1 E-Government Foundation Project E-Government Strategy Alignment Framework ‘E-Government Visioning Workshop’ July, 2000

1

ww

w.d

m.g

ov.ae

E-Government Foundation ProjectE-Government Strategy Alignment Framework

‘‘E-Government Visioning Workshop’E-Government Visioning Workshop’

July, 2000July, 2000

2

ww

w.d

m.g

ov.ae

Presentation ( I )

Kick-Off Presentation

3

ww

w.d

m.g

ov.ae

Presentation Roadmap Kick-Off Presentation

• Where Do We Stand Today ?

• Workshop Objectives

• Workshop Agenda

• Workshop Framework

Welcome to the ‘E-Government Visioning Workshop’. Before we start, we would like to share with you the following:

4

ww

w.d

m.g

ov.ae

Where Do We Stand Today ? Kick-Off Presentation

This workshop launches the ‘Visioning’ and ‘Transition Planning’ phases of the E-Government Foundation Project.

E-Government STRATEGY ALIGNMENT

E-Government STRATEGY ALIGNMENT

IT INFRASTRUCTUREASSESSMENT

IT INFRASTRUCTUREASSESSMENT

FOUNDATIONDEVELOPMENTFOUNDATION

DEVELOPMENT

PACKAGE EVALUATION &RECOMMENDATION

PACKAGE EVALUATION &RECOMMENDATION

E-Government FOUNDATION PROJECTE-Government STRATEGY ALIGNMENTWORKSTREAM

E-GOV.READINESSREVIEW

E-GOV.STRATEGYALIGNMENT

TRANSITIONPLANNING

5

ww

w.d

m.g

ov.ae

Workshop Objectives Kick-Off Presentation

There are three key objectives for this workshop:

DM as it stands today

DM targetE-Government

position

(2) Explore what projects need to be

launched to transform the services

18 months Beyond 18 months

(1) Explore what services should be transformed into E-

Government and when

KPIs

(3) Define the target position in detail

6

ww

w.d

m.g

ov.ae

Workshop Agenda Kick-Off Presentation

09:00 - 09:15 Presentation 1 : Kick-off Presentation

09:15 - 09:45 Presentation 2 : E-Government Service Prioritisation09:45 - 10:30 Exercise 1 : Prioritising DM Municipal Services

10:30 - 11:00 Coffee Break

11:00 - 11:30 Presentation 3 : How to transform a service into E-Government ?11:30 - 12:30 Exercise 2 : Establishing Future E-Government Projects

12:30 - 13:00 Prayers’ & Coffee Break

13:00 - 13:30 Presentation 4 : Clarifying DM’s Target Position

13:30 - 14:00 Presentation 5 : Conclusions

7

ww

w.d

m.g

ov.ae

Workshop Framework Kick-Off Presentation

We would appreciate your cooperation on the following:

• Think as a Senior Manager within Dubai Municipality, rather than as a specific department specialist

• Participate effectively in exercises

• Raise questions and concerns promptly

• Watch pre-set time frame carefully

• Switch off mobile phones and pagers

8

ww

w.d

m.g

ov.ae

Presentation ( 2 )

E-Government Service Prioritisation

9

ww

w.d

m.g

ov.ae

Presentation Roadmap

• What is Service Prioritisation ?

• Why to Prioritise Services ?

• How to Prioritise Services ?

E-Government Service Prioritisation

During this presentation, we will discuss the key issues related to service prioritisation. These are:

10

ww

w.d

m.g

ov.ae

What is Service Prioritisation ?

11

ww

w.d

m.g

ov.ae

What is Service Prioritisation ? E-Government Service Prioritisation

Service prioritisation is the process of analysing the different municpal services provided by DM to answer two key questions:

• Q1 : What services should we focus on during transformation to E-Government?

• Q2 : What services should we transform first ? (October 2001 Deadline)

12

ww

w.d

m.g

ov.ae


Answer (1) - we should transform to E-Government those services through which E-Government can deliver the maximum value to DM and its customers.

