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ENTERPRISEARCHITECTUREASPLATFORM

FORCONNECTEDGOVERNMENT

UnderstandingtheImpactofEnterprise

ArchitectureonConnectedGovernment

AQualitativeAnalysis

NUS GovernmentEnterpriseArchitectureResearchProject

PrincipalResearcher:Dr.PallabSaha

2010NUSInstituteofSystemsScience

NUSInstituteofSystemsSciencegrantspermissiontoreprintthisdocumentprovidedthiscoverpageisincluded.

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EAAsPlatformforConnectedGovernment|Phase1Report|NUSInstituteofSystemsScience

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WITHCONTRIBUTIONSFROM

1. MaraIsabelMejaJaramillo,GOVERNMENTOFCOLOMBIA2. HoSyLoi,Ph.D.,GOVERNMENTOFVIETNAM3. OmarAlShanfari,GOVERNMENTOFOMAN4. HaiyanQian,UNITEDNATIONS5. SaleemZoughbi,Ph.D.,UNITEDNATIONS

TheauthorwouldliketoacknowledgethesupportofMicrosoftCorporationinthisresearch.

A special thank you goes to LorenzoMadrid for sharing ideas, observations and review

commentsthroughoutthedevelopmentofthisreport.

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Contents

0 INTRODUCTION..............................................................................

6

0.1 DEFININGENTERPRISEARCHITECTURE...........................................................6

0.2 WHYENTERPRISEARCHITECTUREMATTERSINGOVERNMENT.....................7

0.2.1 UnderstandingConnectedGovernment........................................................................ 8

0.2.2 RoleofGovernmentEnterpriseArchitecture.............................................................. 10

0.3 ABOUTTHERESEARCH..................................................................................11

0.3.1 Objectives..................................................................................................................... 11

0.3.2 StructureoftheResearch............................................................................................ 12

0.4 ASSESSMENTFRAMEWORK..........................................................................12

1 SURVEYOFGOVERNMENTENTERPRISEARCHITECTURE...............14

1.1 UNITEDARABEMIRATES...............................................................................16

1.2 AUSTRALIA.....................................................................................................19

1.3 JORDAN.........................................................................................................21

1.4 NEWZEALAND...............................................................................................24

1.5 SAUDIARABIA...............................................................................................27

1.6 SOUTHKOREA...............................................................................................30

1.7 OTHERS..........................................................................................................32

2 ANALYSISAND

FINDINGS

.............................................................

34

3 PERSPECTIVES.............................................................................. 38

3.1 GOVERNMENTOFCOLOMBIA......................................................................38

3.2 GOVERNMENTOFVIETNAM.........................................................................38

3.3 GOVERNMENTOFOMAN.............................................................................39

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3.4 UNITEDNATIONS..........................................................................................39

4 GOVERNMENTEAFRAMEWORKCAPABILITYDIMENSIONS..........42

5 CONCLUSIONSAND

WAY

FORWARD

............................................

45

6 REFERENCES................................................................................. 46

7 ABOUTTHEAUTHOR.................................................................... 49

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ExhibitsExhibit01:EnterpriseLifecyclewithArchitecture...................................................................7

Exhibit02:BenefitsfromITEnabledConnectedGovernment................................................8

Exhibit03:HighLevelRelationshipofGovernmentEAandEGovernmentMaturity...........11

Exhibit04:EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment...13

Exhibit11:ModelingEAasPlatformforConnectedGovernment........................................15

Exhibit12:LevelsofImpactofEAonConnectedGovernment.............................................15

Exhibit13:UAEintheUNGlobalEGovernmentDevelopmentIndex2010.........................16

Exhibit14:UAEintheUNGlobalEParticipationIndex2010................................................16

Exhibit15:UAEintheTelecommunicationInfrastructureComponentIndex2010..............17

Exhibit16:UAEintheOnlineServiceComponentIndex2010..............................................17

Exhibit17:UAEsCurrentImpactofEAonConnectedGovernment.....................................19

Exhibit18:AustraliaintheUNGlobalEGovernmentDevelopmentIndex2010..................19

Exhibit19:AustraliaintheUNGlobalEParticipationIndex2010........................................19

Exhibit110:AustraliasCurrentImpactofEAonConnectedGovernment...........................21

Exhibit111:JordanintheUNGlobalEGovernmentDevelopmentIndex2010...................22

Exhibit112:JordanintheUNGlobalEParticipationIndex2010..........................................22

Exhibit113:JordansCurrentImpactofEAonConnectedGovernment...............................24

Exhibit114:NZintheUNGlobalEGovernmentDevelopmentIndex2010..........................24

Exhibit115:NZintheUNGlobalEParticipationIndex2010................................................25

Exhibit116:NZsCurrentImpactofEAonConnectedGovernment.....................................27

Exhibit117:KSAintheUNGlobalEGovernmentDevelopmentIndex2010........................27

Exhibit118:KSAintheUNGlobalEParticipationIndex2010..............................................28

Exhibit119:KSAsCurrentImpactofEAonConnectedGovernment...................................29

Exhibit120:SouthKoreasEGovernmentJourneyfrom1987to2012................................30

Exhibit121:SouthKoreasEGovernmentRankingsin2005,2008and2010.......................30

Exhibit122:SouthKoreasCurrentImpactofEAonConnectedGovernment......................32

Exhibit123:SummaryofGovernmentEAinOtherCountriesintheAsiaPacific.................33

Exhibit21:CurrentImpactofEAonConnectedGovernmentinSelectedCountries............34

Exhibit22:TheFourEvolutionaryStagesofConnectedGovernment...................................35

Exhibit23:ConnectedGovernmentMaturityandGovernmentPerformance.....................36

Exhibit41:GovernmentEACapabilityDimensionsforConnectedGovernment..................43

Exhibit42:MinimumLevelsofImpactofEAforConnectedGovernmentProgression........43

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0 INTRODUCTION0.1 DEFININGENTERPRISEARCHITECTURE

EnterpriseArchitecture

is

the

inherent

design

and

management

approach

essential

for

organizationalcoherenceleadingtoalignment,agilityandassurance1.

Structured enterprise architecture (EA) approach is often used to plan and implement

efficient and effective transformation efforts. However, the strongest driver for EA is to

improve service delivery and overall performance within the organization's business

segments. The principal challenge faced by chief architects today, is to institute an EA

program that is able to coordinate sustainable changes throughout the enterprise,while

simultaneouslymentoringthespecifictransformationplanningthatisneededtosupportthe

mission.

Inanutshell,EA isarobustplanningfunctionwhichhelpsorganizationstounderstandthe

process by which business strategies turn into operational reality. Hence, establishing a

standard methodology for conducting architecture planning and implementation is vital.

Metaphorically,anEAistoanorganizationsoperationsandsystemsasasetofblueprintsis

to a city and its buildings. By following an architecturebased approach to systems

development,organizationsstrivetoaddressissuespertainingto:(1)businessITalignment;

(2) information accuracy and integrity; (3) infrastructure management; (4) security; (5)

technology compatibility; (6) business value of IT; (7) IT governance; (8) business

collaboration;and(8)procurementamongothers.ThoughEAisoftenassumedtofollowan

organizationsstrategyandtoalignITwithbusinessobjectives,increasingly,evidenceofthe

reverse isalsosurfacing, inotherwords,organizationstrategiesarebeing influencedby IT

capabilities.

At a highlevel, EA consists of a hierarchy of architectural domains that can be loosely

associatedwithfullEAdelivery,as:

The business architecture which defines the enterprise business outcomes,

functions,capabilitiesandendtoendbusinessprocessesandtheirrelationshipsto

externalentitiesrequiredtoexecutebusinessstrategies;

The data/ information architecturewhich dealswith the structure and utility of

informationwithintheorganization,anditsalignmentwithitsstrategic,tacticaland

operationalneeds;

The application architecture which specifies the structure of individual systems

basedondefinedtechnology;and

The technical architecture which defines the technology environment and

infrastructureinwhichallITsystemsoperate.

SuccessfulEAnotonlycapturestheabovefourdomains,butalsotherelationshipsbetween

them.Having linkagesbetween the fourdomainsprovides lineofsight (or traceability) to

therelevantstakeholdersoftheEA.Exhibit01depictshowEA isusuallypositionedwithin

the organization. It is important to keep in mind that keeping EA linked upstream to

1Source:CoherencyManagementArchitectingtheEnterpriseforAlignment,AgilityandAssurance;GaryDoucet,JohnGotze,

PallabSaha&ScottBernard;2009.

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strategicmanagementanddownstreamtoportfoliomanagementandsystemdevelopment

lifecycle provides an effective approach to business transformation. It thus allows for a

completelifecycleapproachtobusinesstransformation.

Exhibit01:EnterpriseLifecyclewithArchitecture

EA effectively supports the business, enables information sharing across departments /

divisions / organizations, enhances managements ability to deliver effective and timely

services, and improves operational efficiencies. Committing to an ongoing EA practice

withinanenterpriseenablesabusinessalignedandtechnologyadaptiveenterprise that is

effective,efficientandagile.

