong and comprehensive mechanisms of collecting, storing and managing information. Information governance is defined as a universal approach to the management of corporate data through implementation processes, data roles and responsibilities, control measures and metrics aimed at treating information as essential business assets (Smallwood, 2019). An organization therefore needs to establish effective mechanisms of managing data to help in decision making. Key concepts and practices in information governance include; data protection and security, information compliance, risk management, electronic discovery, data privacy and storage, data audit and analytics, business operations and management and knowledge management (Smallwood, 2019). The Finance and Banking industry is one of the most imperative sectors in the economy. The industry highly depend on data for effective decision making. This study will there offer a comprehensive discussion on information governance and management within the banking and finance industry. It will analyze the challenges of information governance within the banking industry.
The banking system is composed of various institutions such as internet banks, brokerage firms, credit unions, insurance companies, investment companies and banks and central banks (Khatcherian & Jefferson, 2009). These institutions are the main players that make up the banking system. To effective operate within the industry, an organization must have updated data on the above institutions as well as their current trends. The main stakeholders in the banking industry on the other hand include; employees, shareholders, customers, public organizations, and government authorities amongst others (de Abreu Faria, Maçada & Kumar, 2013). An organization within the industry must therefore have data on all the stakeholders in the industry to operate effectively. The roles played by each stakeholder must consequently be well understood to ensure success of an organization within the industry.
The most outstanding challenge with information governance facing the banking and finance industry is information sharing and collaboration. Collaboration and information sharing within the industry has undergone a rigorous revolution due to the use of technology (Tallon, Ramirez & Short, 2013). Large networks of partners within the industry required to deliver innovative services to customers consequently suffer from collaboration and sharing of information. Effective governance of collaboration across the distributed environment is thus challenging (de Abreu Faria, Maçada & Kumar, 2013). Creation, processing and analysis of information is another factors that affects informati.
Gender Equality and Big Data. Making Gender Data Visible UN Global Pulse
This report provides background context on how big data can be used to facilitate and assess progress towards the SDGs, and focuses in particular on SDG 5 – “Achieve gender equality and empower all women and girls”. It examines successes and challenges in the use of big data to improve the lives of women and girls, and identifies concrete data innovation projects from across the development sector that have considered the gender dimension.
June 2015 (142) MIS Quarterly Executive 67The Big Dat.docxcroysierkathey
June 2015 (14:2) | MIS Quarterly Executive 67
The Big Data Industry1 2
Big Data receives a lot of press and attention—and rightly so. Big Data, the combination of
greater size and complexity of data with advanced analytics,3 has been effective in improving
national security, making marketing more effective, reducing credit risk, improving medical
research and facilitating urban planning. In leveraging easily observable characteristics and
events, Big Data combines information from diverse sources in new ways to create knowledge,
make better predictions or tailor services. Governments serve their citizens better, hospitals
are safer, firms extend credit to those previously excluded from the market, law enforcers catch
more criminals and nations are safer.
Yet Big Data (also known in academic circles as “data analytics”) has also been criticized as a
breach of privacy, as potentially discriminatory, as distorting the power relationship and as just
“creepy.”4 In generating large, complex data sets and using new predictions and generalizations,
firms making use of Big Data have targeted individuals for products they did not know they
needed, ignored citizens when repairing streets, informed friends and family that someone
is pregnant or engaged, and charged consumers more based on their computer type. Table 1
summarizes examples of the beneficial and questionable uses of Big Data and illustrates the
1 Dorothy Leidner is the accepting senior editor for this article.
2 This work has been funded by National Science Foundation Grant #1311823 supporting a three-year study of privacy online. I
wish to thank the participants at the American Statistical Association annual meeting (2014), American Association of Public Opin-
ion Researchers (2014) and the Philosophy of Management conference (2014), as well as Mary Culnan, Chris Hoofnagle and Katie
Shilton for their thoughtful comments on an earlier version of this article.