E-Gov. Impact on DM Value

E-G

ov.

Im

pac

t o

n

Cu

sto

mer

Val

ue

Lo

wH

igh

Low High

Low ValueServices

(Bad Investment)

Non-profitNon-profitservice-centricservice-centricorganisationsorganisations

Commercialorganisations

High ValueServices

13

ww

w.d

m.g

ov.ae


Answer (2) - we should transform first those high value services which are highly visible to DM customers and easy to implement.

Delivery Complexity

Cu

sto

mer

V

isib

ilit

y

Lo

wH

igh

Low High

ImplementFirst

ImplementLast

ImplementSecond, if you have

the resources

ImplementSecond, if lowon resources

14

ww

w.d

m.g

ov.ae


DM senior management should view ‘Service Prioritisation’ as ..

Lo

wH

igh

Low High

Not conflicting with the target E-Government

position of transforming (all) services into E-

Government.

A dynamic continuous process, rather than, a

one-off activity.

A mind-focusing exercise, to concentrate

time and investments

15

ww

w.d

m.g

ov.ae

Why to Prioritise Services ?

16

ww

w.d

m.g

ov.ae

Why to Prioritise Services ? E-Government Service Prioritisation

‘Service Prioritisation’ is a critical strategic planning tool which can help DM to:

• Quickly establish and enforce DM’s image as a leading E-Government organisation.

• Achieve higher levels of customer service rapidly and consistently.

• Protect investments in E-Government by avoiding bad investments in marginal and non-critical services.

• Enhance the overall efficiency and effectiveness of DM operations by eliminating non-value added activities.

17

ww

w.d

m.g

ov.ae

How to Prioritise Services ?

18

ww

w.d

m.g

ov.ae

11Set-up your business objectives for implementing E-Government.

22Identify the high value services which need to be transformed into E-Government

33Collect statistics and information about your various municipal services.

44Prioritise the implementation of the high-value services

55 Regularly review your prioritisation criteria.

How to Prioritise Services ? E-Government Service Prioritisation

‘Service Prioritisation’ is a 5-step process which involves:

DM’s futureresponsibility

Done

Done

Focus ofthis workshop

Will be carried outby the project team - final

decision by E-Government steering committee

19

ww

w.d

m.g

ov.ae


In order to identify high value services, we need to understand the basic attributes contributing to DM Value and Customer Value.

E-gov. Impact on DM Value

E-G

ov.

Im

pac

t o

n

cust

om

er V

alu

e

Lo

wH

igh

Low High

Customer Value reflects the importance and criticality of the municipal service to customers. It can be determined by:

• Touch Point Analysis• Intangible Benefits• Customer Base

DM Value reflects the benefits this service deliver to DM. It can be determined by:

• Revenues• Potential Revenues• Potential Cost

Reductions• Intangible benefits

22

20

ww

w.d

m.g

ov.ae


‘Touch Point Analysis’ can be used to identify how E-Government can add value to the customer.

22

DUBAIMUNICIPALITY

ServiceRequestServiceRequest

ServiceInformation

ServiceInformation

Follow-up&

Tracking

Follow-up&

Tracking

ServiceDeliveryServiceDelivery

Complaints &Comments

Complaints &Comments

ServiceRecognition

ServiceRecognition

RelationshipManagementRelationshipManagement

21

ww

w.d

m.g

ov.ae


In order to identify ‘Quick Wins’, we need to understand the basic attributes of Service Visibility and Service Complexity.

DeliveryComplexity

Ser

vice

V

isib

ilit

yL

ow

Hig

h

Low High

Service Visibility reflects the impact of transforming that service on customers. It can be viewed in terms of:

• Customer Base• Annual Number of

Transactions• Customer Sophistication• Service Type

Delivery Complexity reflects the sophistication and complexity of the service delivery process. It can be viewed in terms of:

• Degree of automation• Degree of customer

interaction• Number of

documents used• Number of DM Depts.

