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UNeGov.net Leadership School on
Electronic Governance
Bishkek, Kyrgyzstan, 22 May 2008
National Information e-Government Department United Nations United Nations
Technology Center Prime Minister Office Development Program University IIST Center for
Kyrgyz Republic Kyrgyz Republic Kyrgyzstan Electronic Governance
Background – Case for Change
Governments around the world are under pressure:
o from globalisation
o from fiscal demands
o from evolving societies
from citizen expectations
CASE FOR CHANGE
o
o from international institutions, etc.
They are expected:
o to be responsive to social change,
o to address public concerns,
o to deliver effective government programs,
o to manage public funds efficiently,
o to implement the principles of good governance as a precondition for assistance
programs/grants, etc.
The pressure is likely to increase as the Information Society becomes more widespread.
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 2
Background – Change Through Technology
Electronic Government - How to apply Information and Communication Technology,
particularly the Internet, as a tool to achieve better government. [OECD]
ELECTRONIC GOVERNMENT
Electronic Government is not an aim in itself.
It is a tool to enable:
o better policy outcomes
o higher quality of public services
o more effective government programs
o more efficient and judicious use of public funds
o greater engagement with citizens and businesses, etc.
Electronic Government is more about Government than about “e”!
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 3
Background – Change Through Reform
Public Sector Reform (PSR):
PUBLIC SECTOR REFORM
o introducing customer orientation
o providing quality public services
o adopting business-like management
o promoting cooperation between agencies
o increasing citizen engagement and trust, etc.
Electronic Government and Public Sector Reform are inter-dependant:
Electronic Government enables Public Sector Reform
PSR is needed for Electronic Government to deliver concrete benefits
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 4
Background – Implementing Change
Processes Reengineered administrative processes
ENABLERS
Technology Integrated enterprise solutions connecting agencies
Policies Rules and regulations governing implementation and execution
People Public workforces trained in leadership, managerial and technical skills
1) Over-reliance on technology
2) Inadequate public consultation
3) Insufficient collaboration in government
4) Lack of emphasis on building human capacity
RISKS
5) Absence internal ownership, vision or strategy
6) Poor management and lack of business case
7) Direct adoption of solutions designed for other governments
8) Insufficient learning and research to precede implementation
9) Insufficient administrative reform to accompany e-Government, etc.
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 5
Background – Prescribed Approach
Focus Extending the focus:
o from Electronic Government
technology-based improvement inside government
o to Electronic Governance
improvements in interactions between government, non-government
and civil society entities
Alignment Alignment of Electronic Government and Public Sector Reform roadmaps, with
well-defined and updated policies and strategies to drive initiatives.
Inclusiveness Multi-disciplinary, multi-stakeholder and community-oriented approach.
Partnerships Governments, academia, industry, civil society working together.
Local Capacity Local capacity existing for research, strategy development and planning.
International International efforts to share experiences, transfer knowledge, develop generic
Cooperation and customizable solutions, and align national approaches.
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 6
Institution – United Nations University
Mission To contribute, through research and capacity development, to efforts to resolve the
pressing global problems that are the concern of the United Nations, its Peoples and
its Member States.
Roles o An International Community of Scholars
o A bridge between UN and international academic community
o A think tank for the UN system
o A developer of capacity, particularly in developing countries
o A platform for dialogue and creative new ideas
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 7
Institution – Structure
Structure o Headquarters – Tokyo, Japan
o Three programs:
1) Peace and Security
2) Environment and Sustainable Development
3) Capacity Building
o 16 Research and Training Centers:
1) World Institute for Development Economics Research, Helsinki
2) International Network on Water and Health, Hamilton, Canada
3) Programme for Biotechnology, Caracas, Venezuela
4) Institute for Natural Resources in Africa, Accra, Ghana
5) International Leadership Institute, Amman, Jordan
6) International Institute for Software Technology, Macau, China
7) …
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 8
Institution – Center for Electronic Governance
Identity Part of UNU International Institute for Software Technology
Location Macao:
o geography - Pearl River Delta, China
o population - 488,144
o languages - Chinese and Portuguese
o political status - Special Administrative Region of China
o currency – Pataca
o law – Chinese, in Portuguese tradition
o government – about 20,000 civil servants, 50+ agencies under 5 secretaries
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 9
Institution – Identity
Mission To build capacity and provide know-how and advice in planning, implementing and
evaluating programs for e-Governance
Activities o Applied research
o Development:
software development
good practice development
human capacity development
institutional capacity development
development of communities of practice
o Dissemination
Partners o Government agencies in developing countries
o Universities in developing countries
o International and UN organizations
o Other centers of excellence
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 10
Institution – Presence
Websites www.egov.iist.unu.edu
www.icegov.org
www.unegov.net
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 11
Institution – Projects
Projects No Title Type
1 Strategic IT Planning for Public Organizations Strategic
2 Standards and Best Practices for Electronic Government Strategic
3 Alignment between e-Government and Public Sector Reform Strategic
4 Software Infrastructure for Electronic Government Technical
5 Semantic Interoperability for Electronic Government Technical
6 e-Macao - Building a Foundation for e-Government in Macao Program
7 UNeGov.net – Community of Practice for e-Government Community
8 WEMS – Wildlife Enforcement Monitoring System Environment
9 OCW – Open Courseware for UNU Educational
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 12
UNeGov.net
Mission
UNeGov.net aims to build a Community of Practice interested in developing, sharing and
applying concrete solutions for Electronic Governance through research, development and
community-wide collaboration, with emphasis on the needs of developing countries.
Objectives
1) Advance the practice of Electronic Governance.
2) Focus on solutions to concrete, practical problems.
3) Reach consensus on best practices and advancing the field.
4) Facilitate the sharing of experiences and resources.
5) Support interactions between experts and practitioners.
6) Consider the challenges facing developing countries.
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 13
UNeGov.net – Members
1) Public Administration Government:
2) Information Technology 1) Technology/Reform Managers
3) Information Society 2) Chief Information Officers
4) Knowledge Management
5) Sociology 3) Decision Makers
Practitioners
6) Economics
Experts
7) … Industry:
5) Consultants
6) Solution Providers
Academia:
7) Researchers
8) Educators
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 14
UNeGov.net – Scope
Tunisia
Palestine
Argentina
Nepal
Colombia
Nigeria
India
Korea
China
Mongolia
Cameroon
etc.
Countries:
Themes/
Affiliations:
legislation
financing
organization
Experts
Experts
capacity building
electronic democracy
electronic administration
infrastructure development
etc.
government
Practitioners
industry
academia
civil society
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 15
UNeGov.net - Activities
1) portal repository of resources
2) practice collaborative problem-solving
3) workshops network-building workshops
4) schools capacity-building schools and courses
5) projects research, development, capacity-building projects
6) reports state-of-practice and state-of-the-art reports
7) surveys assessing the global state of e-Government
8) curriculum e-Government skills required for public workforce
9) conferences conference on Theory and Practice of e-Governance
10) other other activities to support and promote the initiative
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 16
UNeGov.net Leadership School – Aim
Aim
To provide participants with a good understanding of Electronic Governance.
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 17
UNeGov.net Leadership School – Objectives
To teach how to carry out strategic planning and develop both organizational and technical
Objectives
structures for Electronic Governance.
To exchange international and local experiences on e-Government development in general
and within the framework of the UNeGov.net Community of Practice in particular.
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 18
UNeGov.net Leadership School – Program
1 – Concepts Introducing e-Governance
What is e-Governance about?
Program
2 – Planning Strategic Planning for e-Governance
How to realize the vision of e-Governance?
3 – Organization Engineering Structures and Processes for e-Governance
How can organizations effectively use e-Governance?
UNU-IIST Center for Electronic Governance, www.egov.iist.unu.edu Leadership School, Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 19
Overview
Introduction to 1. Concepts 4. Front office
Electronic Government 2. Reasons
4.1. on-line services
4.2. citizen engagement
2.1. efficiency
2.2. customer focus 5. Back office
2.3. policy outcomes 5.1. organizational change
Tomasz Janowski 2.4. economic objectives 5.2. leadership
2.5. public reform 5.3. coordination
2.6. citizen engagement 5.4. inter agency collaboration
Center for Electronic Governance 5.5. e-government skills
post P.O. Box 3058, Macau
3. Challenges 5.6. public-private partnership
3.1. legislative barriers
email tj@iist.unu.edu 3.2. budgetary barriers 6. Summary
tel +853 28712930 3.3. technology change
3.4. digital divide
fax +853 28712940
url www.egov.iist.unu.edu
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 2
Government and Society Response
Governments are under pressure: Public reform:
● from globalisation ● customer orientation
● from fiscal demands ● business-like management
● from evolving societies ● citizen engagement and trust, etc.
● from citizen expectations
ICT on governments' agendas:
They are expected to be responsive to social change, to address public
concerns, to manage public funds efficiently, etc. ● e-government strategies
● e-government development targets
The expectations on governments grow as IS is more widespread. ● e-government coordination offices and structures
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 3 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 4
Resistance e-Government
At the same time: Different definitions:
● Governments adapt slowly ● Internet (on-line) service delivery and other Internet-based activity by
governments – front-office only
● Governments tend to regard e-government as only one among many
challenges they confront ● All uses of ICT by governments, on-line and off-line, front-office and
back-office
● Capacity to transform public administration through the use of ICT or
new forms of government built around ICT
They reflect different priorities in government strategies, and shift as
priorities change and progress is made.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 5 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 6
e-Government Definition e-Government as a Tool
e-Government is not an aim in itself.
Definition [e-Government]
e-Government refers to the use of ICT, particularly the Internet, as a tool to It is a tool to enable:
achieve better government.
● better policy outcomes
● higher quality of services
● more efficient use of public funds
● more efficient government processes
● greater engagement with citizens and businesses
● improvements in other selected performance indicators
● etc.
e-Government is more about government than about “e”!
What starts as a technical exercise at developing more responsive public
services becomes an exercise in governance.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 7 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 8
Overview
1. Concepts 4. Front office
4.1. on-line services
2. Reasons 4.2. citizen engagement
2.1. efficiency
Reasons for Electronic 2.2. customer focus
2.3. policy outcomes
5. Back office
5.1. organizational change
Government 2.4. economic objectives
2.5. public reform
5.2. leadership
5.3. coordination
2.6. citizen engagement 5.4. inter agency collaboration
5.5. e-government skills
3. Challenges 5.6. public-private partnership
3.1. legislative barriers
3.2. budgetary barriers 6. Summary
3.3. technology change
3.4. digital divide
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 10
Reasons for e-Government Efficiency
The main reasons to embrace e-government: Cost reduction is the major driver for ICT use by governments:
● e-Government improves efficiency ● Replacing paper-based application processes with Internet applications –
● e-Government improves service quality cut down costs of data re-entry and checking
● e-Government helps achieve policy outcomes
● e-Government contributes to achieving economic objectives ● Improved booking arrangements – more efficient use of scarce resources:
● e-Government can be the major contributor to reform skilled staff and facilities
● e-Government builds trust between citizens and government
● Greater sharing of data within government – eliminate costs of multiple
Until now, the main drivers for e-government have been efficiency gains and collections, data reconciliation and checking
effective delivery of policy outcomes.
● Reduce government publication and distribution costs by relying more on
Recently, the focus has shifted to other objectives: improving services, on-line publications, etc.
increasing accountability, facilitating engagement.
Greater efficiencies are generated from ICT projects that involve transformation
of business processes.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 11 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 12
Example: Efficiency Exercise: Efficiency
Example [e-Procurement in Italy] Exercise [Efficiency]
Italian Ministry of Economy and Finance adopts e-procurement to increase Consider how your agency introduced ICT.
efficiency, policy outcomes and stimulate e-commerce.
1) Was it an aim to reduce costs? .......................
Three procurement channels:
2) Were any cost reductions created? .......................
● e-auctions
● e-marketplaces 3) Was ICT adoption preceded by process restructuring? .......................
● on-line product catalogues
New legislation, transactional procurement website, ICT applications created, Provide examples of ICT-induced cost reductions that:
existing businesses processes re-engineered.
4) have taken place ..............................................................................
Benefits: 30% reduction in the cost of goods and services, adoption of e-
commerce practices by suppliers, etc.
5) could have taken place .............................................................................
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 13 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 14
Customer Focus Customer Focus Initiatives
Adopting customer focus is the main part of the countries' public reform e-Government initiatives to improve customer focus:
agendas and e-government strategies.
● On-line portals focused on particular topics or groups, bringing together
relevant information and services
Definition [Customer Focus]
Customer focus is about providing citizens and businesses with a coherent ● Targeting of on-line information to specific groups of citizen so that relevant
interface with government which reflects their needs rather than the structure information can be found more readily
of the government.
● e-Mail lists to push customised information to specific groups, whenever
the information becomes available
● Allowing identified users to carry out routine transactions with the
government as on-line government services
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 15 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 16
Example: Customer Focus Exercise: Customer Focus
Example [Customer-Focused Portals in Mexico] Exercise [Customer Focus]
The Government of Mexico launched a government-wide portal that Consider how your agency serves citizens and businesses.
organizes information in a thematic and not institutional fashion.
1) Is customer focus part of your agency's service policy?
For instance, under “work” theme one can find:
...................................................
● labour rights
● public housing 2) Provide examples of the measures taken to enhance customer focus:
● job matchmaker services
● taxation on labour services, etc. ...................................................
