working with industry to achieve government objectives

1
working with industry to achieve government
objectives

• Bruce Thompson
• Director, Spatial Information Infrastructure
• State Government of Victoria
• 03 8636 2323
• bruce.thompson_at_dse.vic.gov.au

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outline

• working with industry the co-production
  (partnering) model ?
• examples
• Vicmap maintenance
• the Spatial Vision Vicmap books ?
• the Victorian Mapping and Address Service ?
• The Coordinated Imagery Program
• Notification and Edit Service ?
• the underlying governance and institutional
  arrangements ?
• summary ?

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working with industry the co-production model

• the strategic triangle
• public good driven by capability, and
  appropriately authorised

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working with industry the partnering model

• partnering the basis of service delivery planning
  
• (industry partners more comfortable with
  partnering than co-production)
• should government do this (can 3rd party do it)?
• if yes, is there a benefit for 3rd party and if
  not, can a benefit be created (usually
  financial)?
• if yes, can 3rd party share in the delivery?
  (reduce cost to government and the public)

co-production
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working with industry the partnering model

• Victorias experience partnering
• drives progress (get more done with less)
• reduces tunnel vision, lessens the likelihood of
  stagnation, complacency
• encourages innovation, efficiencies
• strengthened through the involvement of academia
  (roles not appropriate for either a public sector
  or private sector player)
• doesnt always come off

co-production
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example topographic mapping

• by 2000 Victorias topographic mapping badly out
  of date
• 1,600 maps in 125,000 map sheets created in the
  1960s and 70s
• 10 up to 10 years old
• 50 11 to 20 years old
• 40 21 to 30 years old
• estimated cost to produce a new 125,000 mapping
  series by conventional (manual) cartographic
  process 55 million

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example topographic mapping

• cost of production meant that production system
  had to change - new, automated mapping production
  process to be developed
• little or no human intervention, data drawn from
  digital sources and processed by rule base
• little or no field verification, focus on getting
  the data right by working with custodians before
  placing data on maps
• economies of scale for large format short-run
  printing also meant that something had to change
• encourage end use of digital data, and hard copy
  in low cost formats A3 and A4 map sheets
• A3 and A4 PDFs for download from the internet

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example topographic mapping

• in addition to SII topographic map series, map
  books produced by Country Fire Authority,
  Vicroads, Rural Ambulance Service, others
• different projections and reference systems
• different format
• different production cycles, some books up to 11
  years old
• chronic currency and accuracy issues
• duplication of effort and serious incompatibility
  issues

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example topographic mapping

• internal team highly resistant to change
• particularly opposed to move away from field
  checking, and associated work practices
• external teams (other map producers) also highly
  resistant to change
• not invented here
• product loyalty
• distrust of others

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example topographic mapping

• the partnering response
• all ESOs to use a single map books series,
  produced jointly by CFA and DSE
• encourage use of small format (A3) printing to
  promote on-demand short print runs, minimise
  production costs
• single data source for
• small format map books
• large format topographic mapping series
• digital mapping data in control and despatch
  centres

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example topographic mapping
CFA sets business requirements, defines mapping
products to meet those requirements

• the core of partnering response
• the Spatial Vision Vicmap book series
• get people and organisations doing what they do
  best
• CFA fights fires, sets requirements
• DSE maintains, improves data quality
• Spatial Vision produces the mapbooks

DSE manages data custodians, maintains the data,
drives quality improvements
Spatial Vision map book production, operational
control
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example topographic mapping

• the partnering process
• about four years of difficult negotiation and
  persuasion between the three main parties (CFA,
  DSE, Spatial Vision), other ESOs
• significant change management requirements
  internally for DSE and for others
• significant difficulties in advancing the
  partnering model under conventional procurement
  guidelines

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example topographic mapping

• the partnering results
• a single, common mapbook used by all ESOs and the
  public
• topographic mapping series and mapbooks aligned,
  produced from common source
• significant savings to government
• DSE topographic/cartographic resources reduced to
  the level necessary for policy direction and
  business continuity
• CFA topographic/mapping resources devoted to
  situation and operation specific outputs etc
• effective working relationship at both policy and
  operational levels, higher degree of trust across
  DSE, ESOs

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example VMAS

• by 2005 address management a critical issue
• how to get all agencies to a common understanding
  and use of a single authoritative source of
  address?
• how to get agencies to validate address to
  prevent incorrect addresses proliferating?
• how to tap the high volume address validation
  activities in key agencies to better inform
  address maintenance?
• web services seen as a key enabler
• significant perceived risk in creating new
  address management functions and services,
  especially based on new technologies
• no central government auspicing or mandate

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example VMAS

• VMAS the core web services platform for
  Victoria
• an intelligent address management framework
• learns from mistakes, validation failures logged
  and rectified
• the more it does the better it gets higher
  validation volumes mean failures detected earlier
• address validation engine in use now for five
  years, with validation rate improving from 50 to
  96
• provides basic static (mapsnap) and interactive
  mapping services
• components and additional capabilities have been
  added for specific projects or programs
• redlining
• mobile access

