Jenny Brooker, Central Digital and Data Office’s new Chief Data Architect, discusses her passion for data, her career history, and her aims and ambitions in her new role.
I am fascinated by the power of data to change behaviour, inform government policy and make a difference to people’s lives. With a background in computer science, I started out writing code for submarines, while working with the UK Hydrographic Office on one of their charting systems, and I quickly found a love of all things data.
Over the next few years, I worked in Ordnance Survey building large scale GIS systems, researching geospatial linked data and leading the development of some of the first Open Data products. Some of my favourite projects included developing the first 3D-enabled national spatial data model for the Kingdom of Bahrain with the Survey and Land Registration Bureau (SLRB) mapping authority. This involved creating an intelligent 2D and 3D data model to aid decision-making across government, business and public services.
Going back to work after having my second son, I knew that I was ready for a new challenge and moved to SGN Gas, a utility company that was investing in developing its self-serve data analytics. My role was to develop the technology and processes to ensure that data could be used by decision makers. This role really taught me the value of access to data for all, and how technology can support that to happen.
After seeing first hand the value that data was bringing to organisations, I moved into the Civil Service and started working in the Maritime and Coastguard Agency, as part of their digital transformation. This was the organisation's first data specific role, and as Chief Data Architect, I was tasked with building the data capability of the organisation, developing the data strategy, recruiting an experienced team and building the underpinning technology to support all our work.
It was an incredible organisation to work for with a diverse range of people and roles, from operational teams delivering life saving rescues, partners and groups improving beach safety, and policy makers increasing safety of lives at sea. From a data architecture perspective, this provided a wealth of data sources, we focused on data and analysis of this data. Having worked with the organisation to set the data strategy, the team were kept busy delivering an in-depth data literacy programme, developing cutting edge data science, and building a data democracy to ensure colleagues could access data at the right time, when they needed it.
From the Maritime and Coastguard Agency, I moved to CDDO. I knew that the Chief Data Architect role at the CDDO would give me the opportunity to make a meaningful impact to support data sharing across government, and hopefully remove some barriers.
I currently lead a team within CDDO that specialises in data architecture, data privacy and data security, with a strong focus on embedding user research into those specialisms to ensure we provide great services. The remit of our team is driven by Mission Three: Better Data to Power Decision Making as set out in the ‘Transforming for a Digital Future: 2022 to 2025 Roadmap for Digital and Data’.
One of the key projects that we are delivering is the development of a Data Marketplace, providing a hub to discover, access and share government data in a legal, ethical and trusted way.
As well as building the frameworks and technologies to support data sharing, we also value the people in the data community who are working in cross-government departments.
My team is keen to understand best practice in data architecture, privacy and security across government, and attends meetings with a wide range of civil servants through communities such as Cross-Government Data Architecture Community (GDAC), API Data Exchange Community, Cross-government Data Sharing Practitioners Community, Cross-Government Data Architecture Community (GDAC) and Data and Technology Architecture Design Authority (DTADA).
When we experience challenges in data sharing, we want to be the team you call to provide help and support, to break the deadlock of sharing data between departments. In order to help solve some of those challenges, we are facilitating this year’s DataConnect23, alongside the Data Quality Hub (DQHub) at the Office for National Statistics, from 25 - 29 September 2023.
This free week-long conference will bring together data experts from across government. It has a diverse agenda created for, and led by, the public sector data community. We are keen for engaging speakers to present a talk or interactive session discussing innovative work and solving data challenges. To register to attend, or propose a session by 14 July, please email dataconnect@digital.cabinet-office.gov.uk or go to https://dataconnect.api.gov.uk.
Reflecting on my career so far, I’ve seen first-hand the benefits that sharing and linking datasets can bring, what happens when you put the data in the hands of the people who need it, and the innovation that it can drive.
The more that we are able to nurture the government data ecosystem, remove the barriers and show the art of the possible whilst also operating responsibly, legally and ethically, the more that we can use data to power our decision making.
]]>Sue Bateman, Chief Data Officer at Central Digital and Data Office (CDDO) discusses DataConnect23 following its launch event on 23 May 2023.
Mark your calendars for 25-29 September 2023 for the third DataConnect conference. It is a partnered event by the Central Digital and Data Office (CDDO) and the Data Quality Hub (DQHub) at the ONS.
We created the event to highlight the interesting data initiatives that often don't get deserved attention.
