• e-government• e-government Strategy• e-government Management

• e-government Architecture• e-government Portal• Summary

e-Government also known as e-gov, digital government, online government or transformational government is a diffused neologism used to refer to the use of information and communication technology to provide and improve government services, transactions and interactions with citizens, businesses, and other arms of government

The primary delivery models of e-Government can be divided into:Government-to-Citizen or Government-to-Consumer (G2C) Government-to-Business (G2B) Government-to-Government (G2G) Government-to-Employees (G2E)

Within each of these interaction domains, four kinds of activities take place:pushing information over the Internet, e.g: regulatory services, general holidays, public hearing schedules, issue briefs, notifications, etc. two-way communications between the agency and the citizen, a business, or another government agency. In this model, users can engage in dialogue with agencies and post problems, comments, or requests to the agency. conducting transactions, e.g: lodging tax returns, applying for services and grants. governance, e.g: online polling, voting, and campaigning.

Service to Citizens and Businesses

Customer satisfaction with access and response Savings through moving services online Reduce burdens all round - queuing, travel, etc

Cost Efficiencies Make government employees more productive Share infrastructure costs with service delivery Improve process efficiency and cycle time

Economic Development

Compete to attract investment Reduce burdens on businesses Enable businesses for the online economy Create employment Develop existing workforce and attract new

e-Communities Enable citizen and business virtual communities Add at marginal cost over service infrastructure Contributor to economic development

Digital Democracy Any e-mediated exchange of value in democracy Information, opinion, campaigning, contributions 74% of Europe’s politicians see strength in this

Customer Relationship - Integrated service delivery, portal provision...Supply Chain - e-procurement, e-markets...Business Intelligence - policy formulation, fraud/abuse management... Knowledge Management - policy formulation, collaboration, workflow... e-learning - government employee, indigenous workforce development, broadening access to general education... e-infrastructure - to support the complete range of governmental and societal goals......

Deepening, broadening …

Initiative Definition Vision/Objectives Initiative Justification Strategic Match Competitive Positioning

Support Staff Skills Requirements Policies and Procedures Support impact Organizational Structure

Technology standards Look & Feel / Design Infrastructure leverage Middleware strategy Application strategy

Market Research Target audience focus Audience

Communication Measurement Strategy Public Relations

Business Planning

Technology Planning

OrganizationalOperational

Planning

Marketing Planning

Gartner estimates that 75% of Internet initiatives fail due to poor planning, and 75% of e-business initiatives will fail due to poor

planning and lack of understanding of the technology.

Government’s Operational Drivers Strategy Value Cycle Digital Policy Framework Architecture - Data, Information, Applications Business Case Management Framework - Staffing, Skill Sets

Establish Linkage to Strategic Plans and Annual Performance

Plans Define Performance Gaps in the 4 Balanced Scorecard categories:

Customer responsiveness, Process effectiveness & efficiency, Knowledge, Growth, & Innovation, Financial Perspective

Define e-business killer applications (including Process, Organization, & IT projects)

Define Barriers

Conduct high-level Benefit/Cost/Risk

AssessmentSelect

Alternatives & Prioritize into an

Action Plan

IBM Consultants provide e-business

technology and business design

ideas

STRATEGIES customer centric

strategy(ies) efficiency & effectiveness

strategies supply chain strategy stakeholder strategy

Interviews & review of strategic/performance plans

Identify Key Policy Issues and Goals

•Conduct interviews•Collect and review data•Assess digital readiness•Identify key policy issues

Steps

Outcomes

•Vision•Goals•Constraints•Key policy needs

Define Policy Making Framework

•Create approaches to accomplish goals•Align metrics with goals•Define governance approach

•Aligned goals, approaches, metrics and policy needs•Organization chart and role descriptions

Develop Action Plan

•Develop recommendations•Prioritize approaches•Facilitate consensus•Create roadmap