Involved• Number of external

parties involved.

44

22

ww

w.d

m.g

ov.ae

Delivery Complexity

Ser

vice

V

isib

ility

Lo

wH

igh

Low High

Conclusion - Service Prioritisation E-Government Service Prioritisation

In summary, ‘Service Prirotisation’ will help us to identify which services to transform to E-Government and when.

E-Government Impact on DM Value

E-G

ove

rnm

ent

Imp

act

on

Cu

sto

mer

Val

ue

Lo

wH

igh

Low High

DM E-Government Programme should focus

on those high value activities.

1st

Last

?

?

Implement your high valueservices in this order.

23

ww

w.d

m.g

ov.ae

Exercise ( 1 )

Prioritising DM Municipal Services

Time for completion : 45 Minutes

24

ww

w.d

m.g

ov.ae

In the this exercise, you will help us to rank municipal services based on the impact E-Government has on DM and Customer Values.

Delivery Complexity

Ser

vice

V

isib

ility

Lo

wH

igh

Low High

E-Gov. Impact on DM Value

E-G

ov.

Imp

act

on

C

ust

om

er V

alu

e

Lo

wH

igh

Low High

This analysis will be conducted later by PwC & DM Joint Project Team. The analysis will be

based on the information collected earlier from the various departments.

Focus of This Exercise(Value Questionnaire)

Exercise Objective Prioritising DM MunicipalServices

25

ww

w.d

m.g

ov.ae

Exercise Roadmap Prioritising DM MunicipalServices

We have designed a questionnaire to measure the value added to DM and its Customers by transforming a specific municipal service into E-Government. You will fill-in this questionnaire for three of your department’s core services.

Activity

Break out into 4 focus groups (Handout)

Read through the service list (Handout)

Read through the value questionnaire (Handout)

Fill-in the value questionnaire for each service

Recommended Time

5 Minutes

5 Minutes

5 Minutes

30 Minutes

Thank You

26

ww

w.d

m.g

ov.ae

Exercise Focus Groups Prioritising DM MunicipalServices

27

ww

w.d

m.g

ov.ae

Presentation ( III )

Transforming a Service Into E-Government

28

ww

w.d

m.g

ov.ae

Presentation Roadmap Transforming a service into E-Government

• Service Overview

• Transforming The Service

• DM Transition Path Into E-Government

During this presentation, we will discuss the various activities involved in transforming a municipal service into E-Government:

29

ww

w.d

m.g

ov.ae

Service Overview

30

ww

w.d

m.g

ov.ae

Service Overview Transforming a service into E-Government

We will discuss how to transform the ‘Public Libraries’ service into an E-Government service, going through the various evolution stages of the ‘E-Business Maturity Model’. For each stage, we will describe the kind of tasks required to transform the service to that stage of the maturity model

E-Government Leverage

Go

vern

men

t V

alu

e

On-line PresenceOn-line Presence

On-line Business On-line Business

On-line Integrated Business

On-line Integrated Business

OrganisationTransformation Organisation

Transformation

IndustryConvergence

IndustryConvergence

31

ww

w.d

m.g

ov.ae


Current Library Services include:

• Public Access Catalogue Search;• CD-ROM Network;• Internet Services;• Reference Services;• Photocopying Services;• Periodicals Services• Current Information Services; and• Audio-Visual Materials Services.

At present,Dubai Municipality provides

information about these libraryservices on its web page

What opportunities willE-Government provide

to enhance theseservices?

On an Annual BasisTransactions = 155,590Revenue = AED 60,263Cost = AED 7248,774

32

ww

w.d

m.g

ov.ae


The ‘Public Libraries’ service provided by Dubai Municipality currently has the following process flow.

