cifal presentation 18 th may 2005 drivers for sustainable e-government (a private sector...
TRANSCRIPT
CIFAL Presentation
18th May 2005Drivers for Sustainable e-Government
(A Private Sector Perspective)
LESLIE MOODLEYDeloitte Partner
ConsultingSlide 2
Contents
Introduction
Setting the Platform for the e-Government Enterprise
Role Private Sector can Play
ConsultingSlide 3
Introduction
Today, many government agencies are moving beyond information-only websites to setting full service internet portals
These portals offer a single entry point for the citizen/customer to access integrated services and information
But portals represent more than just a change in customer service delivery – they forecast the coming of a new government enterprise
Significant changes and support required not only by public sector personnel but by all stakeholders
ConsultingSlide 4
The New e-Government Model
Changes the way Public Sector operates Provides a community view into government for
information and transaction processing Facilitates B2G, G2B, C2G, G2C, G2G Leverages the use of legacy systems Improves citizens’ access to government Improves vendors’ access to their government
customers Introduces three key dimensions:
• e-Customer
• e-Marketplace
• e-Enterprise
ConsultingSlide 5
e-Customer
e-Customers do not care about which department they have to submit their e-payments, e-forms, e-requests, etc.; their only concern is locating the appropriate place in the portal to fulfill their needs.
e-citizens no longer should have to deal with multiple entities in multiple ways.
ConsultingSlide 6
e-Customer
ConsultingSlide 7
e-Marketplace
e-Government should simplify the means in which goods and services are acquired across the entire organisation. Using internet portals, government procurement officers can have:
•direct, centralised electronic access to vendors’ product information
•performance ratings and customer service capabilities
This will allow them to derive more benefits from market competition
ConsultingSlide 8
e-Marketplace
ConsultingSlide 9
e-Enterprise
Ubiquitous customers, one-stop shopping, centralised purchasing and compressed value chains. These concepts summarise how portals can amplify governments’ digital relationship with its customers and suppliers
But they also signal the coming of the new e-Government Enterprise
ConsultingSlide 10
e-Enterprise
ConsultingSlide 11
A New Model for e-Government
Sh
are
d P
ort
al
Serv
ices
Enrolment Processing Payment
Information & Queries
License & Permits
Corporate Registrations
Social Services
Employment Assistance
Revenue Collection
Com
mon
En
try P
oin
t For
All S
takeh
old
ers
ConsultingSlide 12
The Value Proposition
Customer Interaction
Technical Infrastructure
Customer seeksMedicaid, cash &/
or foodassistance,
childcare, &/orchildren'sinsurance.
Customer fillsout
appropriatepaper
application
YesIs customer
eligible? Approval lettergenerated &
information sent tocustomer
Denial lettergenerated & sent
to customer
Does customerseek WIC
assistance?
Customervisits WIC
office
Is customercurrentlyreceiving
assistance?
No
Case workeropens new case
# in system
Case workermanually types
informationinto 1-3systems
Yes
Does customerhave correctverification
information?
Customer retreivesinformation and
returns toappropriate office
Yes
No
No
Yes
Customerseeks WICassistance
Customervisits FIA
Office
Customervisits HealthDepartment
Office
CustomercompletesFIA form
Yes
Refer customer to FIAoffice with verificationinformation. Forword
form to FIA
Customer fillsout appropriate
paperapplication
Is customereligible?
Approval lettergenerated &
information sent tocustomer
Denial lettergenerated & sent
to customer
Does customerneed otherassistance?
Does customerhave correctverification
information? Customer retreivesinformation and
returns toappropriate office
Yes
No
No
Yes
Case workertypes
information intoWIC system
End
No
End
No
Refer customerto FIA withverificationinformation.