DataConnect brings together data experts from across government. It has a diverse agenda created for, and led by, the public sector data community.
DataConnect is known for cross team collaboration and innovation. This week of free events offers an arena for anyone working with data in the public sector to:
This year’s theme #BringItTogether centres on the storytelling nature of the event. Led by colleagues at all grades, it will offer:
To realise our data ambitions, we need to work together as multidisciplinary teams, bridge different systems and maximise interoperability.
DataConnect23 offers a unique opportunity to enable service delivery across organisations, and for all to share data, skills and insights.
The launch event on 23 May offered a flavour of the topics and subject matter experts we are keen to involve in September.
Highlights included:
There are many advantages to attending or presenting at DataConnect23.
Benefits of presenting include:
Benefits of attending as a delegate:
This conference is an opportunity to enrich what you are doing as a data professional. We encourage you to bring your passion project or ideas, and share your learnings with others. By showcasing your work, you will enhance content, and broaden understanding for others.
As one team, CDDO and DQHub will help interested speakers curate, lead and take part in varied sessions. Previous sessions have seen enthusiastic participants create content ranging from API platforms to data ethics.
This is an invitation to ask engaging speakers to present/run a talk or interactive session at this year's DataConnect. We are keen for you to take part, engage and network, and come away feeling inspired.
We know the ground-breaking work you do, now it’s time to shout about it, and discuss how you overcome challenges.
To register to attend or propose a session at DataConnect23 from 25 - 29 September 2023, please email dataconnect@digital.cabinet-office.gov.uk or go to https://dataconnect.api.gov.uk.
]]>The ONS’s new Chief Data Architect, Charles Baird, talks about his hopes for the future of data architecture, in and outside the ONS.
I started working for the ONS in January, but my first experience in the Civil Service was when I began working at the Cabinet Office in 2020. Before that, I spent 25 years in the private sector, with the last 13 years running my own company. Our focus was on big data installations, particularly in data warehousing for West End theatres. My own expertise comes from database administration rather than data science or analysis, so I’m definitely more hands-on from the school of data management and design.
Like many others, unfortunately, the coronavirus (COVID-19) pandemic had a significant impact on my business, as our clients were unable to operate. I had already established connections with the Government Digital Service (GDS) while discussing Application Programming Interface (API) Standards. So I was aware of its plans to expand and create the Data Standards Authority (DSA) and I joined the team to support the initiative.
Over time, the DSA’s responsibilities evolved into part of the Data Strategy and Standards Directorate within the Central Digital and Data Office (CDDO). This led to the creation of an official data architecture team, which I ran.
Since GDS and the ONS established the DSA together, I’d always worked closely with the ONS. I was involved in various projects, such as the Reference Data Management Framework and the design authority for the Integrated Data Service (IDS). When I saw the vacancy at the ONS, I couldn't resist the opportunity to apply my knowledge and experience to a larger scale.
My ambition is to make the data architecture team at ONS a centre of excellence, recognised across the public sector. And not only in data architecture, but also in geospatial analysis and data integration and linkage.
There are already many great things happening at the ONS, but not everyone is aware of it. We have ambitious plans for data integration and linkage that no other government team can match. That’s down to the sheer size of the ONS and the volume of data we deal with.
I also want to partner with CDDO to put their data policies into practice, at scale. We want to push forward data standards, develop the metadata model, and contribute to the data marketplace. The ONS is where we can turn theory into reality and show people what this will look like and what benefits they’ll drive.
I’m very lucky that I’ve come into a role where there is already a huge number of exciting projects being worked on by a really dedicated team. Even if I was to focus my role on just shouting about these more, I think it would be a job well done.
I want to add value by helping to ensure the team is plugged into the cross-government communities around data. We will lead by example, share knowledge, and look for ways to join up and promote all the innovative and exciting stuff happening in other data rich departments.
We’re already seeing movement again in the government data architecture community (GDAC) and this is something else I really want to tap into. We now meet monthly and are always looking for more members. If anyone is interested in joining, contact data.architecture@ons.gov.uk.
Looking to the future, I want to see us start conversations and deliver an enterprise data model for government. We will do design work upfront, in collaboration with other government departments to make sure that data is interoperable from the start.
The aim is to get people to conform to data standards and metadata models so that services can interoperate without requiring lots of data transformation.