Increase ServiceAwareness

Increase ServiceAwareness

Procure AdditionalMaterial

Procure AdditionalMaterial

Inform Customersabout new materialInform Customersabout new materialSubscriptionSubscription

Su

pp

ort

A

ctiv

itie

s

Title/Author Search

Title/Author Search Reserve MaterialReserve Material

Borrow MaterialBorrow Material

Tracking andFollow Up

Tracking andFollow UpMaterial ReturnsMaterial Returns

Fines and ActionsFines and ActionsCustomers(Residents)

Co

re S

ervi

ce

Act

ivit

ies

33

ww

w.d

m.g

ov.ae


Transforming the library services into an E-Government service can be builton the already existing foundation

11Good inventory of all existing material - books, audio, visual and reference material

22On-Line computer system supporting operations inside the library - subscriptions, book searches and book reservations.

33Links between the eight different libraries through the computer system

44Reasonable level of computer sophistication among customers

34

ww

w.d

m.g

ov.ae

Transforming The Service

35

ww

w.d

m.g

ov.ae

Service Transformation - Domains

E-Government requires four key operational elements to be in place and to operate effectively. Each of these domains plays a key role in defining the steps required to move a service to a higher level of e-business maturity.

StrategyStrategyStrategyStrategy

Overall DirectionSupply Chain IntegrationRisk ManagementCustomer Facing Activities

Organisation &Organisation &CompetenciesCompetenciesOrganisation &Organisation &CompetenciesCompetencies

Roles & ResponsibilitiesSkillsChange ManagementAlliances Management

ProcessesProcessesProcessesProcesses

MarketingSalesProduct DevelopmentCustomer ServicePurchasingLogistics & Distribution

Delivery Capabilities &Delivery Capabilities &OperationsOperations

Delivery Capabilities &Delivery Capabilities &OperationsOperations

Content Creation & ManagementIT & Information System ManagementMethodologiesProject Management

Transforming a service into E-Government

36

ww

w.d

m.g

ov.ae

Service OverviewWeb Presence


Service Delivery

Customers(Residents)

ReserveMaterialReserveMaterial

BorrowMaterialBorrowMaterial

Trackingand

Follow Up

Trackingand

Follow Up

Title/AuthorSearch

Title/AuthorSearch

Fines andActions

Fines andActions

MaterialReturnsMaterialReturns

Impacted AreaImpacted Area

Increase Service

Awareness

Increase Service

Awareness

ProcureAdditional

Material

ProcureAdditional

Material

Informcustomers

InformcustomersSubscriptionsSubscriptions

Web page with details of services available, location and contact numbers for libraries and instructions associated with obtaining library services

Transformation Activities

• Formally define services, policies for public libraries;

• Identify high level risks - legal, confidentiality and any risk to DM image;

• Define and deploy required IT infrastructure and standards;

• Develop web page content and define strategy for maintaining web page content;

• Assign roles associated with keeping content of web page up to date and aligned with policies.

37

ww

w.d

m.g

ov.ae

Service OverviewOn-line Business


Service DeliveryService Delivery




Trackingand

Follow Up

Trackingand

Follow Up

Title/AuthorSearch

Title/AuthorSearch

Fines andActions

Fines andActions



Increase Service

Awareness

Increase Service

Awareness

ProcureAdditional

Material

ProcureAdditional

Material

Informcustomers


Able to look through a catalogue of books and material available, reserve material from any of the libraries, subscribe to services and request for new material


• Identify customer requirements;• Identify transaction related risks - financial,

security, confidentiality;• Implement online payment mechanism;• Assign roles for dealing with customer

requests, for data and transaction security.• Define service level agreements;• Train library staff on new business and

technology issues;• Review external and internal processes and

align processes to different channels.

38

ww

w.d

m.g

ov.ae

Service OverviewIntegrated Business






Trackingand

Follow Up

Trackingand

Follow Up

Title/AuthorSearch

Title/AuthorSearch

Fines andActions

Fines andActions



Increase Service

Awareness

Increase Service

Awareness

ProcureAdditional

Material

ProcureAdditional

Material

Informcustomers


Quicker response to requests for new books and material not available with the library and the ability to pay fines and extend books on-line


• Integrate library system to purchasing system;

• Review and optimise work flow for purchase of additional material;

• Establish alliances with trusted book suppliers and on-line links to suppliers;

• Order books from suppliers on-line;• Build link to finance system on-line - for

budgets, payments and receivables;• Conduct customer satisfaction survey and

refine web pages, services and processes as required.

