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Evslin's Bureaucratic Cloud

by: BP

Fri Mar 12, 2010 at 05:10:00 AM EST


But this switch to web-based government, just like the switch to web-based flight reservations and banking, means better service to clients at lower cost to the service provider. Not too good to be true. March 7,2010

Governor Jim Douglas’ resident smart tech man, Tom Evslin, is still threatening Vermont with an earlier promise of a government that will be run just like web-based flight reservations and banking services. He has expanded on this theme lately and now highlights the wonder of ATMs and computerized bank records as examples of efficiency for state government.  

Another newly added folksy illustration of life after our technological revolution is how easy it will be to apply for a hunting/fishing license. (Currently Hunting /fishing licenses can easily be purchased at most general stores in Vermont.) Perhaps he’s keeping it simple out of consideration for those that don’t share his vision of Vermont bureaucracy “in the cloud.”

But once records become electronic, they're wherever you need them to be. It doesn't matter whether they're in a corporate data center, on a disk in a state office. or somewhere off in a huge computer center operated by Google or Amazon (technically this is called being "in the cloud"). When you need access to them, they're where you are. You can withdraw money from any ATM (at least if you don't mind fees); you can charge at any store; and you ought to be able to go into any government office to do whatever government business you need to do.

He never touches the potential problems with cloud storage of public records on systems accessible through Google or Amazon. Previously his performance at the Vermont State Recovery Office was rated 47th out of 50 at providing required public access to economic stimulus spending and contract bid information. Evslin is a smart fellow, yet he persists in making simple arguments for his brave new world, with only fleeting references to what he calls “current organizational constraints.”  These constraints would surely involve “attendant discomforts, confusion, and fears,” but Evslin glosses over these specifics and proceeds speedily past. No reason to dwell on job and pay cuts.

Anyone with a minimum familiarity with web-based transactions knows the fur-balls that electronic data can cough up. I wish he trusted in his vision and Vermonters enough to raise the level of discussion above 1960’s Popular Science Magazine.  Stop chatting up the wonder of a government as futuristic as ATMs and airline flight reservation systems.

How about an open discussion about who wins and who loses in your bureaucratic cloud? Get out from the closed door meetings and explain to Vermont citizens, (or clients as you call them) how these changes will challenge them.  

BP :: Evslin's Bureaucratic Cloud
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Raise Your Voice!
vermont beta (4.00 / 1)
So I was in my flying car and I noticed a trophy buck down in the woods. I just logged on with my in dash iPad (after setting the autopilot of course - I never flydrive while using my smart device) - I needed a permit and my ammo shipment was set to deliver to my home address. First stop Amazon and UPS to track the flying brown truck. It was docked at the Mt. Mansfield Tip Top skycar diner! Sweet. Scheduled to pick up my box. Checked my email for confirmation and then moved on over to supervermontinthecloud.gov and ordered a hunting license. They put the hard copy in the mail (so quaint! I'll pick it up @ the PO on Town Meeting day - about the only time I set foot in town these days) - and sent an e-copy to my email. Set the skycar down near the radio towers on the mountain and found the UPS flyer hitting on a float skate waitress. Got the ammo and a doubleshot soy latte to go. Suited up in my blaze orange and started tracking that trophy. I just LoVermont! I just wish I could get broadband back in town so I could get that small design business off the ground. BT went bust over some mishandling of $$, but Yankee is still leaking and the fish in the CT are bigger than ever and I can get my hunting license and tags for my skycar anywhere I happen to be! Life is so back to the future!

MY bureaucratic cloud (0.00 / 0)
So is GMD saying we shouldn't make government more effective? Should we ignore the web and its potential, insist that human service clients visit a string of different offices for different programs,always cut benefits rather than deliver them at lower administrative expense, not allow hunting licenses or myriad permits to be obtained online? Shouldn't public records be online and searchable rather than buried in filing cabinets from which it takes a freedom of information request to get them out?

