аЯрЁБс>ўџ CEўџџџBџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџьЅСq ПЉ8bjbjt+t+ PAA4џџџџџџ]           8X dD wЖММ(фффффф`bbbbbb-є!ќb фффффb   ффМ   фš ф ф`      ф` р ь тІ Є  `фЈ@љД/ЛП  ~ŽJGOVERNMENT INFORMATION SYSTEMS (GOVIS) CONFERENCE2 MAY, PLAZA INTERNATIONAL HOTEL, WELLINGTONCOMMON STANDARDS FOR GOVERNMENT INFORMATION SYSTEMS AND DATA MANAGEMENT NOTES PREPARED FOR DELIVERYDAME MARGARET BAZLEY, CHIEF EXECUTIVE, MINISTRY OF SOCIAL POLICYGood morning The Ministry of Social Policy is critically placed at the centre of information systems and data management in the public service.Through its IT infrastructure, it has responsibility for a quarter of the public sector IT requirements.As such it is well positioned to give a considered view of key issues relating to electronic government and knowledge sharing in the government sector, both now and in the future.What I will discuss today is how common practice and technical standards for information systems and data management, and a common IT infrastructure, can be of benefit in the delivery of government services in New Zealand and progress the development of e-government.They will enable government to better work together, so that the public can deal with one technically ‘joined-up’ organisation, instead of a number of fragmented agencies.In addition, government ministers will as a result have better quality and more complete information available to address the complex problems that face the nation.Common standards and a shared IT infrastructure will also lower government costs and reduce the likelihood of agencies taking on projects that are beyond their capabilities.The ProblemBefore we look to how we could work in the future, it is important to consider some of the problems we face today, which are:A devolved public service with more and more agencies with their own systems and data storage. For a country with 1/3 of the population of London we have a multitude of infrastructures. Correspondingly, there has been little more than grass-roots co-ordination between the agencies.Many government agencies with information systems personnel to manage their routine operations, but lacking the expertise to manage major systems re-development.Government with the superficial appearance of being ‘on the net’, but most of what is there is content. There is a not a lot the public can actually do in terms of transactions.No commonly available mechanism for ‘online trusted communication’ between government departments – email is used but is not secure.A lack of contestability – vendors can take advantage of government agencies that are locked into a particular technology.A lack of buying power – agencies can’t bargain on the basis of size and may lack negotiating skills.Public confidence in Government IT badly eroded.Stewardship responsibilities for data management broken up over a wide range of departments, with no central oversight.Agencies that make unilateral changes to data structures without consultation, leading to problems for others also using the data.A lack of co-ordination in data purchasing, meaning that sometimes government pays needlessly for data it has previously purchased - including one government agency that unknowingly bought the same set of data 4 times.Public service management structures that emphasise the accountability of chief executives for their agency’s performance, and therefore their own IT requirements, which may not necessarily be best for the common good.Records and document management practices that have slipped with a subsequent loss of institutional knowledge of how decisions were made, leading to ill-informed future debate and policy creation.The lack of common standards for definition of data, with agencies defining things in different ways. For example, administrative boundaries varying according to each agency’s operation. As a result, statistics from each department on the services being delivered and the nature of the people receiving them cannot be easily integrated.This last point is a frustrating problem for ministries attempting to jointly develop policy to address the needs of a common client base, an increasing requirement of government in this day and age. For example, the Strengthening Families programme, a collaborative effort involving 17 government departments working at the frontline in the social sector area, had wanted regional data to identify and deal with regional problems. They tried to set up a regional database for Taupo, but found data was virtually non-existent.In the end, data was compiled from WINZ and Statistics NZ information. There was a lack of base data from other agencies that should have been able to supply it. This is an area needing urgent attention.A further problem in the Taupo exercise was defining the Taupo region. Nearly all departments have different boundaries. Collaboration – a New Way of WorkingThis Government has placed a clear expectation on public sector chief executives that their departments will work in a more collaborative way, amongst themselves, within local government, Maori and Pacific Island groups and also with the voluntary sector.Non-profit organisations and other communities of interest such as those assisting Maori and Pacific peoples are often serving populations that can’t be neatly defined using standard geographic boundaries. But departments will have to identify their service delivery to those communities and work collaboratively in doing so. The need will grow for departments to be able to collect and analyse their delivery information around diverse client groups in a range of locations, rather than around their usual administrative areas. So, where do we go from here?Internationally and in business there are some trends to study:Telecom’s customers for instance expect to be able to call 123 and get access to most Telecom services. On supply of their telephone number they expect all relevant information about them to be able to be retrieved from unified records.Will or should the public expect the same capability from the government?The Ford Motor Co, with 345,000 employees’ worldwide, in 1996 developed a technology architecture for the whole company with standards adhered to globally. All desktop systems are provided by one company, Dell Computers, and they use two standard configurations for all these desktops.The results have been lower hardware costs, lower support costs and easier software rollouts. Ford has been careful to retain the functional and regional identities of their various divisions, but has succeeded in having a common IT infrastructure with resulting production cost savings.Is that a