39

ww

w.d

m.g

ov.ae

Service OverviewTransformation






Trackingand

Follow Up

Trackingand

Follow Up

Title/AuthorSearch

Title/AuthorSearch

Fines andActions

Fines andActions



Increase Service

Awareness

Increase Service

Awareness

ProcureAdditional

Material

ProcureAdditional

Material

Informcustomers


Delivery and collection of books from home Links to other on-line libraries and access to digital data (magazines, periodicals) through the web at a periodic charge


• Form alliances with one or more local logistics firms for delivery and collection of material;

• Define pricing policies for home delivery;• Deploy kiosks, public service booths; • Form alliances with other libraries around

the world with digital data and provide access to digital data to local customers.

40

ww

w.d

m.g

ov.ae

Transformation Summary Transforming a service into E-Government

In summary, the use of E-Government concepts for library services could deliver

11 Excellent level of service to the local residents and visitors

22Provide potential opportunities to increase client base (regional) and increase revenues through new services

33 Improve image of Dubai Municipality among the public

44Possibly reduce costs by removing manual processes especially in terms of work flow, integration between departments and administration

41

ww

w.d

m.g

ov.ae

DM Transition Path Into E-Government

42

ww

w.d

m.g

ov.ae

DM Transition Path Into E-Government Transforming a service into E-Government

DM future transition plan to E-Government will include four types of implementation activities as described below

TaskTaskTaskTask TimeTimeTimeTime

Project ManagementProject Management

InfrastructureInfrastructure

MaintenanceMaintenance

Service ImplementationService Implementation Wave 1Wave 1 Wave 2Wave 2 Wave 3Wave 3 Wave nWave n

Hardware, Software, Network, Security & IT OperationsHardware, Software, Network, Security & IT Operations

Single DM-wide Project Management StructureSingle DM-wide Project Management Structure

Batch 1Batch 1 Batch 2Batch 2 nn

Strategy DefinitionStrategy Definition

OrganisationReview

OrganisationReview

ProcessRe-engineering

ProcessRe-engineering

SystemDevelopment

SystemDevelopment

InformationalInformational

TransactionalTransactional

Overall CRMOverall CRM

Tune-upsTune-ups

OverhaulsOverhauls

Big betsBig betsProjectPrioritisation

ProjectPrioritisation

FundingFunding

BenefitsRealisation

BenefitsRealisation

43

ww

w.d

m.g

ov.ae

Exercise ( II )

Service Transformation

Time for completion : 30 minutes followed by 5 minute summary from each group

44

ww

w.d

m.g

ov.ae

Exercise 2 Objective

The aim of this exercise is to provide you with a forum to apply the discussions to date relating to service transformation on a practical example.

For this exercise, we will break out into four groups. You have a list of the groups with your name or the name of the person for whom you are here today. Each group will be provided with one specific service that needs to be transferred into an E-Government Service (Target Position)

Your task will be to • Understand how the service is provided now (as outlined on sheet provided);• Discuss how the service will move through the different stages as seen with the

Library Services example;• Identify a number of tasks or actions that need to be taken in order for the

transformation to E-Government for this service successful - for each task that you identify, define if it is an “organisational task” (example, change culture) or a specific service related task (example, re-design process flow)

• Appoint one person to present summary of activities required to make this E-Government service successful!