In a few years time, I hope that we will have established data portability and driven the agenda for data standards forward. This will lead to better data interoperability, making it easier to share data across government and beyond.
I’d like to see us driving forward the use of data standards and the better use of metadata to make discovery and use of data easier. ONS is in a unique position not only as a mass producer of data, but also as a consumer of data.
I’d also like to see ONS contributing to the data conversation by making it wider and richer. We can share our best practices and compare and combine them with ones form other departments. That way, we can get something that will work for all of government.
I would also love to see us stop using the term ‘admin data’ and use ‘operational data’ instead as it’s much more accurate. But I think that’s an uphill battle I’ll never win.
For more information about the regular GDA community meet ups, contact data.architecture@ons.gov.uk.
]]>To celebrate National Apprenticeship Week (6 to 12 February), we explore the Office for National Statistics’ (ONS) Data Architecture and Engineering Apprenticeship scheme.
James Evans, ONS’ Head of Data Architecture Strategy and Coordination, tells us what it is, why it was developed, and its impact so far.
The Data Architecture Apprenticeship Scheme is an initiative we’ve started in Data Growth and Operations at the ONS. We saw our first cohort of apprentices in March 2022.
It’s well reported that there’s a digital skills shortage in the UK. We developed the scheme to support recruitment within the design, data and technology (DDaT) field.
The course is a level three and level four data technician apprenticeship run over two years. Once completed, it is the same as two A level passes.
You don't need any experience or qualifications in data architecture or engineering to apply, just a desire to learn.
Not only are we training people to our high standards, but also helping to tackle the wider digital skills shortage.
We include interview techniques and job applications as part of the training. This ensures our apprentices have the right tools for their next step, wherever that may be.
Of course, we hope they choose to stay with us at the ONS after they’ve completed the apprenticeship. But there’s nothing stopping anyone from applying for roles elsewhere. And they'll have the knowledge and skills to do so.
Like other organisations, The ONS was experiencing unsustainable recruitment shortages. We were spending £600 to £900 a day on external data engineer and data architect contractors.
We realised the money we spent on contractors for one financial quarter would fund 10 apprentices on a two-year apprenticeship.
With help from the central talent team, we made a business case. After going through various checks and processes, it was approved. The first cohort received around 70 applications.
The talent team identified training providers of that specialism. The government then funds the theory and assessment side of the training.
The apprentices spend one day a week on theory-based learning, such as data modelling. This is until they have completed a portfolio of work.
Their portfolio includes evidence of skills and behaviours, such as cloud technology. This side of the training is what the government funds. The rest of the week is ‘on the job’ experience, which the ONS pays as a salary to the apprentice.
In our first cohort, we had 10 apprentices who we are training under the scheme for two years.
For the first year, where possible, apprentices are on a four-month rotation between data engineering and architecture. Then, the second year focusses on which specialism they wish to pursue.
The ONS plans to recruit 10 apprentices in its next cohort, which starts in March 2023.
We’re also hoping to recruit a somebody who has industry experience to be a mentor and coach. They will support our established engineers in maintaining best practice, provide one-to-one development for apprentices and develop coding classes. The entire office, regardless of grade or experience, can get partake.
We’re also exploring if we could ‘exchange’ apprentices to other government bodies, such as HMRC or Ordnance Survey, for six months or so as part of the scheme.
It would be a win: win for everyone:
I’m excited to welcome future talent to the ONS and see where the scheme goes in the future.
Ben is a 25-year-old maths and statistics graduate from Locks Heath. He started his apprenticeship with the ONS in March 2022.
He said:
“I’ve always wanted to work in the Civil Service, and at the ONS in particular.
“I’ve always heard good things about the benefits of the Civil Service, like its pension and flexi time. I want to work somewhere that helps people, not help line someone's pockets.
“I’ve always been interested in statistics so when I saw the apprenticeship scheme at the ONS, I raced to apply.
“I’m loving it so far. The people I work with are always supportive and friendly. The projects I’m working on are also really varied and involve lots of coding, which I love.
“Being more of a night owl, I often take advantage of the flexi time to start and finish my work later.
“I’m also moving to Lincoln soon, so the flexi time will be really useful for the move.
“Despite moving to practically the other side of the country, the only thing that will change jobwise is the office I’ll be based in. I’ll certainly miss my 20-minute walk commute on the days I don’t work from home.
“When my apprenticeship ends, I’ll definitely stay at the ONS if I can – assuming they’ll have me.”