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example VMAS

• the partnering response
• build and operate tender for VMAS foreshadowed
  partnering, required tenderers to respond by
• reducing capital and operating costs to
  government
• improving the address management performance by
  mining the address validation transactions
• successful tenderer response included
• marketing the VMAS service to the private sector
  (under a different brand) now returning 35 of
  the costs of providing VMAS to government
• closed the loop on address maintenance through
  notification of address validation failures

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example VMAS

• the partnering result
• acceptable result on supply side
• limited progress on demand side
• lack of central government auspicing
• only now starting to achieve broader adoption
  through bottom up processes

18
example NES

• need to fundamentally overhaul data maintenance
  process too slow, too expensive
• paper-based process
• multiple participants
• long delays
• frustration for notifiers
• Online Notification and Edit (pilot) in 2007-08
• Notification and Edit Service (NES, full
  operational system) in 2008-09

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example NES

• the key requirement stop making edit/change
  decisions (on behalf of others)
• decision must be made by custodian
• the key issue the need to enrol custodians as
  the formal point of truth for edit decisions
• a custodian required for every data type
• roads? local government
• schools? Department of Education and Early
  Childhood Development
• and so on
• what to do with potholes?

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example NES

• change requester

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example NES
change requester
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example NES
change requester
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example NES
custodian/approver
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example NES

• NES went into production in July 2008
• will ultimately cover
• cover all data sets
• cover all custodians
• cover all of Victoria
• allow notifications from the public, local
  government, ESOs, State government anyone

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example NES

• NES our largest, broadest and most successful
  partnering
• 360 individuals, in 118 organisations,
  registered NES participants
• 79 local governments as notifiers and custodians
• Logica and SKM as maintainers and notifiers
• ESOs as notifiers and custodians
• Country Fire Authority, Emergency Services
  Telecommunications Authority, Ambulance Victoria,
  Metropolitan Fire and Emergency Services Brigade,
  Victoria Police
• utilities as notifiers
• Barwon Water, Melbourne Water, Yarra Valley
  Water, Telstra, North East Water, Goulburn Valley
  Region Water Corporation
• state government as notifiers, custodians and
  maintainers
• Parks Vic, DEECD, DoJ, DHS, DoT, DPCD, DSE, VEC
• custodians, not notifiers, are the key dependency

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NES performance, October 2009

• 11,500 Change Requests (CRs) through NES
• 6,500 CRs processed by maintainers
• includes 1,500 address maintenance forms (average
  100 changes per form) and 130 parcel maintenance
  forms (average 1,000 changes per form)
• just under 300,000 changes processed in one year
• about 1,100 CRs declined by custodians
• mostly duplicate notifications already actioned
• about 900 CRs with custodians for decision
• about 3,000 in the pipeline most of the time

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governance and institutional arrangements

• overall governance by Victorian Spatial Council
• http//www.victorianspatialcouncil.org/
• whole-of-Victoria, multi-sectoral body
• representation from local, state and federal
  government, private sector, professions and
  academia
• independent chair
• responsible for setting the Victorian Spatial
  Information Strategy not WoVG,
  whole-of-Victoria
• instutionalises the partnering model across
  government, private sector, academia

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governance and institutional arrangements

• key steps May 2005, formulation by VSC of
  Spatial Information Business Principles
• definition of the roles and responsibilities of
  the various sectors of the spatial information
  industry in Victoria
• sufficiently meaningful and unambiguous to
  provide a sound basis for coordination and
  collaboration of the industry sectors
• now usually only referred to if there is an issue

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governance and institutional arrangements
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governance and institutional arrangements

• Victorian Spatial Council key achievements
• brokered successful implementation of the
  Coordinated Imagery Program (CIP) by winning
  support of industry and local government
• sponsored the business case for GPSnet, resulting
  in the rollout of 2cm real-time positioning
  services across Victoria (completion 2011)
• sponsored the implementation of the Notification
  and Edit Service
• developed Victorias Positioning Policy, which is
  now to be adopted as the base for the Australian
  National Positioning Policy

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governance and institutional arrangements

• Victorian Spatial Council key achievements
• strategic direction undertaken jointly by public,
  private and academic sectors
• policy and strategy direction primarily dealt
  with at VSC level
• operational issues primarily dealt with through
  quarterly meetings between SII and SIBA (Spatial
  Industry Business Association)
• sponsors and drives the custodianship program
  underpinning all spatial information management
  operations in Victoria, including NES

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summary

• partnering now business as usual for SII and
  spatial industry generally
• provides real benefits, achieves more with less
• grows an effective and versatile resource base
  beyond public sector
• government objectives remain foremost
• we can do more with less
• we are interested in industry development
• high level of trust, communication between
  sectors, developed over a decade
• long lead time
• formal governance and institutional arrangements
  after about five years
• isnt always successful
• hasnt gone far enough
• real care has to be taken to engage new private
  sector players entering
• need to look beyond spatial industry to broader
  IT industry and other potential partnerships
  (health, defence, energy, agriculture sectors in
  particular)

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working with industry to achieve government
objectives

• Bruce Thompson
• Director, Spatial Information Infrastructure
• State Government of Victoria
• 03 8636 2323
• bruce.thompson_at_dse.vic.gov.au

thankyou