Yes
ReducedCycleTime
Refined Business Processes
IncreasedRevenue Source
Convenience
EnhancedCustomer Service
Increased Access to Accurate Information
Multi-Channel Service Delivery
Personalization
Software Licensing
Data Integration
Common PlatformSecurity
Standardization
Scalability
IT In
fras
tru
ctu
reP
rese
nta
tio
nP
roce
ss
OperationalEfficiency
Cost Avoidance/Reduction
Business Process
ConsultingSlide 13
The Value Proposition
Value to the Municipality
Automate current manual or paper intensive processes
Reduce staffing and operational costs
Provide immediate access to information
Improve services to the public, business and other customers
Improve overall operating efficiency
Value to Business
Improve access to public sector operations
Automate processes that interface with public sector entities (real property closes and recordings)
Potentially reduce staffing costs
Reduce overall costs to consumers (property buyer)
Enhance responsiveness to changing market needs
Gain operating efficiency
ConsultingSlide 14
Implications of the New Model
Transformation of the Municipality
Participation by all stakeholders
ConsultingSlide 15
Successful transformations are based on a few clear ideas – and a tight linkage between the vision and what it takes to deliver it
Define strategic vision Refine the proposed TSA
model and define the scope of each function
Define the Operating Model
Strategic Alignment Partnering Governance Organizational Structure Functional Scope
Define Blueprints
1
3
Establish Guiding Principles and Metrics
Introduce best practices and performance benchmarks
2
Establish a strong infrastructure of organizational, process andtechnology
Leadership Framework
Priorities & Objectives
Tools & Enablers
Policy People Process Technology
Vision
Priorities & Objectives
Tools & Enablers
Policy People Process Technology
Vision
ConsultingSlide 16
Role Private Sector Can Play
Now that we have explored the new e-Enterprise as defined by Deloitte, what role can the Private Sector play in achieving this?
ConsultingSlide 17
Role Private Sector Can Play
Providing support for Public Sector CIO’s Ensuring effective partnerships Transferring e-business knowledge Bringing Global best practice, knowledge and
lessons learnt Innovation Sharing “private sector” methodologies and
tools Sharing of Technologies Quality Assurance Support for the key drivers e.g. building a
sustainable ICT Sector
ConsultingSlide 18
Supporting Public Sector CIO’s
IT GovernanceIT Governance Tie the organizational business objectives and processes to information technology
Tie the organizational business objectives and processes to information technology
Cut costs, creatively fund new projects, build compelling business cases for IT projects and manage outsourced IT services
Cut costs, creatively fund new projects, build compelling business cases for IT projects and manage outsourced IT services
Perform risk assessments and put processes in place to ensure compliance and continuity of operations
Perform risk assessments and put processes in place to ensure compliance and continuity of operations
Understand cost, benefits and risk for projects in order to prioritize IT projects from a long-term, enterprise-wide perspective
Understand cost, benefits and risk for projects in order to prioritize IT projects from a long-term, enterprise-wide perspective
Develop tools for benchmarking, ROI, scorecard tracking to be used throughout the organizationDevelop tools for benchmarking, ROI, scorecard tracking to be used throughout the organization
Manage human capital; encourage professional development; outsource when optimal
Manage human capital; encourage professional development; outsource when optimal
Eliminate silos, mandate integration and interoperability for IT projects
Eliminate silos, mandate integration and interoperability for IT projects
Streamline procurement business processStreamline procurement business process
Cost Reduction & Financial
Management
Cost Reduction & Financial
Management
Risk ManagementRisk Management
Portfolio Management
Portfolio Management
Performance ManagementPerformance Management
Integration & InteroperabilityIntegration &
Interoperability
ProcurementProcurement
Human Capital Management
Human Capital Management
ConsultingSlide 19
Ensuring Effective Partnerships
Many ways in which the private sector can partner with their local municipalities however, our experience shows the following key attributes lead to sustainable e-Government solutions:
• Alignment of vision
• Global footprint to access learnings and best practices
• Track record for delivery
• Significant player in the local economy to involve all key stakeholders in the e-Enterprise
ConsultingSlide 20
Innovation
Ach
ieve
men
t o
f ID
P/L
TD
F
Partial achievement of plan
-4 -3 -2 -1 Today 1 2 3 4
Planning Horizon
Historic growth rate“Business as usual”
Competitive forces
Growth through Innovation
Lose to otherdestinations
TheBestCity
Gap
“By 2020, eThekwini will enjoy the reputation of being Africa’s most caring and liveable city, where all
citizens live in harmony. This vision will be achieved by growing
our economy and meeting people’s needs so that all citizens
enjoy a high quality of life with equal opportunities, in a city that
they are proud of”
ConsultingSlide 21
Support of eThekwini’s e-Government Initiative
Guiding the systems development process Utilising “private sector” methodologies to drive
e-Government benefits Implementing process-driven best practices Quality Assure all deliverables Ensuring the e-Government vision is being
realised Building IT confidence with regard to SMME
involvement in the IT sector:• Mentorship• Skills development
ConsultingSlide 22
Concluding Remarks
Demands that the e-Enterprise places on the municipality
Having the vision clearly articulated is key
Transformation must include all key stakeholders
Private sector role can be used to great advantage
Questions ?