Should GMD fold its tent because it's not on paper and paper is the way people used to get commentary?

I don't think you're saying all that but it's sure what it sounds like.

 


Don't be foolish (0.00 / 0)
I am suggesting that you treat the State and your vision to an open and realistic presentation of winners losers and of cost that citizen(clients)will experience.
Something claiming to be too good to be true better get examined pretty thoroughly because I can't think of anything that ever possessed that quality.  

[ Parent ]
Add Evslin to the list (0.00 / 0)
One more time:

Fraud  
This "challenges for change" ought to be called "changes for all folks who are challenged," not good changes by the way.  Douglas, Shumlin and Smith owe a collective apology to the citizens of Vermont for the infliction of this fraud.  Only those who believe in the toothfairy and pixiedust could think for a minute that there will be millions of dollars of savings in this fiasco.  


[ Parent ]
It never hurts to take a moment for cautionary reflection. (0.00 / 0)
Just this morning I was speaking with a friend out west who is  highly placed in a hi-tech robotics firm; and he proclaimed dismay over the potential for abuse of "cloud computing."  This is a guy who should know, so I am at least once shy without yet having been bitten.

[ Parent ]
Stimulus reports -- From DC (4.00 / 4)
I note that Thursday's Free Press reports some of the benefits from the  ARRA/stimulus funds working in Vermont, a piece of information apparently unobtainable from either our non-transparent state stimulus website or non-existent roadside project signs nixed by the Gov.

The info comes, not from the White House or from the DNC, who might be flogging a political agenda (just as Mr. Evslin and Gov. DoesLess are doing by hiding the information), but from the American Road and Transportation Builders Association, a trade group with an office in Washington, DC.

$85 million dollars in funds have been sent to Vermont for road and bridge work, involving 2,366 jobs. There's apparently another $40 million or so in the pipeline, but you'd never know it if you had to rely on Evslin or Douglas.

NanuqFC
In a Time of Universal Deceit, TELLING the TRUTH Is a Revolutionary Act. - George Orwell  


[ Parent ]
It would be much easier to believe in a cloud panacea (4.00 / 4)
If the existing systems were reliable and if Vermont's ARRA reporting "site" weren't a joke, and if the history of Software as a Service (now called "cloud computing") weren't fraught with extreme expense and low value.

I started working in the Software as a Service industry in the 1990s, before the term was invented, so I thoroughly understand how a well-done implementation of technology can improve the flow and accessibility of information, improving efficiency for those who use it. I also understand that a poor implementation can be much worse than not doing anything at all. In addition, I have been the subject of an identity theft attempt via a supposedly secure big-name financial institution's web site, so I know that one tiny mistake in one piece of software somewhere has the potential to literally ruin a person's life.

If you couldn't even manage the simple requirements of the ARRA project reporting, how are we supposed to trust you to implement an all-departments, all-or-nothing shift to the cloud?

And, of course, some additional considerations arise:

Anyone who has used enterprise-level "software as a service" (SaaS) products, will know that some really stink, others are ludicrously expensive for what they offer, most have abysmal customer service, and all require custom consulting to write code specific to your needs. And once your data has been put onto someone else's hardware, you can't easily get it back, which means become wholly dependent on outside consulting to maintain everything (though it's a good way to become facile in understanding certain foreign accents as you wend your way through the customer service maze, over and over again, whenever you need a tiny bug fix to be made to the system - assuming phone contact is allowed at all for technical requests, which is often not the case, just send a message online and hope they get back to you...).

Often there is a charge per person who uses the system (multiply that by every resident in the state, and it can add up to a pretty penny) and additional bandwidth- and storage-related charges, depending on the amount of data being moved around and stored at any given time, structured to ensure you pay the maximum amount whenever possible.