Over 1500 services from about 100 government agencies. 3) What measures could have been taken?
The bundling of information and services in thematic channels required ....................................................
horizontal coordination of government agencies.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 17 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 18
Improved Policy Outcomes Economic Objectives
e-Government can help achieve better outcomes in major policy areas, such as: Through reduced corruption, greater openness and increased trust in
government, e-government contributes to economic objectives.
● Taxation policy - improved collection of taxes through increased sharing of
information by agencies Specific measures:
● Health policy - reduced demand for health services through better use of ● Improving business productivity by administrative simplification and on-
health information and scarce health resources line support for small and medium-size businesses
● Fiscal policy - reduced unemployment payments owing to better matching ● Business portals providing access to economic information - market
of the unemployed and vacancies trends, export opportunities, assistance programmes
● Social policy - promoting the use of native languages and awareness of ● Reduced government calls on public funds through more effective
indigenous people programs and operations
● Environmental policy – through better sharing of information between ● Direct consumption of ICT goods and services by government is
national and sub-national governments significant and more stable than by private sector
It is expected that all policy areas will be affected by e-government.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 19 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 20
Public Management Reform Reform for e-Government
Public management reform has been on the agendas of many countries long Reform is necessary for e-government to deliver:
before e-government emerged.
● The promise of e-government will not materialise by simply digitising
Reform and e-government are mutually dependant: government information and placing it on-line.
● Reform is necessary for e-government to deliver ● Instead, e-government is about the use of ICT to transform the structures,
● e-government is an enabler of the reform operations and the culture of government.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 21 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 22
e-Government for Reform Exercise: Public Reform 1
e-Government is an enabler of the reform: Exercise [Public Reform]
Consider a major process change performed by your agency.
● It serves as a tool for reform:
1) What was the reason for the change?
1) simplifies administrative processes
2) makes such processes more transparent
...................................................................................
3) helps to deliver services in more efficient ways
4) facilitates the integration of services and processes
2) Was the process change supported by ICT?
5) enables seamless government
...................................................................................
● Highlights internal government inconsistencies
3) Were the expected benefits produced? If not, why?
● Underscores commitment to good governance objectives
...................................................................................
Modernizing government structures and processes to meet e-government will
have a major impact on how services are delivered.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 23 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 24
Exercise: Public Reform 2 Citizen Engagement
Exercise [Public Reform] Building trust between government and citizens is fundamental.
Consider a major ICT system deployed in your agency.
In the absence of trust:
1) What is the system's function?
● the rule of law
● legitimacy of government decisions
...................................................................................
● support for specific government reforms
2) Was the deployment followed by process change?
may be all called into question.
...................................................................................
ICT is an enabler to build trust by engaging citizens.
3) Were the expected benefits produced? If not, why?
...................................................................................
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 25 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 26
Citizen Engagement Example: Citizen Engagement
Ways of engagement: Example [Engaging the Citizen in Scottish Parliament]
Scottish Parliament maintains a website to inform and engage citizens in the
● Consultation and feedback by service users – web logs, questionnaires
democratic process:
and feedback contacts
1) Public education about parliament
● Citizen engagement in policy making – consultation and active
2) Web casting of parliamentary sessions
participation to better address constituents' needs
3) Enabling citizens to petition parliament on-line
4) Enabling citizens to contact their parliament members
● Helping individual's voice be heard
5) Providing for direct participation using discussion boards
All serve to advance the principles of openness, accountability and citizen
engagement in the parliamentary process.
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Exercise: Citizen Engagement Summary: Reasons 1
Exercise [Citizen Engagement] The case for e-Government:
Consider the measures taken by your agency to engage citizens in deciding
1) Improves efficiency
how public services should be improved.
mass processing tasks, data collection and transmission, communication with
Provide examples of the measures taken:
customers, greater sharing of data within and between governments
1) .......................................................................................
2) Improves services
2) .......................................................................................
online services are build with understanding of user requirements, seamless
services for one-government interface, multi-channel service delivery
What other ICT-enabled measures could be taken? Provide ideas:
3) Can help achieve specific policy outcomes
1) .......................................................................................
more sharing of information means: improved collection of taxes, better use
2) .......................................................................................
of health services, better matching of unemployed and vacancies, etc.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 29 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 30
Summary: Reasons 2
4) Can contribute to economic policy objectives
improvements in business productivity, effective government programmes,
promoting e-Commerce, government consumption of ICT goods, etc.
5) Can be a major contributor to the reform
Challenges to Electronic
e-government enables public reform through: transparency, simplification, Government
information sharing, enabling seamless government, etc.
6) Can help build trust between government and citizens
e-government enables citizen engagement in the policy process, prevents
corruption, promotes accountability and openness, etc.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 31
Overview Challenges to e-Government
1. Concepts 4. Front office Implementation of e-government can face a number of challenges.
4.1. on-line services
2. Reasons 4.2. citizen engagement The following have to be addressed on a whole-of-government basis in order
2.1. efficiency to be overcome:
2.2. customer focus 5. Back office
2.3. policy outcomes 5.1. organizational change ● Legislative barriers – e-government processes must have the same
2.4. economic objectives 5.2. leadership standing as paper-based processes
2.5. public reform 5.3. coordination
2.6. citizen engagement 5.4. inter agency collaboration ● Financial barriers – funding arrangements should account for the
5.5. e-government skills agencies working together on e-government projects
3. Challenges 5.6. public-private partnership
3.1. legislative barriers ● Technology change – adoption of whole-of-government standards,
3.2. budgetary barriers 6. Summary software integration and middleware technologies
3.3. technology change
3.4. digital divide ● Digital divide – large differences in the level of access to the Internet and
therefore ability to benefit from e-government
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 33 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 34
Legislative Barriers Legislative Barriers
Governments must ensure that a proper legal framework exists before e- 3) Overcoming collaboration barriers:
government initiatives and processes can take up.
● Accountability rules designed to ensure responsible use of public
What is needed: resources by clearly identifying who does what
1) Recognition of electronic processes and services as equivalent with paper- Who is responsible for the shared project?
based processes and services. Legal recognition of digital signatures!
● Performance management also follows clear distinction of who does what
2) Clarification of requirements on the agencies implementing e-government:
what they can and cannot do. How to evaluate shared project?
4) Legislations designed to protect the privacy and security of data, to balance
free access with society's expectations.
UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 35 UNeGov.net Leadership School - Concepts Module - Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 36
Example: Legislative Barriers Exercise: Legislative Barriers
Example [Privacy Rights in France] Exercise [Legislative Barriers]
The Law of 1978 “Informatique at libertes” recognizes that citizens have Consider what kind of legal challenges your agency may face when
several rights with respect to automatic data processing: implementing e-government.
1) The right to ask anybody whether it holds information concerning him/her Provide examples:
2) The knowledge of such data, directly or indirectly (data related to national
defence or public safety) 1) .......................................................................................
3) The right to rectify data
4) The right to refuse that a file is kept on them when such a file is not 2) .......................................................................................
obligated by law
3) .......................................................................................
Institutions wishing to process personal information must inform individuals of
the use that will be made of data concerning them.
Commission Nationale de l'Informatique et des Libertes is the institution
charged with safeguarding privacy and data-sharing.
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Exercise: Cooperation Barriers Budgetary Barriers
Exercise [Cooperation Barriers] Traditional public management funding:
Consider what kind of inter-agency projects your agency has been involved or
● Vertical funding structure
could have been involved.
● Agency is held accountable for achieving its mission
Provide examples of legislative/regulatory challenges to such cooperation: ● Agency receives the resources to accomplish its mission
● The resources are budgeted on the annual or bi-annual basis
1) project .........................................................................
This principle does not act in favour of e-government projects that involve
challenge ......................................................................... long-term funding and collaboration across agencies.
2) project .........................................................................
challenge .........................................................................
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Barriers to e-Government Funding Measures to e-Government Funding
Factors acting against e-government funding: Measures to assist e-government funding:
● e-Government is unlikely to win out in competition with other public policy ● Classifying major e-government projects as capital investment with up-
objectives e.g. health, education, security front capital outlays and subsequent benefits
● It is difficult to measure costs and potential benefits of e-government, so to ● Separate approval by the e-government coordination office to ensure no
develop funding cases for projects duplication of inconsistency with broader strategies
● If not treated as capital investment, e-government has to compete with ● Public-private partnerships to overcome: capital limitations, budget-time
other pressing recurrent funding proposals, and will seem to involve horizons, disincentives for collaboration
comparatively large expenditure
● Central funding for innovation for high-risk demonstration project that
● Governments are reluctant to commit expenditure beyond budgeting wouldn't receive funding otherwise
horizons, and yet many e-government projects are of multi-annual nature
● Ability for agencies to retain savings created by e-government
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Example: Funding Barriers Measures to e-Gov Collaboration
Example [UK, Capital Modernization Fund] Measures to assist e-government collaboration:
A 2.7 billion fund set up in 1998 to support capital investment to improve
public services. Funding is allocated on a competitive basis. ● Central register of e-government initiatives seeking funding
Criteria: ● Central funds to encourage certain initiatives e.g. collaboration
1) Extent to which the project is innovative ● Lead agency model – an agency funds a project that benefits other
2) Quality of the project's economic appraisal agencies as well as itself
3) Impact on the effectiveness of the service
4) How far the project contributes to agency's mission ● Several agencies coordinating their approach to obtain funding
5) How solid is the management of the project
● Pooled funding – several agencies share funding for a common project,
Some successful projects: under a semi-contractual arrangement
1) 470 million to build 1000 country-wide IT training centres ● Agency payment model – co-ordinating agency funds the project, other
2) 1.1 million to develop a government “shopping mall” for low-value agencies then pay to use the service
transaction to and from government
3) 23.3 million to transform the Crown Court by reducing delays
● A mandatory levy on agencies to enable some joint projects
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Example: Collaboration Barriers Exercise: Budgetary Barriers
Example [US, Clinger-Cohen Act] Exercise [Budgetary Barriers]
Information Technology Management Reform Act explicitly encourages inter- Consider what kind of e-government projects your agency may like to carry
agency projects: out with other agencies:
1) Office of Management of Budget (OMB) to issue guidance for 1) .......................................................................................
government-wide investment in Information Technology
2) OMB has the authority to redirect funds from one agency to another to 2) ........................................................................................
finance multi-agency projects
3) agency are permitted to jointly fund IT projects – “pass the hat” funding How could such projects be funded under the current legislation and practice?
The “pass the hat” authority of OMB helped to fund: ...........................................................................................
1) activities of the Chief Information Officer Council – principal coordinating ...........................................................................................
body for federal ICT activities
2) the FirstGov initiative
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Technology Change Legacy Systems
Technology-related barriers to e-government: Definition [Legacy System]
Legacy System is a computer system or program which continues to be used
1) Legacy systems
because of the cost of replacing or redesigning it.
2) Lack of shared infrastructure
3) Too rapid technological changes, etc.
Legacy systems:
Complex technical issues arise.
1) are old, large, monolithic and difficult to modify
2) meet the basic needs of organisations, which neither can afford to stop,
nor to update them
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Legacy Systems and e-Gov Lack of Shared Infrastructure
Legacy systems can be a major barrier to e-government. Technology-related barriers to collaboration between agencies and
the uptake of e-government:
Integrating back-office information systems with Internet to provide on-line
access to clients, has occupied many e-government projects. 1) Lack of shared standards
2) Lack of compatible infrastructure between agencies
Common solutions:
Infrastructure development is too expensive for a single agency.
1) Middleware and web services
2) Data-exchange standards relying on XML Shared development faces budgetary and collaboration barriers.
Also, promotion of government-wide frameworks, standards and data What can be done?
definitions by e-government coordinators.
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Shared Infrastructure and e-Gov Technology Change
Governments can provide a technological, legal and organizational framework How to plan development of e-government facing uncertainty over the fast-
for delivering electronic services: moving technological change?
1) Common technical standards Public-private partnership is one solution, provided they are in the areas where
2) Common technical infrastructure established standards already exist in the market.
3) Whole-of-government approach to lower the legal and technical barriers for
inter-agency cooperation Other approaches:
4) Whole-of-government approach to reduce redundancy, e.g. by adopting
common back-office processes 1) Technology neutrality in legislation and regulation
2) Flexibility within broad regulatory frameworks
3) Adaptation of current laws to a digital world
4) Involvement of all stakeholders in the regulatory process
5) International cooperation to harmonise approaches
6) Performance requirements rather than technical specifications when
procuring new technologies
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Digital Divide Summary: Challenges 1
e-Government can indirectly improve services to citizens with no Internet External barriers acting against e-government:
access through back-office improvements, however:
1) Legislative barriers can impede the uptake of e-government
1) Advantages of on-line services cannot be replicated off-line, so people
without Internet access will be unable to benefit. e-government processes are not legally recognized, agencies are unclear
what they can do, barriers to collaboration exist (accountability,
2) The groups in society with lower level of access are already disengaged - performance), lack of privacy/security laws
the target of government intervention.
2) Budgetary frameworks can restrict e-government initiatives
Such groups have higher level of interaction with government:
ICT as recurrent expenditure, short budgeting horizons, lack of incentives
a) establishing identity for cross-agency projects, lack of tools for measuring returns on
b) entitlement for assistance investment and measures to retain the savings
c) complex medical or social intervention
Some, but not all, suited for on-line provision.
