Towards a Transformational Government Framework

1. Towards a Transformational Government Framework tGov 2011 17th/18th March 2011 Brunel University

2. Introduction A few words about me: 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. 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.

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, 1000s individuals 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. Working Arrangements Technical Committees are set-up by OASIS members to deliver a specific piece of work and then, usually, close down. The Transformational Government TC seeks to produce an overall framework for using information technology to improve the delivery of public services through better citizen engagement to assure greater use and return on investment. Member Sections are created when a collection of OASIS Members recognize a particular need or common goal and are willing to commit to work on that need over an extended period. The eGovernment Member Section serves as a focal point for discussions of government and public administration requirements for e-business standardization.

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. e-Government – the lack of success • No critical mass of users • Wasted resources • Duplicated IT expenditure • Little impact on core public policy objectives ? $ $ $ $

7. Transformational Government Business Business Business Business Customers Customers Customers Customers Channels Channels Channels Channels Technology Technology Technology Technology Happier customers Citizen- centric business model ? Lower cost Empowered citizens $ $ Higher policy impact $ $

8. eGov 2.0: Transformational Government Enablers of change 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

9. 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

10. What we tried first in the UK Internet enabled device Multiple access channels Internet site Interactive TV Kiosk Telephone email Private sector portals Local govt. portals ukonline.gov.uk Portal infrastructure Life events Government Gateway Common web services • Registration and enrolment • Authentication • Secure e-mail • Rules engine • Circumstances and personalisation • Payments • Notifications • Appointments E-Government Interoperability Framework Inter-operable departmental systems

11. Q1 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2002 2003 2000 2001 Impact 60 Multiple access channels Mobile Call Centre PC DTV 50 Buying online Local govt. portals 40 Private sector portals 3 ukonline.gov.uk Portal infrastructure Banking online 30 Government Gateway 20 Common web services • Registration and enrolment • Authentication • Secure e-mail • Rules engine • Circumstances and personalisation • Payments • Notifications • Appointments Government online 10 E-Government Interoperability Framework Inter-operable departmental systems 0

12. Impact of addressing the business model Average monthly visits

13. eGov 2.0: Transformational Government The problem Costs/ benefitsof public sector IT eGov 1.0: Online Service Delivery Computerisation: databases and back office automation Benefit realisation Governance maturity Most governments are still here Getting this right is hard, and there is little guidance

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

15. The key elements of the proposed Transformational Government Framework

16. The Charter of the OASIS Transformational Government Framework Technical Committee • The major deliverable will be a Framework for Transformational Government. • Included in this Framework will be: • a Transformational Government Reference Model, • definitions of a series of policy products necessary to implement the change, • a value chain for citizen service transformation, • a series of guiding principles, • a business model for change, • a delivery roadmap, • and a checklist of critical success factors. • Supporting this Framework will be a number of Use Cases and other guidance advice on its adoption

17. Target Audiences • Primarily intended to meet the needs of: • Ministers and senior officials responsible for shaping public sector reform and e-Government strategies and policies (at national, state/regional and city/local levels); • Senior executives in industry who wish to partner with and assist governments in the transformation of public services. • Secondary audiences : • Leaders of international organisations working to improve public sector delivery, whether at a global level (eg World Bank, United Nations) or a regional one (eg European Commission, Eris@); • Academic and other researchers working in the field of public sector reform; • Civil society institutions engaged in debate on how technology can better enable service transformation.

18. The TGF Primer - draft

19. 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

20. 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

21. Policy Products

22. 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

23. Business Management – The Franchise Model • A number of agile cross-government virtual "franchise businesses" based around customer segments such as, for example, parents, motorists, disabled people. • Responsible for gaining full understanding of their customers' needs so that they can deliver quickly and adapt to changing requirements over time in order to deliver more customer centric services - which in turn, is proven to drive higher service take-up and greater customer satisfaction. • Provide a risk-averse operational structure that enables functionally-organised government agencies at national, regional and local to work together in a customer-focused "Delivery Community", by: • Enabling government to create a "virtual" delivery structure focused on customer needs • Operating inside the existing structure government (because they are owned and resourced by one of the existing "silos" which has a close link to the relevant customer segment) • Removing a single point of failure • Working across government (and beyond) to manage the key risks to citizen-centric service delivery • Acting as change agents inside government departments / agencies. • Enables a "mixed economy" of service provision: • first, by providing a clear market framework within which private and voluntary sector service providers can repackage public sector content and services; • and second by disseminating Web 2.0 approaches across government to make this simpler and cheaper at a technical level. • The whole model is capable of being delivered using Cloud Computing

24. OASIS TGF Technical Committee monthly meetings • 17thMar – approve Primer • thereafter expand and turn it into OASIS standard • 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