•Prioritized list of approaches•High level timeline for implementation

Communication with constituents; promotion

Digital Service: Managing Requests

Constituent Relationships Digital Service: Legal

Framework

Policy Development

Government Internal Processes

Constituents Legislators Vendors Employees

Information entry, Response to Requests for Info

GIS for maintenance, permitting Permits, licenses (professional, business,

construction) Payment Transactions Social Services Collecting public opinion

Tracking problems, issues, files

Complaints Mgmt Integrated Service

Delivery

Providing an adequate legal framework in order to encourage other e-businesses

Digital signature and forms filing

Research Policy drafting Data Analysis Sense & Respond Bench-marking "Quality" Control

Procurement Service/Maintenance Process Control Scheduling Human Resources Financial Management

Advertising/Promotion Direct Marketing Public Relations Market Research Relationship Building

Update

Query

Analyze

Act

Learn

Capture

Store

Distribute

Acquisition, maintenance and

use of dataReduce burden for data collection (for example, applying for services, compliance)

Reuse information to reduce data maintenance and usage costs

Improve decision making to respond faster, better, and lower cost

External Customer View

?

Shared service attitude (vision) toward all customers - citizens, business, vendors, employees

Highest level acceptance and sponsorship from the Executive, the Legislature and the Judicial branches - including funding and human resource allocations

Knowledgeable and highly motivated advocates throughout all of the major agencies

Communication plan that emphasizes knowledge sharing, compromise, and feedback on progress

Central action committee, with multiple agency representation, to develop and drive the agenda

Center of Competency ModelCenter of Competency Model

Bureau

Agency Asst. Secretary

Pros: Based on partnership model with business lines Concentrates expertise I an "ambassador" role withbusiness lines Facilitates implementation of a unified web strategyand presence Focuses business lines on content creating and

customer value as opposed to technical implementation Encourages experimentation and innovationCons:Competency center is dependent on the vision and

responsiveness of the business lines for its success

Pros: Based on partnership model with business lines Concentrates expertise I an "ambassador" role withbusiness lines Facilitates implementation of a unified web strategyand presenceFocuses agencies on content creating and

constituent value as opposed to technical implementation Encourages experimentation and innovationCons:Competency center is dependent on the vision and

responsiveness of the agencies for its success

agencyStrategy

StateStrategy

Subsidiary ModelSubsidiary Model

Section

Pros: Encourages both innovation and accountability Aims to create an agile subsidiary, lessencumbered by the legacy organization

Effective way to allocate scarce capital Facilitates transition to a customer centric modelCons: Requires new management processes and skills Requires innovative compensation systems to

attract talent and adequately reward success May create conflicts with traditional business lines Requires very significant funding commitments

Pros: Encourages both innovation and accountability Aims to create an agile subsidiary, lessencumbered by the legacy organization

Effective way to allocate scarce capitalFacilitates transition to a constituent centric modelCons: Requires new management processes and skills Requires innovative compensation systems to

attract talent and adequately reward successMay create conflicts with traditional agenciesRequires significant funding commitments

Department OMB/Hill

Holder of funding Source of new ideas/requirements

Internet CompetencyCenter

Corporate Web Site

Venture Capital Board

Corporate Governance

e-Business Subsidiary

Subsidiary Web Sites

An effective e-government Architecture facilitates the flexibility required by government entities while helping to establish the disciplines and standards needed to make efficient use of scarce resources.

The components of the eGA fit together in a modular fashion, allowing effective use in constantly changing circumstances.

Business Architecture

Information Architecture

ApplicationsArchitecture

Technical Infrastructure

DataArchitecture

The effective alignment of organisational goals with technologyand resources

Architecture differentiates web-enabling from becoming an e-government

PeoplePeople

ApplicationsApplications DataData

e-governmente-government

portalportal

A single point of useful, comprehensiveand integrated access forall services and information

Web presence and publishing

Personal/Business

Tax Filing

VehicleRegistration/

Renewal

Business/ProfessionalLicensing

Tax FormAdvice

SiteSwitch

PublishLegislation

Life EventModels

Constituent/Intention

“One StopShop”

Single agency systems

Multiple collaborating agencies

Why? • Significant business transformation• Degree of technical convergence• Potential policy and legislation issues• Cross agency co-operation

Provision ofinformation

Single agencytransactions

Multi agencyintegration

000’s

00’s

FEW

Most areabout here...