]]>With colleagues, I was lucky to recently meet with Mark Sowden (Government Statistician, Statistics New Zealand), Rachael Milicich (Deputy Government Statistician, Insights and Statistics), and Dr Craig Jones (Deputy Government Statistician, Data System Leadership) at the ONS. We shared our experiences of the opportunities and challenges that the UK and New Zealand are facing around data trust and ethics, system stewardship and joining together administrative data.
On data trust and ethics, both New Zealand and the UK are dealing with a similar set of issues, and actively working to address issues around social licence and ethical use of data. I was really interested to hear about the open approach New Zealand have taken around algorithmic transparency, for example they published the Algorithm Charter in 2020. They were impressed with the UK Office for Statistical Regulation in championing how statistics are produced, used and valued, and the need for independent official statistics in uncertain times. New Zealand does not have the same level of assurance, with Statistics New Zealand producing most of the official statistics, but other agencies produce many of what they refer to as ‘Tier 1’ statistics. In the UK, there is a regulatory approach to enforcing the quality standards required to maintain independent statistics and UK Ministers are required to sign a code of practice about the appropriate use of statistics. On social licence, they were also impressed by their engagement with the Centre for Data Ethics and Innovation, who are using deliberative polling methodologies – giving people scenarios where their information is used in different ways and assessing their level of comfort with that use.
On system stewardship and capability building, Stats NZ has a very mature stewardship approach, having been assigned a legislative role as system lead for data across the New Zealand public service under the Public Service Act 2020. They were impressed with the UK government approach to professional and functional leadership, with a Head of Profession being assigned to the digital, data and technology profession, and then functional heads. There was some interest in the Irish stewardship model whereby statisticians are seconded into agencies, but New Zealand do run a federated model in any case. I know from a data quality perspective that we certainly find having analysts in departments is helpful to both clarify user and business needs , and to improve data quality upfront in the data pipeline.
On joining up administrative data, New Zealand has a strong foundation using joined up administrative data already and is looking to focus its efforts on social statistics to the extent that is possible. We are both moving in the same direction as we think about timelier, joined up statistics, particularly for administrative data in the UK, and we both saw a benefit in continuing to exchange ideas, opportunities and challenges given we are broadly on similar time frames. While key decisions are still to be taken, New Zealand is looking at whether their Census in 2028 will be another ‘combined’ Census or whether any field enumeration is required at all. New Zealand has many advantages given the maturity of its integrated data programme already, but ONS will likely move faster in the light that we are leveraging cloud based technology through the Integrated Data Service. We also have a broader ambition for a matching service which joins-up indexed data for the public good, which means getting our cross-government architectures aligned and interoperable. But, anyway the race is on about moving to administrative based data sources and we will be making a recommendation to Ministers about the census next year.
I hope you’ll see what a valuable learning experience this was, and a great opportunity to keep the dialogue open and build stronger relationships in order to enhance data capability across the World and across government, and not just data capability at the ONS.
]]>From the outset of the project a key challenge was ensuring that the appropriate legal infrastructure was in place for sharing data. It was vital that data suppliers felt comfortable that the data they were sharing was secure and protected. As Joy Preece the Data Access and Supplier Manager at the time describes: ‘This was a use of health data in a way that hadn’t been done before and it wouldn’t have been possible if we hadn’t had the building blocks of really clear data and user protection guidelines.' Joy also describes how this formed part of the foundation or ‘invisible work’ that was in place, and how this enhanced ONS’ reputation/ credibility with external partners, making it easier when negotiating with the NHS and other data providers.
A foundational element of the award-winning project was its ability to attract senior level buy-in the from the start. As Michelle Arnold (Project Manager) highlights: “This is a large and complex project and getting senior level sponsorship, including senior stakeholders, hooked in and engaged from the start really helped get everybody in the room.’ A key challenge that the project presented related to the quality of the data received from suppliers, which in some cases was poor or inconsistent. Therefore, the project team had to ensure that this data was properly interrogated, fit for purpose and that any issues were quickly resolved.
Dean Jathoonia (Data Linkage Lead) expanded on why getting the relevant colleagues involved was key to meeting this challenge, adding: ‘It was incredibly apparent throughout the process how important it was for Data Linkage and Data Engineering to work together as part of the same team - they are two sides of the same coin and being joined up was essential.’ Tom Apps (Product Owner) agreed that getting the right people in the room was vital because: ‘…it meant we weren’t making assumptions or decisions that would negatively impact colleagues in other parts of the organisation.’
