1 ICEGOV 2011 Conference Tallinn, Estonia 26-28 September 2011 Management and coordination Making it smart 26 September 2011 Jeremy Millard 1 Governance • Search for good governance • User as citizen and voter • Dilemma: how to balance openness and transparency, and the interests of different stakeholders Effectiveness • Search for quality services • User as consumer • Dilemma: governments cannot choose their ’customers’ Evolving roles of (e)government Efficiency • Search for savings • User as tax-payer • Dilemma: how to provide ’more for less’ Alan Mather (UK eEnvoy, 2002): “eGovernment isn’t any different from government. It just might make it better, sooner, cheaper.”
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1
ICEGOV 2011 Conference
Tallinn, Estonia
26-28 September 2011
Management and coordinationMaking it smart
26 September 2011
Jeremy Millard
1
Governance• Search for good governance
• User as citizen and voter
• Dilemma: how to balance openness and transparency, and the interests of different stakeholders
Effectiveness• Search for quality services
• User as consumer
• Dilemma: governments cannot choose their ’customers’
Evolving roles of (e)government
Efficiency• Search for savings
• User as tax-payer
• Dilemma: how to provide ’more for less’
Alan Mather (UK eEnvoy, 2002): “eGovernment isn’t any different from government. It just might
make it better, sooner, cheaper.”
2
Agenda
1. The vision, strategy and the plan
2. Management, leadership, human
resources
3. Public sector change,
coordination and capacity
redeployment
4. Integration, standards, sharing & analytics
5. Performance management
6. UK as an example of current management and
coordination issues
Understanding, vision and strategy
� It is not a matter of technology, but about strong
management, leadership and human capital --
ICT is a tool (an enabler) not a problem solver or
panacea.
� But do need people who understand the
technology and how it is changing (fast!).
� Formulate and agree a clear and long term vision, which is ambitious but
achievable and practical, and market it!
� Need commonly-defined objectives and willingness to achieve them.
� Take a phased approach, design in an evaluation and monitoring system,
review, learn, revise
� Set and use targets, but realise their limitations – be flexible and adaptive.
3
Commitment
� Top and medium level political commitment and
top civil servant champions are necessary.
� Regulation and the legal basis may need
changing.
� It is useful to see the eGovernment initiative
within the big picture, to see where its outcomes
will fit in the wider strategy and wider society –
be strategic but know also your limitations.
� Assess and manage risks (and take some sensible risks!)
� Understand your strengths and weaknesses.
� Identify and anticipate opportunities as well as threats and barriers,
all of which can be legal, technological, managerial, cultural …
Quick wins and enablers
• Introduce ‘quick wins’ where feasible and not
counter-productive in the longer term, as this
creates (political and other) understanding and
commitment both internally and externally -- at
present at European level the ‘quick win’ is
eProcurement, but it could be as simple as
downloadable forms on a web-site
• Identify ‘key enablers’, i.e. those policies, services
or other initiatives which in themselves may not be
of high interest but which unlock / trigger larger
impacts -- at present at European level the ‘key
enablers’ are eID (electronic identity management)
user skills and awareness, interoperability
4
Management, organisation, staff & business plan
� Strong, but flexible and sensitive, project management
is important, with collective decisions where necessary.
� Never loose sight of your internal organisation and
inform your internal staff in time
� Commitment of the staff and support for the staff is
essential. Ensure that responsibilities and allocation of
tasks are known by all inside and outside the
organisation.
� A sound, feasible and political supported financial plan is necessary,
based on an agreed business plan which provides for technical,
financial, organisational, human resource and take-up sustainability,
and balances between economic ROI (Return of Investments) and
public value (both effectiveness and good governance).
Leadership, human resources, organisational learning
� Leadership – the vital energy driving change
� Human resources (your greatest asset)
• flexible working and new types of work:
o routinised work (explicit knowledge): can be automated, and easily moved around (decentralised)
o specialist work (implicit knowledge): cannot be automated (though ICT can support), difficult to move
• flexible skills and competencies (not just ICT, also people skills, self management skills, etc.)
• mindsets and public service ethic
� Organisational learning
• grow and nurture
• knowledge management, talent crunch
• there’s more relevant talent outside any organisation (including government)than inside
� Policy awareness stage: help in understanding what eGovernment is
� Policy agenda setting stage: encouraging adoption of eGovernment
� Policy preparation stage: understand alternatives and priorities in eGovernment
� Policy implementation stage: monitoring and keeping policy on course for eGovernment, and/or evidence that a change is needed, or how to change if policy changes
� Policy evaluation stage: comparative performance data, reasons behind these, learning and change in eGovernment
Today and future: two mainpolitical measurement trends