Transformational GovernmentFramework

John BorrasChair OASIS TGF Technical Committee

26th January 2012BI Nydalen, Oslo

WelcomeA 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.

  

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 governmentsMore 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.

Working Arrangements1. 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.

2. 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.

What isTransformational Government?

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.”

Costs/ benefits of public sector IT

Computerisation: databases and back office automation

Benefit realisation

A brief history of e-Government From automation to transformation

eGov 1.0: Online Service Delivery

eGov 2.0: Transformational Government

e-Government – the lack of success

• No critical mass of users

• Wasted resources

• Duplicated IT expenditure

• Little impact on core public policy objectives

?

$

$$

$

?

$

$$

$

Citizen-centric

business model

Lower cost

Happier customers

Higher policy impact

Empowered citizens

BusinessCustomersChannels

Technology

BusinessCustomersChannels

Technology

BusinessCustomersChannels

Technology

BusinessCustomersChannels

Technology

Transformational Government

Costs/ benefits of public sector IT

Computerisation: databases and back office automation

eGov 1.0: Online Service Delivery

eGov 2.0: Transformational Government

Benefit realisation

FragmentedInteroperable

Integrated

Citizen-focused

Citizen-enabled

TransformationAutomation PCMainframe Internet Cloud

Enablers of change

“Governments are shifting from a government-centric paradigm to a citizen-centric paradigm”

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

Some features of this shiftE-Government Transformational Government

Government-centric Citizen-centric Supply push Demand pull Government as sole provider of citizen

services Government also as convener of multiple

competitive sources of citizen services Unconnected vertical business silos New virtual business layer, built around

citizen needs, operates horizontally across government

“Identity” is owned and managed by government

“Identity” is owned and managed by the citizen

Public data locked away within government Public data available freely for reuse by all Citizen as recipient or consumer of services Citizen as owner and co-creator of services Online services IT as capital investment

Multi-channel service integration IT as a service

Producer-led Brand-led

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

Frontline Services Another of the major differences between the TGF

and the more traditional eGovernment programmes is that it includes initiatives to e-enable the frontline of public services: that is, staff involved in direct personal delivery of services such as education and healthcare - rather than just looking at transactional services which can be e-enabled on an end-to-end basis.

Government Gateway

Multiple access channels

Portal infrastructure

Common web services

Inter-operable departmental systems

ukonline.gov.ukLocal govt.

portalsPrivate sector

portals

E-Government Interoperability

Framework

• Registration and enrolment• Authentication• Secure e-mail• Rules engine

• Circumstances and personalisation

• Payments• Notifications• Appointments

What we tried first in the UK

Life events

email TelephoneInternet enabled device KioskInternet

siteInteractiveTV

DTV Mobile Call Centre PC

Government Gateway

Multiple access channels

Portal infrastructure

Common web services

Inter-operable departmental systems

ukonline.gov.uk

Local govt. portals Private sector

portals

E-Government Interoperability Framework

• Registration and enrolment• Authentication• Secure e-mail• Rules engine

• Circumstances and personalisation

• Payments• Notifications• Appointments

Impact

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

2000 20022001 2003

0

10

20

30

40

50

Buying online

Banking online

Government online

Impact of addressing the business model

2001 2002 2003 2004 2005 2006 2007 2008 2009 20100

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

UK OnlineDirectgovUK online forecast

Average monthly visits

Costs/ benefits of public sector IT

Computerisation: databases and back office automation

eGov 1.0: Online Service Delivery

eGov 2.0: Transformational Government

Benefit realisation

The problem

Most governments are still here

Getting this right is hard, and there is

little guidance

In theory, current e-government frameworks address governance and business change

European Interoperability Framework v 2.0

Key features which led to the OASIS Technical Committee

Builds on the experience of eGov practitioners over the last 10 years

Need for a Citizen-focused and business driven approach

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

The key elements of the Transformational Government

Framework

Target Audiences1. 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, 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.

The TGF Primer

Set of Guiding Principles

1. 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

government2. 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)3. 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 parties4. 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

5. Manage and measure the nine critical success factors

Critical Success Factors

1. Strategic clarity - 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. Do-ability - phased improvement, continuous improvement

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

9. Benefit realisation - benefit mapping, benefit tracking, benefit delivery

Policy Products

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

The Delivery Processes – how they fit together

Business Management – The Franchise Model A number of agile cross-government virtual "franchise businesses" based around customer

segments. 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

TGF Deliverables TGF Primer – version 1 approved 13 Feb

2012 as a Committee Note TGF Core Pattern Languages –

version 1 approved 13 Feb 2012 as a Committee Specification

Further Products: Policy Product Matrix Front-line services guidance Use Cases Tools support

What is a ‘Pattern Language’ A process for analysing recurrent problems A mechanism for capturing those problems and

archetypal solutionsA Pattern Language is readable and engaging whilst providing ‘hooks’ for further machine processingIt is not an ‘out-of-the-box’ solution but rather should be a rational collection of familiar patterns with which a team can work.The pattern language provides a vocabulary, grammar, structure and plot – but each project has to write its own story…

Fit for Purpose for TGF ? Pattern Language fits structure of TGF

Not too formal, prose based Common repeatable structure Allows cross-referencing and basic hierarchy of TGF parts

Easy to use Transposing existing TGF Primer was relatively painless

Novel Gives us all something to talk about in presentations

Proven Pattern Language idea has already been transposed in IT-

related areas (design patterns, requirements patterns) Easy to grasp

Easier to explain that UML, RDF, etc (especially for managers)

SummaryThe TGF focuses on four major ways in how they differ from their more traditional predecessors: They take a whole-of-government view of the relationship between

the public sector and the citizen or business user; They include initiatives to e-enable the frontline of public services:

that is, staff involved in direct personal delivery of services such as education and healthcare - rather than just looking at transactional services which can be e-enabled on an end-to-end basis;

They take a whole-of-government view of the most efficient way of managing the cost base of government;

They focus on the "citizen" or “business” not the "customer". That is, they seek to engage with citizens and businesses as owners of and participants in the creation of public services, not merely as passive recipients of services.

Way Forward

OASIS TGF Technical Committee monthly meetings Complete approvals process of TGF Core Pattern Language

to make it an OASIS Standard Develop further TGF Products

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