center for government interoperability cfgio gov-ideas.com
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Center for Government Interoperability
CFGIO
Gov-ideas.com
Mission
CFGIO is designed to save governments from tough economic times
•Shared•Low cost•Integrated software applications
Non-technical description for business people
Economics of duplicative software purchases
Business software can be thought of as a set of instructions that any computer programmer can create
The city of Beverly Hills purchases instructions from lawn experts on how to take care of its municipal lawns
(1) water the lawn
(2) mow the lawn
The above instructions represent computer instructions
Los Angeles duplicate purchase
(1) water the lawn
(2) mow the lawn
All cities, counties, states and federal lawn managers make duplicative purchases
(1) water the lawn
(2) mow the lawn
This type duplication is what government actually does when purchasing business software
Beverly Hills Los Angeles All US cities
CFGIO allows for government to collectively purchase the instructions by paying for a
• Beverly Hills
• Los Angeles
• All US cities share a single version
1. License-free copy2. Only one time3. Sharing copies of it amongst paying
government agencies
Price goes down, quality goes up
CFGIO creates a nationwide marketplace like eBay
Services beyond watering and mowing
• New instructions are only paid for once• Continually provide new instructions• Become partners in improving government
Collective purchasing power
Private industry will have a better chance of selling a much larger variety of projects including large new projects because the cost is now acceptable to government through its group purchasing power
New products = More citizen services
Private industry/government interoperability planning in action
This further improves the innovation and planning partnership between lawn experts and government
Vendors are moved out of duplicative products to new or enhancing products
CFGIO creates national forums to spur interoperability
Redesigning incentives improves the business model
Key concepts
•Private industry will not have intellectual property rights
•Only one production version of a government function will be allowed:
1. Channels private sector innovation to new development, enhancements or interoperability
2. Other developers can count on integrating with only one specific subject area system for planning purposes
Door 2. Stable target; which property database? THE only property database
Enables nationwide planning
CFGIO stabilizes current and future, state and federal connectivity allowing interoperability planning
Duplicateeffort
CFGIO transforms into
New services
(1) Police vacation schedule (2) This enhancement is put out to bid in the marketplace like all other products
Stovepiped systems
CFGIO transforms into
Interoperability
High school connect inventory system connects to their fiscal system
Individual product planning
CFGIO transforms into
Government-wide planning
1. DoD handoff 2. Soldiers falling into cracks
What is missing in today's environment is that government is not set up to give private industry
incentives to consolidate and integrate government
The incentive is actually the reverse
1. Property records cannot rollup standards 2. Vendor wastes energy going 3. Incentivizing silos 4. CFGIO designs incentives
Enterprise-wide system integration is key
Bidding systems already exist such as GSA Advantage, DoD EMALL and FedBid
A missing key component is interoperability with other products
CFGIO emphasizes enterprise-wide interoperability
•Cross-agency coordination
•Business process reengineering
•Innovation
•Efficiency
Many of government's largest problems are related to business software systems that are not integrated
Without continually updated interoperability, you cannot re-engineer your business processes
CFGIO was designed at the outset to build interoperability
Open source on the cloud
Scope
A single CFGIO is recommended for all states and federal government
• Each system will be 50 times more expensive if CFGIO does not handle all states and federal government.
• Each state running its own CFGIO will create 50 new silo systems. Nationwide planning will be balkanized.
• Planning and discussion forums will be severely impoverished due to lack of participation. Only the depth of a national audience is enough to bring out the best analysts willing to join discussions.
• Starting small should not be confused with limiting scalability.
