TGF slidedeck (for UK Government CTO Forum))

January 26, 2018 | Author: Anonymous | Category: Social Science, Political Science, Government
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Transformational Government Framework

Nig Greenaway v0.A

OASIS TGF TC - Context  OASIS is a member consortium dedicated to building e-business systems’ interoperability specifications

 Main focus is on applications of structured information standards (e.g. 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, e.g. ISO, UN/CEFACT, CEN, W3C, etc.

Technical Committees are set up by 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.

What is Transformational Government? The definition of Transformational Government used within theTC 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.” n.b. This is not defining an endpoint but rather a process of ongoing transformation

e-Government – the lack of success


No critical mass of users

Duplicated IT expenditure

Wasted resources

Little impact on core public policy objectives

Transformational Government

Happier customers

Business Customers Channels Technology


Business Customers Channels Technology Business Customers Channels Technology

Citizencentric business model

Lower cost

Empowered citizens

Business Customers Channels Technology

Higher policy impact

Enablers of change eGov 2.0:

Costs/ benefits

Transformational Government

of 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 citizencentric paradigm”

Citizen-enabled Citizen-focused Integrated Interoperable Fragmented

Rethinking e-government services: user-centric approaches, OECD, 2009







Some features of this shift E-Government

Transformational Government

  

  

     

Government-centric Supply push Government as sole provider of citizen services Unconnected vertical business silos

Bolting technology onto the existing “Identity” is owned and managed by business model government Publicof datagovernment locked away within government Citizen as recipient or consumer of services Online services IT as capital investment Producer-led

     

Citizen-centric Demand pull Government also as convener of multiple competitive sources of citizen services New virtual business layer, built around citizen needs, operates horizontally across government “Identity” is owned and managed by the citizen Public data available freely for reuse by all Citizen as owner and co-creator of services Multi-channel service integration IT as a service Brand-led

Focusing first on the business changes needed to unlock benefits for citizens, and only then on the technology

The key elements of the Transformational Government Framework

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

Target Audiences 1. 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.

2. 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, [email protected]); Professional bodies that support industry sectors by the development and maintenance of common practices, protocols, processes and standards to facilitate the production and operation of services and systems within the sector, where the sector needs to interact with government processes and systems 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.

Key features which led to the OASIS TC  Builds on the experience of e-Government practitioners over the last 10 years  Need for a Citizen-focused and business driven approach  That demonstrably leads to significant levels of citizen take-up

 Has been shown to work in many different types of government:  National, state and city level  Deployed in Western Europe, Eastern Europe, Middle East, Far East and Australia  Will be standardised so it can be delivered by many partners and embedded in support tools

Current Status 

TGF Primer published  

Purpose is to publish ideas and gain buy-in/comments Available at Comments requested at or via Nig Greenaway

Next steps: 

Provide greater detail Cast as a standard  Formats being considered are a pattern language and then RDF

The TGF Primer

Set of Guiding Principles 1.





Develop a detailed and segmented understanding of your citizen and business 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 use Service-Oriented Architecture (SOA) principles to join it all up, reduce infrastructure duplication, and to encourage customers into lower cost channels where possible • 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

Critical Success Factors 1. Strategic clarity - all of government view, clear vision, strong business case, focus on results

2. Leadership - sustained support, leadership skills, collaborative governance

3. User focus - holistic view of the customer, citizen-centric delivery, citizen empowerment

4. Skills - skills mapping, skills integration 5. Stakeholder engagement - stakeholder communication, cross-sectoral partnership

6. Supplier partnership - smart supplier selection, supplier integration 7. Achievable Delivery - phased improvement, continuous improvement, risk management

8. Future-proofing - interoperability, web centric delivery, agility, shared services

9. Benefit realisation - benefit realisation strategy

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

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

The “Franchise Marketplace” business model for citizen-centric-government Central / Federal depts / agencies State / Country depts / agencies

Delivery Community Wholesale Marketplace Franchises Retail Marketplace Joining-up done by Franchises at central, regional and local levels

Central Central entry entry point point

Citizen s

Citizen Assured Intermediation

One Stop Shop for government content and services

Business Local / Regional entry points

Business management Customer management Channel management Technology management

Trusted and Interoperable transactions and content

Other contributing organisations – public and private

Local / City depts / agencies

Enabling the Franchise Model

Policy Products

Customer Management   

Brand-led service delivery Identity Management Citizen Empowerment

Channel Management  

Channel Mapping Channel Management Strategy    

Channel shift Channel optimisation Cross-channel management Intermediary market

Technology Management 

 

Resources management Ecosystem participation Realisation & governance of SOA-based ICT systems

Technology Management Framework

Way Forward OASIS TGF Technical Committee monthly meetings  17th Mar ‘11 – approved Primer  expand and turn it into OASIS standard and supporting guidance notes  References:  TC Website   Wikipedia  LinkedIn Group  Contact: [email protected]

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