el cio del sector público una oportunidad para la transformación y el liderazgo

Government Information Leadership

Elsa Estevez

Bogota, Colombia

11 Diciembre 2013

BOGOTA, COLOMBIA, DECEMBER 2013 - 2 GOVERNMENT INFORMATION LEADERSHIP

AIM

To explain the nature and evolution of the Government Information Leadership function; to present the role and responsibilities of Government Chief Information Officer (GCIO) positions; to present how various countries implemented GCIO functions and what was their experience; and to introduce a process for establishing and sustaining a GCIO system.

OVERVIEW

1 CONCEPT What is the scope and role of Government Information Leadership?

2 EXPERIENCES What are country experiences in implementing the GCIO function?

3 IMPLEMENTATION What are the activities to implement and sustain a GCIO System?

AIM AND OVERVIEW


CHIEF INFORMATION OFFICER (CIO)

RESPONSIBILITIES

o developing and managing Information Technology (IT) capabilities within an organization, o strategically aligning such capabilities with existing organizational objectives, and o leading the organization towards adopting new strategic objectives made possible by IT.

TASKS

Lead change

Manage IT-related resources

Coordinate IT initiatives

Motivate staff

Connect systems and people

Plan IT strategies

Build IT systems, applications, infrastructure

Structure IT architectures

CIO

Lead

Manage

Coordinate

Motivate

Connect

Plan

Build

Structure


DEFINITION

The person responsible for leading and managing the ICT-related initiatives and investments that effectively align the use of technology with the goals of a public institution.

LEAD to foster adaptive change – requiring people to alter habits (doing new and different things)

MANAGE to introduce technical change – involving improvements (doing things better or faster).

GOVERNMENT CHIEF INFORMATION OFFICER (GCIO)

INTERNATIONAL BEST PRACTICE

RANK COUNTRY GCIO?

1 Korea Yes

2 USA Yes

3 Canada Yes

4 UK Yes ->No

5 Netherlands No

6 Norway Yes

7 Denmark No

8 Australia Yes

9 Spain No

10 France No

11 Singapore Yes


CIO AND GCIO

Chief Information Officer (CIO) Government Chief Information Officer (GCIO)

1. Developing and managing Information Technology (IT) capabilities in an organization

2. Strategically aligning such capabilities with existing organizational objectives

3. Leading the organization towards adopting new strategic objectives made possible by IT

1. Creating public value through IT

2. Responding to a wide range of stakeholders

3. Working for different administrations – affected by electoral cycles and complex political factors

4. Driving a transformation from bureaucratic forms of government into network forms

5. Engaging non-state actors to address lack of government capacity to satisfy public needs, and to pursue a desirable social change e.g. Sustainable Development (SD) transition


GCIO RESPONSIBILITIES

MANAGEMENT planning, organizing, staffing, directing, coordinating, reporting, budgeting

LEADERSHIP communicating ideas, motivating others to accept them, supporting realization

CIO defining and implementing IT strategies

aligning IT strategies with organizational missions and goals

preparing and managing IT budgets, and controlling expenditures

configuring IT assets to deliver services to improve efficiency and reduce costs

acquiring IT resources and managing contracts and outsourced services

assuring compliance with IT standards and architectures

GCIO creating public value through IT, not only improving internal efficiency

developing, monitoring and evaluating IT policies and related legal instruments

making IT resources and capabilities available to the government as a whole

building consensus, resolving conflicts and balancing the needs of stakeholders

managing the influence of politics on IT decision- and policy-making

building on the work of predecessors by developing structures for successors

communicating effectively with the stakeholders and the public at large


DIVERSIFYING GCIO FUNCTION

Wide range of GCIO responsibilities, leading to new technology-related leadership positions: o Chief Technology Officer o Chief Enterprise Architect o Chief Innovation Officer o Chief Knowledge Officer o Chief Security Officer, etc. GCIO remains a primary representative of the government information technology function vis-à-vis other functions like planning, finances, human resources, operations, etc.


STRENGTHENING GCIO FUNCTION

INSTITUTIONALIZATION Establishing GCIO offices, councils, legislations and other structures to equip GCIOs with the required authority, and organizational and community support to effectively perform in their roles.

PROFESSIONALIZATION Defining GCIO qualifications based on a common body of knowledge; delivering such qualifications through education and apprenticeship; and licensing individuals by authorized bodies to practice GCIO profession.