Many governments pursue policies to reduce digital divide.
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Summary: Challenges 2
3) Government need to prepare for technological change
whole-of-government standards, data exchange and software integration
technologies, development of shared infrastructure, technology-neutral
legislation, performance-based purchasing...
Electronic Government
4) The digital divide impedes the uptake of e-government
Front-Office
benefits of online services cannot be replicated offline, those without
access to Internet cannot benefit, this group tends to also have the
highest level of interaction with the government
External barriers to e-government have to be tackled on the whole-of-
government basis in order to be overcome.
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Overview Front-Office
1. Concepts 4. Front office Definition [Front Office]
4.1. on-line services
Front-office refers to the government as its constituents see it, meaning the
2. Reasons 4.2. citizen engagement
information and service providers, and the interaction between government
2.1. efficiency
and both citizens and businesses.
2.2. customer focus 5. Back office
2.3. policy outcomes 5.1. organizational change
2.4. economic objectives 5.2. leadership
2.5. public reform 5.3. coordination Front-office implementation of e-government involves two issues:
2.6. citizen engagement 5.4. inter agency collaboration
5.5. e-government skills 1) On-line services
3. Challenges 5.6. public-private partnership 2) Citizen engagement
3.1. legislative barriers
3.2. budgetary barriers 6. Summary
3.3. technology change
3.4. digital divide
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On-Line Services Model Stage 1: Information
Many models for on-line service delivery. A website publishing information about service(s).
None accepted as “standard”. Information is static.
A four-stage model by the Australian National Audit Office:
Challenges for implementing agencies:
1) Information
2) Interactive Information 1) Digitise the available information and make it accessible on-line.
3) Transactions 2) No process re-engineering needed.
4) Data Sharing
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Stage 2: Interactive Information Stage 3: Transactions
Stage 1 + users' ability to access agencies' databases: Stages 1 and 2 + users' ability to enter secure information and engage in
transactions with the agency.
1) browsing, exploring and interacting with data
2) performing electronic searches and calculations based on the user's criteria Requires real-time responsiveness by government agencies to the service
demands by citizens and businesses.
Challenges for implementing agencies:
Challenges for the implementing agencies:
1) How will citizens use the information?
2) What are the rules for making certain information public? 1) Establish online service standards
3) What is the target audience for specific information? 2) Ensure security and privacy protection
4) How to make information easier to find? 3) Prepare back-office processes for on-line delivery
5) What tools can be used to enrich user's experience? 4) Rethink relations with agencies for seamless service delivery
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Stage 4: Data Sharing Service Quality
Stages 1, 2 and 3 + agencies' ability to share with other agencies personal Successful services are built on an understanding of the user needs.
information, when approved by law and with the users consent.
There is a growing empirical evidence on what works:
Data-sharing has many benefits:
1) Effective services need not be complex.
1) simplify procedures 2) Simple information services may meet the user needs.
2) create savings in administrations 3) Moving to transaction services may not necessarily add value.
3) reduce reporting burden for citizens and businesses 4) Seamless services are more effective than delivering many separate
services to the same user group.
However: 5) Services should be offered through various delivery channels, with on-line
delivery being just one of the options.
1) Sharing of data among agencies must be limited because of privacy
protection legislation
2) All data-matching must be legally approved or explicitly permitted to prevent
unauthorised/illegal combination of data
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Example: Service Quality Exercise: Service Maturity
Example [Evaluation of Services in Denmark] Exercise [Service Maturity]
The project “Top of the Web” carries out an annual evaluation of all public List the main online services delivered by your agency. For each service,
sector websites and collect users' opinions. specify its maturity level in the 4-level hierarchy.
Evaluation criteria: 1) service: .........................................................................
1) User-friendliness – users should find the website easy to use regardless maturity: .........................................................................
of their level of expertise
2) Practical value – users should benefit from the information, information is 2) service: .........................................................................
up to date and self-service options are provided
3) Openness – users should understand who takes decisions and how they maturity: .........................................................................
can influence a decision-making process
4) Interactivity – users can ask questions and receive answers electronically 3) service: .........................................................................
Public assessment of websites inspire agencies to improve the quality of their maturity: .........................................................................
services; few agencies want to rank at the bottom of the list.
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Channel Strategy Citizen Engagement
e-Government services should be developed as part of a broader service ICT can be used as a tool for providing information, consulting and engaging
channel strategy, especially given the digital divide. citizens in the policy-making.
Integrated approach to service delivery: This can be done through:
1) “No wrong door” to access public services 1) reaching a wider audience
2) On-line delivery as just one possible access point, with traditional channels 2) tailoring information to the target audience
- phone, kiosks, counter maintained 3) engaging citizens through consultation and participation
3) Choice of channel is in itself a service quality attribute 4) facilitating the analysis of citizen contributions
4) Channel integration is part of the overall transformation of a particular 5) providing feedback to citizens
service to better serve particular customer groups
5) More efficient approach in the long term – more intensive use is made of
common infrastructure and data
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Access and Trust Access and Accessibility
Increasing citizen trust through access to information: Two key issues to enable citizens to obtain online information:
1) Information on entitlements and costs of services reduce opportunities for Definition [Access]
arbitrary behaviour
Access is the real possibility of consulting or acquiring government information
electronically.
2) Systems that guide applicants through complex entitlement procedures
clarify the decision-making process
Definition [Accessibility]
3) On-line tracking of applications, linked to timeliness standards for approval
processes, reduce fears of corruption, etc. Accessibility is the ease with which citizens can make use of the possibility of
consulting government information electronically: find, digest and use it.
All reduce administrative and judicial appeals, which impose costs on both
administrations and citizens. Accessibility criteria: recognizability, availability, manageability,
affordability, reliability, clarity, ability to cater for special needs.
Also increase citizens' confidence that laws are applied fairly.
Accessibility measures: search engines, spell- and grammar-checkers,
multilingual translations, online glossaries, etc.
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Example: Accessibility Summary: Front-Office
Example [Guidelines for Accessible Website Content, Japan] Front-office development for e-government:
The guidelines for page designers and developers of website tools to make
sure that government websites are accessible for the disabled: 1) A maturity model for online services
1) Provide alternatives to represent content (1) static information about services (2) users can access agencies'
2) Avoid dependence on color information databases (3) users can engage in secure transactions (4) agencies can
3) Ensure clarity in the use of natural language share information
4) Use markup languages and stylesheets
5) Ensure that design does not rely on special devices 2) Services should rely on the understanding of the user needs
6) Respect technical standards for the Internet
7) Explain clearly the system of navigation More mature is not always best, most effective are seamless services,
8) Ensure that users can convert to newer technologies online services are part of channel strategy, channel integration follows the
9) Ensure that pages are accessible without newer technologies overall process transformation.
Designed jointly by the Ministry of Posts and Telecommunications and the 3) e-Government as a tool for citizen engagement
Ministry of Health and Welfare.
email lists, discussion forums, government consultation portals, online
mediation systems to support deliberations about policy and service matters
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Overview
1. Concepts 4. Front office
4.1. on-line services
2. Reasons 4.2. citizen engagement
2.1. efficiency
Electronic Government 2.2. customer focus
2.3. policy outcomes
5. Back office
5.1. organizational change
Back-Office 2.4. economic objectives
2.5. public reform
5.2. leadership
5.3. coordination
2.6. citizen engagement 5.4. inter agency collaboration
5.5. e-government skills
3. Challenges 5.6. public-private partnership
3.1. legislative barriers
3.2. budgetary barriers 6. Summary
3.3. technology change
3.4. digital divide
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Back-Office and Reform Back-Office Implementation
Definition [Back Office] Back-office implementation issues:
Back-office is the internal operations of an organization that support core
1) Organizational change
processes and are not accessible or visible to the general public.
2) Leadership and coordination
3) Inter-agency collaboration
4) e-Government skills
e-Government versus back-office reform:
5) Private-public partnership
● e-Government helps to reform administrative back-office
● e-Government also needs such reform in order to be successful
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ICT and Process Change Types of Organizational Change
The introduction of ICT into government requires accompanying process Small-scale ICT activity – development of a website as an additional
changes in order to make the most of e-government. information channel – may not require complex supporting changes.
However: Far reaching organizational change will be required when:
● ICT are often overlaid on an existing organizational structure without any 1) The website begins to offer deeper, more complex services.
thought how those structures can be improved. 2) Agencies are asked to work together to deliver services according to the
needs of citizens and not their structure.
● Governments tend to regard ICT as a patch to seamless interface with 3) New work styles - tele-working, virtual teams - emerge.
users to a complex administrative structure. 4) With increased data-sharing and communication:
● National portals often involve rearrangement of existing information ● particular data holdings become redundant
without any change in processes and procedures. ● more decisions are made at the lower organization levels
● special units are established for government-wide projects
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Internal Resistance to Change Example: Change
Government structures are traditionally resilient to change. Example [Creating an Agile Workforce in Canada]
Public expectations for high-quality public services requires an agile,
Two issues to address when planning change:
adaptable workforce.
1) The willingness and ability to adopt new ways of working:
Government agency as a “learning organization”.
● helping staff understand their role in ICT-enabled processes
Agile workforce initiative by the Organizational Readiness Office in the Chief
● providing job redesign and training programmes
Information Officer Branch of the Treasury Board of Canada:
● establishing ownership of reform
● maintain dialogue with stakeholders
1) competency-based staffing
2) greater use of pre-qualified posts
2) The need for understanding/support by senior management:
3) generic competitions for executive-level positions
4) repositories of work descriptions
● more than the statement of principle and good intentions
5) e-learning gateway
● understanding the impact, benefits and risks of reform
● willingness to sell the reform to staff and leaders
Based on communities of public servants who play strategic roles in
transforming and e-enabling service delivery.
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Exercise: Change Leadership
Exercise [Creating an Agile Workforce in Canada] e-Government implementation can be difficult, risky and expensive.
Consider what organizational changes had taken place in your agency in
Governments are asked to translate a broad vision into effective public
order to support the introduction of new ICT.
services, while facing time constraints, lack of resources and political pressure.
1) ........................................................................................
Sustained leadership is essential:
2) ........................................................................................
1) to motivate people
2) to create incentives for action
3) to motivate and break down barriers to change
Consider what organizational changes had taken place in your agency that
4) to put the right administrative mechanisms for e-government
were enabled by the introduction of ICT.
3) ........................................................................................
4) ........................................................................................
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Types of Leadership: Stage Types of Leadership: Level
Depending on the stage of e-government: Leadership is needed at all levels:
● Early stage - obtain views on what needs to change, share a common ● Political – establish the vision, define priorities, express citizen's needs,
vision with staff, evaluate new ideas make decisions, provide the will to carry them out
● Middle stage – selling the benefits of the vision, creating personnel ● Ministerial – ensure vertical planning, get the resources, motivate staff,
commitment ensure cooperation across agencies/ministries
● Late stage – sustain momentum and enthusiasm among stakeholders as ● Middle-level – innovation, ability to translate the vision or objectives into
benefits take time to emerge precise actions and policies
Many e-government advances were driven in the past by the enthusiasm of
individuals and individual agencies.
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Leadership and Decentralisation Example: Leadership
Leadership is not about centralisation of competencies. Example [IT Strategy Headquarters in Japan]
IT Strategy Headquarters were established in 2001 to “promote policy
Instead, e-Government Organization should be in line with the delegation of
measures to create an advanced Information Society”.
power and responsibility.
The Headquarters:
The key is to create local leaders:
1) is chaired by the Prime Minister
● team leaders
2) consists of all Cabinet Ministers, private sector, etc.
● project leaders
3) has explicit duties and powers written in law
● coordination leaders, ...
4) has its own secretariat with exclusive staff
5) is in charge of formulating and adopting the overall national
With team-working and data-sharing, the crucial asset is the ability to
6) IT strategies and policies, including e-government.
coordinate people, resources and responsibilities.
IT Headquarters reviews the IT policy annually, studies the
implementation twice-annually, makes the study results public.
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Exercise: Leadership Central Coordination
Exercise [Leadership] Central coordination is a feature of most e-government strategies
Consider what leadership potential exists in your agency, at all levels, for
This may take different forms:
leading e-government projects.
● Formal units located within public administration
Provide examples, specify strengths and weaknesses:
● Formal units linked to broader Information Society units
● A coordination committee comprising representatives of key agencies,
1) ........................................................................................
private sector and other levels of government
● A committee of agency heads and chief information officers
........................................................................................
2) ........................................................................................
........................................................................................
What measures could your agency adopt to create more leaders?
.............................................................................................
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Coordination - Roles Coordination - Implementation
The roles differ: from advisory and information sharing, to policy development Central coordination can facilitate efficient implementation by:
and implementation oversight.
1) Promoting sharing of information and good practices – online registers of
In particular: projects, seminars, publications, websites, etc.
1) developing e-government strategy 2) Facilitating efficient acquisition of ICT products and services - e-
2) monitoring progress towards goals procurement, central purchasing, sharing of information
3) promoting benefits to the public
4) linking e-government to broader public reform 3) Promoting shared frameworks and standards across government to
5) linking e-government to broader Information Society facilitate interoperability and efficiencies
6) reasserting strategies in the light of experience and progress
4) Taking steps to avoid duplication of efforts – information sharing,
expenditure approval, brokering of joint contracts
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Example: Coordination Exercise: Central Coordination
Example [Standards and Architecture for e-Government, Germany] Exercise [Central Coordination]
The German government consolidated all government-wide standards and Do you think there is a need for a central unit to coordinate e-government
guidance into one document: activities in your government? If so, why?