0.2 WHYENTERPRISEARCHITECTUREMATTERSINGOVERNMENT

Mostgovernmentsworldwideare in themidstof substantialpublic sector transformation

activities. A majority of these initiatives are triggered by the need to have better and

seamless government services delivered online. The focus on automating government

servicesoftenisalargelylimitedtospecificministriesandagencies.Howeversuchinitiatives

lackthecrossministry/agencyviewpointandcoordination.Thiscreateschallengesintaking

awholeofgovernment(WOG)approachandconcomitantbenefits,whicharemuchmore

thanbenefitsderivedbytakingagencycentricviewpoints.Theseareclearlyevident inthe

findingsoftheUNGlobalEGovernmentSurvey2010.AccordingtotheUN,thevalueofe

governmentwillincreasinglybedefinedbyitscontributiontonationaldevelopment.Lackof

coherent strategy is often cited as the primary reason for underdevelopment of e

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government. Moving forward, more and more countries are adopting national e

governmentstrategiesandmultiyearactionplans.AndEAisthestrategythatgovernments

are increasingly looking towards. According to Haiyan Qian, Director of the Division for

Public Administration and Development Management, United Nations Department of

Economic and Social Affairs (UNDESA) EA is an effective strategic planning tool for

governments by [facilitating] creation of linkages and improving interoperability amonggovernment agencies,benefitingboth internaloperationalprocesses aswellas improved

publicservicedeliverytocitizens.

0.2.1 UnderstandingConnectedGovernment

Connectedgovernmentenablesgovernmentstoconnectseamlesslyacrossfunctions,

agencies,andjurisdictionstodelivereffectiveandefficientservicestocitizensand

businesses.

The United Nations (UN), in its Global EGovernment Survey of 2008, used connected

governance as itsprimary criteria to evaluateand ranknationalegovernmentprograms.

Accordingtothesurveyreporttheconceptofconnectedgovernmentisderivedfromwholeofgovernmentapproachwhichutilizestechnologyasastrategictoolandasanenablerfor

publicservice innovationandproductivitygrowth,thetwokeyoutcomesbeinginnovation

andproductivity. Incontinuationwith this theme, theUNGlobalEGovernmentSurveyof

2010takestheconceptofconnectedgovernmentevenfurtheranddeeper,explicitlyadding

citizencentricity as watchword. This approach to government service delivery requires

countries toshift fromamodelofprovidinggovernmentservicesvia traditionalmodes to

integratedelectronicmodeswhereinthevaluetothecitizensandbusinessesgetsenhanced.

AccordingtotheUNsuchITenabledservices(eservices)canactuallyimprovetherateand

qualityofpublicservicedeliveryintimesofeconomiccrises.

ThusITenabledconnectedgovernment,ofwhicheservicesareacrucialcomponent,leads

toseveralbenefits,bothinternaltotheprovideragenciesandgovernmentsandexternalto

theconsumercitizensandbusinesses.Exhibit02liststhebenefits:

BenefitsfromITEnabledConnectedGovernment

Internal

(ToProviderAgenciesand Governments)

External

(ToConsumerCitizensandBusinesses)

1. Avoidanceofduplication

2. Reductionintransactioncosts

3. Simplifiedbureaucraticprocedures

4. Greaterefficiencies

5.Richer

communication

&

coordination

6. Enhancedtransparency

7. Greaterinformationsharing

8. Secureinformationmanagement

1. Fasterservicedelivery

2. Greaterefficacy

3. Increasedflexibilityofserviceuse

4. Innovationinservicedelivery

5.Greater

participation

and

inclusion

6. Greatercitizenempowerment

7. Greateropennessandtransparency

Exhibit02:BenefitsfromITEnabledConnectedGovernment

Governmenttransformationisalongtermendeavorwhichisseldomimpactedbyanyshort

termtechnologytrends.Intheirtransitiontowardsconnectedgovernment,allgovernments

must traverse through the four primary stages of egovernment capability andmaturity,

eachrepresentingaprogressivelyhigherlevelinthegovernmenttransformationcontinuum.

The fourwidelyused stagesofegovernment capabilityandmaturity are;webpresence,

interaction, transaction and transformation. Furthermore, connected government is the

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desired state that countries strive to reach as part of the transformation level of e

governmentmaturity.However, it isnotvery straightforward todescribewhatconnected

governmentactuallymeansanditsimplicationstocountries.

Based on current state of practice and available literature, connected government is

expected to entail certain characteristics and capabilities. These characteristics and

capabilities,describedbelow,areclearlystatedtobethekeycontributorstoegovernment

development according to the UN EGovernment Survey 2010. These characteristics and

capabilities,structuredasdimensions,allowconnectedgovernmenttobeviewedasamulti

dimensionalconstruct.Thedimensionsofconnectedgovernmentare:

Citizen centricity: This refers to viewing the government from outsidein, i.e.

understandingtherequirementsandexpectationsofthecitizensbecomesthepre

eminent guiding principle for all government policies, programs and services. In

short,thisrepresentstheservicedominant logicwhichrequiresthegovernmentto

operateasoneenterpriseandorganizearoundcitizendemandsandrequirements.

Aside from thecitizensper se,othergovernmentconstituents, suchasbusinesses

and

civil

organizations

are

captured

in

the

social

inclusion

dimension

described

later.

Commoninfrastructureandinteroperability:Thisreferstotheuseofstandardsand

best practices across governments so as to encourage and enable sharing of

information inaseamlessmanner. Interoperability istheabilityoforganizationsto

shareinformationandknowledgewithinandacrossorganizationalboundaries.The

underlying foundation for effective interoperability comes from standardized

commoninfrastructure;

Collaborative services and business operations: Connected government requires

ministriesandagencies tocollaborate. It isnotdifficult touncover success stories

about integration and interoperability at the technology level. However, to

collaborateatthelevelofbusinessservicesandfunctionsneedspoliticalwill.Thisis

because collaboration at this level leads to shallower stovepipes, elimination of

redundantoroverlapping servicesanddiscoveryof commonand shared services,

whichinturnleadtolossofauthorityandcontrolforsome;

Public sectorgovernance:This refers to thedecision rightsand theaccountability

framework required to implement all the other strategies for connected

government. Good governance is a nonnegotiable factor in the success of the

connected government, more so for countries that have multiple levels of

governments(i.e.federal/central;state/provincial;andtown/city)wherevarious

levelscouldbeadministeredbydifferentpoliticalparties;

Networkedorganizational

model:AsTheresaPardoandBrianBurkediscussintheir

workongovernment interoperability,thisreferstotheneedtoaccommodatenew

organizational models wherein the enterprise (in this context the whole of

government)isanetworkofrelativelyautonomousministriesandagenciesworking

inacoherentmannertodelivervaluetobothcitizensandbusinesses.Thismakes

the wholeofgovernment a networked virtual organization (NVO) that operates

seamlesslytowardsacommonmission.

Social inclusion: This refers to the ability of governments in moving beyond

horizontalandvertical integrationofgovernment servicedelivery toengaging the

citizens and businesses at relevant points in the policy and decision making

processes.E

democracy

and

social

inclusion

ensures

that

delivery

of

government

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services is not a oneway interchange. Innovative ways of using technology to

facilitate constituent participation and building a consultative approach is an

imperativeforthesuccessofconnectedgovernment;and

Transparentandopengovernment:Thisreferstothepoliticaldoctrinewhichholds

that thebusinessofgovernmentandstateadministrationshouldbeopenedatall

levels to effective public scrutiny and oversight. In its broadest construction it

opposesreasonofstateandnationalsecurityconsiderations,whichhavetendedto

legitimizeextensivestatesecrecy.

TheleversthatcontributetoperformancealongthedimensionsarepresentedinSection0.4

ofthisreport.Inaddition,connectedgovernment isexpandedto includefourevolutionary

stages,described inSection2ofthisreport.Together,theyallowmuchgreaterclarityand

granularityinthedescription,role,structureandimplicationsofconnectedgovernmentthat

somanycountriesareseekingtoachieve.

0.2.2 RoleofGovernmentEnterpriseArchitecture

According to theUN,moving to connected government requires a holistic and coherentframework,which cannotbeachievedbypiecemealapproachesandmechanisms.Sucha

frameworkrecognizestheintegratedpresenceofegovernmentbothasaninternaldriverof

transformationwithinthepublicsectorandanexternaldriverofbettergovernance.

Typically governments are the largest organizations. They are further characterized by

complex federated structures where individual government organizations work in their

respectivesilos.Oftenthis leadstofragmentedbusinessprocessesandduplicatedsystems

and technologies, creating obstacles in cross agency interoperability. Governmentwide

architectureallowsendtoendbusinessprocesses,standardtechnologies,rationalizeddata

structure and modularized eservices that can be assembled as required to deliver e

services.

EA isacriticalsuccessfactorforalltypes,scaleand intensitiesofegovernmentprograms.

ThekeygoalofEA ingovernmentorganizations istomakethemcitizencentered, results

orientedandmarketbased.Governmentsusuallypassthroughdifferentevolutionarystages

intheirEAjourneys.TheMITCenterfor InformationSystemsResearch identifiesfoursuch

evolutionary stages; business silos, standardized technology, rationalized data and

applicationsandbusinessmodularity.Eventhoughstandardizationoftechnologyisstrictly

not a prerequisite, it is a valid entry point into the EAjourney for many countries. The

primary reasonsbeing: (1)EAprogrammesare largelydrivenby theCIO / ITDepartment,

hence theyhavemaximum controlover the technology infrastructure; (2) this isanarea

where tangible benefits can be demonstrated fairly quickly. These two reasons make

technology standardization as an attractive entry point, even though countries (andgovernments)mustmovebeyondthistootherstagesofEAevolutiontoderivefullbenefits.

