Is there a case for a Public Service electronic shared

A case for an electronic shared workspace in the Public Service The question that arose early in the Focus Groups was the issue of whether electronic shared workspace was an attempt to solve an existing problem, or was a response to an opportunity provided by modern technologies and current Government interest in e-government.

Focus Group Responses

Why would the Public Service develop a shared workspace approach?

What problem(s) would we be solving?

The current problem with interdepartmental work is that the timetables can change rapidly when Ministers intervene, especially when there is the requirement for coalition consultation. It is difficult to keep all of the relevant people informed of the changes as they happen. Shared workspace could assist to address this by providing:

• version control and tracking of who made changes and when

• a mechanism for controlling the final document

• a facility to hold meetings electronically

• environmental scan - elective inputs

• public consultation inputs to Ministerial Advisory Groups

People coming through the schools now work differently. Change has to occur if we are to attract the next generation of workers into the Public Service

Time differences across the globe are meaningless in the electronic world. This has got to make a difference to the way business is done in the future. We need to respond to this.

There is an increasing requirement by the Government to involve a wider range of people in the policy development process, and demonstrate a 'whole-of-government' approach.

What's the added value to what we have now?

The availability of common space so that people can see new versions of working documents, and new information. There would be enormous value in a common Public Service 'storage space' e.g. legislation, estimates, financial and statistical data etc. for general usage.

Shared workspace should advance the principles of best practice.

A Public Service bulletin board could make available job vacancies, training opportunities, notification of major events etc. across the Public Service. Links to relevant journals, newspapers, academic institutions and international Public Service websites could be invaluable.

The secure 'mall' model recognises that some spaces need to be limited. Better document management and knowledge management across the Public Service.

Shared workspace as a solution to an existing 'problem'

Participants indicated that policy development is an inherently complex process, involving a variety of steps that are not carried out with textbook sequencing, or to ideal standards in all cases. The reality of the Public Service environment is that officials work under a range of pressures including tight timeframes, limited resources and multiple stakeholders' interests (political, Public Service and public). All of these things have to be managed, and each affects differently the way the policy development process is carried out. Discrete pieces of policy work can be developed in quite varied ways as a consequence.

There was no over-riding sense from participants that policy development processes as they are currently carried out, are weak or inefficient with significant blockages or systemic failures. Participants did however, express a degree of frustration with some of the current processes, and could see a lot of potential in extending the current reliance on e-mail systems to rationalise some organisational behaviours. Keeping people informed of rapidly changing requirements of Ministers, organising meetings, and eliciting timely input from people who are physically unavailable for face-to-face meetings or telephone conversations, were seen as particularly valuable.

It is apparent from the Focus Group feedback, that some inefficiencies do exist in the current policy development process, and that some potential exists for these to be addressed and managed electronically. It is difficult to identify these with greater certainty without more comprehensive research. What stands out clearly however, is that participants see the potential for technology to address existing communication and information duplications and access problems within the Public Service.

Focus Group input

'Problems' to be solved - shared workspace potential contribution

Access to range of Public Service 'core' information (time/ease) Public Service electronic 'common room' - access to 'core' PS databases e.g. legislation/estimates/ Cabinet minutes/ Cabinet Office circulars

Access to Public Service career relevant information (time/ease) Public Service electronic 'café room' - common notice of job vacancies/ training opportunities/ key events

Logistical management of project teams Project management applications/ shared calendars/ notification system for input, and information required/ electronic meetings

Efficient management of document production Version control/ Open access to work-in-progress; TOR; Committee meeting minutes; discussion documents.