3 Both the size of the data set, due to the volume, variety and velocity of the data, as well as the advanced analytics, combine to
create Big Data. Key to definitions of Big Data are that the amount of data and the software used to analyze it have changed and
combine to support new insights and new uses. See also Ohm, P. “Fourth Amendment in a World without Privacy,” Mississippi.
Law Journal (81), 2011, pp. 1309-1356; Boyd, D. and Crawford, K. “Critical Questions for Big Data: Provocations for a Cultural,
Technological, and Scholarly Phenomenon,” Information, Communication & Society (15:5), 2012, pp. 662-679; Rubinstein, I. S.
“Big Data: The End of Privacy or a New Beginning?,” International Data Privacy Law (3:2), 2012, pp. 74-87; and Hartzog, W. and
Selinger, E. “Big Data in Small Hands,” Stanford Law Review Online (66), 2013, pp. 81-87.
4 Ur, B. et al. “Smart, Useful, Scary, Creepy: Perceptions of Online Behavioral Advertising,” presented at the Symposium On
Usable Privacy and Security, July 11-13, 2 ...
Exploración de un modelo de gobernanza y gestión colectiva ciudadana de los datos de salud
Este modelo permitiría a los ciudadanos compartir sus datos de salud para acelerar la investigación y la innovación con el fin de maximizar los beneficios sociales y colectivos.
Future of Privacy - The Emerging View 11 06 15 Future Agenda
The Future of Privacy is one of 25 topics being explored around the world by the Future Agenda project. 4 events, run in partnership with the IAPP in Washington DC, London, Singapore and Toronto have built on an initial view by Stephen Deadman, formerly Chief Privacy Officer at Vodafone and now at Facebook. With the extra insights from these events, and others from other topics such as the future of data, travel and work, we now have an updated emerging view of some the key shifts seen to be taking place around the world. The PDF brings together some of the key insights gained to date and shares some thoughts on the underlying shifts. It is the first of several presentations sharing insights from the Future Agenda programme.
Dr. Tri Widodo W. Utomo, SH.,MA
Deputi Kajian Kebijakan dan Inovasi Administrasi LAN
Pengajar Program Doktor Terapan Ilmu Administrasi, Politeknik STIA LAN
Disampaikan pada Kuliah Umum Program Doktor Ilmu Administrasi UNTAG Surabaya
10 Oktober 2020
Presentation from the “Corporate Data” session of the “Our World, Our Data” conference held at at MIT Media Lab on April 30, 2017. Organized by Safecast with sponsorship from the Shuttleworth Fund. Many thanks to Joi Ito, Director of the MIT Media Lab, and Ethan Zuckerman and Lorrie LeJeune of The Center for Civic Media.
https://www.media.mit.edu/events/our-world-our-data/
FirstReview these assigned readings; they will serve as your .docxclydes2
First:
Review these assigned readings; they will serve as your scientific sources of accurate information:
http://www.closerlookatstemcells.org/Top_10_Stem_Cell_Treatment_Facts.html
http://www.closerlookatstemcells.org/How_Science_Becomes_Medicine.html
http://www.newvision.co.ug/news/649266-fighting-ageing-using-stem-cell-therapy.html
http://www.nature.com/news/stem-cells-in-texas-cowboy-culture-1.12404
http://www.cbc.ca/radio/whitecoat/blog/stem-cell-hype-and-risk-1.3654515
http://stm.sciencemag.org/content/7/278/278ps4.full
Next:
Use a standard Google search for this phrase: “stem cell therapy.” Do not go to Google Scholar. Select one of the websites, blogs, or other locations that offer stem cell therapies.
Save the link for your selected site.
Read the materials provided on your selected site and find out who the authors and sponsors of the site are by going to their “home” or “about us” pages.
Finally, submit your responses to the following in an essay of 500-750 words (2-3 pages of text—use a separate page for a title and for your references):
You are going to prepare a critique of the site you located and compare it to the scientific information available on this therapy.
Give the full title of the website, web blog, or other site that you selected, along with the link.
