EUPAN and OECD work on e-government

1. EUPAN and OECD work on e-government Gwendolyn Carpenter Administrator OECD E-Government Project E-mail: gwendolyn.carpenter@oecd.org ”E-Government Working Group Meeting” 9th/10th November 2006, Helsinki, Finland

2. Outline of Presentation • The similarities • The differences • The OECD workprogramme 2001 – 2010 • The OECD peer review methodology • The bi-annual theme – ICT enabled transformation • Working together… • What are the future issues?

3. EUPAN/OECD e-government working groups - The similarities OECD EUPAN • Launched in 2001, the OECD E-Government Project explores how governments can best exploit information and communication technologies (ICTs) to embed good governance principles and achieve public policy goals. • The impact of e-government is simply better government, by enabling better policy outcomes, higher quality services, greater engagement with citizens, and by improving efficiency, contributing to economic policy objectives and advancing the public reform agenda. • Covered prioritised issues:- ICT enabled transformation; - eServices Take-up- Partnerships across government - process and output indicators for better governance indicators.  • The overall objective of the e-Government Working Groupis to facilitate and undertake the exchange of views, experiences and good practices among the Member States in the field of e-Government, in particular with regard to public administration aspects of e-Government. • The e-Government working group liaises with the European Commission, with regard to various e-Government initiatives at EU level. • Covered prioritised issues:- Inter & Intra governmental collaboration and interoperability; - organisational changes skills- the role of leadership required by e-government- monitoring and evaluation of e-Government performance and benefits. 

4. EUPAN/OECD e-government working groups - The differences • The key factors that distinguish the OECD project from other work on e-government is the focus on the mid and longer term and its attention to good governance and public administration reform.  • Added value of the OECD project are best practises and case studies and active membership of leading non-EU e-government countries such as Canada, Australia, New Zealand, the US. Further the OECD framework is being applied in outreach programmes with non-member countries. • Our products seek to enable better policy outcomes, higher quality services, greater engagement with citizens, and to improve efficiency, by contributing to economic policy objectives and advancing the public reform agenda.  The focus is particularly on the potential and the challenges of seamless services. • Through the in-depth country peer reviews, the OECD project has collected rich evidence that feed into meetings and comparative products. • Whilst reaching a similar technical expert group, the OECD working group also prepare the constituting committee meetings of the OECD (PGC) and regularly held e-government leader symposia to influence the future leadership agenda. The next symposium is planned (for discussion) in spring 2007.

5. The OECD Activities - Overview 2001-2010

6. Impacts of reviews Projects Outputs • Finland (2003) – OECD report is foundation for 2005 reform of Ministry of Finance’s role in co-ordinating e-government • Mexico (2005) – OECD findings have justified a decision to invest in developing business case methodologies • Norway (2005) – OECD report has sparked a review of co-ordination structures and processes • Denmark (2005) – OECD report has lead to a decision to strengthen and integrate e-government activities as part of a broader public sector modernisation agenda in the Ministry of Finance • Framework for E-Government Studies • e-Government for Better Government, OECD 2005 • The e-Government Imperative, OECD 2004 • Current work: ICT-enabled Transformation, OECD Web Publication • Policy Briefs • Country Studies – Peer Reviews • 2003 – 2005: Finland (2003), Mexico (2005), Norway (2005), Denmark (2005) • 2006: Hungary, Netherlands, Turkey • 2007: Belgium • Thematic Comparative Studies • Cost-Benefit Analysis of E-Government (2006) • Data Sharing and Government Transformation (2007) • Indicators for User Takeup of E-Government Services (2007-2008) • E-Government and Levels of Government (2007-2008)

7. The OECD peer review – a quick overview • Country context for e-government (public management reform, information society goals…) • Challenges (legal, budget, digital divide, infrastructure, competencies) • Leadership and coordination (horizontal and vertical across sectors and tiers of government) • Implementation (management, organisational structures, skills, capacity…) • Collaboration frameworks (CBP, standards, enterprise architecture, inter-connectivity, multi-channel strategies) • Outputs and outcomes (G2C, G2B, G2G…)

8. Information Society National Information Infrastructure Sector Networking Organisational Maturity Control Departmental National International Organisational Sector Cross national info. sharing National data Standardi-sation Integration Border-crossing Initiation Data- administration Sectoral data- admistration Global data definitions Contagion The OECD – ICT –enabled transformation