EDUCATION Fulfilling GCIO competency needs by targeted education programmes aimed at building a mix of technological, organizational and policy expertise, balanced specialist-generalist (depth-breadth) profiles, and capabilities for leadership and continued learning.


AIM


OVERVIEW




AIM AND OVERVIEW


What are the experiences of implementing the GCIO function?

1) Ontario, Canada

2) USA

3) Thailand

4) UK

5) Singapore

COUNTRY EXPERIENCES


ONTARIO, CANADA EXPERIENCE

In 1998, Ontario launched the Ontario Government Information and Information Technology Strategy, which creates the position of Corporate CIO.

MAIN INITIATIVES

o creating the Corporate CIO function

o creating the Office of the Chief Information and Information Technology Officer within the Ministry of Government Services

o reorganizing the government IT staff structure into clusters to eliminate duplication of effort between and within ministries

o developing carrier paths and offering training packages for the staff – i.e. Information & IT Internship Program, a two-year internship for attracting young IT professionals

o educational projects building human capacity on IT Leadership, such as the IT Leadership Development Program aiming at preparing technology managers and IT leaders.


USA EXPERIENCE

In 1996, the Clinger-Cohen Act created the CIO position, assigned responsibilities and defined duties and qualifications (sec. 5125). The e-Government Act created the CIO Council.

MAIN INITIATIVES:

o creating the Federal GCIO function and the CIO function in every federal agency

o locating the Federal GCIO within the Office of Management and Budget (OMB) and reporting directly to the OMB Director

o creating the GCIO Council to assist the Federal CIO in fulfilling assignments

o pursuing strong collaboration between government and academia

o creating the CIO University for training current and future leaders in the core competencies defined for the Federal CIO

o participating actively in the international community – USA holds a chapter of the International Academy of CIO (IAC) acting as the Secretariat for the Americas region.


In 2002, the ICT Master Plan introduced structural changes – a new Ministry responsible for the development of ICT and the CIO Office.

THAILAND EXPERIENCE

MAIN INITIATIVES:

o defining the CIO function at the different levels of the government structure – in every government agency, ministry, department, and public enterprise and organization

o building human capacity – i.e. a series of intensive training programs were developed and more than five hundred CIOs received training

o designating academic institutions to offer capacity building courses for CIOs – e.g. Master of Science Program in Technology Management at Thammasat University

o organizing CIO Forums and Workshops for building capacities and promoting community support among GCIOs

o promoting international collaboration – i.e. Thailand hosts the Secretariat of the International Academy of CIO (IAC) for Southeast and Southwest Asia.


The Government of UK placed the GCIO function within the Cabinet Office

UK EXPERIENCE

MAIN INITIATIVES:

o creating the CIO function

o creating the GCIO Council to support the figure of the CIO and bring together CIOs from different parts and levels of the public sector

o aligning all ICT initiatives to national strategies which must be approved by the Parliament

o launching the Government IT Profession for building human capacity

o developing skills to facilitate the organization of training programs

o organizing a Community of Practice called "Community Space” to promote collaboration within government

o including “International Alignment and Co-ordination” as one of the goals in the national ICT strategy.


The Government of Singapore defined a Government Chief Information Office for executing all ICT-related initiatives within the Infocomm Development Authority (IDA). IDA is responsible for developing the ICT industry.

SINGAPORE EXPERIENCE

MAIN INITIATIVES:

o creating the Chief Information Office

o promoting community support for e-Leaders, like the Information Technology Management Association (ITMA) conducting the Annual Workshop for CIOs, among other activities.

o promoting educational programs for CIOs

o working jointly with the academia to address the training needs of IT executives and leaders

o creating the e-Government Leadership Centre (eGL), in collaboration with National University of Singapore (NUS) as part of international collaboration.

o sharing knowledge and lessons learnt in e-Government with other countries from the region and worldwide.


GCIO – SOME STATISTICS

GCIO function or equivalent by region

REGION Countries with GCIO or equivalent

Countries in the region % of countries with GCIO or equivalent

Africa 9 54 17%

Americas 12 35 34%

Asia 19 47 40%

Europe 18 43 42%

Oceania 2 14 14%

[Source: UN e-Government Survey 2012]


AIM


OVERVIEW




AIM AND OVERVIEW


INSTITUTING GCIO SYSTEM

AIM To define activities for establishing, operating and supporting a GCIO system.