However, the caveat is that transitioning to higher levels of evolution requires greater

involvementofabroadrangeofstakeholdersandgovernmentconstituents.

Interestingly,thereexistsapositivecorrelationbetweenthedesiredlevelofegovernment

capabilityandmaturityandtherequiredlevelofarchitecturalmaturity.Exhibit03depicts

thisrelationship.

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EGovernmentMaturity

Stages

GovernmentEAMaturityStages

BusinessSilosStandardized

Technology

Rationalised

Dataand

Applications

Business

Modularity

1.Web

Presence

2. Interaction 3. Transaction 4. Transformation

(ConnectedGovernment)

Exhibit03:HighLevelRelationshipofGovernmentEAandEGovernmentMaturity

0.3 ABOUTTHERESEARCH

Sections0.1and0.2areintendedtoprovideageneraloverviewaboutthekeycomponents

of this research,namely;enterprisearchitecture,e

government

(connected

government)

andtherelationshipbetweenthetwo.

Connectedgovernmentasagoalisgainingacceptanceandpopularity.Thisisdemonstrated

by various egovernment surveys that are conducted regularly by different organizations

including the UN. The expanding role of EA as a central component for egovernment

programs is substantiated by the fact that several countries have taken a legislative

approachtoembracingandadoptingEA.Furthermore,therehavebeenseveralEAsurveys

conducted in the past few years. Hence, individually (egovernment and EA) are well

understood,richlydocumentedandregularlyassessedandresearched.

Thisresearchaddressesthegap incurrent literature intermsof linkingandunderstanding

the relationshipbetweenegovernmentandgovernmentEA.Within thisbroader context,the focus is specifically on uncovering and comprehending the relationship between

governmentEAandconnectedgovernment.Theprimaryreasonforfocusingonconnected

government isbecausethis istheareawheregovernmentEAhasthehighestpotentialfor

influenceandasaresultthehighestlevelsofbenefitsderivation.

In summary, the aim is to address the questions can enterprise architecture act as a

platformforconnectedgovernment?andwhatwillittakeforenterprisearchitectureto

doso?substantiatingthiswithempiricalevidence.

0.3.1 Objectives

Thisresearchaimsto:

A. Identifyanddevelopthedimensionsofconnectedgovernmentandposition itasa

multidimensionalconstruct.

B. Specify the levers that positively influence the various dimensions of connected

government.

C. Understand the roleofenterprisearchitecture (eitheras facilitatoror inhibitor) in

achievingconnectedgovernment.

D. Identify the enterprise architecture capabilities and structure them as meta

frameworksoastoactasapositivefactortoconnectedgovernment.

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E. Document case studies and experience reports of successful use of enterprise

architectureintransitioningtosomeorallstagesofconnectedgovernment.

0.3.2 StructureoftheResearch

Thiswork is organized into four logically sequencedphases.Collectively, the fourphases

addressalltheaboveresearchobjectives.

Phase 1: Phase 1 report (this report) documents the part of the research that

focuses primarilyonObjectiveA and establishes the context and background for

ObjectivesB,CandD;

Phase2:Phase2reportdocumentsthepartoftheresearchthatfocusesprimarily

onObjectivesBandC;


onObjectiveD;and


onObjectiveE. Inaddition,thisreportalso integratesandsummarizesthefindings

acrossthefourphases.

0.4 ASSESSMENTFRAMEWORK

In order to study and analyze government EA frameworks and associated activities an

assessment framework has been established and utilized for the rest of the study. In

alignment with the research objectives in Section 0.3.1, the Enterprise Architecture

AssessmentFrameworkforConnectedGovernment(EAAFCG)isbasedonthedimensions

ofconnectedgovernmentpresentedinSection0.2.1.Exhibit04summarizestheestablished

assessment framework along with the dimensions and levers. Connected government is

systemicinnature.Thismakestherelationshipsbetweendimensionsandleverscausalandmutuallyreinforcingamongandbetweenthemselvesbydesign.

EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment

DimensionsofConnectedGovernment LeverstoConnectedGovernmentDimensions

1. CitizenCentricity

A. Citizenrequirements&expectations

B. Governmentappearsandoperatesasone

C. Multiplechannelsofengagement

D. Adaptabilityofgovernmentservices

2. CommonInfrastructure&

Interoperability

A. Technologystandards

B. Governmentwideapplications&systems

C. Dataexchangestandards

D. ICT&infrastructuremanagement

3. CollaborativeServices&Business

Operations

A. Collaborativebusinessfunctions

B. Sharedservices

C. Sharedinformation

D. Serviceinnovation&backofficereorganization

4. PublicSectorGovernance

A. Businessfunctionownership

B. Businessoutcomeaccountability

C. Governancestructures,policiesandpractices

D. Institutionalizationofgovernance

5. NetworkedOrganizationalModel

A. Multistakeholdercooperation

B. Ministry/agencyandgovernmentlevelautonomy

C. Clusterbasedapproachandcommonmission

D. Valuenetwork

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DimensionsofConnectedGovernment LeverstoConnectedGovernmentDimensions

6. SocialInclusionA. Citizenengagementatvariouslevels

B. Citizenoutreach

C. Responsivegovernment

7. Transparent&OpenGovernment

A. Publicscrutinyandoversight

B. Datadiscovery,availabilityandaccessibility

C. Performancemanagementandaccountability

D. LegalFramework(s)

Exhibit04:EnterpriseArchitecture AssessmentFrameworkforConnectedGovernment

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1 SURVEYOFGOVERNMENTENTERPRISEARCHITECTUREThis section presents a qualitative evaluation of the role of government EA programs in

achieving connected government.Theevaluation,basedonpubliclyavailable information

(i.e. information available via government websites and other literature) focuses on

countriesin

the

Asia

Pacific

region.

To put this study in perspective, key points that influenced the research design and

objectivesareexplainedbelow.

A. In the past few years several surveys on EA have been conducted both in the

governmentandtheprivatesectors.However,theunderlyingcommonalityinallof

these surveys is the primary objective of assessing thematurity of EA itself as a

standalone strategic technology management practice. In other words, these

surveystypicallytendtoevaluateEAasanend.Currentlytherearenosurveysthat

investigatetheroleandinfluence(impact)ofgovernmentEAtovariousaspectsofe

government,i.e.evaluatingEAasalevertoconnectedgovernment.

B. The assessment of government EA programs are based on publicly availableinformation.InthesituationwhereingovernmentwebsitesforcountriesintheAsia

Pacificregionmaynotsharealltheinformation,thesurveyfindingsareadequately

tempered.Theintentionofthesurveyinthisphaseisnottopinpointinadequacies

but toderiveageneral senseanddirection inanaggregatedmanner.Thisphase

buildsthefoundation,whilePhase2ofthisresearchgoesintospecificsandcollects

primarydatathroughaquestionnairesurvey.

C. GovernmentEAefforts intheNorthAmericaandWesternEuropearewellstudied.

It isonpurpose that this research focuseson countries in theAsiaPacific region.

Theresimplyarenostudiesaddressingthisregion.Nonetheless, it isclearthatthis

researchistimelybecausecountriesintheAsiaPacificregionareexpendingserious

efforts in improving their respective egovernment programs. This provides an

excellentinvestigativecanvastothestudy.

Section02 identifiedanddescribedthedimensionsofconnectedgovernmentandSection

04presentedthe leversthatcontributetothedimensionsofconnectedgovernment.The

EAassessmentframework isderivedoutthesetwo,whereinthe impactofgovernmentEA

on levers and dimensions of connected government are analyzed. Exhibit 11 pictorially

representsthepurposeandapproachtaken inthisresearchstudy.Fordeeperanalysis,six

levelsofimpactaredefined.Thelevelsofimpact(influence)arespecifiedinExhibit12.

It importanttonotethatthedimensionsand leversofconnectedgovernmentandimpact

levelsofgovernmentEAtogetherformthefoundationforcountriesreachingtheconnected

government stage in their respective egovernment journeys. However, connected

government is too coarse as an assessment indexormetric, asusedby theUN surveys.

There is a need to establish a finegrained mechanism for understanding connected

governmentasadesirablecapability.Hencefourgranularevolutionarystagesofconnected

governmentarepresentedanddiscussedinSection2.

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Exhibit11:

Modeling

EA

as

Platform

for

Connected

Government

LevelsofImpactofEAonConnectedGovernment

LevelsofImpact

Level0NoneThis indicatesthatEAhasno influenceonconnectedgovernment.There

maybeelementsofthisconnectedgovernmentdimensionexistinginthe

egovernmentprograms,buttheyareisolatedandindependentofEA.

Level1Marginal

This indicates, if at all, EA has minimal influence on connected

government. It is characterized by adhoc, spotty and inconsistent

influence. The elements of EA that have the potential to influence are

beingputinplace.

Level2LocalizedThis is indicative of partial influence on connected government. The

elementsofEAwithclarityofpurposearespecified,andthe influenceis

adhocandlocalizedtoafewlinesofbusiness,ministriesandagencies.

