hare of total growth was 58 percent and 62 percent, respectively. This is the third consecutive year
hat migration has exceeded the prior decade average of 45,000.
Figure 1. State Population Change and Components of Change
1980 1985 1990 1995 2000 2005 2010 2015
• Stakeholder coordination and
outreach is a challenge
–Traditional tools work for some but
not all agencies
–Technical & management
engagement styles are different
–Building consensus is critical
The Impact of the Problem
• We need to reach a balance on
If we can’t get buy-in than adoption is
Solving the Problem
• 27 Agencies have to collaborate!
Which means we need
• Easy ways to communicate
• Easy ways to update versioned
And it was worth it…
• The standards development and
review process works
– Updated and created 5 new
standards that agencies needed
• And is streamlined
Trails work incorporated in the National
Your old habits
• Don’t include people who hate
change, on a change project.
– An expert with the wrong attitude
can squelch the team.
– Check your own behavioral
expectations at the door.
Agree to change
Your old rivalries
• Forget the history between
departments, agencies, managers.
• Don’t bring a knife to a gun fight.
• Don’t bring a gun to a knife fight.
This isn’t a fight at all.
Your old-style Sponsor
• Need a Sponsor that will embrace
• And think big.
• And think broad.
Old-style Sponsorship will clip your
How to Get Started
• Talk to your peers
– Yes, there’s someone in your
agency who has done this
• Talk to the Wise Lady
– She will connect you
• Get the right tools
– Kerika, Box, WebEx
My name is Arun Kumar, and this is Joy Paulus.
I am the founder and CEO of Kerika; our product meets all the work management needs of distributed, Lean and Agile teams.
Joy is a long-time public servant, and is currently the state’s Chief GIS Officer in the Office of the CIO.
Our talk today is about collaboration across boundaries: organizational boundaries, geographic boundaries, and even across the public, nonprofit and private sectors.
Collaboration across organizational and geographic boundaries is hard, and different, so: why bother?
Is there a compelling reason for us to work differently – to take on the new challenges presented by cross-organizational collaboration?
From the perspective of this audience, which is almost entirely people working in state, county and city government in Washington, here are some sobering figures that I sourced from the Office of Financial Management.
This chart shows how the population of Washington State has been changing over the past 35 years.
Note that this represents increases in population: not total population.
So while the rate of increase has occasionally dipped – most recently during the Great Recession – the total population has been rising steadily.
The red line represents the “natural increase”: what you would expect simply from births among people already living in the state.
The big swing is the “net migration”: the relative attractiveness of Washington State as a place to migrate to, whether you are already living in the United States or immigrating from abroad.
If we dig into the OFM data a little more, we can get a better idea of how this growing population needs more services.
The blue line here represents the senior segment of the population, and as you can see it has been rising steadily over the years.
The red line represents the school-age population: it too has been rising fairly steeply, with some leveling off in the past few years.
So: not only do we have more people living in the state, but we have more people who need more services from the state.
At the same time, if we look at per-capita expenditure by the state, it’s a pretty gloomy picture!
Per-capita expenditure by the state fell in the Great Recession, and the best-case outlook seems to be that it will remain flat – certainly no one in Olympia expects per-capita expenditures to rise much in the coming years.
This, then, is the squeeze that makes it imperative for all of us to start embracing cross-organizational collaboration: we have more people, with expectations of what the state will do for them ratcheting upwards (never downwards!), and a declining amount of money with which to meet those expectations.
Apart from Utopia, that is…
Much of this conference is already devoted to process improvements, Kaizen, etc., so we are not going to talk about that in our session.
Instead, we will focus on the concept of leverage, and argue that cross-organizational collaboration can provide the leverage needed to to meeting the rising expectations of an increasing population, without having more money to do so.
This sort of press, unfortunately, highlight our inability to get it right sometime…
Marcy found that she was being taxed a King Co transit tax when she actually lived in Pierce County
A business applied for a Thurston County license and they misidentified them as living in Lewis County
Both examples of how misplacing a person in the wrong location can have financial ramifications to citizens
So, why does this matter… because we’re in the limelight more often than we’d like and its because our addresses are wrong and have resulted in bad decisions and even worse results.
The Oso mudslide, the Bellingham Pipeline explosion, the Howard Hansen Dam leak --- all examples of emergency situations where knowing where people lived was important
But, when governmental entities maintain various client databases of addresses we’re all working from different pages of a playlist.
Having a master list of addresses and their correct location on a map is critical!
In 2006 the Legislature asked Recreation & Conservation Office (RCO) to create a trails data and gave them ~ $135K
In January 2007 they completed a feasibility study and the report indicated it would cost an estimated $1.7-2.3 million dollars to collect and integrate the data from across the various entities
Fast forward to 2014, lots of technology changes since then…
This initially began as a volunteer project
Received grant funding from the Recreation & Conservation Office in September 2014
We began collecting trails data from over 25 different entities – it took a lot of coordination and collaboration
Many agencies use trails data
Different agencies use different database designs
We end up with a….
Disjointed picture of the resources opportunities in WA
Frustration at not being able to compare trails across jurisdictions
The public ends up not sure what or if trails link up with each other and end up having to go to numerous sites to find what they’re looking for.
We aggregate data from wherever we could get it
Our team was distributed with folks in Bellingham, Poulsbo, & Olympia. The “Cloud” enabled our success
Amazon Web Services
Reach out to different agencies
Data search lasted 6 months
We migrated data to the federal standard.
We fostered federal, state, local, and private partnerships
Using one standard design saves time and resources when we integrate this information the next time
The data is out there
People want to get involved to continue to improve it
We're doing the second update presently
Remember that Legislative trails report? We did this project for 1/10th the cost
It also has the obvious pitfalls as we try to implement sound, flexible and valuable guidance around information technology.
And we don’t always get it right which I’m sure we can all point to examples of this….
But clearly, policy and standards are the best way we have make sure we’re all moving in a similar direction in state government.
That way we can easily share information that’s collected
Without them we get anarchy
Within the geospatial community we’ve seen success in doing this.
Our governance body includes some of the largest state agencies
And we leverage technology to get it done so its easy for everyone – even those who aren’t on the SGN
Using these tools and approaches, we updated & created 5 new standards as asked for by the agencies
Remember the trails project? OCIO now requires that this standard be used by all state agencies who collect trails data and was adopted by the user community.
And, by the way, we live what we preach.
Joy works for the state government in Olympia, and Arun works for a private company (Kerika) in Issaquah.
To put together this presentation, from initial brainstorming to final product, we used Kerika – here’s what our board looked like as we built this talk together.
Feel free to reach out to both of us if you would like to chat more on this topic!