● SAGA – Standards and Architecture for e-Government Applications 1) ........................................................................................
● Aim: to develop standards for the smooth flow of digital information, to 2) ........................................................................................
build electronic services using uniform procedures and data models.
3) ........................................................................................
● SAGA describes:
What kind of support your agency would need from this unit to carry out
1) compliance requirements (standards and architecture) e-government projects?
2) components for the functioning e-government architecture
3) standards for the basic components, such as: 1) ........................................................................................
- content management system
- platform for payment transactions, etc. 2) ........................................................................................
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Seamless Services Inter-Agency Collaboration
Agency-based division versus cross-agency services: Development of seamless services requires greater collaboration between
agencies: authentication, shared processing, data exchange.
● Governments are divided into vertical units with mutually exclusive
responsibility areas, control and political accountability Collaboration is needed in both aspects:
● e-Government enables seamless, cross-agency services so that users can ● Front-office – better service to the customers
interact with the government as a single organization ● Back-office – efficiency and interoperability in government
Seamless services are central to customer-focus: Two complementary views:
● Customer's view – government appears as a single organization
Definition [Seamless Services]
● Government's view – customer appears as a single customer
Seamless services are services that transcend the agency-based structure of
the supply of information and services, and present users with a coherent, Attempts to implement seamless services highlight the need for change in
integrated package of information and services. internal governance frameworks of public administrations.
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Collaboration and Customers Example: Agency Collaboration
Close cooperation is necessary for seamless transaction services: Example [Processing Migration Cases, Sweden]
Wilma is an IT tool shared by Swedish authorities involved in processing
1) pooling of market research on shared customers
migration cases: (1) Migration Board, (2) diplomatic missions, (3) Aliens
2) common approaches to data presentation
Appeals Board and (4) police border units.
3) data sharing within government
4) joint authentication
Wilma supports the entire chain from application for a visa at the diplomatic
mission to a decision in the case of any appeal.
Cooperation is imperative when agencies share customers: the greater the
sharing, the greater the level of required cooperation between agencies.
Wilma has been part of broad process and structural changes:
A key organizational principle for e-government.
1) IT support
2) central help desk
Emerging organizational structure: clusters of agencies with shared customers
3) skills development
and strong levels of cooperation.
4) improved information and follow-up
5) more migration officers posted overseas
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Exercise: Collaboration e-Government Skills
Exercise [Collaboration] ICT skills have become a new general skill, like literacy or numeracy.
Consider in what ways your agency collaborates with other agencies to serve
e-Government increases the importance of ICT skills required by public
the shared groups of customers.
administration workforces.
Provide examples of the resulting seamless services:
Four skills sets are considered essential:
1) ........................................................................................
1) Information Technology (IT) skills
2) Information Management (IM) skills
2) ........................................................................................
3) Information Society (IS) skills
4) updated management skills
Provide examples of the resulting process/organization changes:
1) ........................................................................................
2) ........................................................................................
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Who Needs the Skills? Skills for Managers
e-Government skills are technical matters best left to specialists? No. Public managers must be able to:
Information Technology all employees ● Lead (and not be led by) the IT departments
IT literacy ● Integrate ICT strategy with organizational goals
specialist IT skills ● Match government processes with technical solutions
Information Management managers, IM specialists
internal information management To this end, they need to:
external information management
privacy protection 1) have basic IT skills
Information Society managers 2) understand how ICT works
understand capabilities of ICT 3) understand limitations of ICT
ability to evaluate trends 4) understand how ICT can be used
ability to set ICT strategy 5) manage the agency's information strategy
Management/Business managers 6) deal with the impact of e-government on the agency
organizational change 7) see how e-gov applications can build new services/products
accountability frameworks 8) see how e-gov applications can open new delivery channels
cooperation and collaboration
public-private partnership
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Example: Manager Skills Management/Business Skills
Example [Skills for Public Managers, Italy] e-Government has a major impact on public administrations.
Department of Public Administration and Department of Innovation
Public managers must update their traditional management skills to meet new
Technologies promote two new training programmes for managers:
organizational needs:
● Providing top management at the state government with training to
1) managing organizational change
develop IM and IS skills.
2) improving customer responsiveness
3) developing accountability frameworks
● Provide top- and middle-level managers of regional and local
4) creating incentives for cooperation and collaboration
administrations with training to develop managerial skills in the context of
5) managing relationships with the private sector
e-government and modernization plans.
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Skills Development Example: Skills Development
The scale, complexity and rate of e-government-related change requires Example [Information Skills Map, UK]
structured initiatives to ensure that skills remain relevant.
The Office of the E-Envoy has outlined a skills map to prepare government
agencies for e-government adoption. Seven skill areas:
Example approaches:
● leadership
1) in-house training
● project management
2) hiring of skilled professionals
● acquisition
3) partnering with outside organizations
● information professionalism
4) more flexible remuneration arrangements
● IT professionalism
5) use of contractors and private outsourcing companies
● IT-based service design
6) more information on skills needs and opportunities
● end-user skills
7) new pathways to IT jobs for non-IT staff
Skills assessment toolkit:
Maintaining skill levels is an ongoing process, not a one-time fix.
● the level of e-readiness by agencies
● what skills are available internally
● what skill-gaps exist and how to address them (hiring or outsourcing)
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Chief Information Officer Example: CIO
Many countries have created CIO positions: Example [CIO University, US]
The Chief Information Officer University is a government-sponsored training
● within individual government agencies
programme for those aspiring to take up CIO positions.
● for the whole of government
CIO University covers 12 broad topics:
in order to improve:
1) policy and organization
● organization practices for the management of IT
2) leadership and management
● coordination and cooperation within government
3) process/change management
4) information resources strategy and planning
Some provide specific training opportunities for CIO positions.
5) performance assessment
6) project/programme management
7) capital planning and investment assessment
8) acquisition
9) e-government/e-business/e-commerce
10) IT security and information assurance
11) technical skills
12) desktop technology tools
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Private-Public Partnership Partnerships - Evolution
Definition [Private-public Partnership] Evolution of private-public relations:
Private-public partnership includes all arrangements where governments
1) Acquisition of ICT products
contractually engage with a non-government entity to provide goods/services.
2) Services for the use of ICT in government
3) Direct provision to end-users of government services
More narrowly, partnerships involve arrangements whereby work, risk and 4) Access to advance technologies (public key infrastructure) for complex
rewards are shared between partners. transactional services.
In practice all private supplier relationships will involve elements of partnership, Integration of public services with private activity can make use of the existing
so it is useful to see them as part of a continuum. infrastructure and patterns of interaction with citizens.
For citizens, integration with private-firm and civil-society services may be more
relevant than linking government services.
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Partnerships - Reasons Partnerships - Features
Why e-government increases the need to engage private partners? All partnerships are covered by some form of contractual arrangement of
varying level of detail and complexity.
1) With widespread use of ICT, governments may be drawn too deep into ICT
production issues. Such arrangements specify:
2) Partnerships can free administrations to focus on core policy and business ● outputs
issues, instead of technical IT issues. ● costs
● expectations
3) Partnerships can be used to access specialised skills which may be difficult ● dispute resolution mechanisms, etc.
or uneconomical to maintain in government.
Partnerships operated within established arrangements for procurement,
4) Partnerships can help reduce risks by formal assessment of technical accountability and reporting.
solutions and sharing project risks.
Transparency in such arrangements is a major governance issue!
5) Partnership can reduce the need to obtain sufficient up-front funding to
establish a service. While governments use private firms to deliver goods/services, responsibility for
the services ultimately rests with the government.
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Partnerships - Challenges Partnerships - Collaboration
Some challenges for developing sound partnerships: It is difficult to determine which services:
1) Accountability/audit - balance the need for flexibility to foster innovation ● should use public-private partnerships
while preserving oversight for public expenditure. ● should use conventional supplier relationships
● are best retained within public administration
2) If specifications of outputs are too tight - they will require renegotiation, if
too broad - they will require clarification. A structured approach for the assessment of options should be made available
to the agencies to make appropriate decisions.
3) Traditional procurement transfers risks but retains control. In partnerships,
both partners share the risks and benefits. Three forces:
4) Risk management should assign respective risks to the parties best ● e-government coordinators
placed to manage them. ● procurement authorities
● key agencies
5) A danger exists that existing partnerships will be seen as the only
approach, effectively excluding other service providers. may develop an e-government private-public partnerships framework to help
clarify what is allowed, but also retain decision on the merits.
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Exercise: Partnerships Summary: Back-Office 1
Exercise [Partnership] Front-office improvement must follow more fundamental changes at the
administrative back-office. The issues are:
Consider public-private partnerships your agency has established.
1) e-Government challenges existing ways of working
Provide ICT-related examples, with reasons, scope and challenges:
ICT should be incorporated into a package of modernization,
1) ........................................................................................
organizational change and public reform, with greater team work, work
flexibility, knowledge management practices.
........................................................................................
2) e-Government requires leadership
2) ........................................................................................
At all levels - from the political to the administrative, and stages: early -
........................................................................................
gain acceptance and create implementation frameworks, advanced -
manage change and sustain support.
How could the e-government public-private partnership framework help
manage such relationships?
................................................................................................
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Summary: Back-Office 2
3) Seamless services will draw agencies closer together
Development of seamless services require collaboration not just in
technical terms but engaging deeper with share customers.
4) Managers need e-government skills Electronic Government
e-Government increases the need for ICT-related skills: information Summary
technology (IT), management (IM), society (IS) and updated management
skills (accountability, collaboration, etc).
5) e-Government involves public-private partnerships
Governments work with private sector to access skills, products and
capital, share risks, integrate public and private services.
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Overview E-Government: Transformation
1. Concepts 4. Front office E-Government is about using ICT to transform the structures, operations and
4.1. on-line services culture of governments.
2. Reasons 4.2. citizen engagement
2.1. efficiency E-Government will have a fundamental impact on:
2.2. customer focus 5. Back office
2.3. policy outcomes 5.1. organizational change ● How services are delivered
2.4. economic objectives 5.2. leadership ● How public policies are developed
2.5. public reform 5.3. coordination ● How public administrations operate
2.6. citizen engagement 5.4. inter agency collaboration
5.5. e-government skills The challenge: balance between protecting citizen's rights and better matching
3. Challenges 5.6. public-private partnership their needs with efficient, integrated, engaging processes.
3.1. legislative barriers
3.2. budgetary barriers 6. Summary What started as a technical exercise aimed at developing more responsive
3.3. technology change programs/services becomes an exercise in governance.
3.4. digital divide
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E-Government: The Future Acknowledgements
Now - initial impressive and visible results: The main source for this work is The e-Government Imperative, 2003 by
OECD - Organization for Economic Cooperation and Development.
● government portals
● sophisticated transactional services Thanks to:
● examples of seamless, multi-channel services
● the OECD e-Government Working Group
In the future: ● Elsa Estevez, Adegboyega Ojo and Gabriel Oteniya for collaboration
● connected back-office arrangements
● seamless, multi-channel, transactional services
● development of a hidden e-government infrastructure
● methodology/tools to assemble infrastructure-compliant services
What is needed: greater collaboration within government, higher funding levels,
more awareness, deeper organizational change.
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Course License
Strategic Planning for
1) This course was created as part of the e-Macao Project and the
Electronic Governance UNeGov.net Initiative, jointly funded by the Government of Macao
SAR and the UNU-IIST Center for Electronic Governance.
Adegboyega Ojo, Elsa Estevez
2) The course is made available under the Creative Commons
Attribution-Share Alike 2.0 Generic License.
Center for Electronic Governance
post P.O. Box 3058, Macau 3) Please see http://creativecommons.org/licenses/by-sa/2.0/ for
email {ao,elsa}@iist.unu.edu more information on the license.
tel +853 28712930
fax +853 28712940
url http://www.iist.unu.edu
UNeGov.net Leadership School – Planning Module – Bishkek, Kyrgyzstan, 22 – 23 May 2008 - 2
Outline
Concepts definitions and basic concepts
Process process for developing a strategic plan for e-governance
Summary summary of module
Concepts
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Government Governance
Government is a collection of institutions that act with authority and create Governance is a set of processes, formal and informal, through which social
formal obligations. A Government may administer or supervise a state, a set action occurs. It is also a guiding process through which societies make decisions,
group of people, or a collection of assets. manage daily activities and interact to achieve their goals.
government vs. governance government gets its work done through
In the public sector: governance processes
who are these institutions? public agencies governance only for government? no, other organizations and groups engage
in governance as well
what is the source of the authority? people
who is under these obligations? public agencies and people
why need a government? societal development
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e-Government e-Governance
e-Government refers to the use by government agencies of information e-Governance refers to the use of information and communication technologies
technologies (such as wide area networks, internet, and mobile computing) that to transform and support the processes and structures of a governance system.
have the ability to transform relations with citizens, businesses, and other arms
of government [World Bank].
observation 1) many definitions exist
drivers 1) better delivery of government services to citizens 2) the notion of e-Governance strictly depends on the
2) improved interactions with business and industry perspective taken on governance
3) citizen empowerment through access to information
4) more efficient government management our view 1) e-Governance = e-Government + e-Participation + …
2) e-Government focuses more on public service delivery
benefits 1) less corruption
3) e-Governance, while including e-Government,
2) increased transparency
emphasizes participation, interaction and engagement of
3) greater convenience
stakeholders in decision processes
4) revenue growth
5) cost reduction
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e-Government Maturity Government Stakeholders
Specifies the level of maturity or development of e-Government. A person, group or any entity that can affect or is affected by an action taken by
government.