Level3Defined

This is indicative of continuous and consistent influence on connected

government. The elements of EA are clearly defined, their roles in e

governmentprogramsspecifiedandoutcomesestablished.Howeverthe

EA itself may be positioned a recommended good practice, but not

mandatory.

Level4Institutionalized

This is indicative of continuous and consistent influence on connected

government. The elements of EA are clearly defined, their roles in e

governmentprogramsspecified,outcomesestablishedandcontinuously

tracked. Government EA efforts are internalized and embraced widely

acrossthewholeofgovernment.Howevertherecouldbeatendencythatlinkagesbetween the variousdimensionsof connected governmentare

ambiguous.

Level5Optimized

ThisexhibitsallthecharacteristicsapplicabletoLevel4. Inaddition,the

linkagesbetweenthedifferentdimensionsofconnectedgovernmentare

madeexplicitand theEAactivitiesandprogramsareoptimizedaround

theseinterconnected/correlateddimensionstoderivethehighestlevels

ofbenefits.

Exhibit12:LevelsofImpactofEAonConnectedGovernment

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1.1 UNITEDARABEMIRATES

UnitedArabEmirates (UAE)sapproachtoegovernment isunique in thesense thatsome

thelarger,prominentandaffluentemirates(AbuDhabiandDubai)haveaverymodernand

comprehensivecollectionofgovernmentservices thatareefficientand largely ITenabled.

Ontheotherhandafederallevelegovernmentstrategyseemstobeabsent.UAEsfederal

egovernment portal (http://www.government.ae/gov/en/index.jsp) is currently under

construction. IncontrastAbuDhabisegovernmentportal (http://www.abudhabi.ae/)and

Dubaisegovernmentportal(http://www.dubai.ae/en.portal)portrayacitizenfriendlyand

modernimage.SomeofsmalleremirateslikeSharjah,RasAlKhaimahandFujairahhavee

government activities on a smaller scale and most likely subsumed within the larger

emirates.Exhibits13and14showUAEsranking in theUNGlobalEGovernmentSurvey

2010.

Exhibit13:UAEintheUNGlobalEGovernmentDevelopmentIndex2010

Exhibit14:UAEintheUNGlobalEParticipationIndex2010

Even thoughUAEdoesnotappearwithinthe top50 intheoverall rankings, the following

observationscanbemade:

A. Given the overall affluence of the country,UAE has invested substantially in the

physicaltelecommunicationandITinfrastructure.Thisisevidencedbytherelatively

highranking thatUAEgets intheTelecommunication InfrastructureComponent in

Exhibit15.Undoubtedly,agoodtelecommunicationandIT infrastructureprovides
http://www.government.ae/gov/en/index.jsphttp://www.abudhabi.ae/http://www.dubai.ae/en.portalhttp://www.dubai.ae/en.portalhttp://www.abudhabi.ae/http://www.government.ae/gov/en/index.jsp

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Exhibit15:UAEintheTelecommunication InfrastructureComponentIndex2010

B. Analyzing theOnline Service Component depicted in Exhibit 16 shows thatUAE

barely gets any points for offering IT enabled government services that require

integrationandcollaborationbetweenthevariousministriesandagencies.

Exhibit16:UAEintheOnlineServiceComponentIndex2010

Overall,UAEdisplaysthepoliticalwilltotransformitsegovernmentprogramandmoveup

the capability and maturity stages. It has laid the foundation through substantial

investmentsinthebasetelecommunicationandITinfrastructurebutyettoutilizethesame

toitsfullpotential.

Recently,therehavebeensomeeffortsonthegovernmentEAfront.Theseeffortsareledby

the largeremiratesanda few leadingministriesandagencies.Basedonpubliclyavailable

information,AbuDhabi is taking the lead through itsgovernment services transformation

program(http://adsic.abudhabi.ae/Sites/ADSIC/Navigation/EN/root.html?).Aspartof itse

governmentstrategy, ithasadoptedtheEnvironmentReadinessUsage(ERU)framework.

Acrossthesethreedimensionsthestrategyisbeingimplementedvia105+initiatives,which

are logically grouped into 70+ project charters, all ofwhich being crossministry / cross

agency innature. The egovernment strategy and implementationplan are supportedby

enabling activities that include IT architecture and standards, government shared

infrastructure, interoperability, information security and IT planning and management

support.TheAbuDhabiITArchitectureandStandards(ITA&S)Version2.0wasreleased

in 2009. The Abu Dhabi IT A & S consists of eight domains; Business, Access and

Presentation,Application,Data,Integration,Infrastructure,SecurityandOperations.These

domainsare supportedby the ITA& SGovernance Framework.Other thanAbuDhabi,
http://adsic.abudhabi.ae/Sites/ADSIC/Navigation/EN/root.htmlhttp://adsic.abudhabi.ae/Sites/ADSIC/Navigation/EN/root.html

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Page18of49

DubaiCustomsisalsoaleadingagencyinembracingEA,whichistargetedtoachieveitsgoal

ofEnterpriseConnectedView(ECV).

Atthefederallevel,theGeneralInformationAuthority(GIA)iscurrentlyinvolvedindrawing

upaplanforUAEtobuilditsnationalEA.Thisisevidencedthroughtheeffortsunderwayvia

leadingemiratesandagencies.QualitativeanalysisoftheUAEsapproach issummarizedin

Exhibit17.


DimensionsofConnected

Government

ImpactofGovernmentEA


Ingeneral,thegovernmentservicesavailableviavariousportalsarecitizen

andbusinessfriendly.Procedurestosolicitfeedbackfromthecitizenshave

beeninputplace.Citizensareabletoconnecttothegovernmentthrough

variouschannels.Howeverthewholeofgovernmentapproachiscurrently

lacking. Layer 1 (Business) and Layer 2 (Access & Presentation), which

seems tobe themost likelyplace in the ITA&Swherecitizencentricity

can be embraced currently does not show evidence of single enterprise

approach.[ASSESSEDCURRENTIMPACT MARGINAL]

2. Common

Infrastructure&

Interoperability

TheAbuDhabi ITA& S provides themeans to positively influence this

dimension.Allaspectsof common infrastructureand interoperabilityare

coveredviatheeightlayeredframework.DespitegoodoveralleffortinAbu

Dhabi,thereisnocurrentevidenceofgovernmentwidemindset.However

thestrength is that the ITA&Scaneasilybeextendedat thewholeof

governmentlevelwithsomeadaptation.

[ASSESSEDCURRENTIMPACT LOCALIZED]

3. CollaborativeServices

&Business

Operations

Evidence of crossagency collaboration at a business level is seen in the

variousgovernmentservicesprovidedthroughtheportals.Clearlysomeof

the services require back office integration and sharing of relevant

information. However such efforts are concentrated in some areas and

thereisnoevidencethatsucheffortsandactivitiesarearesultofEA.

[ASSESSEDCURRENTIMPACT MARGINAL]

4. PublicSector

Governance

Ingeneral,itseemsUAEasawholetilldatehastakenafairlydecentralized

approach to governance. This allows individual emirates and agencies

within them to work towards their own standards of excellence. For

instanceevenAbuDhabiSystems& InformationCenter(ADSIC)viewsthe

ITA&Sasabestpracticesetofrecommendations,butnotmandatoryfor

theagencies.HowevertheITA&SGovernanceFrameworkisastepinthe

rightdirection.


5. NetworkedOrganizationalModel

UAEs current architecture activities are foundational and unlikely to

impact this dimension at this point. The political and administrative

structurehoweverisconducivetotheconceptofNVO,whereinthesevenemirates could form the hubs of the network, supported by federal

agenciesinacoordinatedmanner.

[ASSESSEDCURRENTIMPACT NONE]

6. SocialInclusion

There is evidence that individual emiratesmake an effort to involve the

citizensbycollecting feedbacks tovariousoperationsof thegovernment.

Therecouldbe inconsistenciesacross theemiratesandcurrently there is

nothinginthegovernmentEAthatlookstoaddressthisdimension.


7. Transparent&Open

Government

Somegovernment information issharedandmadeavailablepublicly.For

instancethecompleteegovernmentstrategy,implementationandITA&S

areavailableviatheADSICwebsite.Itisnotclearhowmuchofgovernment

operationsandinformationisopentopublicscrutiny.

[ASSESSEDCURRENT

IMPACT

NONE]

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Page19of49



Government


SUMMARY

TheUAEhastakeninitialeffortsindefiningitsarchitecturestandards.OveralltheimpactofitsgovernmentEA

toconnectedgovernmentvariesbetweenLevel0(NONE)andLevel2(LOCALIZED)forthefollowingreasons:

A. Thearchitectureactivitiesaregenerallyfragmentedandthewholeofgovernmentapproachislacking.

B. Thearchitectureactivitiesareledbyafewministriesandagencies.

C. Thearchitectureactivitiesarefoundationalinnature.

D. ThereisnoinformationavailableofthefutureplannedactivitiespertainingtothegovernmentEA.

E. TheassessmentissupportedbyUAEsoverallegovernmentranking.

Exhibit17:UAEsCurrentImpactofEAonConnectedGovernment

1.2 AUSTRALIA

Drivenby

sustained

efforts

and

a

well

planned

and

executed

strategy,

Australia

is

a

forerunner in embracing egovernment. Even though it has a large geographical area,

Australiaisarelativelysmallcountryintermsofpopulation.Thismakesitrelativelysimpler

for it to plan and execute its egovernment program. The Department of Finance and

Deregulation,throughtheAustralianGovernmentInformationManagementOffice(AGIMO)

(http://www.finance.gov.au/egovernment/index.html), works across the government to

maintainAustralia'spositionasa leader in theproductiveapplicationof information and

communicationstechnologiestogovernmentadministration,informationandservices.This

isclearlyreflectedinitsrankingintheUNGlobalEGovernmentSurvey2010inExhibits18

and19.

