Transcript E-Learning Slides

E-Government Directions
Joining the Dots
Harnessing ICT for Development and
Poverty Reduction
Policies, Strategies and Tools Session
Info Development Day
World Bank
June 7, 2006
Washington, D.C.
David McClure, Ph.D.
Research Director
Government IT Management
We are at a Crossroads
Visibility
Transformation Agenda
+
Efficiency Agenda
+
Citizen-Centric Agenda
+
Devolution Agenda
Surveys and
benchmarking
Government portals
Initial
Enterprise
eGovernment
strategies
Online not
always good
Poor ROI on initial
efforts
Single dept
online services
Security issues
Content management troubles
Integrated Borderless Curtailing
Data
jurisdictions
service
Management
Failures and no ROI
drive divestments
eGovernmentMultichannel
stagnates strategies
Information-only
sites
Peak of
Inflated
Technology
Expectations
Trigger
Back-office
architecturere-engineering
Slope of
Trough of
Disillusionment Enlightenment
1994–1999 2000 2001 2002 2003 2004
© 2006 Gartner, Inc. All Rights Reserved.
Performance
Metrics
interoperabilityEnterprise
2006
2010
2
Efficiency
targets
not met
Plateau of
Productivity
In-agility
Facing New Challenges
Joined-up
government
Citizen-centric
Enterprisewide focus
Processes improved or transformed
High
Value to
Constituent
or Client
Traditional
e-government
Low
High
Low
Cost to
Constituent
or Client
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3
Agency driven
Focus on web channel
Processes unchanged or improved
Four Emerging Trends
Trend 4
Trend 3
Cross-Industry
Integration
Cross-Hierarchy
Integration
Between a government
and its industry partners
Within a government
between processes
across organizational layers
Integrated
Service
Delivery
Trend 1
Trend 2
Single-Tier Integration
Cross-Tier Integration
Across Departments
within a government
Within a domain
across jurisdictions
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4
Single-Tier: Sharing Is Key
Sharing
Strategy and
policy
Impact on IT market
Accountability
People
Job structures,
Relocation,
Shared service
organizations
Process
Quality assurance
Reusability
Technology
ERP packages
Open source
SOA, WS
Systems and Processes
Financial
Mgmt.
Systems and Processes
Grants
Systems and Processes
Case
Mgmt.
Systems and Processes
Shared Shared Shared Shared
DatabaseDatabaseDatabaseDatabase
US Federal Lines of Business
Common Solutions
U.K. local
e-government infrastructure
Central People Registry
in Austria
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HR
5
Users
Agency Agency Agency Agency
1
2
3
Cross-Tier:
U.K. National Health Service
NHS Acute Trusts
NHS
LSP
National Data Spine