ESTABLISHMENT o assessing the state of readiness

o providing foundations through legal or regulatory frameworks

OPERATION o building institutional capacity

o building human capacity

SUPPORT o pursuing communication and engagement of leaders

o facilitating cross-agency coordination

o supporting activities through international collaboration

ESTABLISHMENT OPERATION SUPPORT


INSTITUTING A GCIO SYSTEM - FRAMEWORK


1. READINESS ASSESSMENT

AIM to determine the preparedness of a Public Administration for establishing a GCIO system – including legal aspects, IT workforce and training needs

APPROACH

determining assessment areas based on a conceptual model for GCIO

[Conceptual Model for GCIO]

IMPLEMENTATION survey, interviews


1. READINESS ASSESSMENT – EXAMPLE DATA COLLECTION

IMPLEMENTATION A questionnaire was defined and implemented as an on-line survey. 33 government agencies in Macao completed the survey.

TOOL o online, open-source survey tool (LimeSurvey)

EXAMPLES


1. READINESS ASSESSMENT – EXAMPLE DATA ANALYSIS

IMPLEMENTATION quantitative and qualitative analysis of results

TOOL database , spreadsheet

EXAMPLES

0%

18%

50%

26% 6%

5.1.2.m. Strategic Planning

Very Low Low Medium High Very High


2. LEGAL AND REGULATORY FRAMEWORK

AIM to establish legal and regulatory foundations for establishing a GCIO system

APPROACH each government should select the best tools to ensure the GCIO function in government

IMPLEMENTATION o e-Government Strategies o ICT Policies o Government Acts o Regulations o Master Plans


2. LEGAL AND REGULATORY FRAMEWORK - EXAMPLE

GOVERNMENT Ontario, Canada USA Thailand

INSTRUMENT e-Government Strategies E-Government Act ICT Master Plan

NAME

Information and Information Technology Strategy (1998)

Clinger-Cohen Act (1996) e-Government Act (2002)

ICT Master Plan (2002)


3. ORGANIZATIONAL DEVELOPMENT

AIM to define organizational support for the role of leadership – defining position, organizational structures, responsibilities, competencies, career paths, etc.

APPROACH o creating the position within an existing agency o creating the position within a new organizational structure o creating supporting committees, working groups

IMPLEMENTATION Creating the position Creating supporting structure

o Federal GCIO o Sectoral GCIO o Agency GCIO

o Councils o Committees o e-Gov Central Coordination Units

Defining responsibilities Defining competencies

o visioning o level of authority o tasks to be executed

o defining required knowledge o defining required skills o defining required abilities


3. ORGANIZATIONAL DEVELOPMENT - EXAMPLE

IMPLEMENTATION Creating supporting structure, i.e. The GCIO Council in USA

AIM To act as the main interagency forum for improving the design, acquisition, development, modernization, use, sharing and performance of the federal government information resources.

RESPONSIBILITIES o developing recommendations for information technology and management (policies, procedures, standards, etc.)

o identifying opportunities to share information resources o assessing and addressing the needs of the Federal Government’s IT workforce

STRUCTURE

6 CIO Council committees manage projects on behalf of the Council

CIO Council

Accessibility Strategy and

Planning Management Best Practices

Information Security and

Identity Management

IT Workforce Privacy

[http://www.cio.gov/committees.cfm]


4. CAPACITY BUILDING

AIM to facilitate the acquisition of new knowledge, skills and abilities to GCIO and IT staff

APPROACH o defining collaboration agreements with universities, tertiary education institutes, professional associations

o establishing government training centers

IMPLEMENTATION o defining capacity-building programs o defining curricula for training GCIO o creating continued-learning environment for government IT workforce


4. CAPACITY-BUILDING – EXAMPLE 1 CIO UNIVERSITY IN USA

IMPLEMENTATION In 2000 the CIO University was created in the USA

CIO UNIVERSITY Consortium of universities for training current and future e-leaders in the core competencies defined for the Federal CIO.

