European City Models of eGovernment

1. European City Models of eGovernment KSF-T Summer Event 2007 Bologna, June 2007 José Ramón Rodríguez Leader, eGovernment Working Group, Eurocities

2. The study of Eurocities • eGovernment working group, lead by Barcelona • Identify good practices and trends • Focus on experiences of management and deployment of major eGovernment programs • January 2006 - March 2007 • 5 working group meetings • 25 participant cities • in depth study of 7 leading cities

3. Cities under analysis • Midsize cities • Capital of metropolitan areas • healthcare, education and social services (some) • contents and metropolitan strategy (somehow) • Leaders on eGovernment • they have an eStrategy • they publish results • high level of online transactions

4. eDrivers • New Rights of Citizens • Social and economic development • Better Government: • effectiveness • citizen focus • cost savings, efficiency • transparency and participation • ‘A must, people take for granted’ • It’s about business/service, not technology

5. 1. Make People’s Life Easier 2. Ensure Political Support 3.Be Sustainable 4. Leadership &Governance through Strategy 5. Have a Dedicated Unit Key Success Factors 6. A Common Architecture 7. Put people on board 8.Sound marketing and communication 9. Very Professional Deployment 10. Cooperation and Partnership

6. 1. Make People’s Life Easier • Citizen, demand driven • Helpful in their real lives • Regardless of internal organisation • Multichannel: ‘click-call-face’ • Usable • Accessible • No one left behind

7. Change of residence or business address Payment of taxes and fines Permits of works at home Making an appointment with a city office Registrations of business and trade Questions, claims and complaints Application for public housing Access to parking licences Application to schools Permission for works in streets Registration of dog licences Downloading information on registry and cadastre of a piece of soil Organising a wedding Application for a post as public servant Voting ticket application Loans of books at a public library Public tenderings at the council Submitting and checking bills High Impact Services

8. Sound, sustained Out of political turf Part, an atribute of the City strategy Support political priorities Care for permanent needs of the business Politicians as users 2. Ensure Political Support “eGovernment is a political component for the city. It is, of course, instrumental, but it also has a significant political dimension now. [...] I would fully say that the stakeholders are the politicians. No point.“ Johan Särnquist CIO, Stockholm

9. Business cases and ROI Quick-wins through pilots, but go to massive high-impact wins Channel substitution A virtuous cicle: Adoption/Sustainability/Support Metrics Reviews 3. Be Sustainable Channel substitution in Barcelona Contacts through different channels Completion of procedures through different channels

10. Advanced eServices require integration of multiple parts, a common view and long term big efforts Align the organisation Secure involvement of senior management Get additional resources Have an eStrategy, not an eGov strategy Development of Innovation & Modernization Policies in Gijón 4. Leadership & Governance through Strategy Stockholm eStrategy • multichannel delivery of services to citizens, companies and visitors in all business areas and architectures (SOA) to support. • integrated services to citizens • consolidation of IT infrastructure • miscellaneous internal e-services for higher efficiency • comprehensive management over IT development • enhanced e-democracy • multi sector interoperability • IT in schools and in education • IT in culture and libraries • IT in planning, traffic etc services

11. 5. Have a Dedicated Unit Stockholm e-strategy areas of responsibility • Reporting to the Mayor or CEO • Provides guidance, coordination and support, not command and control • Manages projects • Manages central resources allocated to eGov programmes • Consultancy skills (Mixed IT/Process) • It’s small, usually Vienna

12. 6. A Common Architecture The Extended Munich eGovernment System • Integration • Back to end • Cross departamental • Cross boundaries • Standards • New components/services • Raw data management • Evolve, put in value legacy systems • Re-Centralize IT platforms and management

13. 7. Put people on board • Political commitment • Legal changes • Very professional change management • hard components (HR) • soft components (OD) • Executives are key • It’s a cost • Be patient and tolerant to frustration Birmingham BEST programme

14. 8. Sound marketing and communication • Understand diffusion process in multiple audiences • Involve users in priorities and design • Have their feedback • Distribution strategies • Complex marketing and communication mix • It’s learning • It’s a cost

15. Sophisticated management A culture of delivery New skills and capacities: Implementation Strategy Program and Project Management Enterprise Architecture Change Management Marketing, PR, Communication Manage relations with stakeholders and partners Robust, industrial operations “Everything became bigger and more complex, thus demanding for excellence in planning and execution. We thrive to "industrialize" the process, moving from a small workshop of service excellence to a service powerhouse.“ José Ramón Rodríguez CIO, Barcelona 9. Very Professional Deployment

16. 10. Cooperation and Partnership • Metropolitan, Regional • Private/Public Portals • New forms of outsourcing • New national strategies, ex. authentication • Again: • political and managerial leadership • sound business cases • standards • new skills and capacities

17. Final Comments • “The platform is still missing. An integrated service platform to put together all the different components.” (Johan Särnquist, Stockholm) • “You touch the most intimate part of the organisation, the balance of power and the flows of information.” (José Ramón Rodríguez, Barcelona) • “The greatest challenge here is to accomplish a well organised back office.” (Hannelore Schnell, Munich) • “We don’t miss 'hardware' components. It’s more about the transformation of the organizational behaviour and the role of the public administrator. ” (Petra Delsing, The Hague) • “This is a journey. We are not going to get this sorted next week.” (Glyn Evans, Birmingham)

18. Join the Benchmarking Meet us at the Workshop Evaluation tools and criteria for eGov services Sala di Re Enzo, June 29th, 15:30h

19. Barcelona en xarxa