• Start with the end in mind - you will progress faster than you think - and ensure growth with cross-agency flexibility.

• Prepare for many choices - more policy, legislation, process, than technology.

• Accept that “free” models may not sustain - but should contribute - the jury is still out.

• It’s a way of travelling, not a destination - the journey will require a partnership which addresses the whole combination of infrastructure, services, consulting, funding, governance,and proven applications.

Will “Self-Funding” Meet Your Needs?

• Speed - to adapt to new needs and laws, and to deploy

• Scope - provide all functionality - customize to unique needs - repurpose web investment for extranet/intranet - use portal to enable transformation - balanced risk of implementation - ease of integration with back-end systems

• Cost - total cost of portal functionality - upfront budget funding and availability

• Control - level and degree of control over web applications - consistency with national/regional standards - consistency with national/regional laws and policies - control of security and privacy issues - ownership and integration of service delivery channel - ownership of government to constituent interaction - ownership of knowledge generated - ability to divert data for government benefit

e-Government Procurement

G2BCommerce Services

G2Be-Portal

““Reduce Costs, Total Reduce Costs, Total Capture, Compliance, Capture, Compliance, Paperless Acquisition, Paperless Acquisition, Enterprise Integration, Enterprise Integration, Customer Satisfaction”Customer Satisfaction”

““RFQ, Auction,RFQ, Auction,Logistics, Logistics, Payment, Payment,

Transaction Transaction Routing, Supplier Routing, Supplier

On-ramp”On-ramp”

G2B e-Purchase

E-procurement Architecture

• Best ValueBest Value• Walk Up InterfaceWalk Up Interface• AccountabilityAccountability• Detailed ReportingDetailed Reporting• ReconciliationReconciliation

• E-Commerce EnablerE-Commerce Enabler• Communication PortalCommunication Portal• Transaction TranslatorTransaction Translator

• Ease of EntryEase of Entry• Supplier MaintenanceSupplier Maintenance• Transaction NeutralTransaction Neutral• No CostNo Cost

OrdersOrdersCatalogsCatalogs

StatusPaymentsPaymentsRegistr’nRegistr’n

CustomersCustomers TransactionTransactionBackboneBackbone

SupplierSupplierOrganizationsOrganizations

TTRRAANNSSAACCTTIIOONN

AANNYY

FFOORRMMAATT

Awareness Presence Pilot AdoptionProcess

InvestmentCross-process

IntegrationSecurityChasm

BusinessValue Chasm

Use internetinternally

Establishwebsite

Read accessto coresystems

Transactionson coresystems

Improvecore business

processes

Redefinecore business

processes

Insurance Telco

Healthcare

RetailBanking

CapitalMarkets

Travel

Manufacturing

Retail

Utilities

Regional

National

Variety of stakeholders and usersAccess for allScale and unpredictabilitySecurity and privacyUsability and customer comfort Heritage systems in higher proportions

Other providers -non governmentcontent

Telephony andcall centers

Web enablement function

Profile, session, logging, accounting, archiving, data managementetc

Pervasive computingfor access for allPDA, wireless, kiosk,browser, settop, webTV, network appliance,Playstation, Dreamcast,Smartcard, etc...

Language Translation

Special NeedsServices

Common paymentsinfrastructure - credit,debit, e-check, etc

Partners - range of existing or new e-governmentapplications

E-business applicationframework - rapidapplication deployment

Legacy integration - web-integrate existinggovernment systems

Existing governmentapplications - vehicleregistration, tax filing,business licensing,permitting, vitalrecords, etc

Traditional Channels

Internet Fire

wal

l

Fire

wal

l

Web servercomplex

Smart Search - government taxonomy,search and deliverindependent of source

Personalization,customization - profiling, automaticpresentation ofrelevant information

Storefront - ecommerce catalogmethods

Collaboration - connect users ofsimilar community

Geospatial data

Telephony - IVRinterface, etc

Co

nne

ctio

n

Security and systems management - enable security policies appropriateto government, citizen and business within policy and legislative environment - remove complexityfrom users (eg, single sign on across multiple government agencies/departments)

