Transformational Government

1. Transformational Government John Borras Chair OASIS TGF Technical Committee Parliament of the Information Society 1st June 2011 Budapest

2. Hello A few words about me: I spent the majority of my career working on the development of ICT systems, policies, strategies and procedures for central and local government in the United Kingdom. I worked in the Office of e-Envoy (and subsequently the Cabinet Office’s e-Government Unit) where I was the Director of Technology, responsible for the UK’s e-Government Interoperability Framework (e-GIF) and other e-government and e-voting technical policies and standards. I took early retirement from the UK Civil Service in 2006 after 38 years service and have since been a self-employed consultant. I am the chair of the Transformational Government Framework Technical Committee. I am also the chair of the OASIS eGov Member Section and chair of the OASIS Technical Committee on e-voting standards. I am also a past Director of OASIS.

3. OASIS Overview OASIS is a member consortium dedicated to building e-business systems’ interoperability specifications Main focus is on applications of structured information standards (eg XML, SGML) but increasing focus on adoption of standards Members of OASIS are providers, users and specialists of standards-based technologies Include organisations, individuals, industry groups and governments More than 600 member organisations, 5000+ individuals in 80 countries Global, Not-for-profit, Open, Independent Successful through industry and government wide collaboration MOUs and Liaison Agreements with all major standardisation bodies, eg ISO, UN/CEFACT, CEN, W3C, etc.

4. What is Transformational Government?

5. What is Transformational Government? The definition of Transformational Government used within our Framework is as follows: ”A managed process of ICT-enabled change in the public sector, which puts the needs of citizens and businesses at the heart of that process and which achieves significant and transformational impacts on the efficiency and effectiveness of government.”

6. eGov 2.0: Transformational Government The Problem and Opportunity Costs/ benefitsof public sector IT eGov 1.0: Online Service Delivery Benefit realisation Computerisation: databases and back office automation “Governments are shifting from a government-centric paradigm to a citizen-centric paradigm” Governance maturity Citizen-enabled Citizen-focused Integrated Interoperable Fragmented Rethinking e-government services: user-centric approaches, OECD, 2009 Automation Transformation Mainframe PC Internet Cloud

7. e-Government – limited success • During much of the last two decades, technology was heralded as providing the sole key to deliver change. • But ICTs alone are not the “silver bullet”: • No critical mass of users • Little impact on core public policy objectives • Wasted resources • Those projects that have been wholly or partly successful provide valuable lessons that can and should be applied to improve the success rate of new initiatives in a way that both contributes to and is measured against the realisation of policy objectives. ? • Duplicated IT expenditure $ $ $ $

8. Some features of this shift Bolting technology onto the existing business model of government Focusing first on the business changes needed to unlock benefits for citizens, and only then on the technology

9. In theory, current e-government frameworks address governance and business change European Interoperability Framework v 2.0

10. The key elements of the Transformational Government Framework

11. The TGF Primer

12. Be obsessive about understanding your customers • Own the customer at the whole-of-government level • Don’t assume you know what your customers think – research, research, research • Invest in developing a real-time, event-level understanding of citizen interactions with government • Build services around customer needs, not organisational structure • Provide people with one place to access government, built round their needs • Don’t try to restructure government to do this – build “customer franchises” which sit within the existing structure of government and act as change agents • Deliver services across multiple channels – but using web services to join it all up, reduce infrastructure duplication, and to encourage customers into lower cost channels • Don’t spend money on technology before addressing organisational and business change • Don’t reinvent wheels - build a cross-government strategy for common citizen data sets (eg name, address) and common citizen applications (eg authentication, payments, notifications) • Citizen service transformation is done with citizens, not to them • Engage citizens directly in service design and delivery • Give citizens the technology tools that enable them to create public value themselves • Give citizens ownership and control of their personal data – and make all non-personal data available for re-use and innovation by citizens and third parties • Grow the market • Ensure that your service transformation plans are integrated with an effective digital inclusion strategy to build access to and demand for e-services across society • Recognise that other market players often have much greater influence on citizen behaviour than government – so build partnerships which enable the market to deliver your objectives • Manage and measure the nine critical success factors Set of Guiding Principles

13. Strategic clarity - clear vision, strong business case, focus on results Leadership - sustained support, leadership skills, collaborative governance User focus - holistic view of the customer, citizen-centric delivery, citizen empowerment Skills - skills mapping, skills integration Stakeholder engagement - stakeholder communication, cross-sectoral partnership Supplier partnership - smart supplier selection, supplier integration Do-ability - phased improvement, continuous improvement Future-proofing - interoperability, web centric delivery, agility, shared services, continuous improvement Benefit realisation - benefit mapping, benefit tracking, benefit delivery Critical Success Factors

14. The Delivery Processes • TGF identifies four main delivery processes, each of which needs to be managed in a government-wide and citizen-centric way in order to deliver effective transformation: • business management • customer management • channel management • technology management

15. Summary The TGF focuses on four major ways in how they differ from their more traditional predecessors: • They take a whole-of-government view of the relationship between the public sector and the citizen or business user; • They include initiatives to e-enable the frontline of public services: that is, staff involved in direct personal delivery of services such as education and healthcare - rather than just looking at transactional services which can be e-enabled on an end-to-end basis; • They take a whole-of-government view of the most efficient way of managing the cost base of government; • They focus on the "citizen" or “business” not the "customer". That is, they seek to engage with citizens and businesses as owners of and participants in the creation of public services, not merely as passive recipients of services.

16. OASIS TGF Technical Committee monthly meetings • Developing the OASIS TGF standard • Produce additional guidance and good practice notes • References: • TC Website • www.oasis-open.org/committees/tc_home.php?wg_abbrev=tgf • Wikipedia • http://en.wikipedia.org/wiki/Transformational_Government • LinkedIn Group • http://www.linkedin.com/groups?mostPopular=&gid=3677772 • Contact:johnaborras@yahoo.co.uk Way Forward