Cultural Change Through Good Governance of ICT

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Cultural Change Through Good Governance of ICT

• Presentation to ANZSOG Conference
• 21 February 2006

Sandi Beatie Acting Secretary for Justice New
Zealand
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The New Zealand Justice Sector

• Core agencies
• Ministry of Justice
• Department of Corrections
• New Zealand Police
• Crown Law Office
• Serious Fraud Office
• Department of Child Youth and Family Services
• Electronic interfaces with other agencies
• e.g. Land Transport New Zealand

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Justice Sector Goals

• Safer communities
• A fairer, more credible and more effective
  justice system

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Role of Ministry of Justice

• Responsible for criminal justice and public law
  policy
• Administers courts and specialist tribunals
• Supports the judiciary
• Manages parliamentary elections and negotiation
  and settlement of Treaty of Waitangi claims

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Sector Collaboration

• Ministry has been mandated as lead sector agency
• Focus on agencies working together
• Aim to achieve cohesive direction
• Example - Justice Sector Information Strategy

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Centralised Justice Information System

• 1976 Law Enforcement System
• The Wanganui Computer Centre Act
• The Wanganui Computer
• Sperry-Univac Uniscope 100

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Development Through The 90s

• 1993 Privacy Act regulates access to personal
  information
• 1996 Stocktake of information held by justice
  sector agencies
• At least four systems plus Wanganui Computer
• Manual record systems common
• Limited electronic sharing
• 1996 strategy
• Information is a strategic resource, managed on
  behalf of the Crown by the justice sector as a
  whole
• Each agency develops its own information
  technology system - linked by a virtual private
  network
• Seven systems that talk to each other

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Emergence of Current Strategy

• 2000 review
• Robust information systems and processes
• Need to renew focus on the strategic value of
  information
• Improve quality of statistical data and access to
  information
• Closer monitoring for integrity of data and
  access
• The changing environment
• Increasing public demands for information
• Increased demands for information for reporting
  and evaluation

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Strategy for 2003 2006

• Better management and information sharing
• Improving the quality and integrity of data
• Improving access to integrated information
• Governance arrangements and transparency

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Ministry - Project Management

• Ministry of Justice and Department for Courts
  merged in 2003
• New Ministry of Justice
• all courts
• special jurisdictions e.g. Maori Land Court
• collections functions
• policy development
• sector leadership functions
• numerous tribunals

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Ministry - Project Management

• Department for Courts
• two operational systems
• connected with law enforcement information
• aging, technically unsophisticated infrastructure
• Former Ministry of Justice
• sophisticated knowledge management system
• good hardware
• document repository system
• excellent web access

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New Approach

• A centralised oversight body to inculcate project
  management disciplines
• Wider culture change across new organisation
• Established Information Management and Technology
  Governance Committee (IMTGC)

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IMTGC Membership and Structure

• Approves and oversees
• annual programme of work
• execution of all projects with an IT component
• IMTGC membership comprises
• Secretary for Justice and three Deputy
  Secretaries
• other senior managers
• Sub-committee
• considers bids for business groups projects
• recommends annual programme of work to IMTGC

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IMTGC Operations

• Programme Office
• support to IMTGC
• implements standards, methodologies and
  documentation
• develops templates and documents
• assists project managers with quality assurance
• A single project management methodology
• Project Managers Toolkit
• Project Management Plan template
• Quality Assurance

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IMTGC Project Management Approach

• Order and transparency
• Real business benefits
• Regular, consistent and appropriate reporting
• Other outcomes and benefits for organisation
• Methodologies applied to non-technology projects
• Wider management and governance issues e.g.
  capital expenditure forecasting

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Justice Sector Information Strategy (JSIS)

• Te Ara Hei Mua The Pathway Forward
• 2005 Strategy implemented
• seven operational systems in five agencies
• 24 interfaces to facilitate electronic exchange
  of information
• 12 million transactions per annum

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JSIS - Success Factor One

• Level and nature of collaboration within the
  sector
• ongoing commitment and nurturing
• sound protocols and systems
• governance framework based on agreed principles
• Devolved responsibility - mix of individual and
  collective responsibility

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The Governance Structure
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Oversight Framework

• Initiating agency advises all other agencies
• Other agencies assess impact - participating
  agencies
• Memorandum of Understanding
• Ministry of Justice - oversight and co-ordination

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JSIS - Success Factor Two

• Link with sectors broader outcomes
• Agreed aims, principles and goals - a platform
  for practical processes and decisions

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Conclusions

• Project management culture benefits planning
  processes across the organisation
• Transparent information sharing about change
  projects and separate/joint accountability mix
• A blend of collaboration and oversight - a
  rigorous centre of control
• Long-term commitment - adaptability and
  flexibility for changing demands
• Regular reviews for relevance, especially
  strategic

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Key Perspectives

• Strategic direction
• Agreed operating principles
• Clarity about the wider vision