Describe the therapy that is being offered and what conditions it is designed to treat.
Who are the authors and sponsors of the site you selected?
Compare the claims about the therapy offered to what is said in the assigned readings about this type of therapy. You may have to use our library, as well, to determine what scientists and researchers have to say about the use of stem cells to treat this condition.
Would you say that the therapy you found is a well-established, proven technique for humans, or more of an experimental, unproven approach?
What about the type of language discussed in the Goldman article? Is the therapy you found using sensationalist claims and terminology that are not supported by the scientific research?
Would you recommend that a patient with this condition go ahead and participate in this treatment? Why or why not?
Literature review on how Information Technology has impacted governing bodies’ ability to align public policy with stakeholder needs
Nowadays, the governing bodies both in public and private sectors are dealing with complex systems on a day to day operations. These systems are made up of different components which present varying interactions and interrelationships with and/or among each other; therefore, making their management to be difficult or challenging. Indeed, Ruiz, Zabaleta & Elorza (2016), highlighted that public policymakers have to deal with complex systems which involve heterogeneous agents that act in non-linear behaviors making their management difficult. Neziraj & Shaqiri (2018) also stated that the policymakers are faced with problems which are complex and non-uniform due to a lot of uncertainties and risk situ.
JPART 20849–866The Big Question for PerformanceManageme.docxpriestmanmable
JPART 20:849–866
The Big Question for Performance
Management: Why Do Managers Use
Performance Information?
Donald P. Moynihan*, Sanjay K. Pandey†
*University of Wisconsin–Madison; yRutgers University, Newark
ABSTRACT
This article proposes that understanding public employee use of performance information is
perhaps the most pressing challenge for scholarship on performance management.
Governments have devoted extraordinary effort in creating performance data, wagering that
it will be used to improve governance, but there is much we do not know about the factors
associated with the use of that information. This article examines the antecedents of self-
reported performance information use from a survey of local government managers. The
results show that public service motivation, leadership role, information availability,
organizational culture, and administrative flexibility all affect performance information use.
INTRODUCTION
Terms such as ‘‘performance’’ and ‘‘results’’ have become ubiquitous in contemporary
governance. Major administrative reforms are driven by a belief that governments suffer
from a ‘‘performance deficit’’ (Kamensky 1996) that can be best overcome by measuring
the effort and result of government activity. These beliefs are so deeply embedded that they
have been variously described as a ‘‘movement’’ (Radin 2006) and ‘‘doctrine’’ (Moynihan
2008).
The most widespread governmental reform in recent decades has been the requirement
for agencies to track and measure strategic goals, targets, and achievements (Brudney,
Hebert, and Wright 1999; Moynihan 2008). Within our growing state of agents, perfor-
mance goals underpin contractual forms of accountability, the means by which webs of
connected principals and agents allocate responsibility. Citizens, elected officials, and pub-
lic managers have more performance information now than ever. Every year, new rivers
flow into the existing sea of data. These trends are unlikely to be reversed. Performance
management both preceded and outlived the New Public Management and continues to be
viewed as a central plank in the future of governance (Kettl and Kelman 2007).
This article was originally presented at the 2008 meeting of American Political Science Association. We are grateful
for helpful comments from Tony Bertelli, Richard Williams, Pam Herd, Kelly LeRoux, Dale Krane, and Robert
Smith, as well as to three anonymous reviewers from JPART. Address correspondence to the author at
[email protected]
doi:10.1093/jopart/muq004
Advance Access publication on March 1, 2010
ª The Author 2010. Published by Oxford University Press on behalf of the Journal of Public Administration Research
and Theory, Inc. All rights reserved. For permissions, please e-mail: [email protected]
Behn has argued that one of three ‘‘big questions’’ for public management research cen-
tersonhowtomeasureperformanceinawaythatfostersachievement,andspecificallyasked,
‘‘how can public m ...
