The end game is federation of services across government ICT.Chris Buxton, Stats NZ\nStats NZ is providing the template for how government agencies can work together, in true collaborative style.\nIt demonstrated this through the new shared government facilities in the revitalised Christchurch central business district.\nStats NZ was the lead agency for delivering the project, and the ICT team stepped up to the challenge by designing an innovative system using a common shared network that will allow the government agencies to work seamlessly in the building with minimal upfront adoption costs.\n\u201cWe had to build for change, it was incredibly empowering,\u201d says Chris Buxton, chief digital officer, at Stats NZ.\n\u201cThis is about interoperability across government and how Stats New Zealand is helping with the rebuilding of Christchurch, says Buxton, who spoke of their work on the Christchurch Integrated Government Accommodation (CIGA) at the recent CIO100 breakfast in Wellington.\nThey had to provide facilities for nine government agencies with varied staff headcounts, from two to 240, requiring 450 work points.\nThe common areas were open to all occupants, so they had to optimise meeting rooms and other facilities. The loss of physical boundaries were factored into the security and resourcing allocation, he states.\nBuxton explains the usual government share model is a co-tenancy model with each tenant having their own segregated areas and supporting ICT. This usually increase costs as each agency has their own cabling solutions, printing and meeting room allocations.\n\u201cWe wanted to create a very low cost agile environment for all the agencies.\u201d\nHe says they wanted to make sure, however, that Statistics New Zealand, did not get into the building and facility management business.\n\u201cIf any of the tenants have to wait for Stats NZ to come to move their staff between desks, we have failed,\u201d he says.\nBuxton had implemented a similar model when he was the CIO at the Government Communications Security Bureau, New Zealand\u2019s foreign intelligence agency, so he applied some of the lessons there to the building in Christchurch.\nThe implementing team followed certain design principles.\nHaving a shared model means the agencies retain control of their information and policy environment with no application or information consolidation.\nThe agencies used existing virtual client systems or mobile devices where available, thus requiring minimal new investment.\nWorkpoints are not agency specific, meaning staff can work anywhere in the building.\nThey also minimised risk using a security model that is accredited and in use within the New Zealand intelligence community.\nThe technologies they used to provide \u2018building as a service\u2019 included wifi networking for guests and BYOD, agency agnostic workstations, calendaring and booking, meeting room technology and follow me printing.\nThe agencies used GNET a telecommunications as a service (TaaS) government connectivity networks.\nDuring the November 14 earthquake centred near Kaikoura, the Stats NZ office in Wellington was among those heavily damaged in the quake.\nTaking lessons learned from the CIGA building, Statistics New Zealand found a location where they used wireless access points. Everybody who had a mobile device could be operating, as soon as their business systems recovered he says.\nThe new offices were set up and connected to the shared services within days of signing the lease, compared to several weeks in the old system.\nHe says the concept is being rolled out in other government facilities - the Ministry of Business Innovation and Employment recently went live with their Christchurch building.\nThe Justice Precinct housing all justice and emergency services in the central business district in Christchurch; and the Auckland Policy Office, the central government hub in Auckland, are planned for later in the year.\nThe end game, he concludes, is federation of services across government ICT.\n\u201cService and funding models will evolve as you go forward so we need to be transparent and adaptable.\u201d\nChris Buxton of Statistics NZ at the CIO100 event in Wellington.\nLevers for changeEd Overy, CIO at KiwiRail, explains the organisation is nine years old but 152 years old as an industry.\nKiwiRail was formed in 2008 but it used to be TranzRail and New Zealand Railways, and they inherited a lot of businesses that made separate decisions.\nToday, the state owned enterprise has 3400 employees with massive fixed infrastructure.\nIT at KiwiRail was a microcosm of the large organisation, it was massively asset intensive, and with fixed costs, he adds.\nWhen he came in three years ago, Overy says he inherited a traditional IT ICT delivery model.\nNo caption\nThe cost of doing nothing was far, far too highEd Overy, KiwiRail\n\u201cWe had an insourced shop of 162 employees,\u201d he states.\nHe says the organisation was good at executing project delivery for a bridge, a culvert or a railway. But he says it could do better at executing technology to make the business change.\nIn 2015, their then new CEO Peter Reidy challenged him to change the way the way IT delivers services to the business.\nThe goal was not just to reduce cost but to change the model of the variable costs. It will use the IT organisation as a test case for changing the way he might change the rest of the business.\n\u201cThe cost of doing nothing was far, far too high,\u201d says Overy.\n\u201cWe to keep working and to work fast, in driving the change,\u201d he adds.\nOvery met with Tim Miles, who was then CEO of Spark Digital, who was also leading the company\u2019s transformation programme.\nWe are both networked businesses, both massively asset intensive, says Overy.\nWe worked with them and we learned what they have done in the transformation.\nThe discussion led to working with Spark for an outsourcing model infrastructure and service management.\nOvery and his team wanted to know how much IT costs at KiwiRail. So they took a year\u2019s worth of transactions, and noted every dollar that was allocated to an activity.\n\u201cWe knew exactly what the IT cost was at KiwiRail and gave that to Spark,\u201d says Overy. \u201cThey had to cost their activities against what we use, so we are working on facts.\u201d\nThey presented the proposal of Spark to the board at KiwiRail.\nThe board requested a third-party review of the business case to validate it and then they went to contract negotiation with Spark in November 2015.\nSince February last year, Spark has been providing the managed services and infrastructure operations for KiwiRail.\nBy the end of last year, the team had completed the migration of 700-plus servers, two petabytes of storage and more than 200 business applications.\nThe 162 staff went down to 50, with 22 transferring to Spark Digital.\nOver says the applications team and architecture parts of the IT function were retained, because they held the critical IP for KiwiRail.\n\u201cIt was a big change job,\u201d says Overy, a year on. \u201cIt is not a technology story, it is a leadership story.\u201d\nConsistent and constant communications are important, he says on some of the key lessons he can share on leading a business transformation.\nOvery says he had a conversation with every single one of the staff affected.\n\u201cThere are some things you can not outsource,\u201d he says. \u201cWe treated everybody with respect.\u201d\nToday, he says, service management has matured.\nIt is not personality led, but process led. \u201cI know the quality of service that I deliver to the business, not by anecdote which it used to be,\u201d says Overy. \u201cEverything is measured and managed.\u201d\n\u201cWe are very much focused on delivery and we have started using some Agile methodologies.\u201d\nWe run a tighter project portfolio that is business led and prioritised with the CFO, says Overy.\n\u201cIt has been a huge transformation.\u201d\nEd Overy of KiwiRail at the CIO100 event in Wellington.\n\nRelated: Object lessons on change management and fostering innovation from Chris Buxton, Ed Overy and other CIO100 leaders\nSend news tips and comments to firstname.lastname@example.org\nFollow Divina Paredes on Twitter: @divinap\nSign up for CIO newsletters for regular updates on CIO news, views and events.\n\nJoin us on Facebook.