Most such systems have quality of service terms designed to make it so that their service can be extremely unreliable, and you have no recourse. A 97% "uptime" guarantee sounds really good, but that means that the system can be down for no readily apparent reason for 263 hours a year, in addition to planned outages and unplanned maintenance, which always have their own line items in the contract. In addition, quality of service contracts always place the burden of proof on the customer for proving that lack of access to your data is the fault of the provider, which means a bunch of costly forensic work to track down where an access request failed if you want to try to enforce the QoS terms.

And then there is the question of the time needed to import massive amounts of non-semantic data from legacy systems into the cloud system, which often has different formatting requirements for each field (for example, "null" not allowed as a value in the new system, but allowed on the old system, so every instance of null has to be replaced with some new value that indicates that "there's not supposed to be a value here"; or a hexadecimal flag is used in one system and an integer in the other, and so on), uses different nomenclature, and requires the addition of semantic data to the legacy data in order for the imported data to work.

Then there's the quality control to determine whether the data was entered correctly, and additional quality control to make sure that the software does what it's supposed to do.

Since no one solution will meet all the requirements of the existing system, custom consulting work will be required to make the new system do the job that the state needs it to do, and it's unheard of for the specifications to take into account everything that needs to be done, so those costs will be greater than whatever is quoted initially, since change-orders will be required every time some new missing tid-bit is discovered.

All of these things cost money, and the engineers who work for these firms are paid far more than the going rate in Vermont, and the companies who provide the SaaS system tack on their own massive markups to cover the time of the project manager(s), the account manager(s), the sales team, training, presentations, documentation, and a bit extra just for the sake of profit - which means you're paying far, far more for the same work as if you hired a team of developers directly.

In addition, when data is in the cloud, it's only available where there's internet access. When the internet is inaccessible, so is your data. Given that it was just over 10 years ago that the entire east coast north of NYC lost all internet connectivity for several hours when a fire in a train tunnel burned out the trunk that feeds internet requests to the main East coast routers at Level3, and a few weeks later that the BBN trunk in Cambridge (also serving much of the East Coast north of Boston) was cut by a back hoe, and it was only a few years before that that one of the primary communication satellites serving the US failed, causing massive outages for those dependent on satellite; it's not that far-fetched to assume there will be times when people will need to access data, but that data won't be accessible by anyone. If it's critical data, that could be a problem.

And finally, the current incarnation of SaaS ("cloud computing") is in its infancy, and as a result, there are guaranteed to be many, many security holes in its early years - leaving some of the most personal and private information in people's health, tax, and other records highly vulnerable to theft or exposure.

All of this work will cost hundreds of thousands to millions of dollars. Cost overruns are the rule in the corporate world for SaaS implementations. It will be no different for the state, so the quote in the contract will be a significant understatement of cost.

So, is it worth doing a small, low-risk pilot project that uses some VT employees to move some non-sensitive, non-critical data to the cloud, then test the heck out of the security (perhaps even hiring hackers to try to break in)? Sure.

Is this the time to jump blindly into a massive, extremely expensive shift of all our state's data infrastructure into an entirely new system with the assumption that it will be the perfect, money-saving solution to all our problems, with nary an issue? Not on your life. And no matter what, a wide open, totally transparent process for determining the path to take is absolutely essential.

Beware the Everyday Brutality of the Averted Gaze


[ Parent ]
Thanks for the tutorial (4.00 / 2)
I had sort of an idea of what cloud computing is, but you've provided a much clearer picture of the risks involved at the present time. Yet another Evslin scheme to make government less efficient and less transparent, the better to drown it in the bathtub.

NanuqFC
In a Time of Universal Deceit, TELLING the TRUTH Is a Revolutionary Act. - George Orwell  


[ Parent ]
And I left out (4.00 / 1)
The annual licensing fees, upgrade fees, and the costs of creating a new system or moving to another system when the service provider decides 5 years later to stop supporting the system, because it no longer fits into their "core" business - or worse, because they've jacked rates so much on the bandwidth, storage, or access fees that you can no longer afford to use the system.