Gartner Publish Interact Transact Integrate Typical government stakeholders:
UNDESA Emerging Enhanced Interactive Transactional Networked 1) citizens
2) businesses
OECD Information Interaction Transaction and Transformation
3) government employees
The E-Government in Kyrgyzstan, Draft Concept Paper (August 2002) adopts the 4) government ministries, department and agencies
OECD model. 5) union leaders
6) community leaders
7) politicians
8) foreign investors
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Strategic Planning Strategic Planning Process
Strategic planning is a disciplined effort to produce fundamental decision and Steps include:
actions shaping the nature and the direction of an organization. • Planning the overall process
• Establishing vision, goals, values etc.
It is a continuous and systematic process in which decisions are made about • Assessing internal and external
intended future outcomes (3 - 5 year horizon), how the outcomes are to be environment – existing capabilities and
accomplished (based on the analysis of internal capabilities and external opportunities, stakeholders
trends) and how success is measured and evaluated . requirements
• Developing strategies and formulating
concrete and measurable objectives
A strategic plan: from strategies
• Developing concrete initiatives from
1) is a road map to lead an organization from its present state to its desired objectives
medium or long term future state
• Developing monitoring framework and
2) specifies the mission, vision, goals, strategies and objectives communicating and reviewing the
strategic plan
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Strategies Strategies
Attributes of a good strategy: Major strategic perspectives for any government agency:
1) builds on strength
2) resolve weaknesses 1) Customers - entities served by or receiving services from the organization
3) exploit opportunities 2) Other Stakeholders – other entities presenting some requirements that must
4) avoid threats be satisfied by the organization
3) Internal Processes – internal operations carried out to deliver public services
with respect to specific goals
4) Organization Learning and Growth – available information, knowledge and
Note: human capital to carry out and improve internal operations
1) implementing a strategy may unveil and cause new threats as well as 5) Financial – budgetary resources to support acquisition and maintenance of
opportunities assets (human, financial, fixed etc.) as well as internal operations
2) long term strategies therefore must be accompanied by periodic reassessments
of strengths, weaknesses and opportunities and threats
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e-Governance Strategy Why e-Governance Strategy?
1) creating the right policy and institutional framework from the start
A long term plan for developing e-Governance specifying the vision and goals and
how these goals will be achieved based on the internal capabilities or readiness as 2) maximizing the use of ICT initiatives within government
well as external factors and needs of stakeholders , through a coherent set of
3) managing the increasing costs of ICT in government
concrete initiatives. It also specifies priority initiatives, challenges, required
policies regulations and measures for success a whole. 4) mapping path from pilot experiments to sustainable, scalable systems
5) pursuing real economic development goals and not just technology
6) establishing the foundation for designing technology architecture
(infrastructure, data and standards) for the public sector
Courtesy: Deepak Bhatia, ISG Group WB
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e-Governance Strategy Elements
Basic elements include:
1) definition of e-Governance and specification of desired outcomes
2) e-Readiness assessment
3) communication plan for stakeholders
4) goals, strategies and objectives
5) portfolio of initiatives and a process for executing them Process
6) enabling and supporting policies
7) business models for sustainability
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Strategic Planning Process Step 1: Readiness Assessment
Major steps include: 1. assessing readiness
1) assessing e-Governance readiness
2. elaborating vision and expected contributions
2) elaborating the vision and expected contributions
3) formulating strategic goals 3. formulating strategic goals
4) determining required interventions (strategies) 4. determining required interventions
5) setting the objectives
5. setting the objectives
6) prioritizing initiatives
7) establishing mechanisms for stakeholders involvement 6. prioritizing initiatives
8) determining monitoring and evaluation indicators 7. establishing mechanisms for stakeholders involvement
9) providing a business model
8. determining monitoring and evaluation indicators
9. providing a business model
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Assessing Readiness Political Readiness
Readiness assessment investigates the following eight areas: e-Governance requires strong commitments from political leaders, the private
sector and civil society to carry out the necessary transformations.
1.1 political conditions
1.2 regulatory framework Checklist:
1.3 organizational conditions 1) commitment to good governance
2) awareness of the leverage of e-Governance to good governance
1.4 human and cultural conditions
3) leadership to manage the required change and buy-in from stakeholders
1.5 financial conditions 4) national identity and perception of government
1.6 communication environment 5) citizen and civil society’s participation in government affairs
1.7 technology infrastructure
1.8 data and information systems
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Regulatory Readiness Organizational Readiness
1) Essential for secure information exchange within government and between 1) e-Governance requires and causes evolutionary changes of institutional
government, citizens, and businesses. arrangements.
2) Necessary for creating economic conditions for accessible ICT infrastructure, 2) Guiding such transformations requires appropriate management and
services and equipment. coordination.
Checklist: Checklist:
1) privacy legislation 1) administrative structures and legacies
2) security standards 2) public administration reform
3) degree of liberalization of the telecommunications industry 3) civil service reform
4) positive fiscal environment for acquiring ICT equipment 4) central coordination unit
5) inter-governmental relations
6) change agent and management
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Human and Cultural Readiness Financial Readiness
1) Positive orientation, knowledge and skills are required within the public sector 1) Start-up costs of e-Governance can be high.
to initiate, implement and sustain e-Governance .
2) Proper resource planning and access to innovative financing mechanisms is
2) Cultural aspects may cause overall resistance to change. important and critical for e-Government sustainability.
Checklist:
1) culture, traditions and languages Checklist:
2) attitude to change 1) available financial resources
3) educational levels 2) resource allocation process
4) culture of information and knowledge sharing 3) national income structure
5) ICT literacy and online users 4) access to alternative funding mechanisms
6) organizational culture in the public administration 5) partnership with private sector
7) managerial skill in the public sector 6) access to capital markets
8) service orientation of public administration towards its clients 7) mechanism for venture investment
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Communication Readiness Infrastructure Readiness
1) e-Governance needs to be understood and accepted by all stakeholders to 1) Poor technological infrastructure is a major bottleneck for developing
ensure that its benefits flow to the society as a whole. countries aiming to implement and maintain e-Government.
2) Communication with all stakeholders is therefore essential to the change 2) Legacy systems present significant challenges.
processes inherent during the deployment of e-Government. 3) Demographic and geographic conditions affect the distribution of economic
activities and consequently the provisioning of ICT infrastructure by both
the government and the private sector.
Checklist:
1) knowledge of all stakeholders
Checklist:
2) knowledge of stakeholders’ communication culture and channels to reach
them 1) telecommunication infrastructure
3) existence of a communication plan 2) penetration rates of telecommunication
4) awareness and understanding of ICT and e-Governance 3) urban versus rural demographic bias
5) information and knowledge sharing 4) software and hardware
5) IT standards
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Data and Information Readiness Notes on Readiness Assessment
Information systems, records and work processes must be in place to provide the 1) e-Readiness assessment serves as an advisory tool which aims at:
necessary data to support e-Government. a) raising awareness about the motivation and the prerequisites to establish
a foundation for successful e-Governance
b) identifying the weak-links in the environment for remedial action
Checklist:
c) informing sector-broad e-Government strategy and action plan
1) legacy systems
d) providing a monitoring and evaluation tool
2) available and accessible data
3) data collection procedures and data/information standardization
2) e-Readiness assessments should be carried out regularly using a consistent
4) data and information quality and data security
approach and collecting identical sets of data
5) capacity for data analysis and information utilization
6) information policy
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Step 2: Visioning Process Vision
1. assessing readiness An e-Governance vision is a medium or long term statement concerning broad
goals which provides a roadmap and general guidance for institutional change.
2. elaborating vision and expected contributions
3. formulating strategic goals
4. determining required interventions
1) must be clear, intuitive and simple
5. setting objectives
2) states what will be done and what will not be done
6. prioritizing initiatives 3) can be central or public agency specific
7. establishing mechanisms for stakeholders involvement 4) considers needs and opportunities
8. determining monitoring and evaluation indicators 5) must be aligned with national development strategy
9. providing a business model 6) involves consensus building by stakeholders
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Example – Vision Statements Visioning
Steps in the vision building process include:
Western Australian A more efficient public sector that delivers integrated
Government services and improved opportunities for community 1) identifying and consulting stakeholders
participation.
2) allowing stakeholders to present or explain their own vision for e-Governance
Government of Andhra Pradesh will leverage Information Technology to
Andhra Pradesh attain a position of leadership and excellence in the 3) draft a common vision based stakeholders’ visions
information age and to transform into a knowledge society
Danish Government Digitalization must contribute to the creation of an efficient 4) aligning vision with more general national and local development needs and
and coherent public sector with high quality of service, with opportunities
citizens and businesses in the centre.
5) consolidating and agree on final vision
Mongolian Establishing the information society and founding the
Government knowledge-based society in Mongolia by enhancing
extensive applications of ICT in all sectors of society. By
2012, Mongolia will become one of the top ten ICT
developed countries in Asia.
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Step 3: Strategic Goals Strategic Goals
1. assessing readiness Statements that set the direction for e-Governance based on the vision.
2. elaborating vision and expected contributions
Strategic goals typically include:
3. formulating strategic goals 1) social and economic development using ICT
4. determining required interventions 2) effective delivery of quality public services, which are accessible and
affordable
5. setting objectives 3) improved capacity of government in participatory and consultative decision
6. prioritizing initiatives making processes which progresses democracy
4) increased satisfaction of stakeholders through accountability, efficiency,
7. establishing mechanisms for stakeholders involvement effectiveness, and cost reduction
8. determining monitoring and evaluation indicators 5) coordinated and transparent policy design, policy implementation, policy
maintenance, and policy review
9. providing a business model
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Example 1 – Danish Goals Step 4: Interventions
Danish e-Government 1) Public sector must provide coherent services with
Goals citizens and businesses in the center. 1. assessing readiness
2) e-Government must result in improved service quality
2. elaborating vision and expected contributions
and the release of resources.
3) Public must work and communicate digitally. 3. formulating strategic goals
4) e-Government must be based on a coherent flexible 4. determining required interventions
infrastructure.
5. setting objectives
6. prioritizing initiatives
7. establishing mechanisms for stakeholders involvement
8. determining monitoring and evaluation
9. providing a business model
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Determining Interventions Creating Leadership
The creation of an enabling environment for the development of e-Governance Leaders are a small group of e-Champions capable of providing political leadership
based on the outcome of the e-readiness assessment, strategic vision, goals and with good understanding of the complexities of e-Governance.
objectives.
Required intervention aligned with readiness assessment areas:
Activities of this group include:
1) leadership
2) regulations 1) defining broad deliverables
3) organizations 2) setting priorities
4) human resources 3) mobilizing necessary administrative mechanism and resources
4) assisting to overcome resistance and legacies
5) financial resources
5) sharing values and building consensus while possibly preserving cultures
6) communication
7) technology
8) data requirements
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Example - Leadership Regulatory Framework
United Kingdom’s • Each local authority in England and Wales should have New laws and regulations are required for e-Governance adoption.
e-Champions Network two champions: one councilor and one officer.
by IDeA –
Improvement and • Their job is to champion e-Government within the Legal and regulatory measures typically cover:
Development Agency authority and ensure that the authority is on-track to
meet the 2005 target for having services online. 1) data integration and sharing between public agencies
2) use of public information by third parties, especially private sector,
• All 388 English local authorities are now part of IDeA’s safeguarding privacy and security
e-champion network. 3) digital exchange and transactions between government agencies, citizens and
businesses
• Regular briefings and events on major issues and 4) recognition of digital exchange of information and digital transactions
members of the network have access to useful reports 5) reaching citizens affordably and enabling citizens to reach government
and information as well as networking opportunities affordably
through events and online communities.
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Example: Regulations Organization
Data Privacy Data Protection Act, 1984, amended 1998 1) Two prevalent models for implementing e-Governance: centralized and
United Kingdom • protects personal privacy and enables international decentralized models.
free flow of personal data by harmonization 2) Whichever model is adopted, central coordination is required through an
agency which is either independent or nested within a ministry.
Electronic Document Electronic Freedom of Information Act Amendment 1996
USA • directs all federal agencies to use electronic
information technology to foster public availability Activities of central coordination:
of electronic documents 1) coordinate the implementation of the e-Governance strategy
• grants individuals the right to access records in the 2) review e-readiness on a regular basis
possession of federal government 3) coordinate advocacy and awareness campaigns
Electronic Signature Electronic Signature Directive 1999 4) coordinate the use of seed funding for co-financing new and innovative pilot
European Union • recognizes electronic signatures within the European projects
Union and can be used as evidence in legal 5) provide advice on possible public-private partnerships
proceedings 6) monitor, evaluate and report on progress made in e-Government
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Example - Organization Developing Human Capacity
USA • Establishes an Administrator for the office of
Electronic Government within the Office of Public administration, citizens, businesses and local IT community must be
(e-Government Act of
Management and Budget. equipped with the skills required for e-Governance.
