Development of Master Plan on the Establishment of eGovernment in the Republic of Kazakhstan > Feedback from Gov3

1. Development of Master Plan on the Establishment of eGovernment in the Republic of Kazakhstan >Feedback from Gov3

2. 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

3. 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

4. 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?

5. Making it happen > the context • 30% of Government IT projects are complete failures; 45% experience significant problems • Why? Source: Standish Group

6. Making it happen > the context In a nutshell, IT projects fail because there is no such thing as an IT project …. …. there are only IT-enabled business change projects The costs of public sector IT 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: eGovernment Economics Project

7. 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 related Issues, has not been able to achieve the goals set out for E-Governance in the National ICT policy of 2002.” Extract from World Bank fundedprogramme to develop a national eGovernment roadmap for Bangladesh, 2007

8. e-Kazakhstan Government 부처 ЙЙ Citizen Services Link Computer Center Internet Internet Department Management environment G2C G2B Declarant e-Citizen e-Customs e-Company Processing of citizen applications Information disclosure State tax integration Wireless LAN Company applications administration Department Processing of citizen applications Integrated list control E-tax payment Provision of information on industry Wireless LAN Interaction with relevant bodies Information disclosure control State tax information control Processing of company applications company GateWay System e-Tax e-Procurement e-Trade Security Electronic notification State tax collection Export & import declaration Public procurement Security Department E-declaration Taxation operations Freight control Commodity registration & control E-citizen applications Information disclosure control Customs declaration Integrated advertising . . . Department system Department system Department system Department system company Department Relevant body Infra G2G Technology Skill H/W S/W N/W e-ETS e-NID e-Infrastructure Integrated control system Data exchange Natural person Legal person Operation control Tasks control E-approval Address registration Real estate Infrastructure E-mail Bulletin board Schedule control Meeting control e-Management Internet Internet e-Finance e-Organization Organization ITA Consolidated accounts Finance consolidation Human resources HR analysis H/W S/W Information analysis and Standard-setting HR support HR monitoring Improvement of regulatory & legal framework Web Services SSO Folder Services PKI Payment Gateway ebXML Making it happen > the challenge How to get to here ….

9. 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

10. Common causes of failure • Lack of strategic clarity • Poor understanding and segmentation of user needs • Lack of sustained leadership at political and senior management level; ineffective governance • Lack of effective engagement with stakeholders • Lack of skills • Poor supplier management • “Big Bang” implementation • No benefit realisation Issues I will focus on today

11. 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.

12. 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

13. 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

14. Industrial policy/ economic modernisation Public Sector Reform e-Government • Building a knowledge-based economy • Developing the ICT sector • ICT access and skills • Broadband roll-out and take-up • Transparency and anti-corruption • Building capability in the public sector • Improving skills of civil servants • Increased public participation and accountability Principle 1> recognise that you have to manage two overlapping programmes • Improving governance systems

15. Leadership Stakeholder engagement Benefit realisation Strategic clarity User Focus Do-ability Skills Supplier partnership 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

16. Principle 3 > an effective Governance System is multi-dimensional The organisational arrangements put in place to lead the eGovernment programme, eg • central unit(s) • governance boards • industry partnership board etc 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 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

17. Principle 3 > an effective Governance System is multi-dimensional The organisational arrangements put in place to lead the eGovernment programme, eg • central unit(s) • governance boards • industry partnership board etc 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 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

18. 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

19. Thank you