www.gov3.net development of master plan on the establishment of egovernment in the republic of...
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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
Sec
uri
ty
Department
Relevant body
Infra TechnologySkillH/W S/W N/W
e-Kazakhstan Government
com
pany
WebServices
SSOFolder
ServicesPKI
PaymentGateway
ebXML
Internet
Internet
WirelessLAN
Internet
Sec
uri
ty
Gate
Way S
yst
em
com
pany
Lin
k
Department
Department
G2C
e-Citizen
e-Tax
Human resources
HR support
HR analysis
HR monitoring
e-Finance e-Organization
Consolidated accounts
Finance consolidatio
nInformation
analysis and
Standard-setting
Data exchange
Bulletin board
e-ETSOperation
control
Schedule control
Tasks control
Meeting 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/W
Organization
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-approval
Real 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
Str
ateg
ic
clar
ity
Leadership
Stakeholder engagement
Skills
Do-ability
Supplier partnership
Benefit realisation
Use
r F
ocu
s
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