The document discusses the evolution of shared services in local government, emphasizing the importance of effective leadership, change management, and data sharing for improving public services. It highlights key strategies for successful transformation, including forming guiding coalitions, establishing urgency, communicating visions, and empowering individuals within organizations. The text also addresses challenges in implementing shared services and the need for collaboration and innovation to meet the demands of the digital age.

1. Shared Services and
Data Sharing
Thoughts
on 20 years
in Local Government
Tim Willoughby

2. Feedback – be very careful

3. My name is Tim
I explain technology…

4. to people who don’t understand it…

5. people who think
they do understand it…

6. people who despise it…

7. and people who worship it.

8. …that help people understand how
technology might help their Organisation…

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

10. Don’t bother me with your ideas now, I’ve got a
job to do!

11. • my references!
• If only..

12. • Definite reference!

13. 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

14. Kotter’s eight-stage process for change
1. Establish a sense of urgency
2. Form a powerful guiding coalition
3. Create a vision
4. Communicate the vision
5. Empower others to act on the vision
6. Plan for and create short-term wins
7. Consolidate improvements and produce more change
8. Anchor new approaches
14
J. Kotter, “Leading Change – Why Transformation Efforts Fail”

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

17. But I’m so comfortable…
17

18. 1. How to create a sense of urgency?
• Create a crisis/rivalry
– Just read the papers!!!!
• Find/develop a “red hot” burning issue
– NAMA
• Revise existing or develop new standards
– Income, profitability, effectiveness, efficiency,
customer satisfaction
• Get an outside opinion
– Bring in consultants, customers, shareholders
18

19. Outside Opinion v’s Independence
• Independence from Suppliers?
• Can we get truly independent advice?
• Should Government employ independent
thinkers within the Civil Service or contract
with Independent Suppliers?

20. Circular 02/09

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

22. 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

23. Struggle with Shared Services
• Same Phrase – two meanings
• Shared Services- Reduce Headcount
– Save Payroll, Efficient, savings
• Shared Services – ICT System
– Cost Centre, Efficiencies, Long term savings

24. Shared Services
• 1. Shared Payroll
• 2. Shared HR transactions
• 3. Accounts Payable
• 4. ICT back office
• 5. Local Government portal
• 6. Treasury Management

25. 2. Form a powerful coalition
• Ensure shared understanding
& right attitude
The small – Ability to share vision
team that will – Trustworthy
lead the – Commitment to means and
change end
• Has access to necessary
But look out for
resources
people with big egos – Formal position power
or “snakes”
– Expertise
– Reputation
– Leadership
– Informal network position
25

26. Each sector has powerful (NEW)
Leadership Groups..
• ICT Committee of the LGMA (New Powers)
• Board of the LGMA
• Local Government Efficiency Review Group (New)
• Local Government Implementation Group (New)
• Public Service Reform Oversight Group (New).

27. Who has Formal / Informal power in the organisation?
• Try it out in your org.. Very interesting...
27
Teigland 2003

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

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

32. 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
32

33. 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.

34. Central Government Vision
• “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).”

35. 4. Communicate the vision
• How?
– Use multiple channels
– Regularly to reconfirm
• What?
– Keep it simple
– Use metaphors and success
stories
• Who?
But listen as well!!
– Walk the talk
– Identify key opinion leaders
35

36. When do people support the
vision?
 Relate to the vision
 Expect personal gain (make their world a
better place)
 Can give input
 Respect the leader
 Believe the time is right
“Coming together is a beginning, staying together is
progress, and working together is success.”
-Henry Ford
 WIIFM – Opportunity for all?
36

37. • "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)

38. • "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

39. 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?

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

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

42. 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

43. 5. Empower others to act on the
5.Are the organizational vision
structure & systems aligned with
the vision?
4.Do people have the
authority to act?
3.Do people have the appropriate
skills and training to act?
2.Do people have the
necessary resources to
act?
1. Does the organizational culture
encourage individuals to act?
43

44. Civil Service Recruitment changed
• Civil service can now recruit outside the Civil
Service…
• Croke Park
– Croke Park and Shared Services… not natural
partners…

45. 6. Plan for and create short-term
wins
Communicate
3. Recognise the wins
and reward
“winners”
2. Encourage
& convince
people that
targets can be
1. Create reached
obtainable
targets
45

46. Broadcast heroes and their success
stories!
46

47. 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

48. How were wins achieved
• At all costs…
• Had to be seen to win..
• No option but to go with the central approach

49. 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.