It really can be helpful to have a web-accessible system - if implemented correctly (I'd advocate for rigorously-tested open-source solutions maintained by local staff with servers someone can drive to if an emergency should arise).

The solution implemented for the NY State Senate is a good example of a first step.

Beware the Everyday Brutality of the Averted Gaze


[ Parent ]
I thank you also! (4.00 / 1)
There's a lot to understand about these things, and it is apparent that the public will not have the benefit of a full explanation from the Douglas machine.

[ Parent ]
Staw men in the cloud (4.00 / 2)
Certainly the state should not commit any of those straw-man errors you list.  However, the savings being predicted aren't likely to materialize, except through unintended(?) consequences - denial of services through bureaucratic barriers.

The existing state web portal (www.vermont.gov) depends on thinly disguised out-of-state staffing, is financed with extra taxes "convenience fee" surcharges charged to the public, and seems to be oriented more towards promoting the Governor's (and lately Lt. Gov's) press releases than being useful to citizens.

The state is woefully unprepared to properly manage outsourced contracts.  You need to include effective contractor management or you will get robbed blind.  An example that comes to mind immediately is the history of correctional facility medical services contracts.  The costs of contract management are rarely fully included in analysis, or worse yet, the contract management simply isn't done.

The amazingly poor record of the current administration in extending modern telecommunications services statewide speaks for itself.   There is still a significant gap in access to online services based on geographical location, economic status, and educational level.  Conveniently, at least for cost savings, those most in need of state services are least likely to have adequate access.

The current state of "cloud" solutions is addressed very well by another contributor, so I won't repeat all of it.  I do want to stress the problem of vendor "lock-in" both due to the difficulty of getting your data back in a usable form, and the atrophy of in-house capabilities.

Absolutely - make more functions available online.  Look for administrative expense savings -- maybe even in the bloated management & political layers? Implement more one-stop-shopping by grouping logically related services together in the same office. Get those records online and searchable.

Too bad those things don't really seem to be in the works, but rather being used as a smokescreen to hide privatization and service cuts.


[ Parent ]
Reporting on Challenges (0.00 / 0)
When the legislature passed the challenges bill, they gave the administration four weeks to put together preliminary plans and make a report to the legislature including any requests for legislation changes necessary to meet the challenges, The legislature set outcomes - the "what" - and challenged us to come back with the "how". They've now set the date they'd like us to report as March 30. This, of course, will be highly public as it should be as will debate in the legislature.

The Challenges are not a smokescreen for routine budget cutting as many on both the left and the right assume they are. They are a challenge to develop organizations (aided by technology where appropriate) and functions which deliver effectively against the outcomes given the budgets for these areas which the legislature already set. What we DO spend money on will be more important to Vermont and Vermonters than what we don't spend money on.

Hopefully this effort will be successful in delivering better outcomes with an affordable budget. If it is, we may do all of our budgeting by outcomes rather than a crazy-quilt of programs slapped on programs. The legislature will be able to specify objectives clearly and perform its oversight role. The executive can be held accountable for achieving results.

Don't get hung up on cloud computing. We can do what we need to do whether servers are inhouse, at service bureaus, or in the cloud. The point is that we are redesigning services without the limitation of paper records which are only accessible at a single location. There are a mix of technologies available.


And let's not forget... (4.00 / 1)
...the waivers on federal requirements involved.

While we're at it, let's not forget the idea of replacing human contact with kiosks, or as the document puts it:

Since not all clients have access to either the internet or to the equipment, knowledge, or motivation to use it, state offices will have kiosks where functionality will be available with touch screen, document, and card reader capability.  A successful model for this system is airline check-in, where all travelers are encouraged either to perform functions online or at the kiosk where attendants are available to instruct and help. This is a basic change from the old service paradigm of a client waiting in a line...

These kiosks, of course, will be extremely expensive, and will require the use of contractors to build and implement them, which will be great for anyone wanting to get rid of some unionized workers.