Exhibit18:AustraliaintheUNGlobalEGovernmentDevelopmentIndex2010

Exhibit19:

Australia

in

the

UN

Global

EParticipation

Index

2010
http://www.finance.gov.au/e-government/index.htmlhttp://www.finance.gov.au/e-government/index.htmlhttp://www.finance.gov.au/e-government/index.htmlhttp://www.finance.gov.au/e-government/index.html

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Page20of49

Overall,Australiasegovernment isa resultof severalyearsofsustainedeffort. It isboth

broad and deep. According to the Australians use and satisfaction with egovernment

services survey2009,egovernment inAustraliahas stabilizedanddemonstrates citizens

satisfactionwith theway they interactwith the government.AGIMOhas developed and

publishedseveralbestpractices,frameworks,standardsandpolicydocumentsinareasofIT

managementthathavedirectinfluencetoAustraliasegovernmentprograms.Inadditiontotheeffortsatthefederallevel,effortsbythevariousstatesalsodemonstratehighdegreeof

maturity.However it isnot very clearhow theeffortsat the federaland state levelsare

coordinatedandaligned.

Efforts intheareaofGovernmentEA inAustralia ledtothereleaseofthefirstversionsof

the CrossAgency Services Architecture Principles and the Australia Government

Architecture (AGA)ReferenceModels in2007.The secondversionof theAGAReference

Modelswasreleasedintheendof2009,indicatingthatthereisongoingeffortinthisarea.

TheAGAenablescohesiveandconsistentdeliveryofgovernmentservices inamorecost

effective manner, by providing a framework that: encourages the use of a common

vocabulary for agencies involved in the delivery of crossagency services; provides

mechanism to identify duplicate, reusable and shared services; presents a standard

approach to review investments in ITenabled government services and enables cost

effectiveandtimelydeliveryofICTservicesthrougharepositoryofstandards,principlesand

templates that assist in the design and delivery of ICT capability and, in turn, business

services to citizens.AGA,adopted from theUnited States FederalEnterpriseArchitecture

Framework (FEAF), represents Australias foray into EA at the federal level. There are

evidencesofsimilareffortsatthestate level.Thefollowingobservationscanbemadewith

regardtoAustraliasjourney:

A. Thereisnoclarityastohowthearchitectureframeworks,standards,principlesand

policiesbetween the federal leveland statesare coordinated.Basedonavailable

information,theassociationsandtheinterdependenciesareunclearatthisstage.

B. TheAGAcurrentlyconsistsofonlytheprinciplesandthefourreferencemodels.For

AGA tobe implementableand itsgoals realizable, itneeds tobeaugmentedwith

severalotherkeycomponents.

C. AGIMO over the years has developed and published several best practices,

frameworks,standardsandpolicydocuments inareasof ITmanagement.Linkages

toandfromITmanagementpracticestoAGAarestillnotavailable.

Despitesomeofthevisiblegapspresentedabove,Australiaiswellrespectedforitsmature

and capable egovernment.With theAGA, its intentions are clear.Qualitativeanalysisof

AustraliasapproachissummarizedinExhibit110.



Government



Witharespectedegovernmentprogram,Australiahasbeenabletobuild

incitizenrequirementsandfactorintheirexpectations.Despitetheefforts

at the state level towardsEA, its foray intoutilizingnational levelEA for

enhancingcitizencentricityisinitsinitialstages.


2. Common

Infrastructure&

Interoperability

Reviewing the AGA (and other state level EA standards), the Data,

ApplicationandTechnologyReferenceModelsareaperfect fittoaddress

thisdimension.Henceitisclearthattherelevantpiecesareinplacealong

withthenecessaryenforcementmechanismatthefederallevel.

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Page21of49



Government


[ASSESSEDCURRENTIMPACT DEFINED]


&BusinessOperations

Reviewingthe

AGA

(and

other

state

level

EA

standards),

the

Business

ReferenceModel isagood fittoaddressthisdimension.Hence it isclear

that the relevantpiecesare inplace.However it is important to factor in

thechallengesfacedinenforcingbusinesslevelcollaborationascompared

totechnicalcollaboration.


4. PublicSector

Governance

Australia has put in place the structures, policies, frameworks and

standardstoimproveitsgovernance.However,pertheGershonReportof

August 2008, it is characterized byweak enforcement, especially at the

federal level. Within the AGA, the crossagency services architecture

principlespartiallyaddressgovernance.


5. Networked

OrganizationalModel

ReferringbacktotheGershonReportofAugust2008,thereseems tobe

indicationswhere in Australia is considering the use of shared services.States likeQueenslandandVictoriademonstratehighermaturity inusing

shared services than the federal government. However, the role of EA

(especially the business reference model) in identifying such services is

unclear.


6. SocialInclusion

Citizenengagementandsocialinclusionarethetwothemesoftherecently

released Government 2.0 Task Force Report. The report makes 13

recommendations, a large number of which can be influenced by

architecture. It is unclear how the recommendations are to be

implemented.


7. Transparent&Open

Government

The central recommendation in the Government 2.0 Task Force Report

pertains to open government. This clearly demonstrates the intended

purpose. Australia ranks high on freedom of information. The current

version of AGA does not provide any insights into to how this is to be

addressed.


SUMMARY

AustraliahastakenstepsintherightdirectionbyestablishingitsAGAandCrossAgencyServicesArchitecture

Principles. Overall the impact of its government EA to connected government varies between Level 1

(MARGINAL)andLevel3(DEFINED)forthefollowingreasons:

A. ItalreadyhasamatureandcapableegovernmentprogramasreflectedbyitsrankingintheUNGlobalE

GovernmentSurvey2010.

B. ThecurrentAGA isagoodeffortbut isnotcompleteasa framework. Itneeds tobeaugmentedwithadditionalelements.

C. Somestatesdemonstratebettercapabilities indimensionsofconnectedgovernment,butthatdoesnot

translatetocapabilitiesatthefederallevel.

D. Thewholeofgovernmentmindsetispartlydemonstrable.

Exhibit110:AustraliasCurrentImpactofEAonConnectedGovernment

1.3 JORDAN

Jordansegovernmentactivitiesarewelldescribed initsegovernmentstrategywhichwas

published in 2006 and effective up to 2009. Its official government portal

(http://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/

gov/eGov/Home/&lang=en) that contains informationonegovernmentaims toprovidea
http://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/gov/eGov/Home/&lang=enhttp://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/gov/eGov/Home/&lang=enhttp://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/gov/eGov/Home/&lang=enhttp://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/gov/eGov/Home/&lang=en

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Page22of49

onestopshop for all government services. The portal currently describes procedures for

one thousand and eight hundred (1800) government services. These services span

governmenttocitizen, governmenttobusiness and governmenttogovernment

categories.Availabilityof servicedescriptions ina stepbystepmannerprovides clarity to

service consumers. Detailed service descriptions provide the foundation for eservice

delivery.JordansrankintheUNGlobalEGovernmentSurvey2010isshowninExhibits111and112.

Exhibit111:JordanintheUNGlobalEGovernmentDevelopmentIndex2010

Exhibit112:JordanintheUNGlobalEParticipationIndex2010

From informationavailableon Jordansgovernmentportal,thereseems tobeevidenceof

planned and focused efforts aimed at improving its overall egovernment capability.

DevelopedbytheMinistryofInformationandCommunicationTechnology(MOICT)Jordans

egovernment strategy 2006 2009 identifies four pillars for its success: institutional

framework; legal framework; ICT infrastructure and business operations management.

Jordanhasorganizeditsegovernmentservicesinto:

Eservicesconsistingofvertical,crossorganizational,sharedandcompositeservices;

Managedservicesconsistingofhostingservices;and

Support services consistingof egovernment program support servicesandpublic

sectordepartmentsupportservices.

Overall,Jordansegovernmentagendahasthefoundationstoenhanceitscapabilities.The

role of government EA is formalized under its egovernment architecture framework (e

GAF). The architecture aims to facilitate the development of eservices by the various

governmentministriesinafederatedapproach.Thismeansthattheegovernmentprogram

ofJordandefinesthearchitecturestandardsandinfrastructurethatisneededforlaunchof

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Page23of49

eservicesinaconsistentwayacrossthegovernment.Thewholeofgovernmentapproachis

visible. Jordans eGAF consistsof: EA for the egovernment central platform; reference

architectureframeworkfortheministries;interoperabilityframework(GEFI);governance

framework;andasetofsupportingstandardsandguidelines.JordanhasadoptedtheOpen

Group Enterprise Architecture Framework (TOGAF) as the framework to establish the

enterprisearchitecturefortheegovernment.Ingeneral,thefollowingobservationscanbemade:

A. Jordans egovernment agenda is relatively clear and reflects a structured and

sustainedapproach.ThisprovidesJordananexcellentfoundationtoenhance itse

governmentcapabilities. Jordanranksarespectabletwentytwo (22)ontheonline

service component of the UN Global EGovernment Survey 2010, reflecting its

promising endeavor. From a planning perspective, Jordan takes a wholeof

governmentapproach.

