www.gov3.net

Development of Master Plan on the Establishment of eGovernment in the Republic of Kazakhstan >

Feedback from Gov3

Gov3 > overview

Global strategy consulting business launched in September 2004 by the core team from the UK’s Office of the e-Envoy: 1999-2004: reported direct to UK Prime Minister with mission to make UK

a world-leading Knowledge Economy and e-Government

Gov3 is unique. We use our ‘inside government’ experience to advise and support governments on IT-enabled change.

In our first three years we have: Worked on IT-enabled transformation with 30+ governments Secured the European Commission, OECD, UN, NATO and World Bank

as clients Recruited a global network of 40+ consultants with ‘inside government’

experience of IT enabled change in the public sector, from over a dozen nationalities

Feedback on the plan > overview

This is a comprehensive and well-prepared plan

Key strengths: Avoids a “big bang” approach to implementation Focuses on putting in place key building blocks, notably:

Common data sets “One Window” for citizen and business customers

Key areas for discussion: Some questions about the scope of the strategy Making it happen – key risks to successful delivery

Questions about scope

There is a strong focus on “putting services online”. Are we also focused on: e-enabling frontline public sector workers (eg teachers, nurses, police, fire

fighters)? a more transparent and participative governance and policy-making

process?

Digital inclusion: Are measures to help people and businesses adopt ICT in or out of

scope?

Growing the ICT supply sector: If successful, the strategy will lead to significantly increased demand for

ICT products and services by the Kazakh government, citizens and businesses?

Is there a plan to help the Kazakh industry benefit from this demand?

Making it happen > the context

30% of Government IT projects are complete failures; 45% experience significant problems

Source: Standish Group

Why?

A major research project conducted for the European Commission by Gov3’s Director of e-Government has concluded that the costs of organisational change significantly outweigh the costs of ICT in e-Government projects across Europe. Neglecting to manage these changes is the single largest cause of project failure

Source:

The costs of public sector IT

eGovernment Economics Project

In a nutshell, IT projects fail because there is no such thing as an IT project ….

…. there are only IT-enabled business change projects

Making it happen > the context

Making it happen > the context And at the national level, many governments find that they struggle to

deliver on government-wide transformation plans

“The Ministry of Science and Information and Communication Technology (MOSICT), the

government agency responsible for ICT relatedIssues, has not been able to achieve the goals set out for E-Governance in the National ICT policy of 2002.”

Extract from World Bank funded programme to develop a national eGovernment roadmap for Bangladesh, 2007

Making it happen > the challenge

부처

ЙЙCitizen

Services

Dec

lara

nt Internet

WirelessLAN

Secu

rity

Department

Relevant body

Infra TechnologySkillH/W S/W N/W

e-Kazakhstan Government

com

pany

WebServices SSO Folder

Services PKI PaymentGateway ebXML

Internet

Internet

WirelessLAN

Internet

Secu

rity

Gate

Way

Sys

tem

com

pany

Lin

k

Department

Department

G2Ce-Citizen

e-Tax

Human resourcesHR support

HR analysis

HR monitoring

e-Finance e-OrganizationConsolidated accounts

Finance consolidatio

nInformation

analysis and

Standard-setting

E-mail

Data exchange

Bulletin board

e-ETSOperation

controlSchedule control

Tasks controlMeeting control

e-NID e-Infrastructure

Improvement of regulatory & legal framework

Computer Center

Management environment

Infrastructure

Integrated control systemNatural person

Legal person

Address registratio

ne-Management

ITA

G2B

. . .

G2G

e-Procurement

Commodity registration & controlCommodity registration & control

Public procurementPublic procurement

Integrated advertisingIntegrated advertising

e-Trade

Freight controlFreight control

Export & import declarationExport & import declaration

Customs declarationCustoms declaration

e-Company

Provision of information Provision of information on industryon industry

Company applications administrationCompany applications administration

Processing of company applicationsProcessing of company applications

H/W S/WOrganization

Departmentsystem

e-Customs

E-tax paymentE-tax payment

State tax integrationState tax integration

State tax information controlState tax information control

EE--declarationdeclaration

Electronic notificationElectronic notification

E-citizen applicationsE-citizen applications

Taxation operationsTaxation operations

State tax collectionState tax collection

Information disclosureInformation disclosurecontrolcontrol

DepartmentDepartment

systemDepartment

systemDepartment

system

Processing of citizen applicationsProcessing of citizen applications

Processing of citizen applicationsProcessing of citizen applications

Interaction with relevant bodiesInteraction with relevant bodies

Integrated list controlIntegrated list control

Information disclosureInformation disclosure

Information disclosureInformation disclosurecontrolcontrol

E-approvalReal estate

How to get to here ….

