The document discusses standards and information sharing in local government. It explains that standards are important for effective collaboration and the sharing of services and data. When standards are applied consistently, it allows systems and information to interconnect and resources to be shared across organizations. The document advocates for leadership, change management, and governance to promote standardization and maximize the benefits of information sharing in the public sector.

1. Shared Services and Information Sharing in Local GovernmentIt all comes down to StandardsTim WilloughbyAssistant DirectorLGCSB/ LGMA

2. Feedback – be very careful

3. My name is TimI explain technology…

4. to people who don’t understand it…

5. people who think they do understand it…

6. people who despise it…

7. and people who worship it.

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

9. I live here... According to Google Streetview9

10. In Technical TermsI’m a Webservice –Sitting between the Technical Teams and the Business Teams, translating and relating between them..With Plenty of SOAP and REST....Don’t bother me with your ideas now, I’ve got a job to do!

11. Local Government

12. Effective Collaborationmy references!If only..

13. Definite reference!Taking theego out ofegovernment

14. Standardisation and SharingLeadershipChange ManagementBusiness as Usual, Cultural Shift, Continuous Improvement, Responsibility and Service MappingMeasurement – Measuring the Right ThingsSelection, Cost Savings, Growth, DeliveryGovernanceManaging expectations, Innovations and Supplier Push

15. 15Kotter’s eight-stage process for change1. Establish a sense of urgency2. Form a powerful guiding coalition3. Create a vision4. Communicate the vision 5. Empower others to act on the vision6. Plan for and create short-term wins7. Consolidate improvements and produce more change8. Anchor new approachesJ. Kotter, “Leading Change – Why Transformation Efforts Fail”

17. 171. Establish a sense of urgencyThe status quoForces for changeForces for stabilityBurnes 2004

18. 18But I’m so comfortable…

19. Circular 02/09

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

21. 211. How to create a sense of urgency?Create a crisis/rivalryJust read the papers!!!!Find/develop a “red hot” burning issue NAMARevise existing or develop new standardsIncome, profitability, effectiveness, efficiency, customer satisfactionGet an outside opinion Bring in consultants, customers, shareholders

22. 222. Form a powerful coalitionEnsure shared understanding & right attitudeAbility to share visionTrustworthyCommitment to means and endHas access to necessary resourcesFormal position power Expertise Reputation Leadership Informal network positionThe small team that will lead the changeBut look out for people with big egos or “snakes”

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

24. Community ArchetypesDuelsistsFillibusterPerpetual duel. Holds the floor, monotonous hectoringEgoBig Dog and MiniMeBully - intimidateMe-Too will join the attack. It’s all about him,fiercest of all

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

28. 283. Create a visionCreate the visionTo direct the change effortTo coordinate across and outside the organisationDevelop a strategy to achieve the vision (operationalise)To engage people through participationTo find their “passion”To overcome forces for stability

29. 294. Communicate the visionHow?Use multiple channelsRegularly to reconfirmWhat?Keep it simpleUse metaphors and success storiesWho?Walk the talkIdentify key opinion leadersBut listen as well!!

30. 30When do people support the vision?Relate to the vision

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

32. Can give input

33. Respect the leader

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

35. Effective CommunicationClear MessagesReduce ComplexityDon’t have opinions on everythingGood and Bad News

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

37. 335. Empower others to act on the vision5.Are the organizational structure & systems aligned with the vision?4.Do people have the authority to act?3.Do people have the appropriate skills and training to act?2.Do people have the necessary resources to act?1. Does the organizational culture encourage individuals to act?

38. 346. Plan for and create short-term winsCommunicatethe wins3. Recogniseand reward “winners”2. Encourage & convince people that targets can be reached1. Create obtainable targets

39. 35Broadcast heroes and their success stories!

40. 367. Consolidate improvements and produce more changeChange Project 3Scope of changeChange Project 2Change Project 1Time

41. 378. Anchor new approachesPhysical artifactsIntangible activities and routinesUnderlying values,assumptions,beliefs, and expectationsCompany culture

42. 5 Themes

44. Understand What the Citizen Wants?

45. What we Deliver

46. The World is changing

47. The Local Authority Enterprise 34 enterprise data centersElected MembersDatabase ServicesNetworkServicesHosted ServicesStaff1,00015,00020,000Servers (5,000+)Desktop Remote access

48. Business Access

49. Multiple devices

50. Mobile, PDA, Smart Phone

51. Direct Connection

52. Occasionally

53. Remote access

54. Multiple devices,

55. Mobile, PDA, Smart Phone

56. Remote ServicesNetwork (~20,000)Telephony (~35,000)Mail(30,000)Websites(1000)34 County HallsMany sub county halls!AvailabilitySecurityReliability43

57. The EnterpriseWe have Enterprise InfrastructureWe have Enterprise SoftwareHave to think as an enterpriseStandardsSecurityShared ServicesService DeliveryQuality, Test & measurement…

58. Hardware VendorsLeadersSoftware Engineers and DevelopersSoftware VendorsUsers Internal and ExternalInnovationStandardsSOATestSAASQualityWeb 2.0The Ecosystem

59. EcoSystemRelationship between users, service owner , Designer and vendorInterrelated with the technology provider, the infrastructure and the transport mechanismControlled by Standards, Quality and TestingRequires Leadership & Governance

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

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

62. StandardsThere May be a difference in Quality, Usage, Presentation

63. Standards in Real Life -Bottle CapsYou get the idea...

64. Lack of Standards?

65. live in a society obsessed with risk!

