Transcript Joining the Gov3 team

Development of Master Plan on the
Establishment of eGovernment in the
Republic of Kazakhstan >
Feedback from Gov3
www.gov3.net
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
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
Questions about scope

There is a strong focus on “putting services online”. Are we also
focused on:



Digital inclusion:


e-enabling frontline public sector workers (eg teachers, nurses, police, fire
fighters)?
a more transparent and participative governance and policy-making
process?
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?
Making it happen > the context

30% of Government IT projects are complete failures; 45% experience
significant problems

Why?
Source: Standish Group
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
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 funded programme to develop a national
eGovernment roadmap for Bangladesh, 2007
Making it happen > the challenge
How to get to here ….
부처
e-Kazakhstan Government
G2C
Processing of citizen applications
Integrated list control
Interaction with relevant bodies
Information disclosure
control
Company applications administration
State tax integration
Provision of information
on industry
E-tax payment
Processing of company applications
State tax information control
State tax collection
E-declaration
Taxation operations
E-citizen applications
Information disclosure
control
Department
system
Department
Public procurement
e-Trade
Freight control
Integrated advertising
Customs declaration
Department
system
Department
system
Department
system
e-NID
e-Infrastructure
G2G
e-ETS
E-approval
E-mail
Operation
control
Data
exchange
Bulletin board
company
e-Finance
Infra
Schedule
control
Tasks
control
Meeting
control
e-Organization
Consolidated
accounts
Finance
consolidation
Human
resources
HR
analysis
Information
analysis and
Standardsetting
HR support
HR
monitoring
H/W
S/W
N/W
Technology
Skill
Web
Services
Natural
person
Address
registration
Legal
person
Real estate
e-Management
Department
Internet
Export & import declaration
Commodity registration & control
.
.
.
Wireless
LAN
e-Procurement
Electronic notification
Internet
Security
company
Declarant
e-Tax
Internet
Integrated control system
Computer
Center
Management
environment
ITA
Wireless
LAN
Department
Infrastructu
re
Organization
H/W
S/W
Improvement of regulatory & legal framework
SSO
Department
Security
Internet
e-Customs
e-Company
Information disclosure
Link
e-Citizen
Processing of citizen applications
GateWay System
Citizen
Services
Й
Й
G2B
Folder
Services
PKI
Payment
Gateway
Relevant
body
ebXML
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
Common causes of failure
1. Lack of strategic clarity
2. Poor understanding and segmentation of user needs
3. Lack of sustained leadership at political and senior management
level; ineffective governance
4. Lack of effective engagement with stakeholders
5. Lack of skills
6. Poor supplier management
7. “Big Bang” implementation
8. No benefit realisation
Issues I
will focus
on today
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.
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
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
Principle 1> recognise that you have to
manage two overlapping programmes
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
 Improving governance systems
 Transparency and anti-corruption
 Building capability in the public sector
 Improving skills of civil servants
 Increased public participation and
accountability
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
User
Focus
Strategi
c clarity
Leadership
Stakeholder
engagement
Do-ability
Skills
Supplier
partnership
Benefit
realisation
Principle 3 > an effective Governance System
is multi-dimensional
The organisational arrangements put in place
to lead the eGovernment programme, eg

Governance
Structures


central unit(s)
governance boards
industry partnership board etc
GOVERNANCE
Governance
Levers
Governance
Processes
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
Principle 3 > an effective Governance System
is multi-dimensional
The organisational arrangements put in place
to lead the eGovernment programme, eg

Governance
Structures


central unit(s)
governance boards
industry partnership board etc
GOVERNANCE
Governance
Levers
Governance
Processes
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
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
Thank you
www.gov3.net