Making it happen > the challenge…. from here

Multiple Ministries and agencies Multiple layers of government:

14 oblasts and 2 city districts 160 raions, 79 city raions 200 towns 2150 rural counties

15 million people

Common causes of failure

1. Lack of strategic clarity

2. Poor understanding and segmentation of user needs

3. Lack of sustained leadership at political and senior management level; ineffective governance

4. Lack of effective engagement with stakeholders

5. Lack of skills

6. Poor supplier management

7. “Big Bang” implementation

8. No benefit realisation

Issues I will focus on today

Strategic clarity

The plan is very detailed and comprehensive, but:

How does the strategic business case stack up? Costs are clear, but can we quantify benefits to: Government? Businesses? Citizens? GDP?

Not just an academic question, for two reasons: Essential to understand how the Pareto principle applies:

What is the 20% of the investment which will deliver 80% of the benefit?

Experience shows that if benefits are not “booked” at the outset, they will not be fully delivered in practice.

User focus

The plan talks at various points about being “citizen-orientated”, and this is clearly an aim of the proposed “One Window portal”

Getting this is vital - as the OECD says, you can only have an effective e-government programme if it is citizen centric

But having a single window (portal) that is technically proficient, absolutely does not deliver citizen centric government

Need to invest as much on eg customer needs intelligence, branding, citizen-centric product development, change management, channel management

Citizen-centricity requires a massive cultural change in the way government designs, develops and delivers services

Leadership and governance

The plans give relatively little detail on governance issues

Governance is critical to success

I don’t know enough about the Kazakh context to advise on solutions, but offer 3 principles that may be helpful

Improving governance systems

Industrial policy/ economic modernisation

Public Sector Reform

e-Government Transparency and anti-corruption

Building capability in the public sector

Improving skills of civil servants

Increased public participation and accountability

Building a knowledge-based economy

Developing the ICT sector

ICT access and skills

Broadband roll-out and take-up

Principle 1> recognise that you have to manage two overlapping programmes

Principle 2 > government is too big to “join up” centrally and top-down

Key objectives of your plan – improving the customer’s experience of government, and reducing costs – can only be achieved by “joining up” across Ministries and layers of government.

But this is too big a problem to plan and manage centrally

So essential to: Distribute ownership for joining-up Focus your central resources on mitigating the cross-cutting risks to the

Pareto investments

Stra

tegi

c cl

arity

Leadership

Stakeholder engagement

Skills

Do-ability

Supplier partnership

Benefit realisation

Use

r Fo

cus

The processes by which the central team and departments and agencies interact, eg:

reporting and accountability processes risk management processes issue escalation processes stakeholder engagement processes etc

Governance Processes

Governance Levers

Governance Structures

GOVERNANCE

The organisational arrangements put in place to lead the eGovernment programme, eg

central unit(s) governance boards industry partnership board etc

The set of levers available to drive change through these governance processes and structures. Will vary by government, but typical levers being deployed include:

central mandates political leadership personal performance incentives administrative championship Earned Governance

Principle 3 > an effective Governance System is multi-dimensional

The processes by which the central team and departments and agencies interact, eg:

reporting and accountability processes risk management processes issue escalation processes stakeholder engagement processes etc

Governance Processes

Governance Levers

Governance Structures

GOVERNANCE

The organisational arrangements put in place to lead the eGovernment programme, eg

central unit(s) governance boards industry partnership board etc

The set of levers available to drive change through these governance processes and structures. Will vary by government, but typical levers being deployed include:

central mandates political leadership personal performance incentives administrative championship Earned Governance

Principle 3 > an effective Governance System is multi-dimensional

Conclusion

A good plan on paper, but the devil is in the implementation

My main concerns: Plan feels “centralist”? Risk of micro-managing some issues, yet not putting sufficient

focus on: Managing the strategic business case Pareto projects Managing the cross-cutting risks User analysis and segmentation

www.gov3.net

Thank you