66. Standards are Important..

68. SIndustry Support?Whose StandardStandardsHow Long do I Stay with itIndependentAssessment?Equivalences?Support for a Mix of standards?

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

71. Data PrivacyAudit functionality to capture access is not in place in many instances;

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

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

74. Procedures for personal data held on paper not addressed by many responses. CMOD RecommendationsIf personal data is held on portable storage devices (incl. laptops), it should be encrypted;Data transfers should (where possible) only take place electronically and where the data is encrypted;Audit trails should be used (where technically possible) to capture instances of inappropriate access and/or use;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.);LGCSB Report to feed into a cross-organisational working group to produce guidelines based on the recommendations contained in the report.

75. Berlin Wall

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

77. Data SharingBarriers to SharingNot Technical PeopleLeadershipPerceived rather than actual IssuesDon’t see the need or Relevance to others in using or having their dataLoss of Control / Power

78. Cloud Sharing?Cloud computing is a new way of delivering computing.Instant, easy access to resourcesNo commitmentShared Resources (Hardware, database, memory, etc..)Pay for it on demand – per useInstant scale if / when you need it

80. Planning Cloud Similar to a Peer to Peer NetworkDo a Metadata Search(Only Metadata on the Cloud)Use Maps, Zoom, Pan, Keywords, etcFind the File(s) you wantBe Directed to the Actual File URLGet the File at Source No duplication of Files

81. Data Protection

82. Shared Identity? Single Understanding of a person?Position Paper – Central Identity Repository5 Main DatabasesSimple application

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

84. Potential Scenarios

85. Local Government Evolution

86. Where we want to be?

87. Still need Common Sense

88. Key disruptive forcesDigitization of everything…… and exponential growthEverything/one is getting connected…… and mobileDevices are getting smaller, smarter…… and cheaperCustomer demand… and an explosion of broadband

89. Work is also changing RapidlyCollaborationSpecialisation, optimisation, Just In TimeNature of WorkAnytime, Anywhere, Faster?, smarter, better?Human Capital is replacing Physical Capital as the Unit of MeasurementMore User Input, More Spontaneous, Collaboration with (Unknown) Partners

90. …We have come a long way...

91. Everything is changing – even the hardwareMainframeMinicomputerElectronic/electro-mechanicalWorkstationPCLaptopPDAExplants & Implants ineverything & everyone?PlatformInterface to humans & the worldNetworking and/or interconnect structurelog (people per computer)yearBased on a slide by David Culler UC/Berkeley

92. The service consumer is changingwatch

93. Sharing!

94. Is there an easier way?

95. eReturns

96. PublicMapViewerApplicationeReturnsDataIntegrationServiceDatabaseDatabaseMappingDatabaseLocal AuthorityLocal AuthorityLocal AuthorityTile ServerDOE iPlan ApplicationWMSWFS

97. LALALALALALALALALAeReturnsLADOTCentral Reporting FrameworkDOEHealthSFA

99. Define Quality?Part of the problem with Quality – it is not a single dimensional thing...Should we view quality from our own standardsOr from the viewpoint of the customer

100. It was OK when it left Belfast!

101. Standards?

102. Black Box TheoryGovernment continually Hit with an Open Standards v’s Black Box decisionThe Black Box worksIt solves the immediate ProblemThe cost is predictableWe may be tied in to a proprietary standard, but the next version will be more open!The more open standards – Loosely Coupled Solution will definitely work, with some adaptation.Who will support my decision?Who can support the adaptation if the loose couples become detached?Who will share the risk of the Open solution in the same way the Black Box provider will?

103. IndependenceAdherence to Standards facilitates Independence from Suppliers?Can we get truly independent advice?Should Government employ independent thinkers within the Civil Service or contract with Independent Suppliers?

104. ModernisationSimple and user-oriented Participative and inclusive Transparent and accountable Joined-up and networked Efficient and innovative ICT a strategic instrument to achieve this?

105. Challenges for Public ServantsVertical institutional structuresPerverse incentives Misuse of capital/labour substitutionOutsourcing v. integration/reform Customer service strategies

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

107. Point of InterestThe youth of today are:Are tech aware & capableDon’t care about Digital RightsProduce Content and Dynamic ApplicationsRise of the amateurTomorrows EmployeesHow do we interest the WikiGeneration?Or Employee 2.0?

108. So far ICT has not fundamentally changed government1990s: lCT expectedto make government more transparent, efficient and user oriented 2005+: disillusion as bureaucracy still in existenceCan Cloud / Web 2.0 Help?Jane E. Fountain – Gov 1.0 – Just Replicating the Silos on the Internet

109. With a change in emphasis...eGovernment 1.0eGovernment 2.0IT InvestmentChange Goal:Online ServicesGoal: TransparencyChangeInvestmentAutomation of Public ServiceAugmenting of Public Service

110. Lessons LearntNOT GONE WELLWENT WELLBeginning to see Acceptance of Current Situation

111. Collaboration across councils

112. joined-up thinking and new ways of working

113. Collaboration to save money –...

114. ‘Tribal’ working practices.

115. Solo Runs