2002)
• Administrator assists OMB Director by implementing e-
Government and other initiatives provided in the act.
• Establishes a CIO Council consisting of representation Skills required by public administrations:
from CIO’s of all major federal agencies.
United Kingdom • formulates IT strategy and policy 1) change management
(e-Government Unit • develops common IT components for use across 2) program management
of the Cabinet Office) government 3) IT systems development
• promotes best practices across government 4) IT service management
• delivers citizen-centered online services 5) IT outsourcing management
6) client relationship management
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Example 1 – Capacity Development Financing
Italy Skills for Managers Availability of funds determine the type of e-Government projects that can be
Department of Public Administration in co-operation with Department carried out.
for Innovation Technologies
Two programs:
1) information society skills for top managers of state governments -
National School for Public Administration Issues to consider:
2) management skills for middle managers of regional and local
1) e-Government is cross-cutting, pooling of resources across agencies may be
administration
necessary
USA CIO University – Government sponsored training program 2) reward system could be developed for management and employees to
Learning objectives in 12 broad topics: stimulate the drive for e-Government
1) policy and organizational 3) extra-budgetary resources should be considered, e.g. partnership with private-
2) leadership /managerial sector in infrastructure development and maintenance
3) process/change management
4) performance assessment
5) project/program management, etc.
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Funding Strategies Communicating
Public Private • government and private organizations share the costs, risks
Creating awareness and buy-in from all stakeholders.
Partnership and benefits in e-Governance development
Outsourcing • government invests directly but external enterprises carry
out the development Communication strategies entail:
• government owns the system and has complete control 1) creating interest and expectations towards the benefits of e-Government
Issuance of Bonds • bonds are issued by the government
2) addressing the interests of politicians, managers, employees, businesses and
citizens
• returns from investment are use to offset bond
3) making stakeholders appreciate the change process
Advertising • controlled traditional advertisement on the government web
4) demystifying technological jargons
sites
5) using media such as TV, radio, newspaper and billboard
Government- • project development is the responsibility of the enterprise
6) organizing conferences, workshops and seminars can be helpful to raise
Enterprise • investment by enterprise is covered by transaction fees political awareness and support
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Provisioning Technology Provisioning Data
Providing the necessary technology infrastructures. Data is required at different phases of e-Governance implementation.
Technology interventions include:
A number of actions must be taken to ensure data availability:
1) making fixed line telecommunication available and affordable
1) standardizing data across agencies to facilitate exchange
2) making mobile telecommunication available and affordable
2) defining the roles and responsibilities of different agencies in the data
3) obtaining technical assistance for access to international best practices to
standardization process
address technical constraints
3) obtaining agreement on some key identifiers, for instance geographic
4) developing the national ICT policy
locations, personal or institutional identifiers
5) teaming up with the private sector in resolving technical issues
4) ensuring that data capture is only through a single source
5) guaranteeing the safety and security concerns relating to data
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Example – Data Provisioning Step 5: Objectives
USA Data Reference Model (DRM) in Federal Enterprise Architecture (FEA): 1. assessing readiness
1) DRM helps promote common identification, use and appropriate 2. elaborating vision and expected contributions
sharing of data across government in three areas: categorization,
exchange and structure 3. formulating strategic goals
2) DRM allows higher re-use of IT investments as a shared service 4. determining required interventions
within their own architecture
5. setting objectives
3) DRM is the major feature of the FEA and considered the most
difficult model to develop 6. prioritizing initiatives
7. establishing mechanisms for stakeholders involvement
8. determining monitoring and evaluation indicators
9. providing a business model
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Strategic Objectives Example – Danish Objectives
Specific and measurable statements about strategic goals.
Danish e-Government By the end of 2006:
objectives for the • at least 60% of the population uses the public sector’s
goal: digital services (2003: 40%)
A strategic objective specifies:
• at least 95% of all businesses use the public sector’s
public sector must digital services (2002: 72%)
1) specific action provide coherent • at least 60% of all public authorities receive at least a
2) extent of action services with citizens quarter of all documents from citizens and businesses
3) target for action and businesses in the in digital form (2003: citizen 15 percent, businesses
centre 21%)
4) timeline for action
Strategic objectives are related to the interventions and are implemented
through programs and projects.
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Step 6: Prioritizing Criteria for Prioritizing
e-Governance cannot be introduced through a single initiative, but through
1. assessing readiness
small achievable steps which can build success and credibility.
2. elaborating vision and expected contributions
3. formulating strategic goals
Criteria for prioritization include:
4. determining required interventions
5. setting objectives 1) available resources
6. prioritizing initiatives 2) value potentials
3) sustainability
7. establishing mechanisms for stakeholders involvement
4) impact on social, economic and governance dimensions
8. determining monitoring and evaluation indicators
9. providing a business model Priorities must be people and development centered and defined within the
context of government vision and objectives.
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Possible Impact of G2C Services Possible Impact of G2B Services
Service Economic Social Governance
Service Economic Impact/Benefits Social Governance Impact/Benefits Impact/Benefits Impact/Benefits
Impact/Benefits Impact/Benefits
custom lower transaction cost ease of declaration accountability and
employment reduced advert and easier access to openness, higher declaration with online help transparency
opportunities communication cost information on job degree of fairness timely declaration
opportunities lower thresholds for
small sized firms
reduced transaction cost
easier (standard) social reduced transaction cost easier to comply with transparent
application contributions for rules application with
employee timely payment received online support
social security reduced transaction cost easier to receive transparency electronically
contributions benefits
increased coverage
land registration reduced transaction cost easier to transfer rule of law,
properties transparency access to socio- new business opportunities greater use of transparency
demographic information for
and other new service opportunities for planning and provision
government government of services for both
databases public and private
organizations
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Possible Impact of G2G Services General Principle
Service Economic Social Governance
Impact/Benefits Impact/Benefits Impact/Benefits Have the big picture, start with some quick wins, consolidate fast.
computerizing core reduction in transaction employment accountability
business of cost opportunities
government counter corruption development 1 think big
counter corruption speedier processing
decentralized data data reuse can lead to ease of use to data security
processing with significant cost savings
integrated access eliminates privacy
to virtual data cost of digital data redundancies
warehouse capture is low transparency
speeds up operation
e-Procurement in lower transaction cost increased use of transparency 3 scale fast
Government existing capacity
within government accountability
competition with competitiveness in 2
private sector service cross agency service start small time
provider delivery
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Step 7: Involving Stakeholders Identifying Stakeholders’ Roles
Identifying and filling stakeholders roles is important for assigning responsibilities.
1. assessing readiness
2. elaborating vision and expected contributions
Typical stakeholders roles:
3. formulating strategic goals
project team those who will directly work on e-Governance projects
4. determining required interventions
5. setting objectives suppliers suppliers of technologies, resources and expertise
6. prioritizing initiatives operators agency employees who will operate the e-Governance systems
7. establishing mechanisms for stakeholders involvement champions entities to drive and seek justification for the projects
8. determining monitoring and evaluation indicators sponsors entities paying for the expense and efforts for the projects
9. providing a business model owner management of the agency that will own and use the system
others others with significant influence on the project
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Step 8: Monitoring and Evaluation Levels
There are numerous levels for monitoring and evaluation activities during the
1. assessing readiness implementation of e-Governance.
2. elaborating vision and expected contributions
3. formulating strategic goals We consider the following levels during implementation:
4. determining required interventions 1) implementation plan level
5. setting objectives 2) project plan level
6. prioritizing initiatives
7. establishing mechanisms for stakeholders involvement
8. determining monitoring and evaluation indicators
9. providing a business model
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Implementation Plan Level Project Plan Level
Monitoring: Monitoring:
• tracks the amount of resources committed for implementing e-Government. • examines the linkages between inputs used for implementation of activities and
the direct deliverables
Evaluation: • systematic approach to allow quick review of project performance
• measures the impact on the implementation of the outcomes and of key
indicators of progress Evaluation:
• measured through both quantitative and qualitative performance indicators • measures the impact of deliverables on the performance of the organization
where the project was implemented
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Indicators for e-Governance Indicator Set 1
Two categories of qualitative and quantitative performance indicators can be Time Indicators
identified to measure e-Governance progress.
after 12 months • number of government departments that have started
digitizing their basic data
• number of local governments that have established web
1) overall classification of government institutions based on the level of presence
transformation attained after 3 years • number of institutions and local governments that are in
each maturity levels – informational, one-way interactive,
2) more qualitative measures directly relating to broad outcome areas: two-way interactive, and transactional
a) economic after 5 years • number of institutions that conform to the government
b) social portal
c) governance
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Indicator Set 2 – Economic Indicator Set 3 – Social
Outcomes Performance Indicators Outcomes Performance Indicators
alternative and more cost • % reduction in transaction and overall operating costs increased access to quality education • e-learning systems in place
effective delivery of services • % of transactions performed on-line • teacher ICT education programme in place
• number of schools with ICT education
redeployment and rebalancing • number of personnel retrained • number of schools with Internet access
of the civil service • increased number of staff with new required skills improved educational management • education management information system
• ratio of professional staff to general service staff capacity
increase in employment • % unemployed better delivery and access to health • tele medical services in place
• % employed in ICT related industry services • telemedicine service system
• online job market established improved health management • number of medical doctors connected online
improved revenue collection • on-line taxation system in place capacity • integrated hospital information system
on taxes and service levies • % increase in tax coverage improved social welfare • % increase in eligible households and
• % increase in tax revenue individuals entitled to social welfare
promotion of internal and • business registration system move to development oriented and • % increase in customer satisfaction
external investment people centered service delivery • % increase in people using on-line services
• % increase in foreign direct investment culture • availability of personalized portals for citizens
• % increase in internal investment and businesses
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Indicator Set 4 – Governance Step 9: Business Model
Outcomes Performance Indicators
1. assessing readiness
greater accountability • % of government business processes open to the public
and transparency in (tendering, procurement, recruitment, etc.) 2. elaborating vision and expected contributions
public administration • on-line availability of government’s budget, expenditure
• on-line access to government reports, documents 3. formulating strategic goals
better coordination and • sharing of government data and information across agencies 4. determining required interventions
cooperation between
government agencies 5. setting objectives
improved • availability of online interaction with public
6. prioritizing initiatives
communications and • % of people interacting with government online
public relations • timely response by government 7. establishing mechanisms for stakeholders involvement
greater public • posting policy drafts online for public participation in policy
participation development process 8. determining monitoring and evaluation indicators
enabling legal • legislation available online, with explanatory notes 9. providing a business model
infrastructure • legislation in place to deal with e-documentation, e-record
keeping, e-authentication, e-signature, etc.
• legislation concerning e-protection, privacy, and cyber crime
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Developing a Business Model Strategy Imperatives
A plan for ensuring the sustainability of e-Government in terms of resources and Strategy must consider services, technology, processes and people.
adoption.
A business model includes: 1) services must be accessible, affordable and user-friendly
1) how e-Government solutions would be developed – outsourcing versus 2) technology must be reliable, scalable and interoperable
internal development
3) processes must be re-engineered, collaborative, integrated and trustworthy
2) funding options for provided services - pay-as-you-go, bonds, transaction fees,
4) people must be trained, oriented and carried along
partnership with third parties, etc.
3) how to ensure take up of the various e-Services to be offered
4) how to attract the participation of private sector in the continued
development of the e-Governance
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Strategic Planning Summary
1) a clear vision understood by all stakeholders is the first step
2) the strategic planning process should involve all major stakeholders
3) readiness assessment is one of the most crucial aspects of strategic planning as
it establishes the current state of the organization
4) readiness assessment must implicitly determine the strength, weakness,
opportunities and threat of the organization
Summary 5) strategies are determined based on readiness assessment results as well as the
strategic goals
6) stakeholders involvement throughout the whole process is critical
7) a business plan is essential for the sustainability of e-Governance
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Strategic Planning Process Major Sources of Information
Nine activity areas were shown:
• e-readiness assessment may be carried out in parallel with vision and goal UNPAN Virtual library of e-Governance and Public Sector Reports
elaboration E-Readiness Questionnaires for Central, Agency and Civil Society
• required interventions are the strategies derived through the e-readiness UNDESA Global e-Government Readiness Reports
results and available goals
Plan of Action for e-Government Development
• setting priorities helps the formulation of effective and viable objectives
• providing a business plan and determining control mechanisms OECD E-Government Imperative
• strategic plan must be communicated to all stakeholders. InfoDev E-Government Handbook for Developing Countries
E-Government Strategy Documents for:
• United States, New Zealand, Singapore, Denmark, Pakistan, Western Australian
Public Sector
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Structures and Processes for Course License
Electronic Governance 1) This course was created as part of the e-Macao Project and the
UNeGov.net Initiative, jointly funded by the Government of Macao
SAR and the UNU-IIST Center for Electronic Governance.
2) The course is made available under the Creative Commons
Adegboyega Ojo, Elsa Estevez, Bernd Friedrich, Tomasz Janowski Attribution-Share Alike 2.0 Generic License.
3) Please see http://creativecommons.org/licenses/by-sa/2.0/ for
Center for Electronic Governance more information on the license.
post P.O. Box 3058, Macau
email {ao,elsa,bernd,tj}@iist.unu.edu
tel +853 28712930
fax +853 28712940
url www.egov.iist.unu.edu
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Outline Good Governance
1 Introduction government transformation Good governance consists of a public service that is efficient, a judicial
system that is reliable, and an administration that is accountable to the
2 Change Management steps in government transformation
public [World Bank].