Whilst buy-in from all key stakeholders is an obvious requirement of any successful collaboration, the AIG award is also recognition of how the collaboration worked so effectively in an extremely fast paced environment. More specifically, data sets that would ordinarily take months to process were made available to users in much shorter timescales. This was only possible through the close cross-government collaboration that helped the project team gain a detailed understanding of the datasets, before aligning them with ONS’ coding and linkage methods. As Dean Jathoonia describes: ‘Having the right coding experience, and clever people working together, has changed what was a labour-intensive and long-winded process into something that can be run routinely, with ease, freeing people's time to delve further into the data’
Public Health Data Asset icon image
One of the most important achievements of the PHDA has been to act as a catalyst for several innovative projects to link integrated data assets, as Oli Denyer (COVID Senior Delivery Manager) outlines: ‘ ...this includes the development of the Health Integrated Data Asset (HIDA) which is consistent with the linkage style of Reference Data Management Framework (RDMF) and will be fully maintained and used for research.’ The HIDA is among a suite of exciting projects that were inspired by the PHDA, the aim is to launch a Minimum Viable Product (MVP) for the HIDA later this year.
For more information on any of the projects featured in the post please email data.architecture@ons.gov.uk
]]>So, what are taxonomies? Well, I’m glad you asked because a taxonomy is simply the classification of data into categories, which can be complex and hierarchical. Examples of this are the UK Standard Industrial Classification (SIC) or the Standard Occupational Classification (SOC), which has nine groups of occupations from managers, directors and senior officials to elementary occupations, each with their own sub-groups. Taxonomies can also be flat. In this sense, they may be code lists such as gender.
Taxonomies are used extensively across government and are a crucial component of data. They are fundamental for producing quality data and statistics, yet there is no central governance mechanism for taxonomies in the UK. Following EU exit, this is particularly important as the UK are no longer legally obligated to implement some taxonomies that have been developed and are owned by the EU. It is necessary for there to be a UK mechanism and a clear process for deciding and recommending which taxonomies to adopt nationally.
The lack of central governance and a UK central body to oversee taxonomies has led to a lack of taxonomy coordination and sometimes to the use of outdated taxonomies or departments using ‘tweaked’ taxonomies for their own purposes, which impacts comparability between data sources. During the height of the pandemic, for example, such issues meant that individuals had trouble accessing benefits as a result of organisations using different taxonomies.
Establishing a Taxonomy Oversight Group as a sub-group of the cross-Government Data Architecture Community (GDAC) aims to address these challenges by providing transparency and aiding the governance of taxonomies used across government, particularly the Government Statistical Service (GSS). It will provide the standards, policy and assurance needed to resolve the absence of effective central governance. The group makes recommendations to the DSA, who follow its existing governance mechanisms to endorse taxonomies put forward by the group for cross-government use.
TOG is not solely limited to government professionals; it brings together data management and subject matter experts from across the public sector and third sector as well as government. Some of the departments and organisations who are a part of this community are Cabinet Office, Warwick University, Nesta, Gatsby Foundation and the Scottish and Welsh Governments to name a few. This enables TOG to have greater impact across sectors and break down barriers between the government and other sectors.
Members of the group will work together to provide guidance and advice which lead to better government data management practices. The group will ensure a unified approach across the four UK nations, enabling clear decisions on ownership and associated responsibilities, which is also a necessary foundation to assist with the need for the UK to maintain strong international influence.
TOG is currently in its test phase and is made up of the central Taxonomy Oversight Group and four Task and Finish Groups who are working on different test cases. The test cases are, skills, vulnerability, Classification of Individual Consumption According to Purpose (we are glad it has the acronym: COICOP), and industry. Each test case has its own host of challenges and work is currently underway by members to address them.
As part of this work, we’re aiming to make these cross-government taxonomies more accessible and visible, together with management information such as point of contact and ownership, revision processes, and which organisation represents the UK on relevant international groups.
Ultimately, TOG will provide a vital contribution to achieving the National Data Strategy vision of maximising the value of data in the UK. It is reflective of what can be achieved when organisations work together to address challenges and develop solutions for data alignment.