Running head PROPOSAL PAPER 1PROPOSAL PAPER 5.docxtodd581
Running head: PROPOSAL PAPER 1
PROPOSAL PAPER 5
Proposal Paper
Name
Institutional Affiliation
Description of the Industry
Data plays an imperative role within organizations especially with regards to decision making. Organizations therefore need to establish a strong and comprehensive mechanisms of collecting, storing and managing information. Information governance is defined as a universal approach to the management of corporate data through implementation processes, data roles and responsibilities, control measures and metrics aimed at treating information as essential business assets (Smallwood, 2019). An organization therefore needs to establish effective mechanisms of managing data to help in decision making. Key concepts and practices in information governance include; data protection and security, information compliance, risk management, electronic discovery, data privacy and storage, data audit and analytics, business operations and management and knowledge management (Smallwood, 2019). The Finance and Banking industry is one of the most imperative sectors in the economy. The industry highly depend on data for effective decision making. This study will there offer a comprehensive discussion on information governance and management within the banking and finance industry. It will analyze the challenges of information governance within the banking industry.
The banking system is composed of various institutions such as internet banks, brokerage firms, credit unions, insurance companies, investment companies and banks and central banks (Khatcherian & Jefferson, 2009). These institutions are the main players that make up the banking system. To effective operate within the industry, an organization must have updated data on the above institutions as well as their current trends. The main stakeholders in the banking industry on the other hand include; employees, shareholders, customers, public organizations, and government authorities amongst others (de Abreu Faria, Maçada & Kumar, 2013). An organization within the industry must therefore have data on all the stakeholders in the industry to operate effectively. The roles played by each stakeholder must consequently be well understood to ensure success of an organization within the industry.
The most outstanding challenge with information governance facing the banking and finance industry is information sharing and collaboration. Collaboration and information sharing within the industry has undergone a rigorous revolution due to the use of technology (Tallon, Ramirez & Short, 2013). Large networks of partners within the industry required to deliver innovative services to customers consequently suffer from collaboration and sharing of information. Effective governance of collaboration across the distributed environment is thus challenging (de Abreu Faria, Maçada & Kumar, 2013). Creation, processing and analysis of information is another factors that affects informati.
Gender Equality and Big Data. Making Gender Data Visible UN Global Pulse
This report provides background context on how big data can be used to facilitate and assess progress towards the SDGs, and focuses in particular on SDG 5 – “Achieve gender equality and empower all women and girls”. It examines successes and challenges in the use of big data to improve the lives of women and girls, and identifies concrete data innovation projects from across the development sector that have considered the gender dimension.
June 2015 (142) MIS Quarterly Executive 67The Big Dat.docxcroysierkathey
June 2015 (14:2) | MIS Quarterly Executive 67
The Big Data Industry1 2
Big Data receives a lot of press and attention—and rightly so. Big Data, the combination of
greater size and complexity of data with advanced analytics,3 has been effective in improving
national security, making marketing more effective, reducing credit risk, improving medical
research and facilitating urban planning. In leveraging easily observable characteristics and
events, Big Data combines information from diverse sources in new ways to create knowledge,
make better predictions or tailor services. Governments serve their citizens better, hospitals
are safer, firms extend credit to those previously excluded from the market, law enforcers catch
more criminals and nations are safer.
Yet Big Data (also known in academic circles as “data analytics”) has also been criticized as a
breach of privacy, as potentially discriminatory, as distorting the power relationship and as just
“creepy.”4 In generating large, complex data sets and using new predictions and generalizations,
firms making use of Big Data have targeted individuals for products they did not know they
needed, ignored citizens when repairing streets, informed friends and family that someone
is pregnant or engaged, and charged consumers more based on their computer type. Table 1
summarizes examples of the beneficial and questionable uses of Big Data and illustrates the
1 Dorothy Leidner is the accepting senior editor for this article.
2 This work has been funded by National Science Foundation Grant #1311823 supporting a three-year study of privacy online. I
wish to thank the participants at the American Statistical Association annual meeting (2014), American Association of Public Opin-
ion Researchers (2014) and the Philosophy of Management conference (2014), as well as Mary Culnan, Chris Hoofnagle and Katie
Shilton for their thoughtful comments on an earlier version of this article.