B. ItsgovernmentEAefforts, formalizedaseGAF,arean integralpartof Jordanse

governmentagenda.TheeGAFanditsfivecomponentsarepartofoneofthefour

primary

pillars

of

e

government,

thus

demonstrating

its

primacy.

Jordans eGAF presents a complete and coherent perspective of its EA. Its overall e

government agenda and intentions and the roleof eGAF are clear and showspotential.

QualitativeanalysisofJordansapproachissummarizedinExhibit113.



Government



The wholeofgovernment approach is visible. Different categories of

service consumers (citizens, businesses and other government agencies)

connect to the government via the portal. Adaptability in government

services

is

high

through

the

use

of

composite

services.

The

e

GAF

architecturevisionidentifiestheneedtobecitizencentric.


2. Common

Infrastructure&

Interoperability

The eGAF framework for interoperability (GEFI) and the supporting

standards andguidelines contribute fully to thisdimensionof connected

government. The payment gateway, public key infrastructure and

governmentnationalbackboneareaimedatproviding the infrastructural

foundations.



&Business

Operations

Jordansegovernment servicesarewellorganizedand formaconsistent

service catalog. Services requiring collaboration between different

agencies, including private partners have been explicitly identified along

with their priorities as part of the egovernment strategy. Architecture

building blocks required to enable such collaborative egovernmentservicesarepartoftheeGAFtherebydemonstratingstronglinkages.


4. PublicSector

Governance

The egovernment strategy explicitly identifies the various stakeholders

and their responsibilitieswith regard to the listedegovernmentservices.

Through this Jordan has been able to impart clarity in terms of the

accountability and authority framework that is needed to achieve its e

government vision of reaching the highest level of maturity. The eGAF

architecturegovernanceisanintegralpartofthisoverallgovernance.


5. Networked

OrganizationalModel

Elementsofnetworkedvirtualorganizationarecoveredwithin thecross

organizational eservices, shared services and composite services. These

categories of services are characterized by multistakeholder

collaborations, operational autonomy and grouping based on shared

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Page24of49



Government


objectivesandoutcomesenabledbytheeGAF.


6. SocialInclusion

Jordans government portal doesnotprovide any information about the

specific steps taken to address this dimension. The eGAF target

architecture does state enhancement of government responsiveness as

oneofitsgoals.


7. Transparent&Open

Government

GovernmentopennessandtransparencyisastatedgoalinJordanstarget

architecture. The egovernment performance indicators facilitate

managementof theegovernment. Inaddition,oneof the fourpillarsof

theegovernmentvisionisthesupportinglegalframework.


SUMMARY

JordanhasputinplacealltherightingredientswhereinitsgovernmentEA(calledeGAF)directlyinfluencesits

egovernmentactivities.Theoverall impactof itsgovernmentEAtoconnectedgovernment rangesbetween

Level1(MARGINAL)andLevel3(DEFINED)forthefollowingreasons:

A. Thenationalegovernmentagendaisdefinedandittakesawholeofgovernmentapproach.

B. GovernmentEAisanintegralpartoftheegovernmentagendaandtheroleofEAisexplicitlymentioned.

C. Thetargetedlevelofegovernmentmaturitytobeenabledbythearchitectureisclearlystated.

D. Thegovernmenttakesaserviceorientedapproachtoegovernment.

Exhibit113:JordansCurrentImpactofEAonConnectedGovernment

1.4 NEWZEALAND

New Zealand (NZ) has been consistently recognized as a leader in egovernment. Egovernment has contributed to embracing change and utilizing technology for enabling

transformation.NZs egovernment strategy (http://plone.e.govt.nz/aboutegovt) provides

excellent insights into itsstrategiccontext,milestones, requiredactions,key stakeholders,

implementation roadmap and activities, role of government EA and linkages to other

relevant strategies. NZs egovernment journey and achievements are a result of its

continuouseffortsdirectedthroughtheegovernmentstrategy,whichisnowisinitsfourth

edition,andisreflectedaptlyinitsoverallrankingshowninExhibits114and115.

Exhibit114:NZintheUNGlobalEGovernmentDevelopmentIndex2010
http://plone.e.govt.nz/about-egovthttp://plone.e.govt.nz/about-egovthttp://plone.e.govt.nz/about-egovthttp://plone.e.govt.nz/about-egovt

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Page25of49

Exhibit115:NZintheUNGlobalEParticipationIndex2010

NZsprogressiveegovernmentmilestonesare:

By2010,theoperationofgovernmentwillbetransformed,asgovernmentagencies

andtheirpartnersusetechnologytoprovideusercenteredinformationandservices

andachievejointoutcomes;and

By2020,peoplesengagementwiththegovernmentwillhavebeentransformed,as

increasing and innovative use is made of the opportunities offered by network

technologies.

Theseclearlyexhibitclarity inapproachand long termconsistent focus.TheNZFederated

EA (NZ FEA) was made an integral part of the egovernment strategy in 2006

(http://plone.e.govt.nz/standards/fea).TheNZFEAaimedasadesignapproach,attemptsto

capture the benefits of both centralization and decentralization. By taking a wholeof

government approach the NZ FEA facilitates the achievement of the egovernment

milestones listedabove.TheNZFEAcurrentlyconsistsof theReferenceModels (RM)and

adapts the United States FEAF. Supported by the NZ FEA, NZs egovernment success

characteristicsaccordingtotheStateServicesCommission(http://plone.e.govt.nz/)are:

Convenience and satisfaction: People have a choice of channels to government

informationand services thatare convenient, consistent,easy touse,anddeliver

whattheywantinawaythatsuitstheirneeds;

Integrationandefficiency: Informationandservicesare integrated,packaged,and

presented to minimize cost to government and users, and improve results for

people,businesses,andcommunities;and

Trust

and

participation:Government

information

is

authoritative,

reliable,

and

secure,andpeopleandgovernmentarewillingtoshareitacrossorganizationaland

sectoral boundaries; people are better informed and better able to partnerwith

governmentindeliveringoutcomes.

NZiswellonitswaytoachievingconnectedgovernment.Ithassuccessfullyestablishedthe

foundationalelements.Overall,thefollowingobservationscanbemade:

A. Itsegovernmentagendawithmilestonesupto2020isclearandexhibitssustained

directed efforts. Taking a wholeofgovernment viewpoint, its egovernment

strategy is linked to NZ Digital Content Strategy, Public Broadcasting Program,

Geospatial and Justice Sector Information Strategy,Health Information Strategy

andICTStrategicFrameworkforEducation,therebyreflectingacoherentapproach.
http://plone.e.govt.nz/standards/feahttp://plone.e.govt.nz/http://plone.e.govt.nz/http://plone.e.govt.nz/standards/fea

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Page26of49

B. The NZ FEA, though an integral part of the egovernment, is currently a set of

reference models. For it to be complete framework, several critical components

needtobeaddedin.

C. TheNZFEA iscurrentlyan isolatedand independentsetof referencemodels. It is

unclearhow the five referencemodels (fornow)andothercriticalcomponentsof

thegovernmentEA(infuture)arelikelytobelinkedanddesignedasasingleunified

framework.

QualitativeanalysisofNewZealandseffortsandoutputsaresummarizedinExhibit116.



Government



Citizenparticipationandusercenteredservicesaretheprimarythemesof

NZsegovernmentstrategy.Thisisreflectedbothinlongtermmilestones

anditsareasforsuccessassessment.Keymessagesnoticeablefromthee

government agenda include: egovernment is ubiquitous; builds trust,

engagespeopleandputspeoplefirst,enabledbytheNZFEA.[ASSESSEDCURRENTIMPACT DEFINED]

2. Common

Infrastructure&

Interoperability

Efforts in this dimension are characterized by programs pertaining to

interoperability framework (eGIF), web standards, metadata, shared

workspace,authenticationstandardsandsecurecomputingamongothers.

Within theNZ FEA, the Service ReferenceModel (SRM),Data Reference

Model(DRM)andTechnicalReferenceModel(TRM)holisticallyconnectall

theseindividualstreamsofactivities.

[ASSESSEDCURRENTIMPACT INSTITUTIONALIZED]


&Business

Operations

Enhancing collaboration between and within government agencies and

externalstakeholdersisastrategicthrustintheegovernmentagenda.The

NZFEAandeGIFalongwithotherstandardsare intendedtoprovidethe

necessaryfoundationalinfrastructuretoachievecollaboration.Specifically

theBusinessReferenceModel(BRM)promotescollaboration.


4. PublicSector

Governance

NZs success of egovernment depends on collaboration, horizontal and

vertical integrationandactive involvementofallstakeholders.Withinthis

context,asignificantrole isplayedbythepublicsectorgovernance inthe

areasofcrossboundarydecisionmaking,wider statesectorparticipation

inegovernmentandoptimizingtheallocationofdecisionrights.However,

the role of NZ FEA as a mechanism to achieve governance is at best

implicit.


