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ICEGOV 2011 Conference
Tallinn, Estonia
26-28 September 2011
Management and coordinationMaking it smart
26 September 2011
Jeremy Millard
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Governance• Search for good governance
• User as citizen and voter
• Dilemma: how to balance openness and transparency, and the interests of different stakeholders
Effectiveness• Search for quality services
• User as consumer
• Dilemma: governments cannot choose their ’customers’
Evolving roles of (e)government
Efficiency• Search for savings
• User as tax-payer
• Dilemma: how to provide ’more for less’
Alan Mather (UK eEnvoy, 2002): “eGovernment isn’t any different from government. It just might
make it better, sooner, cheaper.”
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Agenda
1. The vision, strategy and the plan
2. Management, leadership, human
resources
3. Public sector change,
coordination and capacity
redeployment
4. Integration, standards, sharing & analytics
5. Performance management
6. UK as an example of current management and
coordination issues
Understanding, vision and strategy
� It is not a matter of technology, but about strong
management, leadership and human capital --
ICT is a tool (an enabler) not a problem solver or
panacea.
� But do need people who understand the
technology and how it is changing (fast!).
� Formulate and agree a clear and long term vision, which is ambitious but
achievable and practical, and market it!
� Need commonly-defined objectives and willingness to achieve them.
� Take a phased approach, design in an evaluation and monitoring system,
review, learn, revise
� Set and use targets, but realise their limitations – be flexible and adaptive.
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Commitment
� Top and medium level political commitment and
top civil servant champions are necessary.
� Regulation and the legal basis may need
changing.
� It is useful to see the eGovernment initiative
within the big picture, to see where its outcomes
will fit in the wider strategy and wider society –
be strategic but know also your limitations.
� Assess and manage risks (and take some sensible risks!)
� Understand your strengths and weaknesses.
� Identify and anticipate opportunities as well as threats and barriers,
all of which can be legal, technological, managerial, cultural …
Quick wins and enablers
• Introduce ‘quick wins’ where feasible and not
counter-productive in the longer term, as this
creates (political and other) understanding and
commitment both internally and externally -- at
present at European level the ‘quick win’ is
eProcurement, but it could be as simple as
downloadable forms on a web-site
• Identify ‘key enablers’, i.e. those policies, services
or other initiatives which in themselves may not be
of high interest but which unlock / trigger larger
impacts -- at present at European level the ‘key
enablers’ are eID (electronic identity management)
user skills and awareness, interoperability
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Management, organisation, staff & business plan
� Strong, but flexible and sensitive, project management
is important, with collective decisions where necessary.
� Never loose sight of your internal organisation and
inform your internal staff in time
� Commitment of the staff and support for the staff is
essential. Ensure that responsibilities and allocation of
tasks are known by all inside and outside the
organisation.
� A sound, feasible and political supported financial plan is necessary,
based on an agreed business plan which provides for technical,
financial, organisational, human resource and take-up sustainability,
and balances between economic ROI (Return of Investments) and
public value (both effectiveness and good governance).
Leadership, human resources, organisational learning
� Leadership – the vital energy driving change
� Human resources (your greatest asset)
• flexible working and new types of work:
o routinised work (explicit knowledge): can be automated, and easily moved around (decentralised)
o specialist work (implicit knowledge): cannot be automated (though ICT can support), difficult to move
• flexible skills and competencies (not just ICT, also people skills, self management skills, etc.)
• mindsets and public service ethic
� Organisational learning
• grow and nurture
• knowledge management, talent crunch
• there’s more relevant talent outside any organisation (including government)than inside
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Public sector innovation and transformation
1) Early stage
COST-driven
2) Middle stage
USER-driven
3) Late stage
VALUE-driven
a) Process
innovation
b) Product/
service
innovation
c)
Organisational
innovation
Doing existing
things faster,
cheaper, better
--- ditto ---
Doing new
things, but in
same organisa-
tional settings
Doing new
things, and in
new organisa-
tional settings
--- ditto --- --- ditto ---
Centralised / large scale
command analogy / top-down / order
De-centralised / distributed / small scale
market analogy / bottom-up / chaos
‘Goods’ ‘Bads’
balance
balance
• Ensure minimum standards
• Simplicity• Efficiency
• Bureaucratic• Remote• One size
fits all
• Responsiveness• Subsidiarity• Diversity• Accountability
• Local fiefdoms• Post code lottery• Externalities• Complex
Centralisation / de-centralisation in governance and public services
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Change management & capacity redeployment
(R)e-balancing government
Supply – ‘back’ office
administration
‘coordination’ (enabler) --should be centralised
• within and across governments --
resource / data sharing & process
re-engineering
• between governments and other
actors -- resource / data sharing &
process re-engineering
• ‘re-engineering’ of legacy
technology, organisations,
processes, skills, mindsets, etc.
• management, HR, etc.
• Adaptive capacity & re-deploying resources• Agile & flexible government BUT remember need for continuity &
stability
Demand -- ’front’ office
citizen interface and services
’content’ (the outcome) –should be decentralised
• eServices -- on-line services
based on citizen & business life
events (do-it-yourself) or via
human amplifiers
• traditional services supported by
ICT – human (‘warm’),
organisational & and physical
• eEngagement– greater
accountability, openness,
transparency, accessibility,
participation, etc.
Must get smaller & smarter Must get bigger & better
Interoperability and integration
� Interoperability
– technical, semantic, organisational and
governance (political, legal, managerial and
economic)
– design platform- and vendor-independent
functionality
– it may not always be necessary to start from
scratch if you have legacy technology systems
-- it may be better to link to converters,
clearing houses, etc.
