Scope
- Within this section:
- Integration opportunities
- Still outstanding
- Quality
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Planned |
Actual |
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39 core agencies Training in service meta-data for core agencies Provision of a service meta-data collection tool Facilitation of service data collection Handover to Portal meta-data quality assurance process Prioritised list of opportunities for agency and cluster e-solutions |
Achieved 52 agencies facilitated - currently 66 agencies Multiple training courses conducted for several agencies Provided, enhanced, supported, and transferred data into the meta-data tool Facilitated, reviewed and provided feedback on service meta-data Undertook quality assurance for service meta-data Provided a "help desk" support for answering questions from agencies Intra- and inter-agency collaboration facilitated Not achieved Opportunity identification not as advanced as hoped for Detail planning for Phase II |
Integration opportunities
We have collected data from a wide range of government agencies covering the public service and state sector. The data collected in Phase I currently covers approx. 65 organisations. This gives New Zealand something no other jurisdiction currently has - a view of what government delivers from a citizen, or external perspective.
The data suggests we can look for service integration opportunities from this perspective. The data certainly provide the appearance of integration of various services delivered by disparate agencies for a common or single "topic". For example the services student loans and fines are delivered, collected and managed by various organizations with a large variety of delivery standards, requirements and rights. The data shows a different view of potential connection points. It provides an opportunity to look for integration possibilities and commonalities from the outside, and does not limit the discussion to purely structural MoG perspectives. Services can be grouped and viewed by various criteria such as common government functions, subjects, service clusters, service groups and authentication requirements. Often connections are now visible where previously they weren't readily apparent.
We will use the data collection to identify integration opportunities. Observations during Phase I has also highlighted a large number of integration opportunities, both intra- and inter-agency. Agencies, RotC teams, stakeholder analysis, NZ specific research and other environmental scans will also identify opportunities. For example many agencies manage a boards and committees "nominations" process. Each agency has their own process and often uses the same resource pool to staff these boards. The process currently takes several months, per nomination, to complete. We have developed an improved solution and are planning to take this further with respective agencies.
Still outstanding
As indicated in the terms of reference, a high degree of uncertainty over the following phases was anticipated. Phase II and following phases are now under review. This degree of uncertainty is also been influenced by other government initiatives, especially RotC.
In summary:
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Requirement |
Status/disposition |
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Residual data and analysis. This covers the analysis of the data collection and ongoing data collection and maintenance. While residual data isn't strictly an outstanding deliverable, it is important to recognise that this is an ongoing task that needs to be resourced, both within the EGU and agencies. Also an approach for getting a more comprehensive set of services across sectors is/was required, in particular where third-party service providers deliver services. These are often the services that are of most value to the public. A different approach is needed. The health and education sectors are good examples of this. |
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The meta data collection team within the portal project have taken on the "ongoing collection" responsibility. A subproject (the "Indirect-services meta-data project") has been established to ensure portal users will be better served by describing operational level services in Health, Justice, Welfare and Education areas. A key advantage is we are now starting to engage the "next layers" of government. |
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Integration opportunity identification. The intent of Phase I was to do some analysis of the services list data to identify integration opportunities. The effort taken to collect the data meant that some of this work was delayed. The approach developed in the framework was to run workshops with agencies, especially clusters of agencies, once the initial data collection was complete. This task was not formally performed because of the time extension provided to some agencies and the redirection of project team resource. |
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Detail planning for Phase II including Front Office Delivery Strategy. This was slowed down because of the need to consult more widely on the scope of Phases II+. It is also important to align future E-services work with RotC. Part of Phase II+ planning was planning for the development of this strategy. This is not likely to proceed as originally envisaged. |
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Given we have learnt more we no longer believe such a strategy is worth developing at this stage |
Quality
In summary Phase I work is now being applied and used for portal front end data collection indicating general acceptance of the work produced; acceptance by both EGU and agencies.
Framework - extensive work went into ensuring the framework is simple and easy to apply. The training material is explicit and easy to read. The formal feedback from training sessions has been positive and constructive. Also only minimal changes were required to the framework when used.
Interim tool - the tool was specifically developed as an interim measure until the Portal project had the full toolset available. The tool has proved useful and flexible, and is currently being prepared for production use in the event that the current tool fails to be delivered. The specification for the interim tool was completed in three days. The expected life of the tool was set at less than six months.
Engagement - we underestimated the amount of effort it would take to get each agency to the point where they were collecting and capturing good metadata. We were, however, able to keep the momentum because of the personalities involved (we were able to harness existing relationships so that between the three of us we covered most of the agencies involved).
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