5. Networked

OrganizationalModel

One of the six developmental goals for the state services is explicitly

networked state services. The correlation between this and other

developmentalgoals isvisible.TheNZFEAdefinitivelyaimstoenablethenetworkedmodel.


6. SocialInclusion

CitizenengagementisthecornerstoneofNZsegovernmentstrategy.The

NZFEAalongwitheGIFandotherstandardsaredesignedtoencouragean

inclusiveandresponsivegovernment.Thenetworkedmodelplaysapivotal

roleinrealizingsocialinclusion.


7. Transparent&Open

Government

NZ has a comprehensive and ongoing open government initiative

(http://open.org.nz/).Itisalreadyunderwaytoestablishingpolicyandlegal

frameworks to support the open government initiative. The NZ

GovernmentOpenAccessandLicensingFramework(NZGOAL) isonesuch

exampleamongfewothers.Animportantcomponentofopengovernment

isopendata,whichislinkedtotheDRMintheNZFEA.Thisisstillworkin
http://open.org.nz/http://open.org.nz/

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Page27of49



Government


progress.


SUMMARY

New Zealand definitely represents a country that is diligently working towards achieving connected

government. The overall impact of its government EA to connected government ranges between Level 2

(LOCALIZED)andLevel4(INSTITUTIONALIZED)forthefollowingreasons:

A. Theegovernmentstrategyinitsfourtheditionrepresentsaconscientious,directedandenduringnational

agendathatistargetedtowardspublicsectortransformation.

B. Theworkprogramforgovernmenttransformationandtheegovernmentstrategyroadmapincorporates

theNZFEAasanindispensablecomponent.

C. The egovernment strategy acts a unifying framework for several initiatives and programs that are

currentlyongoingintheNZgovernment.

D. Theoverallsuccessofegovernmentismeasuredusingacomprehensivesetofcriteriaandmetrics.

Exhibit116:NZsCurrentImpactofEAonConnectedGovernment

1.5 SAUDIARABIA

The Kingdom of Saudi Arabia (KSA) embarked on an ambitious egovernment program

derivedoutofitsNationalCommunicationsandITPlanof2005.Theegovernmentprogram

called the YESSER initiative (http://www.yesser.gov.sa/english/default.asp) is owned and

managed by the Ministry of Communications and Information Technology (MCIT) and

supported by the Ministry of Finance (MOF) and the Communication and Information

Technology Commission (CITC). The YESSER initiative represents a comprehensive and

unifiedegovernmentprogramforKSAwiththefollowingobjectives:(1)Toenhancepublic

sectorsproductivityandefficiency;(2)Toprovidebetterandmoreeasytouseservicesfor

individualandbusinesscustomers; (3)To increase returnon investment (ROI);and (4)To

providetherequiredinformationinatimelyandhighlyaccuratefashion.ThecurrentYESSER

programgoesupto2010anditsratherlimitedsuccessisreflectedinKSAsrankingintheUN

GlobalEGovernmentSurvey2010inExhibits117and118.AsimilarassessmentbyGartner

in 2007 places KSA between Level II (Interaction) and Level III (Transaction) on the E

GovernmentMaturityFramework.

Exhibit117:KSAintheUNGlobalEGovernmentDevelopmentIndex2010
http://www.yesser.gov.sa/english/default.asphttp://www.yesser.gov.sa/english/default.asp

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Page28of49

Exhibit118:KSAintheUNGlobalEParticipationIndex2010

Despitelimitedsuccess,someofthenotablecomponentsoftheYESSERprograminclude:

Nationalegovernmentstrategyandactionplan;

Transformationmeasurementandfundingmechanism;

Regulatoryandlegalframework;

YESSER building blocks (interoperability framework, government secure network,

government servicebus, data center,national contact center, national center for

digitalcertificationandtheeservicesframework);

Centralizedgovernmentservicesportal(http://www.saudi.gov.sa);and

Othersupportingspecifications,standardsandpolicies.

Overall YESSER presents a picture of an ambitious egovernment agenda. It has the

necessary components to propel KSA as themostmature egovernmentwithin theGulfCooperationCouncil(GCC)area.Initsassessmentin2007,Gartneridentifiedlackofwhole

ofgovernment approach as one of the key impediments to achieving YESSERs program

objectives.This is furtherexacerbatedby the fact thatKSAsgovernmentEA is subsumed

under its eservices enablement framework

(http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=

eS01).Eventhoughtheeservicesenablementframeworkmentionsadaptingbestpractices

fromEA frameworks (like ZachmanandTOGAF), in itself it ismoreofabusinessprocess

reengineering and automation approach, rather than an EA framework. Overall, the

followingobservationscanbemade:

A. ThebasiccomponentsofKSAsegovernmentprogramareinplace.However,there

seems to be a gap between planning and execution. It is possible that theimpedimentsidentifiedbyGartnermaynothavebeeneliminated.

B. Some aspects of government EA are covered by the YESSER Framework for

Interoperability (YEFI),eservicesenablement framework,governmentservicebus,

egovernmenttransactionsmethodologiesandhandbookandotherbestpractices.

However,aholisticframeworkforgovernmentEAtakingthewholeofgovernment

approachseemstobelackingatthemoment.

C. KSAs egovernment takes a serviceprovider view. The current emphasis of the

YESSERprogramistoensurethatthegovernmentservicesaredeliveredinthemost

efficientandsecureway,i.e.takesaninsideoutviewofthegovernment.

QualitativeanalysisofSaudiArabiaseffortsandoutputsaresummarizedinExhibit119.
http://www.saudi.gov.sa/http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=eS01http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=eS01http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=eS01http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=eS01http://www.saudi.gov.sa/

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Page29of49



Government



KSAs current egovernment agenda emphasizes the need to deliver

governmentservicesinthemostefficientmanner.Mostservicesappearto

beagencycentric.Solicitingcitizenfeedbackintheeservicesenablement

frameworkisnotexplicitandevident.


2. Common

Infrastructure&

Interoperability

The eservices enablement framework, YEFI and other supporting

specifications standards and policies within the egovernment agenda

evidence the intended role and impact. There are technical standards,

initialdatastandards,nationalapplicationprojectsand ITmanagement in

place.



&BusinessOperations

Thenationalegovernmentstrategyandactionplanclearly identifiesand

describes about 150 eservices to be IT enabled. These have been

categorized andprioritizedbasedon readiness and impact criteria.All

services

have

an

identified

host

agency

and

will

most

likely

need

collaboration between multiple agencies. The current architecture does

nothavetheprovisiontoidentifycommonservices.


4. PublicSector

Governance

KSAspublicsectorgovernanceisnotexplicitintheegovernmentstrategy

and action plan. Consolidating all egovernment activities as the YESSER

program isdefinitelyapositivedevelopment.Nonetheless, theeservices

enablementframeworkinitscurrentformisrelativelyprimitiveto impact

thisdimension.


5. Networked

OrganizationalModel

KSAs national egovernment strategy and plan targets the integrator

model. To achieve this, coordination and collaboration between various

stakeholders isessential. There is some indication thatKSA isembracing

cluster based approach through the concept of communities of interest(COI).


6. SocialInclusion

There are indications that KSA is making efforts to solicit citizen

engagement in some aspects of eservice lifecycle. The YESSER program

doesimplicitlytargetgovernmentresponsivenessasasecondaryobjective.

TheeservicesenablementframeworkandYEFIprovidelimiteddirections.


7. Transparent&Open

Government

Thereisnodirectindicationastohowmuchofthegovernmentoperations

and information is open to public scrutiny. The eservices enablement

framework in its current form is relatively primitive to impact this

dimension.


SUMMARY

The YESSER program is a promising development for KSA. However, as identified by Gartner, there are

impediments to its implementation and derivation of full benefits. The impact of KSAs government EA to

connectedgovernmentvariesbetweenLevel0(NONE)andLevel2(LOCALIZED)forthefollowingreasons:

A. The architecture activities are generally primitive and subsumed within the eservices enablement

framework.

B. KSAs ranking in the current UN Global EGovernment Survey 2010 indicates that a majority of the

impedimentsidentifiedbyGartnerareyettobeaddressed.

C. Some componentsof collaborativegovernmentare inplace,but there is agapbetweenplanningand

execution.Thereisnoinformationavailableonthecitizenfeedbackontheegovernmentactivities.

Exhibit119:

KSAs

Current

Impact

of

EA

on

Connected

Government

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Page30of49

1.6 SOUTHKOREA

SouthKoreahashadanimpressiveegovernmentjourneyinthepastdecade.Ithasjumped

from13th

to1st

positionbetween2002and2010 intheUNGlobalEGovernmentsurveys.

Exhibit 120 summarizes South Koreas egovernmentjourney from 1987 to 2012, while

Exhibit121depictsitsrankinginthepastthreeUNGlobalEGovernmentSurveys.

EGovernment

Infrastructure

Development

(19872002)

FullFledged

ImplementationofE

Government

(20032007)

FurtherAdvancementofe

Government

(20082012)

Goal

Digitalizationofgovernment

businessprocesses,

establishmentofIT

infrastructure

Goal

ExpansionofeGovernment

servicesthroughdigitalization

ofoverallgovernmentbusiness

processes

Goal

IntegrationofeGovernment

systemsforseamlessdelivery

ofpublic

KeyActions

Digitizationof

governmentbusiness

processes(patent,

customs,tax,etc.).