� Integration: strive for both horizontal and vertical integration, and as
much joined-up government as possible -- avoid islands of automation
and fragmentation of effort
� In order to face the unavoidable resistance to change from civil
servants and internal executives when seriously redefining business
processes, the common ownership and adoption of a sound change
management approach is necessary.
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Standards, building blocks & new services
� Use open standards and open software where
possible.
� Use standardised building blocks (software,
applications, processes) to build bespoke solutions --
look for transferability, scalability and contribution to
standards
� Share things which all parts of public sector need to do in the same
way: infrastructures, resources, data, content, services, widgets, apps,
etc., etc.
� For example, PAs make their data available to each other enabling
them to compare and identify e.g. similar locations, user groups
and/or services through analysing socio-demographics, service use,
etc.
� Consider new types of products and services, e.g. exploiting the vast
and potentially highly valuable public sector information resources
� Open data – but make sure serves public interest – may be need for
trusted third parties
Analytics as a management tool
� Information explosion �
information overload ?
� Real problem is filter failure
� Analytics as core management
activity
� Analytics should move data use from 1 to 3:
1. Descriptive techniques
2. Predictive techniques
3. Prescriptive techniques
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Performance management
� Key Performance Indicators,
ROI, etc.
� In Europe eGovernment roll out
(supply side) measured since
2001
� After piloting in 2008, demand side and user focused
indicators launched in 2009:
• qualitative supply indicators focusing on user-centricity
• take-up (use) indicators
• impact indicators in terms of efficiency, effectiveness
and governance
• 2011: piloting of open & transparent government
What is the purpose of eGovernment measurement ?
� Prospective direction and
priorities setting (e.g. ex-ante
evaluation)
� Monitoring and policy correction
as you go along
� Retrospective achievement (e.g.
ex-post impact assessment)
� Accountability (e.g. to citizens,
businesses, tax payers, society)
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Linking eGovernment measurement tothe policy life-cycle
� Policy awareness stage: help in understanding what eGovernment is
� Policy agenda setting stage: encouraging adoption of eGovernment
� Policy preparation stage: understand alternatives and priorities in eGovernment
� Policy implementation stage: monitoring and keeping policy on course for eGovernment, and/or evidence that a change is needed, or how to change if policy changes
� Policy evaluation stage: comparative performance data, reasons behind these, learning and change in eGovernment
Today and future: two mainpolitical measurement trends
1. Up the policy value chain
– inputs and outputs �outcomes and impacts
2. Down the hierarchy
– (centralised) back-office �(de-centralised) front-office
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UK 2010-2013 – integrated strategy
UK: March 2011: Government ICT has a really bad name. Much of this is unjustified. BUT there are problems:
• Projects too big and costly
– Presumption against lifetime costs > £100m; spending controls; create
competitive market place also for SMEs
• Too little attention at top on big projects
– Senior Responsible Owners stay in post until appropriate break; boards to
hold ministers and owners to regular account; performance measurement
• Procurement takes far too long
– Greatly streamline procurement specifying outcomes rather than inputs
• Systems rarely re-used or adapted for re-use
– Prioritise sharing; level playing field for open-source; cross agency apps
store; comprehensive asset register
• Systems rarely interoperable & infrastructure insufficientlyintegrated
– Common ICT infrastructure; G-cloud; open standards starting with
interoperability and security
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UK latest developments and plans (1)
1. Go digital only – shift to digital-only (self) service wherever possible
2. Democratic power shift – use social media and mobile to engage with
citizens and businesses, inputting into policy- and decision-making
3. Expand the brand – realign all Government digital delivery under a
single web domain name (except NHS)
4. Build the service around peoples’ needs – learn from what has been
proven to work well elsewhere on the web, become relentlessly user-
driven and transparent, with a ‘kill or cure’ policy to reduce poorly
performing content and remove the long tail of content no-one uses.
5. Create a distribution network beyond government — using Application
Programming Interfaces (APIs) to allow third parties to present content
and transactions on behalf of the government; shift from ‘public
services all in one place’ (closed & unfocused) to ‘government services
wherever you are’ (open & distributed)
6. Be agile – radically reduce the size of the central organisation;
establish digital SWAT team; establish a government ‘Skunkworks’ to
develop low-cost, fast and agile ICT solutions, and provide a new
channel to involve SMEs and entrepreneurs
Open Public Services White Paper (July 2011, for consultation)
• High-quality public services are the right of everyone. The Open Public
Services White Paper sets out how the Government will improve public
services.
• E-government is seen in this context – not separately
• Five key principles:
– Choice – wherever possible we will increase choice
– Decentralisation – Power should be decentralised to the lowest
appropriate level
– Diversity – Public services should be open to a range of providers
– Fairness – We will ensure fair access to public services
– Accountability – Public services should be accountable to users and
taxpayers.
UK latest developments and plans (2)
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� Open government is porous:
– turning government inside-out:
• exposure of inside of government (transparency,
openness, accountability)
• civil servants and politicians out on the streets but
still connected
– turning government outside-in:
• letting in private & civil sectors (PPPs, PCPs)
• letting in users (e.g. to design policy, make decisions,
as ‘co-creators’ of services)
Future mandate of public sector
� Future mandate of public sector – loss of competence?
– loss of knowledge, competence and control through commoditisation
and outsourcing
– increasing amount of content, services, apps, etc., in the cloud – users
pick and choose their own needs
– government shrinks to a rump -- just one player amongst many?
– BUT shouldn’t government be the promoter of the public interest based
on democratic accountability