45

ww

w.d

m.g

ov.ae

Exercise Roadmap

Each group will be provided with one specific service that needs to be transferred into an E-Government Service (Target Position). Please use the following roadmap to complete the exercise

Activity

Break out into 4 focus groups (Handout)

Read through the service description list (Handout)

Discuss the process of transforming the service with the group and the co-ordinator

Come back to the main presentation room

Present summary of group findings to the larger group

Recommended Time

5 Minutes

5 Minutes

20 Minutes

5 Minutes

5 Minutes (* 4 groups)


46

ww

w.d

m.g

ov.ae

Visioning Workshop Focus GroupsGroup 1Mohammed Julfar Assistant Director General for Technical Services AffairsKhalid Khoori Director of General Maintenance DepartmentMunther Jumaa Head of Foreign Relations and Organizations OfficeSalem Mesmar Director of Public Health DepartmentAhmed Abdul Karim Director of Public Parks and Horticulture DepartmentMohammed Al Zafeen DM E-Government Steering Committee MemberQamar Fadhel DM E-Government Steering Committee MemberAbdul Qader Al Jassmi Director of Legal Affairs DepartmentArif Ahli Head of Internal Control Section

Group 2Mattar Al Tayer Assistant Director General for roads and General Projects AffairsTalal Khoori Director of Administrative Development and Quality DepartmentAbdulla Rafi Director of Contracts and Purchasing DepartmentHumeid Al Merri Director of Markets and Abattoirs DepartmentAbdulRahman Al Sharid Director of Building and Housing DepartmentIbrahim Shareef Director of Finance DepartmentEssa Al Meidoor Director of Drainage and Irrigation DepartmentSalem Al Yousif DM E-Government Steering Committee Member

Group 3Hussein Lootah Assistant Director General for Environment & Public Health AffairsAli Bin Hereiz Assistant Director General for Financial AffairsKhalil Hussein Director of Personnel DepartmentAbdulla Al Hashimi Director of Planning and Surveying DepartmentNasser Saeed Director of Roads DepartmentAbdul Hakim Belshalat Director of Administrative Affairs DepartmentSalah Amiri Director of Transportation DepartmentSami Al Hashimi DM E-Government Steering Committee MemberAbdulla Al Madani DM E-Government Steering Committee Member

Group 4Obeid Al Shamsi Assistant Director General for Administrative and General Services AffairsAbdulla Al Ghaith Assistant Director General for Planning and Building AffairKhalid Bin Zayed Head of Public Relations SectionAbdul Aziz Malek Head of Public Transport SectionHamdan al Shaer Director of Environment DepartmentAbdulla Al Sheibani Director of General Projects DepartmentAbdul Hakim Malek Director of Information Technology DepartmentAdnan Sharafi Director of Dubai Central LaboratoryIbrahim Yaqoob DM E-Government Steering Committee Member

47

ww

w.d

m.g

ov.ae

Presentation ( 3 )

Leading E-Government OperationalModels

48

ww

w.d

m.g

ov.ae

AGENDA

• DM’s E-Government Target Operational Model

• City of Los Angeles (LA) Model

• DM’s Target Position

Clarifying DM's Target Position

During this presentation, we will share with you PwC E-Government experience with leading public sector organisations world-wide. Specifically, three key topics will be discussed.

49

ww

w.d

m.g

ov.ae

DM’s E-Government Target Operational Model

50

ww

w.d

m.g

ov.ae

DM Target Position Clarifying DM's Target Position

As a part of the E-Government readiness review, we have identified the key themes of the target E-Government position.

E-Government Leverage

Go

vern

men

t V

alu

e

Static Information Sharing& Web Presence

Static Information Sharing& Web Presence

OnlinePresence

OnlineBusiness

Dynamic, Interactive andPersonalised Delivery of Services

Dynamic, Interactive andPersonalised Delivery of Services

Full electronic integrationinternally and externally

Full electronic integrationinternally and externally

Online IntegratedBusiness

Transformation into aprofitability-based commercial

model.

Transformation into aprofitability-based commercial

model.

Set-up of Virtualorganisations through

outsourcing and convergence.

Set-up of Virtualorganisations through

outsourcing and convergence.

