What are the issues and risks raised by the concepts of an

Potential issues and barriers

The Focus Groups identified a number of issues that need to be addressed to enable and support shared workspace, and to realise the full potential that it can offer. While most of the issues were not regarded as 'showstoppers' they will require some working through, and resolution if a whole-of-government approach is to be adopted. Attitudes to technological and work practice change underlined the importance of obtaining the buy-in of senior people within departments, and planning and managing the introduction of shared workspace carefully. There are inevitably different perspectives on whether shared workspace is a good thing. The continuum of views expressed in the Focus Groups was broad ranging. At one end were people in the 'just do it' or 'we have to do it' category. At the other end, were those who could not envisage the policy development process in the future as any different to what it is now. Others perceived an electronic shared workspace as adding to an already stretched workload. The ability to opt in or out of being part of the electronic shared workspace also generated a wide spectrum of opinion. Some participants wanted optional utilisation, while others argued that allowing ad hoc use would not achieve whole-of-government benefits.

Focus Group Input

What are some of the issues or potential barriers?

There is a general assumption that the wider and more diverse the input into the policy process the 'better' the quality of policy advice.

Using an electronic shared workspace could facilitate inputs being made more easily, but could also lead to more complexity. The more you consult, the more you have to manage expectations and the sheer mechanics of incorporating wider input appropriately. Potentially this in turn could make it more difficult to reach an agreeable compromise.

There are trade-offs that have to be considered. For example, the levels and depth of access by interested parties (outside the immediate project team); and access to the shared workspace by people external to the public sector against timeliness of policy advice. Judgements have to be made as to the degree of consultation that is warranted for a particular piece of policy development.

Electronic shared workspace will not work without the buy-in of senior executives within departments.

This inevitably leads to questions of how the costs will be shared, and who will 'own' the workspace. Shared workspace needs to be seen in the context of 'whole-of-government' best practice. Being part of, and participating in, the workspace will improve whole-of-government involvement, and the sharing of best practice in policy development across the sector. It also contributes to cross-Government outcomes.

Incentives and clear benefits to using the shared workspace are important - "if people can't see the value, it won't fly".

The technology needs to be timesaving to get the job done. If there is even one more step added that makes it more difficult, people will not use it. There are important design issues involved. If it is perceived by users as just another tool full of promise that does not deliver or is cumbersome and inflexible it will be easily discredited.

Voluntary utilisation of shared workspace versus an across-sector approach.

Some participants recounted unsatisfactory experiences with working groups where all interactions were electronic. Ideas did not flow freely, and people tended to use it 'as and when' time allowed. The issues behind non-participation by analysts need to be explored - is it a lack of time, technology skills, attitudes or suspicions about collaborating and sharing information online?

If the shared workspace is to go ahead, it should become part and parcel of how a policy analyst works. Attitudes to change need to be considered - if people think there is something in it for them they will use it.

One incentive is the potential suite of functions or services the workspace would provide to facilitate the work of analysts. For example, benefits could include common information and data storage tools; a notice board; and better access generally to what's being worked on around the sector. Another benefit would be the ease with which regional staff could either have involvement in a project, or manage a national project from their region.

Protocols and processes for the management and use of the shared workspace will be required before it is implemented.

Key questions such as who is in charge of an individual project and who is in charge of the 'mall' need to be resolved. A code of conduct should govern how people interact with each other and within a project team.

Training is a big issue.

Some participants saw traditional methods as not useful. There will need to be very good marketing and training for the electronic shared workspace. A compact, targeted approach to training would be best with a place for people who are not familiar with e-technology to go and 'play' and learn what is available and how to use it. Training would need to deal with not only technophobes, but also people who see technology as taking away their personal control of work processes.

"Don't let barriers stop it happening - light the fire, and then it will flow"