direction to follow?Another example, this time from the public sector.The State of Colorado in the United States had 21 independent agencies, each with its managers and IT budget and systems. Agencies didn’t share information, resources or capabilities.In response, Colorado has reportedly borrowed a top calibre person from private industry for 18 months to align agencies, improve information flow between the agencies and the citizens, and consolidate the state’s IT purchases and services.The New Zealand experienceIn New Zealand, that type of centralised or oversight role is increasingly being directed towards the State Services Commission, as confirmed by the Minister this morning. The need for a government wide set of policies on information systems and standards on how data should be managed has been gradually evolving since the 1980’s with the widespread growth of the new technologies, and the breakdown of paper-based information management structures.It was apparent there was a need for government agencies and the public to be able to do business through a standard electronic environment, that would help promote participation, trust and reliability.As a pre-requisite for this ‘e-government’, secure and reliable electronic transactions operating with reliable data are a fundamental requirement. Last year, under the auspices of the Public Service Chief Executives’ Group on Information Management and Technology, representatives of government agencies began work on common information systems and data management standards to apply across the government sector.Working groups were tasked with drafting the policies and standards which are now in final draft form and are expected to be released shortly with IT managers being briefed on their implications for government agencies.The e-government project list involves:Metadata system, build and roll-outNZGO – developing as a portal to all government servicesSecure Electronic Environment (SEE) – a secure extranet for government agenciesOffice management and support for small agenciesGovernment forms onlinePublic registries onlineE-procurementStandards and Policies (MOSP)Rationalising geo-spatial data.In addition, two other projects are currently parked.These are ‘e-billing’ and ‘Leverage Off Infrastructures’. My Vision of ChangeDelivering truly ‘joined-up’ online government services to people, that is our front-office services, will only be possible if we really are becoming ‘joined-up’ in the back-office. For that to happen, these common information systems and data management standards are essential. At the end of last year invitations to participate in work on the common information systems and data management standards to apply across the government sector were sent to approximately 70 government agencies, including Crown Entities, Local Government and government departments.Two working groups of 12 people each were formed with input from the SSC to ensure good balance.In terms of working group on standards and policies, standards were developed which will be released to Chief Executives, while IT managers will be briefed.I expect the Chief Executives Group to look at them in relation to new projects they are developing.This work will now be handed over to the SSC.It has been a great achievement and I pay tribute to those who have been working on these projects.This country now effectively has standards for information systems and data management. If people are to have a Telecom 123-type service, be it via a call centre or a website, then all the information relevant to them must be available, even though it may reside in many different agencies. They may not care which agency is responsible for the service and who is storing the data – they just want their needs met, and as efficiently and effectively as possible.In principle, all people should be able to benefit through being able to do business with government ‘any time, anywhere’, whilst still being reassured about the privacy and security of information held by government about them and its accuracy.A key benefit of such an advance will be secure online communications between government agencies – greatly improving communications and collaboration, and reducing costs, primarily through time-saving.Total cost of ownership can be greatly lowered, freeing up funds for other uses.In general, trends in information systems show that Open Standards (including Internet) are making possible low cost business-to-business and business-to-consumer interaction.Business embraces open standards for e-commerce because it knows survival in the new global electronic economy depends on it.Open standards in government will result in a contestable supply of information systems and services.Shared infrastructures will allow economies of scale, increased bargaining power and a significant reduction in support costs. Whole of government licences can be negotiated.Through the establishment of an IT Unit such as that announced by the Minister for State Services, Trevor Mallard, a core of highly competent people will keep watch and provide guidance on major IT initiatives, thereby producing real savings for the country.New IT initiatives could be assessed against the policies and standards, so that government agencies are not captured by vendors, and data no longer gets locked up in proprietary data stores. By promoting the effective use of information systems, the standards would encourage enhanced and streamlined administrative processes, reducing unnecessary duplication.A Crown Data Steward could be responsible for strategic management of government’s data assets, with agencies acting as ‘custodians’ for various segments of the asset.This Data Steward could regularly review the Standards to keep them aligned with international standards, best practice and legislation. And the standards would allow consistent access to validated management information (within the boundaries of the Privacy Act) for formulating policy and measuring operational outcomes.Data sources would be properly defined and able to be audited, so that policy agencies and ministers could get the answers they need to complex questions involving data from multiple agencies.And lastly, the standards would conceivably help more open government, as documents would be consistently described and managed, making searching easier.These are many issues being worked through and thought about.But if government is to keep pace with the speed of technological advance that is driving public expectation, we need to continue to move on them quickly.The standards work is complete. 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