9. Process indicators • Review of e-government action plans, quality-driven service delivery and transaction efficiency (e.g. throughput capacity). • Co-ordination measures for levels of government delivery mechanisms. • Collaboration, e.g. transaction unit costs, percentage of transactions using shared resources (e.g. shared data records and services). • Monitoring and evaluation (e.g. service delivery process user satisfaction benchmarks). • ICT security incidents/Privacy breaches. • Percentage of project failures. “The e-Government Imperative” (OECD 2004) “e-Government for Better Government” (OECD 2005) Tools for transformation • Human resources • Performance management. • Re-skilling/Training. • Attracting and retaining strategic skills. • Integrity policy. • Budget • Cost and benefits analysis. • Benchmarking expenditures. • Investment framework. • ICT • Information and consultation • Interactive services. • Resource sharing of: • - information and data, - services, and • - business processes. Input/Output indicators Outcome indicators Features 1 Features 2 • Inputs • ICT expenditure. • ICT staff. • Legislation. • Service delivery outputs • Number of ICT security incidents. • Number of services. • Maturity of services. • Number of Web sites. • Number of portals. • Quality measures of Web-based services. • Ratio of channels of delivery of services. • Takeup of Web-based services. • Organisation outputs • Challenges to delivery. • Strategies at levels of government. • Project management measurements. • Co-ordination and collaboration agreements. • Shared resources. • Standardisation • Interoperability and interconnectivity • Service delivery • Lack of choice of services. • Slow delivery of service. • Slow responsiveness. • Standardised services. • Difficult access to relevant information. • Compartmental service delivery. • Lack of trust. • Organisation • “Stove piped”. • “Island mentality”. • Lack of efficiency. • Lack of effectiveness. • Lack of collaboration and co-operation. • Low productivity. • Complex adm. and regulatory context. • High transaction costs. • Low staff motivation. • Service delivery • Choice of services. • Quick delivery of relevant services. • Quick responses. • User-tailored service delivery. • Easy access to information. • Seamless services. • Highly trusted and reliable services. • Organisation • Collaborative with “whole of public sector” view. • User-focussed. • Internal process efficiency. • External delivery effectiveness. • Improved productivity. • Simple regulations. • Low transaction costs. • Motivated staff. • Feed-back • Performance management • User feed-back • Benefits realisation • Service delivery • User takeup. • User satisfaction benchmarks. • Percentage of users’ first point of contact problem resolution. • Speed of response to user information requests. • No. of ICT security incidents. • Organisation • Agility – ability to change. • Increase of output per cost ratio. • Increase of output per staff ratio. • Reduction of unit costs. • Reduction of percentage of staff spent on adm. tasks. • Low administrative burden index. • Percentage of staff satisfaction. • Increase in innovation index. Transformation Drivers for transformation • Service delivery • “Seamless” service delivery: • Partnerships across levels of government and cross sector collaboration and integration. • High user takeup and change of user behaviours. • Equality and fairness. • Privacy and security. • Transparency and integrity. • Citizen participation through open and inclusive governance. • Organisation • Reducing transaction, organisational, and staff costs. • Increasing productivity. • Increasing efficiency by e.g. simplifying business processes.

10. Working together on transforming public administrations… • Information sharing cases and good practices • National approaches information and data sharing and use • Which information sharing tools (e.g. smart forms and cards, and portals) are used? • Benefits and risks of information sharing • How do you measure benefits and risks associated with information and data sharing? • Information sharing and data interoperability • How do you ensure interoperability and interconnectivity?

11. OECD E-Government Project 2007/2008: Complementary Work Core Work • Benchmarking E-Government Expenditures • Defining what is an e-government expenditure • Agree with SBO on data collection framework • Deliverables: discussion paper, meeting, database (end-2008) • Cost/Benefit Analysis for Shared Services • Identity Management or • E-Procurement • Deliverables: case studies, meeting, summary analysis with business case results (end-2007) • ROI in ICT-enabled applications • Deliverables: data collection framework, case studies, meeting, report (end-2008) • E-Services Takeup • Measuring Takeup by Households & Businesses • Recommendations for Improving Takeup • Deliverables: meeting & web report (end-2007) • Partnerships Across Levels of Government for E-Government Implementation • Interoperability / Shared Services • Financing • Deliverables: meeting & web report (end-2008) • Process and Outcome Indicators • Deliverables: input into Government at a Glance (annual)

12. What are the future issues? • How can governments meet future e-government challenges? - What are the evolving characteristics, needs and expectations of society, and how can the greater integration of ICT within government facilitate governments’ capacity to respond? - How will government structures and processes change as new technologies open new ways of working? The focus here will be on the mid-term [2010] and the longer-term vision [2015, 2020] • Where are we now, and where are we going? What are the objectives and how do they fit into broader policy objectives; what progress has been made; what are the challenges and threats in the provision of e-government, and what are some good practice strategies and solutions that are emerging? This element is based on a more immediate time frame, built around existing challenges and solutions; • What are the pathways to the longer-term vision? What groundwork needs to be laid; what needs to be planned for now to achieve the desired longer-term outcomes?

13. For comments and suggestions please contact: gwendolyn.carpenter@oecd.org