Electronic shared policy workspace - high level

44 The project team has begun to develop its thinking on what an electronic shared workspace could be like using the analogy of a [secure] shopping mall where there are common spaces, and shared access routes, together with private facilities (e.g shops, movie theatres, management offices). From the research undertaken so far, a shared policy workspace would need to take account of three sets of interests: public stakeholders, government stakeholders, and interdepartmental project teams.

45 A very high level overview of the electronic workspace design would include:

• Provision of a secure environment for the work of the project team - this could include a shared workspace that enables the sharing and exchange of pre-production information and documents; facilities for brainstorming/white-boarding and discussion; a library of key documents (both policy and project management related); a shared area for the production of, and consultation on, the policy product and, secure access channels to related Public Service areas as required (e.g., the Cabinet Office).

• Defined user group access to the project work - we do not envisage 'open' access to project rooms. That is, the project team would define the user groups and the level of access for individuals within the group.

• Provision of a public area - officials (not part of the defined user group), the public, and/or external stakeholders in a particular project could view 'public' documents (e.g. terms of reference, draft discussion papers). This public area could also be used for generating and receiving public submissions.

• Provision of a common area (or room) - primarily an information base and knowledge manager for the sector. For example, legislation, statistical data, past reports, cabinet papers and minutes could be located in a common area. The 'common room' would also contain notice-board and chat-room facilities. 46 A pictorial depiction of how this might look, and the associated technological processes are presented on the following page. The project team will develop this concept to use as a discussion starter with Public sector policy and project managers in the next phase of this project. This will provide us with a tool to explore ideas around shared policy workspace and start to piece together its various components, and how it might all fit together.

47 In technological terms, this functionality required for this concept includes a common interface and architecture for electronic shared workspace across the sector, a portal to all projects, and inter-project links and dependencies. We also envisage that common systems administration would be required for ensuring security standards, user set-up, etc. Currently it does seem that the technologies required are already available on the market. At a later stage, careful exploration of the degree to which modification, and/or bespoke interfaces would need to be developed will be required.

48 In spite of considerable rhetoric, the extensive use of shared workspaces (whether they are referred to as virtual teams, or virtual communities) is not widespread in the New Zealand Public Service at the current time. People are keen, but are waiting for the availability of a secure electronic environment, and for the appropriate tools to facilitate efficient interaction.

49 Most of the current technology development, insofar as we could ascertain, is concerned with making information more accessible to a wider range of people, rather than using technology in an interactive manner. This includes departmental internet sites available to the public, and intra-government initiatives where technology is seen as a means of providing centralised information (i.e. an on-line library of key documents). There are far fewer examples of online workspaces, and the primary means of exchanging information remains the e-mail system.

50 The project team is of the view that it is not the technologies that present the greatest test or challenges, but the principles and protocols that sit behind the workspace concept, and the need to adjust to a new way of thinking about work practices. We have identified a range of issues relating to governance and accountability, collaboration, strategy, and structural adjustment that require further exploration. These issues are summarised in Attachment 3 and will be addressed in the next phase of the project.