50. 7. Consolidate improvements and
produce more change
Scope of
change Change
Project 3
Change
Project 2
Change
Project 1
Time
50

51. 8. Anchor new approaches
Physical
artifacts
Intangible
activities and routines
Underlying values,
assumptions,
beliefs, and expectations
Company culture
51

52. Governance…

53. 5 Themes
• SaaS, IaaS, PaaS, Web 2.0 / 3.0, Peer to Peer
The World is Cloudy • Addressing and Adapting change and to change
• Instantaneous, Online Response from Inter-continental companies
The World is Flat • Digital Supply Chain across Global companies / across the globe
• Environmental Compliance
The world is green • Reduce your own and your companies Carbon Footprint
• Consumers and Workforce - always on - connected anywhere
The World is Mobile • Increased demand and expectation for services
The World of Low • Energy and Cost Efficient Computing and Data Centres
Cost ICT • Flatter Budgets require Efficiencies CAPX and OPEX

55. Shared Services in Local
Government
• In the New Sense • Since 1975
• HR • Procurement
• Payroll • Standards
• eHEG • Websites
• Applications
• Shared Mail • Representation
• Virtualisation • Staff Negotiations
• OCS, UC, etc • RBD, Waste, etc...

56. Shared Services - Academic View

57. Irish Government and Shared Services
• (OECD, 2007) - Increased interconnectedness and co-
operation are necessary to allow the Public Service to achieve
economies of scale through Shared Services “...that can serve
as repositories for good practice and expertise.”
• leadership research has focussed too much on the leader...
and not enough on the relationship of the leader and the
followers. After all, this relationship is the essence of what
defined leadership.” (Burke, 2002)
• The Department of Finance “control and conquer” and more
recent “Comply or Explain” techniques to minimise risk and
failure can be viewed as a barrier to innovation and change

58. Indecon – Financing the Local Authorities
“A real benefit of having a significant number of local
authorities is that it assists in closely matching
provision of local public services to local
preferences... efficiencies can be secured by
decentralising decision-making ... Local Government
can ensure a close match between local preferences
and local provision...small units are advantageous as
they allow greater variety and a closer fit to
preferences. However, this may prevent significant
gains from economies of scale”.

59. 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

61. Understand What the Citizen Wants?

62. What Government Delivers

63. 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)

64. Standards in Real Life -
Nuts and Bolts
• Generally speaking,
nuts and bolts come
in standard sizes.
• If you loose a nut,
you can run to the
hardware store and
buy another one of
the same size.

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

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

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

68. Lack of Standards?

69. The Button that pissed ICT people off…
says all that they can’t have…

70. live in a society obsessed with risk!

71. Standards are Important..

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

73. 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.

74. Berlin Wall

75. Even Security is changing
• Used to defend the edge of the network...
• Now looking at defending the middle and
trusting the edges if they are trust-worthy...
(Standards, Testing, Quality, Measurement)

77. 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.

78. 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

79. Sharing!

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

81. 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”

82. Potential Scenarios
Weather
Flooding Accidents
Incidents

83. Local Government Evolution

84. Still need Common Sense

85. 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

86. 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

87. …Work needed: at National Level
• To co-ordinate strategic planning – leadership?
• To align policies and monitor implementation
• To invest in infrastructure – who pays?
• To build capacity – incentives and rewards?
• To provide high-level advocacy – funders?
?
Global join-up

88. The world as we knew it…
has changed

89. …We have come a long way...

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

91. 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

92. Generation Y
3. – Find x.
X
3
4

93. Modernisation
• Simple and user-oriented
• Participative and inclusive
• Transparent and accountable
• Joined-up and networked
• Efficient and innovative
ICT a strategic instrument to achieve this?

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

95. Understanding the Adoption Curve

96. What has Cloud ever done for us?
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
96

97. How Much Data do you
create?

98. Retailers..
• Assign each shopper a unique code - keeps tabs
on everything they buy.
– If you use a credit card or a coupon,
– or fill out a survey,
– or mail in a refund,
– or call the customer help line,
– or open an e-mail we’ve sent you
– or visit our Web site,
– we’ll record it and link it to your ID,”
• “We want to know everything we can.”
• “Cool is one click away from Creepy” (Fjord)