Musician, Web Designer, Photographer


[ Parent ]
I can't (4.00 / 4)
speak about other agencies, but the challenges for the Agency of Commerce are not going to be addressed in this charade.  The Agency has no objective or reliable performance data for their current efforts so they have no idea what they're achieving today.  Therefore (since they don't know what they're achieving), it is impossible to have a coherent discussion about redesigning its programs to achieve more with less.  Moreover - and even more importantly - the Agency has demonstrated no desire to honestly measure performance because (like the governor) it is locked into Trickle Down and is incapable of considering alternatives. This is not a recipe for change; it is the mark of ideologues.

As for holding the executive accountable, consider this.  The leg. requires the Agency to prepare a Unified Economic Development Budget showing how much is spent, for what, and with what results.  The first two are easy but the Agency cannot answer the third.  And this year's report is now two months late.  

So much for budgeting for outcomes.  So much for Challenges for Change.


[ Parent ]
Good enough (4.00 / 1)
Hey, what was good enough for the Home Builders Association must be good enough for government.  

[ Parent ]
Since the only option being provided is to "reduce costs" (4.00 / 1)
People in these agencies will do the only quick cost-cutting they know how to do: layoffs, because in trickle-down land, that's what you are supposed to do to cut costs - almost always as the first step.

Of course, layoffs cost more than they save. While a state agency doesn't have to worry about stock prices responding to negative news, it does have to worry about what is going to happen to the institutional knowledge that enables employees to quickly perform duties that require multiple steps and familiarity with specific information.

Study after study has now shown, very consistently, that layoffs have the opposite effect from the one intended (note, this is an extended quote, but the article is quite long, so I'm guessing it falls into fair use guidelines):

That research paints a fairly consistent picture: layoffs don't work. And for good reason.

... contrary to popular belief, companies that announce layoffs do not enjoy higher stock prices than peers-either immediately or over time. A study of 141 layoff announcements between 1979 and 1997 found negative stock returns to companies announcing layoffs ... and the negative effects were larger the greater the extent of the downsizing. ...

Layoffs don't increase individual company productivity, either. A study of productivity changes between 1977 and 1987 in more than 140,000 U.S. companies ... found that companies that enjoyed the greatest increases in productivity were just as likely to have added workers as they were to have downsized. ...  labor costs per employee decreased under downsizing, but sales per employee fell, too.

Another myth: layoffs increase profits. Even after statistically controlling for prior profitability ... downsizing reduced subsequent profitability ...

Layoffs don't even reliably cut costs. ... First, people head for the door-and it is often the best people (who haven't been laid off) who are the most capable of finding alternative work. Second, companies often lose people they didn't want to lose.  ...  about one third of the companies that had laid people off subsequently rehired some of them as contractors because they still needed their skills.

Managers also underestimate the extent to which layoffs reduce morale and increase fear in the workplace. ... When the current recession ends, the first thing lots of employees are going to do is to look for another job. In the face of management actions that signal that companies don't value employees, virtually every human-resource consulting firm reports high levels of employee disengagement and distrust of management. ... active disengagement [is defined as]: working to sabotage the performance of your employer. ...

So, basically, layoffs don't cut costs, don't improve productivity, but do reduce the level of service and result in the best (aka most efficient and knowledgeable) people leaving.

Challenge for Change will undoubtedly lead to more layoffs, legislators have already admitted as much. This will ensure fewer of Vermont's most vulnerable people are well-served, while not really reducing costs.  

Beware the Everyday Brutality of the Averted Gaze


[ Parent ]
A model for efficiency? (4.00 / 1)
...I have to question any move towards efficiency that uses the airlines as a model.  Are we trying to create a State government that is consistenly lurching in and out of bankruptcy and that is best known for its abysmal customer service?  If so, then let's bring on those kiosks - a true symbol of efficiency without effectiveness!


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