CIFAL Presentation 18th May 2005

Drivers for Sustainable e-Government(A Private Sector Perspective)

LESLIE MOODLEYDeloitte Partner

ConsultingSlide 2

Contents

Introduction Setting the Platform for the e-Government

Enterprise Role Private Sector can Play

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Introduction

Today, many government agencies are moving beyond information-only websites to setting full service internet portals

These portals offer a single entry point for the citizen/customer to access integrated services and information

But portals represent more than just a change in customer service delivery – they forecast the coming of a new government enterprise

Significant changes and support required not only by public sector personnel but by all stakeholders

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The New e-Government Model

Changes the way Public Sector operates Provides a community view into government for

information and transaction processing Facilitates B2G, G2B, C2G, G2C, G2G Leverages the use of legacy systems Improves citizens’ access to government Improves vendors’ access to their government

customers Introduces three key dimensions:

• e-Customer• e-Marketplace• e-Enterprise

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e-Customer

e-Customers do not care about which department they have to submit their e-payments, e-forms, e-requests, etc.; their only concern is locating the appropriate place in the portal to fulfill their needs.

e-citizens no longer should have to deal with multiple entities in multiple ways.

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e-Customer

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e-Marketplace

e-Government should simplify the means in which goods and services are acquired across the entire organisation. Using internet portals, government procurement officers can have:•direct, centralised electronic access to vendors’ product information

•performance ratings and customer service capabilities

This will allow them to derive more benefits from market competition

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e-Marketplace

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e-Enterprise

Ubiquitous customers, one-stop shopping, centralised purchasing and compressed value chains. These concepts summarise how portals can amplify governments’ digital relationship with its customers and suppliers

But they also signal the coming of the new e-Government Enterprise

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e-Enterprise

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A New Model for e-Government

Shar

ed P

orta

l Se

rvic

es

Enrolment Processing Payment

Information & Queries

License & Permits

Corporate Registrations

Social Services

Employment Assistance

Revenue Collection

Com

mon

Ent

ry P

oint

Fo

r Al

l Sta

keho

lder

s

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The Value Proposition

Customer Interaction

Technical Infrastructure

Customer seeksMedicaid, cash &/

or foodassistance,

childcare, &/orchildren'sinsurance.

Customer fillsout

appropriatepaper

application

YesIs customer

eligible? Approval lettergenerated &

information sent tocustomer

Denial lettergenerated & sent

to customer

Does customerseek WIC

assistance?

Customervisits WIC

office

Is customercurrentlyreceiving

assistance?

No

Case workeropens new case

# in system

Case workermanually types

informationinto 1-3systems

Yes

Does customerhave correctverification

information?Customer retreives

information andreturns to

appropriate office

Yes

No

No

Yes

Customerseeks WICassistance

Customervisits FIA

Office

Customervisits HealthDepartment

Office

CustomercompletesFIA form

Yes

Refer customer to FIAoffice with verificationinformation. Forword

form to FIA

Customer fillsout appropriate

paperapplication

Is customereligible?

Approval lettergenerated &

information sent tocustomer

Denial lettergenerated & sent

to customer

Does customerneed otherassistance?

Does customerhave correctverification

information? Customer retreivesinformation and

returns toappropriate office

Yes

No

No

Yes

Case workertypes

information intoWIC system

End

No

End

No

Refer customerto FIA withverificationinformation.

Yes

ReducedCycleTime

Refined Business Processes

IncreasedRevenue Source

Convenience

EnhancedCustomer Service

Increased Access to Accurate Information

Multi-Channel Service Delivery

Personalization

Software Licensing

Data Integration

Common PlatformSecurity

Standardization

Scalability

IT In

fras

truc

ture

Pres

enta

tion

Proc

ess

OperationalEfficiency

Cost Avoidance/Reduction

Business Process

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The Value Proposition Value to the Municipality

Automate current manual or paper intensive processes

Reduce staffing and operational costs

Provide immediate access to information

Improve services to the public, business and other customers

Improve overall operating efficiency

Value to Business Improve access to public

sector operations

Automate processes that interface with public sector entities (real property closes and recordings)

Potentially reduce staffing costs

Reduce overall costs to consumers (property buyer)

Enhance responsiveness to changing market needs

Gain operating efficiency

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Implications of the New Model

Transformation of the Municipality Participation by all stakeholders

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Successful transformations are based on a few clear ideas – and a tight linkage between the vision and what it takes to deliver it

Define strategic vision Refine the proposed TSA

model and define the scope of each function

Define the Operating Model

Strategic Alignment Partnering Governance Organizational Structure Functional Scope

Define Blueprints

1

3

Establish Guiding Principles and Metrics

Introduce best practices and performance benchmarks

2

Establish a strong infrastructure of organizational, process andtechnology

Leadership Framework

Priorities & Objectives

Tools & Enablers

Policy People Process Technology

Vision

Priorities & Objectives

Tools & Enablers

Policy People Process Technology

Vision

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Role Private Sector Can Play

Now that we have explored the new e-Enterprise as defined by Deloitte, what role can the Private Sector play in achieving this?

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Role Private Sector Can Play Providing support for Public Sector CIO’s Ensuring effective partnerships Transferring e-business knowledge Bringing Global best practice, knowledge and

lessons learnt Innovation Sharing “private sector” methodologies and

tools Sharing of Technologies Quality Assurance Support for the key drivers e.g. building a

sustainable ICT Sector

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Supporting Public Sector CIO’s

IT Governance Tie the organizational business objectives and processes to information technology

Cut costs, creatively fund new projects, build compelling business cases for IT projects and manage outsourced IT services

Perform risk assessments and put processes in place to ensure compliance and continuity of operations

Understand cost, benefits and risk for projects in order to prioritize IT projects from a long-term, enterprise-wide perspective

Develop tools for benchmarking, ROI, scorecard tracking to be used throughout the organization

Manage human capital; encourage professional development; outsource when optimal

Eliminate silos, mandate integration and interoperability for IT projects

Streamline procurement business process

Cost Reduction & Financial

Management

Risk Management

Portfolio Management

Performance Management

Integration & Interoperability

Procurement

Human Capital Management

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Ensuring Effective Partnerships

Many ways in which the private sector can partner with their local municipalities however, our experience shows the following key attributes lead to sustainable e-Government solutions:

• Alignment of vision• Global footprint to access learnings and best practices• Track record for delivery• Significant player in the local economy to involve all

key stakeholders in the e-Enterprise

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InnovationA

chie

vem

ent o

f ID

P/LT

DF

Partial achievement of plan

-4 -3 -2 -1 Today 1 2 3 4

Planning Horizon

Historic growth rate“Business as usual”

Competitive forces

Growth through Innovation

Lose to otherdestinations

TheBestCity

Gap

“By 2020, eThekwini will enjoy the reputation of being Africa’s most caring and liveable city, where all

citizens live in harmony. This vision will be achieved by growing

our economy and meeting people’s needs so that all citizens

enjoy a high quality of life with equal opportunities, in a city that

they are proud of”

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Support of eThekwini’s e-Government Initiative

Guiding the systems development process Utilising “private sector” methodologies to drive

e-Government benefits Implementing process-driven best practices Quality Assure all deliverables Ensuring the e-Government vision is being

realised Building IT confidence with regard to SMME

involvement in the IT sector:• Mentorship• Skills development

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Concluding Remarks

Demands that the e-Enterprise places on the municipality

Having the vision clearly articulated is key Transformation must include all key

stakeholders Private sector role can be used to great

advantage

Questions ?