3 Both the size of the data set, due to the volume, variety and velocity of the data, as well as the advanced analytics, combine to
create Big Data. Key to definitions of Big Data are that the amount of data and the software used to analyze it have changed and
combine to support new insights and new uses. See also Ohm, P. “Fourth Amendment in a World without Privacy,” Mississippi.
Law Journal (81), 2011, pp. 1309-1356; Boyd, D. and Crawford, K. “Critical Questions for Big Data: Provocations for a Cultural,
Technological, and Scholarly Phenomenon,” Information, Communication & Society (15:5), 2012, pp. 662-679; Rubinstein, I. S.
“Big Data: The End of Privacy or a New Beginning?,” International Data Privacy Law (3:2), 2012, pp. 74-87; and Hartzog, W. and
Selinger, E. “Big Data in Small Hands,” Stanford Law Review Online (66), 2013, pp. 81-87.
4 Ur, B. et al. “Smart, Useful, Scary, Creepy: Perceptions of Online Behavioral Advertising,” presented at the Symposium On
Usable Privacy and Security, July 11-13, 2 ...
Exploración de un modelo de gobernanza y gestión colectiva ciudadana de los datos de salud
Este modelo permitiría a los ciudadanos compartir sus datos de salud para acelerar la investigación y la innovación con el fin de maximizar los beneficios sociales y colectivos.
Future of Privacy - The Emerging View 11 06 15 Future Agenda
The Future of Privacy is one of 25 topics being explored around the world by the Future Agenda project. 4 events, run in partnership with the IAPP in Washington DC, London, Singapore and Toronto have built on an initial view by Stephen Deadman, formerly Chief Privacy Officer at Vodafone and now at Facebook. With the extra insights from these events, and others from other topics such as the future of data, travel and work, we now have an updated emerging view of some the key shifts seen to be taking place around the world. The PDF brings together some of the key insights gained to date and shares some thoughts on the underlying shifts. It is the first of several presentations sharing insights from the Future Agenda programme.
Dr. Tri Widodo W. Utomo, SH.,MA
Deputi Kajian Kebijakan dan Inovasi Administrasi LAN
Pengajar Program Doktor Terapan Ilmu Administrasi, Politeknik STIA LAN
Disampaikan pada Kuliah Umum Program Doktor Ilmu Administrasi UNTAG Surabaya
10 Oktober 2020
"Understanding Broadband from the Outside" - ARNIC Seminar April1 08ARNIC
"Understanding Broadband from the Outside"
Ricardo Ramírez
Freelance researcher and consultant, adjunct professor at the University of Guelph, Ontario, Canada
http://arnic.info/ramirezseminar.php
3. BackgroundQuotes Importance of Information Need to Cost Cut ‘For the police service to be intelligence led in protecting the public, preventing crime and bringing criminals to justice then the effective management of information is vital’ MOPI Guidance 2005 ‘£15m of saving by 2011/12 with a further £19.4m by 2014/15 with a requirement to save the majority in the first two years of the plan’ Chief Constables statement 2010
4. Why is Information Sharing important to the police? Lord Laming Review 2003 Climbie Murder 2000 Impact Program 2004 MOPI 2005 Soham murders 2002 Bichard Inquiry 2004 INI 2005 PND 2012?
5. Some of the Factors Influencing Interagency Information Sharing
6. Interorganizational Cooperation (Weiss) Presence of a problem that benefits from a co-operative solution Existence of resources to address the common problem An institutional capacity to carry out a co-operative program. OR An External crisis or change agent
I am working with Leicestershire Constabulary in the service improvement department looking at ASB and Safeguarding Children and Vulnerable Adults. This work requires the police to work with many partners e.g. Leicestershire County Council, Leicestershire City Council, Charnwood Borough, Health & Social Services, Leicestershire & Rutland Probation Trust, Youth Offending Services and Many More.Working with partners requires information sharing.Information sharing brings a multitude of issues. Just a few examples:Does everyone have the desire to share information?Whats in it for the people sharing information?Who pays for the information sharing?Is it legal?Can we share using the technology in place?Who owns the information we are sharing?Do we trust you to look after our information?Information requires context, does everyone understand the information in the same way?