OrganisationTransformation

IndustryConvergence

TargetPosition

• End-to-end electronic integration• E-Government to cover all services• Initial focus on services provided to

the public• E-Government services to be

continuously improved

• End-to-end electronic integration• E-Government to cover all services• Initial focus on services provided to

the public• E-Government services to be

continuously improved

51

ww

w.d

m.g

ov.ae

DM Target Position Clarifying DM's Target Position

As we move forward, we need to further clarify the target E-Government position for DM. Specifically, we need to achieve the following:

Dubai Municipality Customers

Delivery ChannelDelivery Channel

(1) Identify the key electronic delivery channels to be used in communicating with suppliers and

customers.

(2) Identify key indicators to measure the progress of DM’s E-Government

programme

(3) Identify how to manage the relationship with customers.

Suppliers

58

ww

w.d

m.g

ov.ae

DM’s Target Position Clarifying DM's Target Position

Following this visioning workshop, we will work jointly with DM E-Government steering committee and project management to define:

ElectronicElectronicDelivery ChannelsDelivery Channels

ElectronicElectronicDelivery ChannelsDelivery Channels

E-GovernmentE-GovernmentProgressProgressTrackingTracking

E-GovernmentE-GovernmentProgressProgressTrackingTracking

Customer RelationshipCustomer RelationshipManagementManagement

Customer RelationshipCustomer RelationshipManagementManagement

• Phone• Mobile• Kiosks

• TVs• Internet• Others

(1) Channel Integration(2) Channel Conflict

• % of transformed services• % of workload• % of customers

• Revenues• Cost Reductions• Infrastructure• Intangibles

• Customer-centric vs. department-centric• Personalisation• Accountability• DM Only vs. Government of Dubai• Delivery channel choice• Proactive vs. Reactive

59

ww

w.d

m.g

ov.ae

Presentation (5 )

Conclusions

60

ww

w.d

m.g

ov.ae

Conclusions - Service Prioritisation

E-Government Impact on DM Value

E-G

ov

ern

me

nt

Imp

ac

t o

n

Cu

sto

me

r V

alu

e

Low High

Lo

wH

igh

0

5

10

15

20

25

0 5 10 15 20

61

ww

w.d

m.g

ov.ae

Conclusions - Service Transformation

Organisation Wide Challenges Common Service Related Challenges• IT Infrastructure Design &

Development• Security Policy and Mechanisms• Payment Mechanisms• Training• Service oriented culture at all levels• Marketing/Publicity• Risk Management• Organisation Structure• Customer Service Strategy and

customer management strategy• Links to other Government

departments and Government wide policies

• Alliances and partnerships

• Defining policy and procedures for existing service

• Process Engineering/Tuning• Organisation Structure and Roles,

Responsibilities• Service Level Agreements across

departments• Marketing and Pricing policies• Service Awareness• Progress and Benefits Tracking• Need for multiple service channels

62

ww

w.d

m.g

ov.ae

Conclusions

DM E-Government project has high visibility. Some good work has been done to date.

Speed is essential but it is important to plan in a structured way in order to deliver quality services rapidly and consistently.

There is a need for departments which provide similar services to work together to ensure that the process is seamless for the customer.

E-Government is more than just an IT problem - there is a need for all facets of the business to be involved in order to make it successful.

The introduction of E-Government should not stop other internal automation projects but such projects should be part of the overall plan.

63

ww

w.d

m.g

ov.ae

Conclusions

In order to meet overall objectives of improving service levels, increasing revenue and reducing cost, it is important to think like a business and to leverage lessons learnt by other Government establishments.

There is a lot of IT infrastructure required - security, payment mechanisms; etc

In order for the implementation to be successful, there is a need for one single DM wide professional project management structure.

DM should introduce formal performance measures in order to evaluate progress and benefits of E-Government.

Documents

1 E-Government Foundation Project E-Government Strategy Alignment Framework ‘E-Government Visioning Workshop’ July, 2000