3 Strategic Management Balanced Scorecard system
4 Performance Management management by objectives
Elements of good governance according to the World Bank:
5 Business Process Reengineering transformation towards value creation
6 Strategy Implementation strategies through programmes 1) Public sector management emphasizing the need for effective financial
and human resource management
7 Structural Change structural changes and ICT support
2) Accountability in public service, including effective accounting, auditing
8 Summary summary of concepts and decentralization
3) Predictable legal framework with rules known in advance and an
independent judiciary
4) Availability of information and transparency to enhance policy analysis,
promote public debate and reduce risks of corruption
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New Public Management (NPM) NPM Elements
New Public Management is a broad term used to describe the wave of Major elements of NPM comprise structural, organizational and managerial
public sector reforms throughout the world since the 1980s. changes, such as:
New Public Management:
1) Cutting cost and increasing labor discipline
2) Business management practices to increase flexibility in decision making
1) Seeks to enhance the efficiency and effectiveness of the public sector
and the control that government has over it 3) Explicit standards and performance measures with challenging targets
2) Introduces a management culture that emphasizes the centrality of the 4) Competition in the public sector through contracts and tendering
citizen who are seen as clients and shareholders (instead of petitioner) 5) Decentralization to make units more manageable and to increase
competition among them
6) Orientation shift from inputs to outputs to stress results rather than
procedure, e.g. Output Oriented Budgeting System
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ICT and Government Reforms e-Governance and Reforms
ICT can assist in achieving government/public sector reforms or desired Reforms towards e-Governance involves ICT based outcomes and
transformation. subsequent ICT support for internal operations as well as government
interactions with its stakeholders.
Observations about ICT applications in the government/public sector:
Therefore we note that:
1) Cost reduction and operational efficiency were the major drivers for ICT
applications in the government/public sector 1) Reform is intrinsically part of any well conceived e-governance agenda
2) ICT applications, if simply added to existing government structures and 2) e-Governance by definition differs from traditional ICT application to
processes, have yielded very modest outcomes government - automation or computerization
3) Reform activities must precede effective ICT deployment in government 3) e-Governance is a tool for achieving the desired governance
4) Reform outcomes are largely ICT based solutions transformation
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Outline Change Management
1 Introduction government transformation
Change management aims to implement different structures, systems and
skills in an operating organization.
2 Change Management steps in government transformation
3 Strategic Management Balanced Scorecard system
Change management:
4 Performance Management management by objectives
5 Business Process Reengineering transformation towards value creation 1) Is necessary to ensure the effectiveness of the desired changes
6 Strategy Implementation strategies through programmes 2) Ensures that no undesired side effects of the changes are introduced
into the organization
7 Structural Change structural changes and ICT support
3) Provides strategies to manage the resistance to change
8 Summary summary of concepts
Change is the only constant in our life.
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Resistance to Change Why Change Efforts Fail
The rate of change in public organizations is generally slow due to Allowing too much complacency “if it ain’t broke, don’t fix it” attitude
resistance from different stakeholders. No guiding coalition individuals alone never have the power to
carry out large changes
Reasons for resisting change are generally fears: No vision transformation dissolves into confusing,
incompatible, time-consuming projects
1) of failing in a changed environment due to uncertainty about it Undercommunicating the vision decisions are not in line with the vision
Permitting obstacles to block the such as structures or compensation systems
2) of more control on performance new vision
Failing to create short-term wins people give up and join the resistance
3) of being controlled by technology
Declaring victory too soon resistors spot the chance to have change
agents send home
Neglecting to anchor changes firmly changes won’t stick until they become “the
into the culture way we do things here”
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The 8-Steps Change Process 1 - Establishing Sense of Urgency
1 Establishing a sense of urgency Sources of complacency:
unfreeze
2 Creating the guiding coalition defrosts the hardened
3 Developing a vision and strategy status quo 1) Absense of major or visible crisis
2) Too many visible resources
4 Communicating the change vision
3) Low overall performance standards
5 Empowering employees for action
4) Focusing employees on narrow functional goals
move
6 Creating short-term wins introduces new practices 5) Wrong performance indexes
7 Consolidating gains, produce more change 6) Lack of sufficient feedback from external sources
8 Anchoring new approaches in the culture grounds the changes into 7) Culture of low-candor, low confrontation
freeze
organizational culture to 8) Too much happy talk from senior management.
make them stick
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Pushing up Urgency Levels 2 - Creating the Guiding Coalition
Transformation often starts when a new person is placed in a key role who If there is not enough trust within the guiding coalition or between the
does not have to defend his past actions. coalition and the employees, change efforts are doomed to fail.
1) Allowing errors to blow up instead of last-minute fixes Characteristics of guiding coalitions:
2) Eliminating obvious examples of excess
Position power With enough key players on board and those who are left out
3) Setting targets so high that they cannot be reached through business-
cannot block progress
as-usual
Expertise Various points of view – discipline, experience, nationality etc. –
4) Sending more (negative) information regarding clients and
relevant to the task in hand are adequately represented leading
performance to more employees
to informed and intelligent decisions
5) Insisting that managers and employees talk to unsatisfied clients and
Credibility With enough people with good reputations so that its
unhappy suppliers regularly
pronouncements will be taken seriously by the employees
6) Using external consultants to force more relevant data and honest
discussion into management meetings Leadership Leadership and management working in tandem:
leadership drives change, management controls process
7) Bombarding people with information regarding future opportunities
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Creating the Coalition - How ? 3 - Developing Vision and Strategy
Guiding coalitions that make things happen: Vision refers to a picture of the future with some implicit or explicit
commentary on why people should strive to create that future.
Finding the right • strong position power, broad expertise, high credibility
people • leadership and management skills
• change group must share diagnosis of organizational Characteristics of a good vision:
problems, otherwise they’ll not agree on the cure
Creating trust • lots of talk and joint activities with the employees, such as Imaginable Conveys a picture of what the future will look like
off-site events Desirable Appeals to the long term interests of employees, clients, and
• trust must be raised to have people looking beyond their other stakeholders
small world and creating a common goal
Feasible Comprises realistic, attainable goals
Developing a • sensible to the head
common goal • appealing to the heart Focused Clear enough to provide guidance in decision making
Flexible General enough to allow individual initiative and alternative
responses in light of changing conditions
Communicable Can be successfully explained within 5 minutes
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Vision, Strategies, Plans, Budgets Creating an Effective Vision
Leaders responsible for doing the right things - effectiveness 1) First draft Vision process oftens starts with an initial statement of a
Vision - sensible and appealing picture of the future single individual, reflecting his dreams and real needs
Leadership
creates Strategies - logic on how the vision can be achieved 2) Role of the guiding The first draft is modeled over time by the guiding coalition
coalition or even a larger group of people
Programs and projects - for implementing the strategy
3) Importance of The group process of developing the vision only functions
teamwork with good teamwork
Managers responsible for doing things right - efficiency 4) Role of the head Both analytical thinking and some dreaming are essential
and heart throughout the activity
Management Plans - steps and timetables to implement the strategies
creates 5) Messiness of the Vision creation is usually a process of two steps forward
budgets - plans converted into financial projections
process and one step back, moving from left to right
6) Time frame Vision is never created in a single meeting
7) End product The process results in a direction for the future that is
desireable, feasible, flexible, conveyable in 5 minutes max.
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4 - Communicating the Vision 5 - Empowering Employees
Simplicity All jargon and technobabble must be eliminated Barriers to empowerment (4S):
Metaphor and analogy A verbal picture is worth a thousand words
Structures Client-focused visions often fail because of client-unfocussed
Multiple forums Same message should come from many different organizational structures
locations – large group meetings, memos, posters - and
stand a better chance of being heard and remembered Skills 1) People are expected to change habits build up over years or
decades with a few days of training
Repetition Ideas sink in deeply only after they have been heard 2) People are given a course before they start their new jobs, but
many times are not provided with mentoring while on the job
Leadership by example Behaviour from important people that is inconsistent with Systems 1) Promotion and compensation systems must be geared towards
the vision overwhelms other forms of communication objectives and create useful change
Explanation of seeming Unaddressed inconsistencies undermine the credibility 2) Hire and fire systems must be in line with the new vision
inconsistencies of all communication Supervisors If one behavioural aspect of a supervisor is changed, great pressure
Give-and-take Two-way communication is always more powerful than is put to switch this aspect back to the way it was
one-way communication, if people do not accept the
vision, the next two steps in the process will fail
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Empowering People 6 - Creating Short-Term Wins
Communicating a sensible If employees have a shared sense of purpose, Short-term wins must be planned, organized accordingly, and implemented.
vision to employees it will be easier to initiate actions to achieve that
purpose
Making structures compatible Unaligned structures block needed action Characteristics of short-term wins:
with the vision
Providing the training Without the right skills and attitude, people feel Visibility 1) Large number of people can see by themselves that the
employees need disempowered and anxious result is real
2) Visible results build the credibility needed to sustain efforts
Aligning information and Otherwise they block needed action over longer periods of time
promotion systems to vision
Un-ambiguity 1) There is little argument over the win
Confronting supervisors who Nothing disempowers people the way a bad 2) Wins are clearly related to the change effort
undercut needed change boss can
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Role of Short-Term Wins 7 - Consolidating Gains
Providing evidence that Wins greatly help justify the short-term costs involved Do not declare victory after the first performance improvement.
sacrifices are worth it
Rewarding change agents After much hard work, positive feedback builds 1) The celebration of short-term wins can be lethal if the urgency is lost
morale and motivation afterwards
Helping fine-tune vision Short-term wins give the guiding coalition concrete
and strategies data on the viability of their ideas
2) Until changed practices attain a new equilibrium and have been driven
Undermining critics Clear improvements in performance make it difficult into the culture, they can be very fragile
for people to block needed change
Keeping bosses on board Providing those higher in the hierarchy with evidence 3) Because all functions of an organisation are inter-dependendent,
that the transformation is on track change now needs to be comprehensively carried through
Building momentum Turns neutrals into supporters, reluctant supporters
into active helpers
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8 - Anchoring New Approaches 1 8 - Anchoring New Approaches 2
Culture refers to norms, behavior and shared values among a group of Anchoring new approaches in the culture comes last, not first, because:
people (the way we do things out here).
Depends on results New approaches only sink into the culture after it is absolutely
clear that they work and are superior to old methods
New approaches must be anchored to the culture.
Requires a lot of Without verbal instructions and support, people are often
Culture is powerful and difficult to grab and change because: communication reluctant to admit the validity of new practices
Changes promotion If promotion processes are not changed to be compatible with
1) Expresses itself through actions of allmost everyone in the organization
processes the new practices, the old culture will reassert itself
2) Happens without conscious intent and is difficult to challenge or discuss
May involve staff Sometimes the only way to change culture is to change key
Culture changes only after: replacement people
1) Peoples actions were successfully altered
2) New behaviour produces some group benefit for a period of time
3) People see the connection between the new actions and the
performance improvement
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Managing Cultural Change Outline
A top down approach:
1 Introduction government transformation
2 Change Management steps in government transformation
strategic Transformation process
3 Strategic Management Balanced Scorecard system
4 Performance Management management by objectives
tactical Transformation process 5 Business Process Reengineering transformation towards value creation
6 Strategy Implementation strategies through programmes
7 Structural Change structural changes and ICT support
operational Transformation process
8 Summary summary of concepts
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Strategic Planning Balanced Scorecard
Balanced Scorecard is a method and a tool which includes:
Strategic planning involves determining the required actions to achieve a
desired vision considering the present state of an organization.
1) A strategy map where strategic objectives are placed over four
perspectives in order to clarify the strategy and the cause and effect
A strategic plan: relationships that exists among them
1) Is a road map to lead an organization from its present state to its 2) Strategic objectives which are smaller parts of the strategy interlinked
desired medium or long term future state by cause and effect relationships in the strategy map
2) Specifies the mission, vision, goals, strategies and objectives 3) Measures directly reflecting strategy
4) Strategic initiatives that constitute the actual change as described by
strategic objectives
The scorecard drives implementation of strategy using perspectives.
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The Balanced Scorecard The Four Perspectives
Balance should be found between 4 perspectives to fulfil the mission of
any public organization:
If:
● we have the right staff (innovation and growth perspective)
Client perspective • Who are our clients?
• How do we create value for our clients? ● doing the right things (process perspective)
Process perspective • At which processes must we excel to satisfy clients
then
while meeting budgetary constraints?
Learning, innovation, • How do we enable ourselves to grow and change, ● our clients will be delighted (client perspective)
growth perspective meeting ongoing demands?
Financial perspective • How did we add value for our clients while ● and we fulfilled our mission within our financial constraints
controlling costs? (financial perspective).