Here are 2 quotes which help sum up the 2 major driving forces in the police, the first is from MOPI (Managament of Police Information) which I’ll mention a bit later on and the second was from the Cheif Constable shortly after the CSR towards the end of last year.*click*The Police are needing to focus on information sharing for reasons i will explain in the next slide, but equally they need to do this on an extremely tight budget and are having to justify every penny they are spending on projects.
So why is information sharing so important to the Police?There were 2 main catalysts for an increased focus on how the Police deal with information nationally; the first was the child abuse case of Victoria Climbie in 2000 and the second was the Soham murders in 2002. These cases resulted in national inquires to review what had happened and look at recommendations for future changes to ensure this would not be repeated.Lord Lamings’ review of the Climbie case highlighted a greater need for interagency cooperation and information sharing, particularly in regards to Safeguarding Children. The Bichard Inquiry in 2004 focused more on inter Force information sharing as a weakness that needed to be rectified. It was felt that it was failings in being able to access other Forces information which hindered the Polices ability to identify Huntley as a danger.As a result of the Bichard and Laming reviews the NPIA (National Police Improvement Agency) set up the IMPACT program, with the aim to improve intelligence and information sharing amongst police Forces.The impact program has 3 deliverables. *click*the first being the INI a database showing if a force holds data on a suspect another force is dealing with.*click*Second is MOPI which stands for the Management of Police Information a Statutory Code of Practice issued in 2005, which applies to all police information .This has given the police a robust information management strategy which they can now use to acts as a guide to ‘information collection, recording, evaluation and actioning, sharing, reviewing, retention, and disposal’ . *click*The final deliverable of the IMPACT program is the PND (Police National Database) this is designed to be a ‘one stop shop for intelligence’ (Internal Police IMPACT program website), where the Police will be able to access all information stored on a suspect by the Police.The Police have to improve their ability to share information both between Forces and with partner agencies to successful identify and removal all possible threats to the general public. When they fail to do this as in these 2 high profile cases their is media and public outcry. To maintain the publics trust in their ability to keep them safe, the police and partner agencies need to ensure such cases are not repeated.
This is just a quick summary of some of the factors influencing interagency information sharing.I’ve used Dawes framework of Techincal, Organisational and Political dimensions of interagency information sharing as a starting point for analysing influencing factors.I’ve also added in Legal, which could arguably come under Political, but in this case as legal Acts such as the Data Protection Act and Statutes such as the Policing Act are an extremely important influence. Thus I have taken this out to a higher level to help signify the importance of it.I won’t read these all out but just highlight 3 which I feel are very important. First the Law, then we have Culture and then cost saving.
Weiss identified three precursor conditions to interorganizational cooperation.In other cases, a change agent or external crisis is needed to generate or crystallize issues, which in turn mobilises a partnership to form.These factors also highlight the point that org. Are unlikely to share information with out some expectation that they will gain benefits, either by expanding their influence, improving public image or improving productivity.