We don’t want to design lack of scalability
eBay-like bidding system
Broker 2. Put yourself into shoes 3. Click
Subject areas are only for new or enhancement products 2. Notice forums
Video tour 2. Florida attorney general 3. Not working hard to save the world like DOIT. If the numbers aren’t there; TIME D 4. Tendency for vendor to build out 21 st Century 5. Requirements management
Developer demos
• Demos showcase integration
• Improved requirements management
CFGIO Laboratory
•Developers’ integrated testing area
•Interoperability testing with all currently existing systems
One version lets them plan with other systems others are developing 2. Police working on a fresh crime
CFGIO Lab for government clients
•Mirror of the production version
•Allows clients to collectively test, compare and comment upon software from many vendors
Improves requirements management
Private industry is allowed to demo integrated systems not yet
requested by government
Much larger community of analysts plan government's "to be" vision
Business functionality is missing because it lies in between the cracks of silo systems
Developers given a framework to build functionality in previously neglected areas
With permission to pre-build integrated solutions, vendors will strive to fill in missing interoperability throughout government so that the whole web of government is rapidly improved
Clients need to test drive the demos
CFGIO Lab creates working demos that vendor and government developers have built
One hand of government knows what the other
CFGIO breakthrough concepts
• Group software purchases
• Integration of all business software purchases
• New government/private-industry partnership model
From an integration perspective, current incentives drive government to self destruct 2. CFGIO creates framework for efficient nationwide planning 3. CFGIO incentives quickly fill gaps with quality systems
Perspectives
Organizational Structure Perspective
Organizations are not designed to make group purchases
CFGIO gives agencies someone to go to; helps them discover opportunities; “Too busy to join committee”
Sociological perspective
Government leaders meet collaboration resistance
Takes inertia problems out of individuals’ hands; Changes time dynamics
Legal/financial structure
Economist’s perspective
• Government’s needs include integrated services but current purchases are made with a limited scope
• This creates an inefficient market which does not serve all of governments needs. Government procurement process distorts the market
• CFGIO creates an efficient procurement market addressing government’s needs comprehensively
drives inefficiencies out of government by adding missing governance for the creation of interoperable software systems
Transform government
By incentivizing the right kind of innovation, the Center for Government Interoperability provides a new framework for sustained government improvement
Implementation plan
Dog catcher; Don’t need NIST, servers; Save cash –starved governments; generate revenue;
Questions?
Center for Government Interoperability
CFGIO Gov-ideas.com
Contact: Alex Glaros, alexglaros@gmail.com
Appendix
• When New York Mayor Michael Bloomberg wanted to transform the city's underperforming public school system, he used funds from private organizations to test ideas before spending public money on a citywide rollout, a strategy that proved to be vital to its success.
• College example CLOUD HELPS UNIVERSITIES CUT COSTS BY 74 PER CENT – http://www.futuregov.asia/articles/2010/jul/19/cloud-helps-universities-cut-costs-74-cent/
• http://www.govtech.com/gt/736939 - A group of seven Colorado counties have found a way to drive their hosted software costs downward each year. Instead of purchasing cloud computing services from a vendor that will raise its prices progressively, the agencies are purchasing hosted software services from one another. In 2008, Pueblo County, Colo., began delivering cloud-computing-style hosted county assessor and treasurer software services to six other counties.
Review of how markets are channeled through a new business model
Microsoft allows only one version of a utility, e.g., a disk writing utility
But it allows the world of vendors to market improvements for that utility. Microsoft still uses world markets to find products, but channels them into a confined, single area that is constantly improved.
Otherwise, the operating system would be unstable
Outside companies have a stable location to go to for planning
purposes
Two processes are integrated
•Planning
•Product improvement
UMass Boston
Transformational to business side
• Projects were completed much faster
• Project quality was much higher
• Greater programmer collaboration
• Greater business side collaboration
Productivity went through the roof
Solutions in all areas of business
• Inventory• Finance• Project management
• Etc.
Many unexpected business benefits were revealed
Unlocked data allowed more opportunities for innovation and agility
Clients were extremely satisfied
• New business advantages
• Data was prescient
• Easier to get reports
• Reduced workload
• Reduced errors
Success factors:
(1) Continual contact with clients
(2) Modeling data to translate data model into client solutions
UMass Boston
Each time a new software system was installed, it was completely and totally integrated, not just partly, but with every possible data connection fully implemented. Every table and field was examined for enterprise integration.
Continually tuning the organization
UMass Boston
One of the first data-integrated organizations in the country
UMass Boston data governance
Built process improvement into the DNA of the organization
FBI
FBI Director Robert S. Mueller, III
FBI had competent vendors and project managers install their system
• On time
• On budget
• On scope.
• Good data modelers
QUIZ: What was missing?
Answer: a comprehensive way looking at the interconnection of problems and prioritizing them in coordination with the enterprise data vision
• Hidden requirements were not identified. • No organizational structure existed to ensure enterprise-wide
interoperability. • A process that continually takes the enterprise-wide view of how to
implement change. They just added systems to the rest like a manager of a fleet of cars adds a new car. They didn’t check for interoperability.
The problem was repeated over and over again for each new FBI project.
Data governance was missing.
Legal foundations permitting operation
http://www.uscommunities.org/legal/StateStatute.aspx?state=CA
AUTHORIZING STATE STATUTESState of California Statutes
California CodeCalifornia Government CodeTitle 1 GeneralDivision 7 MiscellaneousChapter 5 Joint Exercise of PowersArticle 1 Joint Powers Agreements
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