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Developing a Balanced Scorecard Developing a Balanced Scorecard
Mission
Why do we exist 1) define the mission (image) and vision (objective)
Values
What do we believe in 2) develop the strategic coordination system (strategy map)
Vision
Where do we want to be 3) develop activities to implement the strategies
Strategy
How do we get where we want to be
4) bundle activities into projects
Balanced Scorecard
Focus and implementation
5) carry out projects
Strategic Steps
What we must do
6) develop reporting scorecard
Personal Goals
What must I do
7) organize learning process
Critical Success Factors
Satisfied Enthusiastic Effective Motivated & competent
shareholders clients processes employees
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Strategy Map Objectives
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Programs and Projects Outline
1 Introduction government transformation
2 Change Management steps in government transformation
3 Strategic Management Balanced Scorecard system
4 Performance Management management by objectives
5 Business Process Reengineering transformation towards value creation
6 Strategy Implementation strategies through programmes
7 Structural Change structural changes and ICT support
8 Summary summary of concepts
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Performance Management Management by Objectives (MBO)
People do not do what you expect but what you inspect. MBO is a well-established performance management system for
implementing the measures and targets of strategic as well as operational
objectives defined through the Balanced Scorecard.
1) Performance measurement is the process of assessing progress
toward achieving desired results
1) Participative approach to integrate the objectives of an organization
with those of all individuals within the organization
2) Performance improvement is any effort targeted at closing the gap
between between actual results and desired results 2) System in which objectives cascade down through the organization.
The result is a hierarchy of objectives that links objectives at one level
to those at the next level
3) Performance management is about setting desired results, planning
3) For the individual, MBO provides specific personal performance
activities, carrying out actions towards results, measuring progress,
objectives
and managing improvement
4) Objectives guide managers in operating their area of responsibility
and individuals in their work
Most performance management systems are based on Management by
Objectives (MBO).
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Objectives MBO Individual Goal Sheet
Header
Name: Job Title:
1) Two kinds of objectives:
a) Strategic Manager Name: Date:
b) Operational Description:
Type (strategic/operational): Measure:
Objective
2) SMART objectives:
a) Specific Target: Quality criteria:
b) Measureable
c) Achieveable Means of verification: Start: End:
d) Result oriented
Skills Development:
Skills
e) Timebound
Career Development:
Career
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Outline Business Process Reengineering
Business Process Reengineering (BPR) involves the fundamental
1 Introduction government transformation
rethinking and radical redesign of business processes to achieve dramatic
2 Change Management steps in government transformation improvements in critical contemporary measures of performance such as
cost, quality, service and speed. [Hammer and Champy]
3 Strategic Management Balanced Scorecard system
4 Performance Management management by objectives
A reengineered organization is process oriented, where:
5 Business Process Reengineering transformation towards value creation
6 Strategy Implementation strategies through programmes 1) Processes are identified and named,
7 Structural Change structural changes and ICT support 2) Everyone is aware of the processes they are involved in,
8 Summary summary of concepts
3) Process measurement, i.e. monitoring and control, is performed
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Public Administration and BPR Applying BPR
1) Investments in the computerization or automation of business Can BPR be applied to government?
processes by governments in the past have yielded limited benefits
1) BPR is traditionally undertaken in the private sector
2) The quality of internal and external services provided by a government
agency largely depends on the quality of its business processes 2) Government and the public sector are (usually) characterized by stability
and risk aversion
3) Governments have difficulties meeting the expectations of stakeholders
3) BPR calls for drastic changes rather than incremental changes in
4) e-Government is about rethinking government processes and organizations e-Government comprises drastic changes
incorporating beneficiaries within the design and execution of these
business processes 4) Classical BPR considers cross-functional processes and radical redesign
of such processes e-Government not only explicitly considers cross-
functional processes but embeds businesses and citizens into processes
BPR is therefore a must when developing and implementing e-Government !
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Recent Trends in Public Sector Public Sector BPR - Process Steps
BPR is widely used in the public sector.
1) Set up a steering committee and a project team
2) Analyze and document current processes including information flows
Re-inventing democracy Treating citizens as stakeholders and clients and
including them in the governance process 3) Consult stakeholders/beneficiaries to detect problems/opportunities
4) Identify change opportunities and present them to the steering
Information Technology Providing dramatically better ways of simplifying committee - get agreement on where and how to proceed
government and involving citizens through ICT
5) Define new business processes, analyze and document the required
Alternative mechanisms Increasing the use of quasi-autonomous non- organizational changes and impacts
for government (services governmental organizations (quangos)
6) Obtain approval from the steering regarding proposed changes
delivery)
7) Implement
Outcomes and Defining and measuring desired outcomes and
8) Monitor outcomes and anticipated benefits
performance holding governments accountable for them
9) Adjust and fine tune as required
Partnerships Creating intergovernmental, public-private and
labour-management partnerships
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Critical Success Factors Example – Reengineered Process
Critical success factors when implementing e-Government programs with Traditional Process of Goods and Services Procurement:
comprehensive BPR components include:
Draft of Probable
Goods and
1) Well informed investment decisions Needs contract and Supplier Contract
services
case and
Payment
analysis documents selection draw up liberation with
2) Effective engagement with stakeholders for tender
supply
supplier
3) Knowledge of the supplier marketplace
4) Knowledge of the delivery chain
5) Effective risk management New Process of Goods and Services Procurement:
6) Knowledge about operations
7) Active management of intended outcomes and benefits
8) LEADERSHIP! On Line Goods and
Needs services Payment
analysis Order supply
[Courtesy – UNPAN , Transforming Government]
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Outline Program Management – Definition
Program management is the coordinated organization, direction and
1 Introduction government transformation implementation of a portfolio of projects and activities.
2 Change Management steps in government transformation
Programs and projects implement strategy.
3 Strategic Management Balanced Scorecard system
4 Performance Management management by objectives
When programs are focused on changing the way an organisation works,
5 Business Process Reengineering transformation towards value creation the program is generally led by:
6 Strategy Implementation strategies through programmes
7 Structural Change structural changes and ICT support 1) a vision of a desired outcome and
2) the benefits that outcome will bring
8 Summary summary of concepts
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Successful Programs Program Management
Successful e-Government programs present the following attributes: 1) Organization and leadership
2) Benefits management
1) Are aligned with strategies 3) Stakeholder management and communications
2) Have clear and consistent vision of the transformed organisation 4) Issue and risk management
3) Are focused on benefits and the internal and external threads to their 5) Planning and control
achievement 6) Business case management
4) Coordinate a number of projects and their interdependencies in pursuit 7) Quality management
of outcomes and benefits
5) Include a technical feasibility of the required outputs
6) Involves leadership, influence, management and direction of the
transition, including handling cultural change
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Programs Projects
Programs produce outcomes and benefits. Projects produce outputs.
Outcomes are the effects of change and form the vision for the program. Outputs are specific deliverables from projects that are delivered within
time, cost and quality constraints.
Achieving the desired outcomes requires active management of the change
process, including transforming behaviour, attitudes, ways of working, etc. 1) Programs and projects are complimentary approaches. During a
program lifecycle, projects are initiated, executed, and closed
2) Program management does not replace the need for competent project
management.
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Program Organization 1 Program Organization 2
Roles and responsibilities:
Sponsoring Group
• makes investment decision
Sponsoring Group • decides who holds the budget and pays for what and when
Senior Responsible Owner (SRO)
Program Board • is responsible for the success of the program
chaired by SRO
Program Board Members
• represent stakeholders
• support SRO in decision-making
Program Business Business Change Managers
Manager Change • responsible for transition and embedding of change caused by programs
Managers
Program
Team
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Project Organization Project Process Groups
Roles: 1) Initiation
Program Management
2) Planning
Project Board
Senior User Executive Senior Supplier
3) Executing
Project Assurance
4) Monitoring & controlling
Project
Manager Project 5) Closing
Support
Team
Manager
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Project Management Areas Program Management Office
According to the Project Management Institute, Project Management Responsibilities of the Program / Project Management Office:
comprises the following knowledge areas:
• Orchestrating the e-Government program
1) Integration management • Assessing project management maturity of government agencies
2) Scope management • Maintaining program/project management methodologies
3) Time management
• Managing contracts
4) Cost management
• Establishing project management tools
5) Quality management
6) Human resource management • Standardizing e-Government technologies
7) Communications management • Training and coaching on program/project management
8) Risk management • Developing business cases
9) Procurement management • Organizing projects and reporting lines
• Planning and controlling including external reviews
• Managing risks, quality, and configuration
• Controlling changes
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Developing the Business Case Risk Management
The business case provides a description and a justification of the project.
Risk can be defined as uncertainty of outcome.
Two stages for developing the business case:
Investigation a) Scope investigation Some amount of risk is inevitable if a program should achieve its outcomes.
• Outline business objectives, benefits, time scales
• Establish required resources, dependencies and risks Considerations when assessing program/project risks:
• Determine fit to strategy, business environment, etc
b) Investigation report
1) Ratio of business benefit to costs when designing responses to risk
• Assess business needs and the viable opportunities
Feasibility Options investigation 2) Client-side experience and skills in business modelling, project
management etc.
• Determine stakeholders viewpoints
• Analyze current business and IT solutions 3) Capacity of the client organisation to embrace change
• Analyze requirements, business and technical options 4) Degree of technical complexity
• Recommend an option (if possible) 5) Externally imposed time delays, e.g. waiting for data from agencies
• Plan and cost business solution 6) Capacity of suppliers, project management and technical skills
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Benefits Management Project Assessment
Benefits are used to direct the program and its subordinated projects. The project can be assessed through:
project profile 1) Comprise a set of high-level criteria against which the SRO or
Benefits management provides alignment and clear links between the models project manager can assess the characteristics and degree of
difficulty of a project for establishing:
program and the strategic objectives and vision it is serving.
a) control structure
b) risk profile and risk strategy
Benefits management ensures that: c) design approach
project 1) Is a guide for assessing project management competencies
1) Benefits are comprehensively identified and measurable management and capacities in government agencies
2) Government/Agencies are committed to benefits identified and their competency 2) Includes roadmap for actions to close the gap between
realization. This encourages ownership and responsibility for adding profiles existing and required management competencies
value through the realization process
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Outline ICT and Government Structure
ICT impacts in a number of ways on organizational structures:
1 Introduction government transformation
2 Change Management steps in government transformation 1) Information availability
3 Strategic Management Balanced Scorecard system 2) Control and coordination
4 Performance Management management by objectives 3) Decentralization
4) Knowledge bases availability
5 Business Process Reengineering transformation towards value creation
6 Strategy Implementation strategies through programmes
7 Structural Change structural changes and ICT support
8 Summary summary of concepts
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Impact - Information Availability Impact - Control and Coordination
Implication of ICT in the area of information availability: Implication of ICT in the area of control and coordination:
1) Information is easy to capture 1) Control and coordination of business activities can be carried out at the
lower tiers of the hierarchy, as there is access to required information
2) Information can be accessed anywhere, anytime, by anyone authorized
2) Information can be processed horizontally - no need to hand information
3) People within the same business area or business process can share up and down the tiers to transfer information between divisions
information through databases and networks
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Impact - Decentralization Impact – Knowledge Base
Implication of ICT in the area of decentralization: Implication of ICT in the area of knowledge bases:
1) Decision making can be decentralized - done by persons with 1) Availability of knowledge bases enables decentralized decision making
authorized access to information with knowledge of the relevant criteria
2) Knowledge bases will strengthen the capacity of lower tiers in decision
2) Decentralized decision making is facilitated by networked computers making, since they become more knowledgeable
and a decision-support systems
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Modern Structure – ICT based Structural Change Propositions
The consequence of these impacts on the structure of government Popular proposition of structural change include:
organization includes:
1) ICT has the potential to reform public administration and their relations
1) Decision making is decentralized, made at the location close to where with their environment
the business activity is taking place
2) ICT can change organization structures and is a powerful tool
2) Structures evolve from hierarchical to flat networked
3) All the elements of the society are connected, share information and
communicate with one another
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Lessons Learned Outline
1) Involve stakeholders – citizens, business, government
1 Introduction government transformation
2) Develop a shared vision
2 Change Management steps in government transformation
3) Use seasoned project and change management professionals
4) Appoint cross-functional project teams 3 Strategic Management Balanced Scorecard system
5) Deliver in stages 4 Performance Management management by objectives
6) Develop Private-Public-Partnerships 5 Business Process Reengineering transformation towards value creation
7) Establish adequate legal framework
6 Strategy Implementation strategies through programmes
7 Structural Change structural changes and ICT support
8 Summary summary of concepts
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Summary Sources and Further Information
1) e-Government or e-governance is aimed to transform government 1) Change Management
interaction with its stakeholders and enhance its internal efficiency • Leading Change, John P. Kotter, ISBN 0-87584-747-1
2) Strategic Management
2) Organizational transformation cannot be achieved solely by ICT • The Balanced Scorecard Institute (balancedscorecard.org)
• Balanced scorecard step-by-step for government and not-for-profit
3) Our view of ICT is completely utilitarian, a tool, nevertheless powerful, agencies, Paul R. Niven, ISBN 0-471-42328-9
but not sufficient 3) Performance Management
• The Practice of Management, Peter Drucker, ISBN 0-060-87897-5
4) Organization change approaches like BPR is major agent for
transformation 4) Portfolio, Program, Project Management
• Project Management Institute (pmi.org)
5) ICT will definitely enable BPR • Office of Government Commerce (ogc.gov.uk)
• APM Group (apmgroup.co.uk)
6) Therefore, it is very plausible to propose that BPR is one of the most 5) e-Government Coordination/Program Management Office
critical aspect of e-governance – a necessary condition • Infocomm Development Authority of Singapore (ida.gov.sg)
• Government of Hong Kong, (info.gov.hk/digital21)
7) Change management must be carried out along with BPR process
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