This blog is the first in a series of follow up blog pieces so keep an eye out for more detail on how the work progresses as well as insights into what makes a good taxonomy. And finally, if this blog has sparked your interest, please contact data.architecture@ons.gov.uk to find out more information or express your interest in becoming part of the community.
]]>The Standard Occupational Classification (SOC) is a framework used to classify occupations according to skill level and specialisation. It assigns all jobs a four-digit code based on the skills and qualifications needed for the role. It enables the comparison of occupations across different datasets.
Many existing users of SOC felt that the existing four-digit SOC did not provide sufficiently granular detail to meet their needs. The SOC extension project was formed to address this need by developing an additional layer of detail which has been termed a ‘Sub Unit Group’ level comprised of six-digits.
From the outset, the team knew that an extended framework would hold value by identifying emerging occupations and aiding the tracking of employment trends. The economic impact of COVID 19, which has resulted in a significant shift in the demand and availability of specific roles, as well as long term issues such as Brexit and automation, make the extension more relevant than ever. Greater detail in the classification of roles can:
The combined result has been an increase in the number of occupation groupings from the existing 412 to 1,463. The second edition of the extended framework has recently been published and is now available on the ONS website.
At the beginning of the project, the focus was firmly on providing a resource to support those using SOC in an operational context to have a better understanding of role and occupation classifications. Statistical production was at this point firmly out of scope. However, as the project progressed, the strong demand for more granular SOC statistics became clear. The project is therefore expanding and is addressing the challenges involved in making statistical production at the extended level a reality.
The publication of the SOC 2020 six-digit index, which contains around thirty thousand UK job titles, represents the first step towards enabling the automatic coding of survey data. The index accompanies the SOC 2020 extended framework . The job titles within the index have now been matched to the framework and are available as an online resource. This enables the look up of any UK job title to the relevant six-digit SOC code.
Alongside this, we have developed Sub Unit Group descriptions to aid both automatic and manual coding of data. The development of these descriptions adds further clarification to the types of occupation included within a given group. Their production has played a significant role in the ongoing development and refinement of the framework which has led to the second publication.
A Standard Industry Classification (SIC)/Standard Occupation Classification (SOC) matching tool developed internally to ONS has been used to trial the matching of occupations from previous Census data to Sub Unit Groups. The team are analysing the outputs of this work, but early indications are encouraging. It should be noted that matching tools will not achieve 100% match rate with adequate quality, at the six digit level and the four-digit level; some level of clerical matching will be required. Work is continuing to maximise the automatic match rates of test data and explore the feasibility of clerically matching the remainder. Once complete, the ambition is to produce experimental statistics at the six-digit level.
There are still questions which need to be answered about the practicalities of how six-digit SOC can be incorporated into survey design, and any impact that this could have on data collection. The team need to improve their understanding about the impact that a widened classification could have on both the automatic and manual coding of data. Additionally, they need to consider issues around maintenance, updates and management of the extended framework and supporting materials.
The team are keen to begin to work with partners both internally in ONS and external users, to explore further how the extended framework could be successfully implemented into their areas of work.
If this blog has grabbed your attention and interest, please visit these website pages to find out more about the project, and to access the new version of the framework. The team are also hosting a show and tell session to give more detail about where we are now. Sign up to the talk by following the Eventbrite Link.
If you work with SOC, if you feel that the extension could have implications for the work you do or would like to learn more about the project please contact the team at SOCExt@ons.gov.uk
]]>DataConnect21 is co-hosted by the Government Data Quality Hub and the Data Standards Authority at the Central Digital and Data Office, and supported by DAMA UK, the data professionals community. It brings together teams from across government, Local Government and the public sector to showcase their work, sharing learning and unpack some of the data community’s most important questions.
There's an exciting range of online events ranging from data architecture, metadata, data standards to data ethics, governance, to data quality and security. Build your own agenda across the week with sessions relevant to you.
Participating organisations include Sedgemoor Council, DWP Digital, DAMA UK, HMRC, National Innovation Centre for Data , Department for Education, Open Data Institute, Office for National Statistics, Open Data Institute Leeds, NHSX, Manchester Digital, Cabinet Office, Information Commissioners Office and many more.
There's also an in-person day in Manchester on Thursday 30 September for those based in and around the city.
DataConnect21 is an important opportunity for us to champion foundational data specialisms such as data architecture, metadata, data modelling and data engineering for successful data sharing and data use across government and the public sector.