National Care
Records Service

Choose and book

Electronic
prescription transfer

Transaction and
messaging service

Demographic
ID service

Terminology
service

Drugs and devices
database
LSP
LSP
NHS
LSP
LSP
Primary Care Trusts
Procurement
© 2006 Gartner, Inc. All Rights Reserved.
Integration
6
Deployment
Cross-Hierarchy: Corporate Performance
Management and Beyond
Contact
Center
Scripting
Leadership
Management
Metrics
Performance
Analytics
BPR
Process
Automation
Lead
Manage
sense
Service
Delivery
Vertical
Data
react
Fusion
Example: CitiStat in Baltimore, MD
Horizontal
Application areas
• Financial and HR management
• Compliance
• Emergency response
• E-Democracy
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7
Operate
Cross-Industry:
Engaging the Private Sector
IT
State Portal, Bavaria
Vallingby
Sweden
US IRS free tax filing
E-Government
and Retail, Italy
Digital signatures
in Denmak
Telecom
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Benefits
• Risk sharing
• Greater choice of
channel
• Competition drives
service levels up
8
Retail
Challenges
• Partnership by funding
• Transparency and
Accountability
• Privacy and Freedom of
Information
Measuring Progress … With Care
Operational
Efficiency
Costs
Staffing
Transformation
Policy objectives
Private partnerships
Major Drivers
Economics
(achieving
greater cost
efficiencies)
Political
Return
Policy agendas
(enhanced service to
citizens)
Client
Service
Performance
improvements
(simple, convenient,
timely)
© 2006 Gartner, Inc. All Rights Reserved.
Greater participation
Closing the digital divide
Economic impact
Greater transparency
Greater accountability
More-effective policy making
9
Client value
Lower client cost
Greater availability
Client centricity
Fewer interactions
Single point of contact
ICT: Future Government Use and Impact
How will government use and be shaped
by technology in 2020?
Important and uncertain factors and forces:
• Economy (growth vs decline)
• Government intervention in economy (light vs. heavy)
• Globalization (accelerating vs. slowing)
• Technology penetration of society (low vs. high)
• Citizen attitude to privacy (restrictive vs. permissive)
• Government ability to absorb technology (low vs. high)
• Sovereignity (unchanged vs. eroded)
Different choices lead to different scenarios.
However what matters is to exercise alternative futures
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10
The Four Scenarios
Permissive
Free Enterprise
Government
Citizens that trust their
governments to provide
physical and financial security
show a willingness to be open
with their personal information
Citizens’ Attitudes
Toward Privacy
and Surveillance
Status Quo
Development
Governments display a slight
degree of intervention in the
economy and citizens are
protective of their personal
information
Restrictive
Light
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The Good
Big Brother
Government has a strong,
transparent hand in the
economy; citizens consider
resulting benefits a fair trade for
greater surveillance of their
personal business
Governing
Phantoms
Citizens’ strong desire for the
privacy of their personal
information collides with
government’s intention to exert
greater control over the
economy
Heavy
Degree of Government
Intervention In Economy
11
Governing Phantoms
• 70 percent of locally implemented but nationally funded government systems will be replaced
by standardized national government-provided systems.
• At least three invasion-of-privacy cases will be heard in the nation's highest courts, putting
citizens against government regarding data aggregation and matching.
Policy
Technology
• Focus: economy, less on art and education
• Protectionist approch to trade
• Strict immigration laws
• Case management is pervasive
• KM and BI key to address anonymity and
spot illegal activities
• Vertically aligned systems to support
centrally managed economy (common
grants or geospatial systems)
• Biometrics on citizen cards
• Use of personal anonimizers
• Border control technologies
• Tax collection at point of sale/payment
• Intelligent transportation
Constituent service
•
•
•
•
Direct, tightly controlled service delivery
Centrally standard., locally controlled data
Subsidized connectivity, but no profiling
Grants for economic devt from national gov
People and Process
•
•
•
•
Large service delivery departments
Policy skills less valued
Focus on data protection and efficiency
Streamline tax collection
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12
Free-Enterprise Government
• At least 70 percent of the government workforce will be involved in policy development,
compliance or regulatory activities.
• Governments will be recognized for their "best practice" competencies, processes and systems
in performance and contract management.
Policy
Technology
• Tight links with business
• Low direct taxation
• Infrastructure in partnership with private
• Access to all citizen information
• Interaction through any sort of consumer
device
• Core technology capability in defense,
intelligence, public safety
• Oversight but not development of
infrastructures
• Use of KM and BI techniques to identify /
anticipate trends
• Corporate performance management
Constituent service
• Services provided by private sector
• Enterprises process many personal data
• Citizen feedback and e-democracy well
established
People and Process
• Consolidation or irrelevance of tiers
• Organization by process
• Supervision of private sector delivery
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13
Good Big Brother
• At least 80 percent of the government workforce will telecommute. The remainder will provide
face-to-face constituent and infrastructure services or work site supervision of contractors.
• More than 75 percent of local government offices currently offering points of presence for
government services will close in favor of online service centers.
Policy
Technology
• Centralized economic planning
• Data and infrastructure sharing across tiers
• Greater transparency
• Government-driven innovation
accelerates
• Private sector innovation decelerates
• Strong centralized standardization
• Data collection and analysis
• E-learning for remote workers
• Shared services and data are a common
practice
• Location-aware technologies
Constituent service
• Major uptake of single point of contact
• Fewer interactions with local government
• Services tuned on usage and need
People and Process
• Smaller government makes more
aggressive use of information
• Cross-jurisdictional program delivery
• Focus on technology and management
recruitment and training
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14
Status Quo Development
• Private-sector organizations will deliver more than 45 percent of services traditionally delivered
by government (non-defense or public safety).
• Constituent-led services will be provided through an ecosystem of identity management
systems
Policy
Technology
• Mostly regulator
• Privacy is an election issue
• Global alliances
• Customer service and privacy
enhancement (for enterprises)
• Less focus on internal integration
• Less focus on single ID scheme and
cards
• Variety of private-sector identity
management schemes
• Privacy compliance and enforcement
• Performance management, BI, KM
• Intelligent transportation and other
investments to spur economy
Constituent service
• Services provided by private sector
• Citizens choice on service levels
• Funding safety net for less favored
People and Process
•
•
•
•
•
Consolidation
Resources from delivery to policy-making
“Outsourcing integration”
Enterprise-level performance metrics
New skills to deal with private suppliers
© 2006 Gartner, Inc. All Rights Reserved.
15
Desired Direction: What To Do
Free Enterprise Government
Good Big Brother
• Emphasize interoperability across tiers
and outside government.
• Ensure that infrastructure supports
extensive and secure identification and
authentication.
• Outsource as feasible and re-skill
• Build strong capabilities for policy,
regulatory and compliance roles
• Move more decisively into crossjurisdictional shared services.
• Develop a tech-savvy government
workforce and implement HR practices
that parallel the emerging connected
environment.
• Leverage available information for
service delivery
Status Quo Development
.Governing Phantoms
.
• Emphasize open standards and
integration for centralized systems to be
deployed across tiers.
• Separate general IAM functions from
those for specific LOB systems.
• Develop policies to track cash
transactions
• Prepare to manage duality of optin/opt-out privacy measures.
• Focus on data analysis, BI and KM to
guide policy decisions.
• Increase reliance on BPO and re-skill
• Create new tools to demonstrate
program effectiveness and
stewardship of personal data
© 2006 Gartner, Inc. All Rights Reserved.
16
E-Government Directions
Joining the Dots
Harnessing ICT for Development and
Poverty Reduction
Policies, Strategies and Tools Session
Info Development Day
World Bank
June 7, 2006
Washington, D.C.
David McClure, Ph.D.
Research Director
Government IT Management