99. Your Demographic They Have or can get
• You
o your age,
o whether you are married, or got divorced
o and have kids, Your ethnicity,
• Where you live , the year you bought (or lost) your house, whether
you’ve moved recently,
• The number of cars you own.
• Distance to nearest Outlet,
• Worth
• Your estimated salary, if you’ve ever declared bankruptcy, Charity
Giving
• What credit cards you carry in your wallet
• Education, where you went to college,
• Career - job history,
• Online -what Web sites you visit., the magazines you read, reading
habits,
• The topics you talk about online,
• Likes- certain brands of coffee, cereal etc, political leanings,

100. Big Data goes with…
More Devices
More Access
More Apps
More Data…

103. Radical Change…
Social has overtaken email….
Mobile Browsing has overtaken desktop…

104. Weather Channel - #Sandy
• Mobile Hits - 110m
• Non Mobile Hits -
100m

105. The World has changed…

108. The Mechanical Turk
A fake chess-playing machine constructed in the late
18th century = Fake AI

110. Every day - you come across
multiple…
• - Devices
• - applications
• - access points
• - Networks
• - Locations
• - Servers
• - Data types
• - Data caches
• - Service providers
• - Operating systems
• - Storage locations
• - Encryption / security protocols..

111. It knows more
about you than
my partner…
Source : Peter Cochran

112. Citizen Expectation Changed?
Social
Media

113. The More data we have… the less we
(have time to) Understand it

114. Mobile Development Spend is rapidly
overtaking PC Development Spend

115. Typical Individual effort
many hours, one map

116. OpenStreetMap, 2012
200,000 contributors, one map

117. 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…

118. What is Big Data?
• Size beyond the ability of
commonly used software
tools
• Data growing challenges
• volume increasing
• velocity (speed of i/o)
• variety (data type/source)
• Examples:
computer tracking of shipments,
sales, suppliers, customers,
email, web traffic, social network
From McKinsey Report

119. Why Now?. What is the Catalyst?
• People
– Web sites with 300+ million unique visitors/month
• Facebook
• Google
• YouTube
• Access
– 1.2 Billion active mobile broadband subscriptions
• Commodity (community) Hardware
– possibility for cost effective processing

120. Facts!
• “Data is a vital raw material of the information
economy, much as coal and iron ore were in the
Industrial Revolution.”
• “Mining and analyzing these big new data sets can
open the door to a new wave of innovation,
accelerating productivity and economic growth.”
• We can exploit Internet-scale data sets to uncover
new businesses and predict consumer behavior and
market shifts.
location data sales business data social network data

121. Think…
• NY Traffic
– They have mountains of data
– More Daily
– Don’t Understand it, can’t use it
– What is the True Cost of Data Mining
– Systems, Software, Computers, Analysts, STORAGE
– Are we collecting, collating, etc the Right Data
– People being removed daily, replaced by machines
– Need to Stand Back….

122. How to deal with Lots of data
• 7TB a Day for Twitter…
• 10,000 CD’s
• 5m Floppy
• 225GB during this talk…
• How do you Store that…
• HD Write Speed- 80mb/s…
• 24.3 Hrs to write 7TB….
• Government Thinking is not in this space.. Yet..

124. Irish Government
• Decision – “All Government Invoices Published”
– Election Manifesto
– Election Promises
– Programme for Government
• Action
– None…
– Fear, Bad Reactions, Data Quality,

127. Which Apps?
• Government – Do not try to second guess what
are useful applications!
• No one can predict what data to make open
based on potential Apps.
• There are a huge number of apps available for
smartphones. Impossible to guess a few years
back.
• Put Data out there. Data as a platform for others
to build on, as infrastructure.
• Apps you will like and hate, but it’s not up to you.

128. Applications?

129. open source / open data / cloud
the fix your street model

130. The Reality of
FixYourStreet

131. How do we measure Success?
• Usage and Apps
• Critical Mass of Companies
• Search Results (Bing and Google Interested)
• Business Committed to OD
• Laws (Prison for breaking them)
• If Open Data doesn’t cause difficulty for the
Publisher to seek excellence then it isn’t
working

132. 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

133. Conclusions
• Change is constant
• Cloud is the Future
• Social is a Reality
• Mobile is already taking over
• Data has to keep up…

134. References
• We live in “Flat Land”
– There is danger in
making
representations more
seductive than the
truth
• Envisioning
Information - Tufte

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

136. Discussion
• Shared Services • Governance -
• SLA from Gov to Gov
• Who owns the Service
• Who is Responsible
• Policy derived from
mistakes rather than
designed?