We've lined up a series of events with key people from across government including Alison Pritchard, Deputy National Statistician at ONS, Tom Read, Chief Executive Officer of Goverment Digital Service, Paul Wilmott, Chair of the Central Digital and Data Office. Tomas Sanchez Lopez, Chief Data Architect at Office for National Statistics will be chairing an event with Sarah Burnett, Chief Data Architect at Defra and Lisa Allen, Head of Consultancy for Data Programmes at the Open Data Institute.
There are also sessions on data architecture, metadata, data engineering, business glossaries, data sharing and much more. We'll also have a special cross-Government Data Architecture Community meetup - find out more about this cross-gov Community and how you can join. GDAC is open to anyone working in a data architect or related role across government and the public sector.
DataConnect21 is open to all government, Local Government and public sector staff regardless of grade – we welcome everyone with an interest in data. That includes senior leaders, data architects, engineers, modellers, delivery managers, developers, product owners and related professions. This is our most dynamic and ambitious data event yet so we’d like you to encourage your colleagues, or anyone you’re working on a data project with to attend.
To see the schedule and register to attend, visit the DataConnect21 website and follow us on Twitter @DataConnect21.
]]>However, upon a re-watching of the classic Steven Spielberg dinosaur-based action movie, Jurassic Park I found myself thinking… Data Architecture could have saved the day here!
Apart from needing a new hobby, it then got me thinking about how Data Architectures principles could be applied to various movies – here are my top three:
It’s dark, you’ve been chased by dinosaurs over this warm island for too long and you decide to take shelter in the main compound. Bad news… that damn computer technician has disabled all the locks to make good on his escape.
You hear a noise outside… the velociraptors are trying to get in, you quickly scurry to the computer to find this…
… a mess of files.
So, for those who haven’t seen the movie, one of the characters must hack into the computers and find the “door lock” button. Their job would have been so much easier if only they had a half decent Data Architect looking after this information.
Ensuring data is correctly stored and managed is one of the important roles we play within our organisations.
Having consistently labelled an easy to understand data and help it flow around an organisation easily.
In the case of Jurassic Park, a clear set of Data Standards would have made it incredibly easy to find where the door locks are!
Talking about finding information easily…
What would Gandalf have given for a half decent set of glossary terms in the Minas Tirith library?
For those who don’t know the story, there is this magical ring that an unassuming creature called a hobbit has. The very wise wizard Gandalf thinks there is something not right about this ring and rides to a library in a place called Minas Tirith to look for answers. Those who have seen the movie will know after a quick montage he realises what is up, but in the books… he’s in that library for 16 years!
Imagine if the principles of a Business Glossaries had been embedded in Middle-Earth.
In short, they are a way of governing our organisation’s business concepts and terminology along with the associated definitions and relationships between those terms. A simple look for “Scroll of Isildur” or “One ring” and he’d be back to the Shire before anyone would have known there was a problem!
Also… Minas Tirith Library could have done with some better cataloguing. 16 years to find a book is way too long – a simple catalogue with the right metadata would also make looking up terms like “evil ring that could doom all of middle-earth” much easier to find…
However, while these two have been helpful in showing us how it can be used for good, what about if it is done badly?
For those who haven’t seen this action-packed film, the world is a giant simulation developed by machines to use humans as power cells. The heroes are a group of hackers who can go in and out of the world, or the Matrix, as they please that are trying to bring the whole thing down.
Now, one thing you can absolutely be assured of is that the machines, sentient artificial intelligence, would have an incredible data management system to be able to control the lives of every human and a whole robot army.
One key thing data architecture does is help make sure information flows around an organisation effectively and eliminates duplication of work. What the machines suffered from though is the same issue we face today – poor information management.
Not being able to track and monitor where all their assets are leads to Neo, Morpheus and Trinity being able to break the system apart entirely (Wake Up by Rage Against the Machine starts playing about now).
What have we learnt?
As the examples above show, Data Architecture principles are not just boring standards or dull "to dos".
They are instead at the heart of all good digital practices.
We are always looking for ways to help standardise and use data so that it becomes easier for staff across our organisation, and across government, to make sense of the data they use.
Underpinning this work allows the government to be more relevant, deal with the challenges they face more effectively and, ultimately, help deliver the vital services this country relies on.
If you have any ideas of where Data Architecture principles could be used in a film - let us know in the comments!
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