Dawes‘The information technologies of the 1990s offer a latent capacity to share information across agency and program boundaries, to discover patterns and interactions once hidden in millions of separate paper records, and to make decisions based on more complete data.’This is what we’re aiming for with interagency information sharing, the ability to make decisions on a complete set of available data.BENEFITS Technical Information Infrastructure. ‘sharing encourages thedevelopment of technical standards’ Due to countless problems of interoperability and incompatible processes. This is what information management teams working in partnerships are working towards producing. OrganisationalBroadens Networks - Successful information sharing experiences reinforce these valuable professional relationships BARRIERSOrganisational Self Interest - agencies will generally engage in cooperative action only when there is also some reasonable expectation of achieving selfinterest goals! The relationships organizations develop with others may bring them considerable benefits, but they also create dependencies which exact a price in resources and lost autonomyPoliticalPower of Agency - Agencies resist sharing information because information is a source of power and a symbol of their authority to makeModelIs a feedback loop where by once a problem has been deemed suitable for info sharing expected benefits and risks are identified, people then carry out the info sharing and gain experience in actual risks and benefits this leads to lessons and guidelines which are fed back in from policy and management for the next info sharing situation. After each sharing situation the organisation is adjusted and is better placed to predict what will happen this time around and adjust their approach accordingly.
Hatalas model can be used to categories an organisation into a quadrant of info sharing depending on density, social structure and demographic characteristics.Connected (Open) This is an ideal quadrant for an organization to be situated. Information is exchanged often and freely. A high level of connectivity exists among all organizational work group members. There are social support mechanisms in place that promote information sharing and knowledge management.Interconnected (Dysfunctional) density level is based on the information sharing required for optimal performance. Access to information across groups is promoted and carried out. However, information sharing within a groups is limited. For example, managers are effectively communicating within their own work groups but fail to share information among other managers. The culture is likely to view information as power.Intraconnected (Control), information sharing between groups is minimal. Silos are likely the norm, information may flow freely within groups, it is not shared within the organization. This organizational culture and communication patterns are likely to be task focused. Disconnected (Entropy), the organization as a whole has little connectivity and is drifting apart. Information is not shared freely and is not easily accessible. Organization is not meeting its potential and is likely to face extreme challenges and likely death of the organization.We Tend to find the police in either the interconnected (power) or intraconnected (silos) quadrants. *click* Pan and Scarborough Infrastructure – comprises the hardware and software that enables the contact between participants; Infostructure– the formal rules governing exchanges and sense making between the participants; Infoculture– is the background knowledge embedded in social relations and work group process.*click*Richardsons’ Outcomes of information sharing: ideal model, information is shared appropriately and when there is good cause but is equally withheld when there is good cause. over-open model, information is withheld appropriately and when there is good cause information is shared without good cause or inappropriately. over-cautious model, information is shared appropriately and with good cause but information is withheld without good cause or inappropriately. chaotic model, information is shared inappropriately or without good cause and is also withheld inappropriately or without good cause. Here the public sector is usually found in the over cautious model.
The previous slides have given you a little bit of background about the situation Leicestershire Constabulary and its partner agencies are in and why they are trying to improve their ability to share information. In a very simplified view they are trying to provide a better service to their customers and are trying to reduce the chances of tragedies such as the Soham murders happening again.So here are some aims and rambling thoughts that I am currently having with regards to my work.Fairly simple before it can be made better it needs to be understood.For this I am starting with the basis of barriers to interagency information sharing Dawes gives as Technical, Political and Organisational.After identifying the barriers need to find some way to overcome them as it won’t be too helpful to the partner agencies knowing what their barriers are.I’m still researching frameworks which are relevant and have found some which I’ll go through quickly on the next slide.The cloud in the private sector is being utilised widely. Could the cloud be used here, will it help or hinder what the agencies are trying to do? Removal of interoperability issues, reduced concept of it being owned by one particular agency, but currently being No No’d from the top. Possibly a dangerous situation by simply ruling it out they are likely to need to replace any non-cloud solution in the near future.
Here are just a few references for some of the things I’ve been going over.The first reference is just an example of the problems organisations can face with the legalities of data.Then we have the NPIA Impact program website.The next 4 are just some provide more details about the frameworks I went over in the last slide.And finally Petter Gottschalk and Geoff Dean have carried out a lot of research with the police mainly in Australian and Norway in different areas in particular knowledge management, so worth a look if your interested.
As I am not here today if you do have any questions you would like to ask feel free to email me or ask me next time you see me around.