CONSTITUENT UNIVERSITIES

o Carnegie Mellon University o George Mason University o George Washington University

o LaSalle University o Syracuse University o University of Maryland o National Defense University iCollege

COMPETENCIES

o Policy and Organization o Leadership and Management o Process and Change Management o Information Resources Strategy and Planning o IT Performance Assessment: Models and Methods o IT Project and Program Management o Capital Planning and Investment Assessment o Acquisition o e-Government, e-Business, e-Commerce o Fundamental Principles and Best Practices in

Information Assurance o Technical o Technology Tools


4. CAPACITY-BUILDING – EXAMPLE 2 GCIO TRAINING PROGRAM IN THAILAND

IMPLEMENTATION Jointly managed by: Office of the Civil Servant Commission Ministry of Information and Communication Technologies

Ministry of Science and Technology

TRAINING PROGRAM

o ICT Trends o ICT policies in Thailand and abroad o IT Project Management o Business Process Reengineering o Computer Networks and Internet o Information Security

o CIO Roles and Responsibilities o e-Commerce and e-Government o Knowledge Management o ICT Laws o Outsourcing and Acquisition


5. INTERNATIONAL COLLABORATION

AIM to learn from others while at the same time sharing the own experiences

APPROACH o developing regional collaboration o developing partnerships with recognized institutions (academia, NGOs, …) o network-building

IMPLEMENTATION o establishing collaboration agreements with international organizations o creating a chapter within the International Academy of CIO o attending international events for network-building


5. INTERNATIONAL COLLABORATION – EXAMPLE 1

CIO ACADEMY Establishing a Chapter of the CIO Academy [www.cio-iac.org]

INTERNATIONAL EVENTS

Networking in ICEGOV2011, Estonia Capacity-Building in ICEGOV2013, Seoul


5. INTERNATIONAL COLLABORATION – EXAMPLE 2

CENTER FOR ELECTRONIC GOVERNANCE, UNU-IIST,

[http://www.egov.iist.unu.edu]

World Bank E-Development Thematic Group


6. CROSS-AGENCY COORDINATION

AIM to carry-out collaborative projects required for networked and one-stop government

APPROACH providing mechanisms to facilitate the execution of cross-agency projects

IMPLEMENTATION o establishing a central coordination unit o implementing e-Government policies – information sharing, interoperability o defining financial mechanisms to facilitate the execution of cross-agency projects


6. CROSS-AGENCY COORDINATION - EXAMPLE

AUSTRALIAN GOVERNMENT INFORMATION MANAGEMENT OFFICE – AGIMO

AGIMO provides advice, tools, information and services to help Australian government departments and agencies use ICT to improve administration and service delivery . AGIMO works with governments and other bodies at the local, state, national and international levels to develop and maintain Australia's position as a world leader in e-government.

[http://www.finance.gov.au/e-government/index.html]


7. COLLABORATION AND ENGAGEMENT

AIM to build community support, promote collaboration, share experiences, promote engagement, and facilitate anchoring of resources

APPROACH o providing mechanisms to promote engagement of GCIOs o facilitating sharing of experiences among GCIOs

IMPLEMENTATION o defining and supporting Communities of Practice (CoP) o making available knowledge repositories o facilitating communication among IT staff – blogs, forums, newsletters


7. COLLABORATION AND ENGAGEMENT – EXAMPLE

http://www.cio.gov


Main Features:

o The execution of the framework can be seen as following a spiral path.

o Each loop of the spiral comprises the execution of the seven activities.

o Activities should be executed regularly, i.e. annually.

o Each phase builds on the achievements or expands the capacity produced on the previous loop.

APPLYING THE GCIO FRAMEWORK


GCIO The person responsible for leading and managing the ICT-related initiatives and investments that effectively align the use of technology with the goals of a public institution.

SPECIAL ROLE o Creating public value through IT o Responding to a wide range of stakeholders o Working for different administrations – affected by electoral cycles and complex

political factors o Driving a transformation from bureaucratic forms of government into network

forms o Engaging non-state actors to address lack of government capacity to satisfy public

needs, and to pursue a desirable social change

COUNTRY EXPERIENCES

CANADA, SINGAPORE, THAILAND, UK, USA

SUMMARY - 1


GCIO SYSTEM A set of activities for establishing, operating and supporting the Information Leadership (CIO) function in government

ACTIVITIES 1) Readiness Assessment 2) Regulatory Framework 3) Organizational Development 4) Capacity Building 5) International Collaboration 6) Cross-Agency Coordination 7) Collaboration and Engagement

SUMMARY - 2

Many thanks!

Elsa Estevez

[email protected]