Establishmentofe

Government

infrastructure.

KeyActions

Expansionand

improvementofservices

forcitizensandbusinesses

Enhancedadministrative

efficiencyandtransparency

throughreformof

governmentworkmethod

Linkageandconnection

amonginformation

systems

KeyActions

Customercentriccitizen

servicesandenhanced

publicparticipation

Intelligentadministrative

servicesthroughdigital

governmentnetwork

Realtimepublicsafety

informationnetwork

Strengthenede

governmentinfrastructure

throughenhancedprivacy

and

security

Exhibit120:SouthKoreasEGovernmentJourneyfrom1987to2012

Exhibit121:

South

Koreas

EGovernment

Rankings

in

2005,

2008

and

2010

ManagedbytheMinistryofPublicAdministrationandSecurity(MOPAS),theegovernment

program (http://www.korea.go.kr/new_eng/service/aboutKoreaGovernment.do) identifies

strong government leadership, governance of IT, customer oriented egovernment

services,performancebasedprogrammanagementand technology supportas itscritical

successfactors.

ItisclearfromtheabovethatSouthKoreatakesitsegovernmentseriouslyanditscurrent

positionisaresultofyearsofsustainedeffortsofplanningandexecution.SouthKoreaisan

exceptional example of the use of ICT for government innovation. It would not be an

exaggerationtostatethatatpresentitdoesnothaveaprovenmodeltofollow.Asaleader,

itmustcontinuallyinnovateandcreateitsownmodel.
http://www.korea.go.kr/new_eng/service/aboutKoreaGovernment.dohttp://www.korea.go.kr/new_eng/service/aboutKoreaGovernment.do

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Page31of49

Interestingly, its formal foray intogovernmentEA startedwith legislationon theEffective

IntroductionandOperationofInformationSystemsin2006.Theactspecifiedtheneedto

constructtheEAtoenhancetheeffectivenessof informatization investmentsand improve

theperformanceoforganizations.ThiswasfollowedbythereleaseoftheGovernmentWide

EA Framework by the National Information Society Agency (NIA) in 2007. The MOPAS

currentlymanages thegovernmentEAprogram.SouthKoreasgovernmentEA frameworkconsistsofEAvision,principles,asetofreferencemodels,ametamodel,maturitymodel

andthemanagementinfrastructure.

Moving forward, South Korea has identified integrated business processing platform, e

government architecture and extensive interfaces across relevant organizations as the

threemostcriticalelementsforitsnextgenerationofegovernment.Ingeneral,government

EA isa criticalelement inSouthKoreasoverallegovernmentprogram.Thereare strong

indicationsthatgovernmentEAwillcontinuetobeanimportantelementinthefutureofits

egovernment.Overall,thequalitativeanalysisofSouthsKoreaapproach issummarized in

Exhibit122.

EnterpriseArchitecture

Assessment

Framework

for

Connected

Government


Government



SouthKoreadeservedlyranksveryhighonthisdimensionasaresultofits

three main initiatives. These are the online citizen participation portal

(http://www.epeople.go.kr),evotingsystemandsinglewindowforonline

citizen services (http://www.egov.go.kr). The wholeofgovernment

approach is explicitly visible. As part of its next generation of e

government,SouthKorea intends toutilizeegovernmentarchitecture to

identifyanddelivershared,ubiquitousandsociallyintegratedservices.


2. Common

Infrastructure&

Interoperability

To support the collaboration while also avoiding duplication among

agencies, the national EA, managed by the MOPAS, has created anunderlying IT architecture that ensures common standards government

wide. Some of these include government information sharing platform,

integrated security system, integrated authentication system among

severalothers.



&BusinessOperations

Government services requiring involvement and coordinationofmultiple

agencies are alreadywidespread. Some of the current examples include

electronic procurement service, electronic customs clearance service,

comprehensive tax services, internet civil services, patent service, online

petitionanddiscussionportal,singlewindowforbusinesssupportservices,

onnara business process system and shared use of administrative

information among others.MOPAS, as part of South Korea national EA,

ensuresavoidanceofduplicationamongtheagenciesthroughtheSharing

ProjectoftheEAinfrastructureofKoreain2009.


4. PublicSector

Governance

MOPAS uses the EA as ameans to establish andmanage ownership of

governmentserviceswithmultiplestakeholders.ItalsoensuresthattheEA

atthenationallevelislinkedtightlytothenationalinformatizationproject.

Furthermore,MOPASrationalizestheagencyinformatizationplanstoavoid

overlaps and duplication. Government EA in South Korea supports the

threekeyegovernmentdirections:administrativeprocedurereforms,civil

servicesreformsandinformationresourcemanagementreforms.


5. Networked

OrganizationalModel

Collaborativeservicesdeliveredby thegovernment include identification,

assessment and selection of partners in the private sector. Seoul

transportationandhelpline

for

healthcareareexamplesofservicesthat
http://www.epeople.go.kr/http://www.egov.go.kr/http://www.egov.go.kr/http://www.epeople.go.kr/

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Page32of49



Government


includemultiple stakeholdersboth from government andprivate sectors

thatalsotakeasectororclusterbasedapproach.

[ASSESSEDCURRENT

IMPACT

DEFINED]

6. SocialInclusion

SouthKoreahas its localegovernment informationnetwork, information

networkvillage (http://www.invil.org)and theonlinecitizenparticipation

portal (http://www.epeople.go.kr) to enable citizen engagement and

improve government responsiveness. Moving forward, it intends to

enhancetheseareasevenfurther.


7. Transparent&Open

Government

As part of its open government initiative, South Korea has its

administrative information disclosure system (http://www.open.go.kr).

However,basedonthe informationavailablepubliclythewholeapproach

is designed in away that expects citizens and businesses to request for

informationdisclosure.Government informationbydefault isnotpublicly

available.

The

current

government

EA

does

not

provide

directions

with

regardtothisdimension.


SUMMARY

SouthKoreahasmatured itsegovernmentthroughyearsofeffort.GovernmentEAhasplayedakeyrole in

thisjourney. The overall impact of its government EA to connected government ranges between Level 2

(LOCALIZED)andLevel4(INSTITUTIONALIZED)forthefollowingreasons:

A. Elements of EA have been used to drive reforms in the government sector, namely, administrative

procedurereforms,civilservicesreformsandinformationresourcemanagementreforms.

B. TheadoptionofgovernmentEAhasbeen triggeredby the relevant legislationmaking itmandatory for

agenciestobuildtheirinformatizationplansinconcurrencewiththenationalplans.

C. TheroleofEAissettoextendwiththeenhancementofitsgovernmentwideEAprogramsupportingits

nextgenerationofegovernment.

Exhibit122:SouthKoreasCurrentImpactofEAonConnectedGovernment

1.7 OTHERS

Sections 1.1 through to 1.6 presented and discussed the role of government EA and its

impactonconnectedgovernment insixcountries.Thecountriesassessed includetheones

thathave:

Advancedegovernments;and/or

Reasonably

mature

government

EA

programs;

and

/or

Plans to enhance their government EA programs within the context of their e

governmentinitiative;and

Made available substantial amounts of information about their respective e

governmentinitiativesandgovernmentEApublicly.

The criteriaaboveare important in selectingaparticular country fordetailedassessment

giventhenatureofstudy inthisphase.Therearefewothercountriesthatfulfillsome,but

not all the criteria above. Exhibit 123 briefly summarizes the government EA and e

governmentinitiativesinBahrain,EgyptandOman.
http://www.invil.org/http://www.epeople.go.kr/http://www.open.go.kr/http://www.open.go.kr/http://www.epeople.go.kr/http://www.invil.org/

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Page33of49

GovernmentEAinOtherCountries

Country SummaryofGovernmentEAintheEGovernmentProgram

1. Bahrain

Launched in 2007, Bahrains egovernment program is managed by its egovernment

authority (http://www.ega.gov.bh/en/). Its current egovernment strategy can be

summedupasdelivering customervalue through collaborativegovernment.Despite

theshortperiodoftimethatBahrainhasembarkedonitsegovernmentjourney,ithasdonewellandisranked9intheegovernmentdevelopmentindexandranked11inthe

eparticipation index of the UN Global EGovernment Survey 2010. It is the highest

rankedcountry in theGCCareaand itsachievementsare linewith itsgoalofbeinga

leaderinegovernment.

Integratedwithin itsegovernment strategy,Bahrain launched itsproject todevelopa

NationalEAFramework (NEAF).ThecurrentNEAFprojectphase involvedassessingthe

ICTplatforms inallgovernmentministriesanddesigning the targetarchitectureunder

oneunifiedframeworkforallpoliciesandapplications.

2. Egypt

InitiatedbytheMinistryofCommunicationandInformationTechnology(MCIT)in1999,

Egypts egovernment journey started with the establishment of overall ICT

infrastructurenationwide.In2004,theMinistryofStateforAdministrativeDevelopment

(MSAD) took charge of the egovernment program. Egypts egovernment portal(http://www.egypt.gov.eg)iscalledtheBawa

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