Model Mechanism Who Pays? Consideration

Premium Fixed fee pertransaction

User Achieving volumes

Percent Proportion oftransaction value

User Achieving volumes

Subscription Regular payment forservice access

User Business v citizenpropensity

Per Click Fixed fee per micro-event

Government Achieving volumes

Data Broker Sell governmentinformation

Commercialcompanies

Legislation, citizen views

Per User Fixed fee per userenrolled or active

Government Achieving volumes

Eyeballs Banners, referrals, etc Commercialcompanies

Ethics

Benefits Share of achievedsavings

Government Agreement on metrics

Milestones Fee for achievedgoals

Government Agreement on metrics

Different Drivers...

The Vision:a virtual community in which a single infrastructure supports

the delivery of government servicesexpansion of electronic commerce

The Results:consortium of government and commercial partnersimproved citizen satisfaction with government service deliveryenhanced economic development and business satisfaction

Bologna e-community

Naestved Info Society 2000Extensivecitizen access --25% "connected" via high-speednetwork

"One-stop shopping"for all citizenservices

Business Development Council providing support infrastructure to facilitate and drive local business growth

Solution:

Problem: Waiting in long lines for government serviceis no longer acceptable

Average Transaction Time = 2 minutesRegistration is Updated Instantly

With Service Arizona, the people of Arizona have the ability to go on-line to renew their vehicle registrations 24 hours a day, 7 days a week

Solution

Challenge:Improve customer service to businesses requiring licensesReduce time and costs involved

Responsee-licensing solution

Value200,000 licensees have access - 24 x 740% usage in less than 1 yearReduce time to get a license from 4 weeks to 1 day

.... extends access to intranet and Internet

Challenge: Simplifi cation and modernization of the Fiscal system

I nternal / external fi scal processes integrated with other public and private entities: Social Security, Local Governments and tax preparers

Response:Online acquisition of tax returns

Better tax f raud detection

I mproved deployment of tax resources

Value:A reduction in errors of more than 20% to single digits

Acceleration of the tax cycle, saving 8-9 months

Acquisition of data which will enable the introduction of Business I ntelligence to help tax authorities track customer behavior and identif y any f ailings in the system

Customer Service/Cost Efficiency

Challenge:

Cost eff ective, timely dissemination of Census Bureau Data to Public

Dynamically integrated information with geographic mapping and intuitive, easy user interf ace

I ntegrate economic and demographic statistical inf ormation

Bottom line impact:

Web access f or public to customized economic and demographic information -- true government "value add"

Reduced production & delivery time

Enhanced public value with improved service to citizens and businesses

BSI Common

Architecture

Services of Depts and AgenciesCitizens and

the business community

Most experienced e-government partner

Government domain specialists

Government IT project track record

Extensively proven technology base

Global presence

Business partner network

Full commitment to open standards

Complete range of service provision

Strong understanding of IT “legacy”

End to end provision if required

World-leading research base

Less risk, faster implementation

Transformation foundation

Confidence

Scale, robustness, security…

Capture and share best practice

Broad range of solution elements

Expand flexibly without “lock-ins”

Appropriate delivery over time

Fast, solid progression to future state

“One stop” partnership if needed

Benefit from “fast track” to the future

More than 40,000 business partners - applications, services, special hardware

Ariba - eProcurementI2 - Supply Chain Management (SCM)Siebel - Customer Relationship Management (CRM), Call Centers / CTI

Government Specialty for e-business:ezgov.com - portal technology, e-government applicationsJPH International - CRM HTE - Public Safety and Justice Applications, ERPESRI - GIS Systems

Atlanta

Dallas

BostonNew York

Los Angeles

Washington

Chicago

Coleman Group branding - OgilvyOne marketing - Answerthink net consulting - Internet Research Group research/marketing - RGA Interactive content development -DoubleClick web merchandising - NetPerceptions personalization/targeting - ………..

Combine traditional and new skills

Wouldn’t it be great if delivering e-gov solutions was easy, affordable, and reliable? Now it is. With Microsoft Windows 2000 DataCenter Operating System and Unisys e-Action Enterprise Server ES7000 … etc, etc... Government Technology Magazine, Aug 2000