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European City Models of eGovernment

KSF-T Summer Event 2007

Bologna, June 2007

José Ramón RodríguezLeader, eGovernment Working Group, Eurocities

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eGovernment working group,

lead by Barcelona

Identify good practices and trends

Focus on experiences of

management and deployment of

major eGovernment programs

January 2006 - March 2007

– 5 working group meetings

– 25 participant cities

– in depth study of 7 leading cities

The study of Eurocities

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Cities under analysis

Midsize cities

Capital of metropolitan areas

– healthcare, education and social

services (some)

– contents and metropolitan

strategy (somehow)

Leaders on eGovernment

– they have an eStrategy

– they publish results

– high level of online

transactions

Barcelona

Torino

Munich

Vienna

The Hague

Birmingham

Stockholm

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eDrivers

New Rights of Citizens

Social and economic

development

Better Government:

– effectiveness

– citizen focus

– cost savings, efficiency

– transparency and participation

‘A must, people take for granted’

It’s about business/service,

not technology

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Key Success Factors

1. Make People’s Life Easier

2. Ensure Political Support

3. Be Sustainable

4. Leadership & Governance

through Strategy

5. Have a Dedicated Unit

6. A Common Architecture

7. Put people on board

8. Sound marketing and

communication

9. Very Professional Deployment

10. Cooperation and Partnership

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1. Make People’s Life Easier

Citizen, demand driven

Helpful in their real lives

Regardless of internal

organisation

Multichannel: ‘click-call-face’

Usable

Accessible

No one left behind

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High Impact Services

Change of residence or business address

Payment of taxes and fines

Permits of works at home

Making an appointment with a city office

Registrations of business and trade

Questions, claims and complaints

Application for public housing

Access to parking licences

Application to schools

Permission for works in streets

Registration of dog licences

Downloading information on registry and cadastre of a piece of soil

Organising a wedding

Application for a post as public servant

Voting ticket application

Loans of books at a public library

Public tenderings at the council

Submitting and checking bills

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2. Ensure Political Support

Sound, sustained

Out of political turf

Part, an atribute of the City

strategy

Support political priorities

Care for permanent needs of

the business

Politicians as users

“eGovernment is a political

component for the city. It is,

of course, instrumental, but it

also has a significant political

dimension now. [...] I would

fully say that the stakeholders

are the politicians. No point.“

Johan SärnquistCIO, Stockholm

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3. Be Sustainable

Business cases and ROI

Quick-wins through pilots, but

go to massive high-impact wins

Channel substitution

A virtuous cicle:

Adoption/Sustainability/Support

Metrics

Reviews16,1%

50,6%

33,3%

18,7%

41,3%40,0%

15,1%

41,5%43,5%

bcn.cat In person Telephone

2004

2005

2006

Completion of procedures through different channels

3.347.199

4.091.309 3.388.600

2.073.859 1.621.682 1.842.201

12.327.193

3.037.208

34.941.699

2000 2001 2002 2003 2004 2005 2006

Telephone

In person

bcn.cat

+184%

-17%

-11%

2003-06

Channel substitution in Barcelona

Contacts through different channels

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4. Leadership & Governance through Strategy

Advanced eServices require

integration of multiple parts, a

common view and long term

big efforts

Align the organisation

Secure involvement of senior

management

Get additional resources

Have an eStrategy, not an

eGov strategy

Inno

vati

on

1997- Citizen Service Offices

Strateg

ic plan

ning 20

02 / 2

012

Maintenance

Participative ManagementElectronic administration & Government

1999- Municipal Web Site

2002 Citizen Card

2003 Citizen cash-points

2005 Citizen Virtual Office

Inno

vatio

n & Im

prov

emen

t Plan

for m

anag

emen

t 200

0

/200

7

Gijó

n is @

pproa

chin

g pro

ject 2

004/2

007

Development of Innovation & Modernization Policies in Gijón

Stockholm eStrategy- multichannel delivery of services to citizens, companies and

visitors in all business areas and architectures (SOA) to support.

- integrated services to citizens- consolidation of IT infrastructure- miscellaneous internal e-services for higher efficiency - comprehensive management over IT development- enhanced e-democracy- multi sector interoperability- IT in schools and in education- IT in culture and libraries- IT in planning, traffic etc services

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5. Have a Dedicated Unit

Reporting to the Mayor or CEO

Provides guidance, coordination

and support, not command and

control

Manages projects

Manages central resources

allocated to eGov programmes

Consultancy skills (Mixed

IT/Process)

It’s small, usuallyVienna

Framework of

Interaction

and Interplay

ICT Policy

Administrative Guideline

PoliticalObjectives

eGov

Stockholm

City Council

Stockholm

City ExecutiveBoard

Committees/Boards

IT-Advisory

Overall

e-strategy

Locally adapted

CommitteeStrategies

ImplementationPlans

Implementation

Plan

IT platform IT Manual

Stockholm e-strategy areas of responsibility

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6. A Common Architecture

Integration

– Back to end

– Cross departamental

– Cross boundaries

Standards

New components/services

Raw data management

Evolve, put in value legacy systems

Re-Centralize IT platforms and

management

The Extended Munich eGovernment System

City Departments

E-government components

e-Procurement e-participation

GeographicInformation

System

Documentmanagement system

Electronic signature

Administrativeprocesses

Central provision andsupport

Businessapplications

Virtual post office e-forms server

Data file server for services and

addresses

ContentManagement

System

City hallinformationsystem

Internet-Portal

E-Payment-Platform

(Online-Shop)Search engine

AdministrationGuide

Situations/ SubjectsNavigation

A-Z FAQs

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7. Put people on board

Political commitment

Legal changes

Very professional change

management

– hard components (HR)

– soft components (OD)

Executives are key

It’s a cost

Be patient and tolerant to

frustration

Birmingham BEST programme

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8. Sound marketing and communication

Understand diffusion process in

multiple audiences

Involve users in priorities and

design

Have their feedback

Distribution strategies

Complex marketing and

communication mix

It’s learning

It’s a cost

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9. Very Professional Deployment

Sophisticated management

A culture of delivery

New skills and capacities:

– Implementation Strategy

– Program and Project Management

– Enterprise Architecture

– Change Management

– Marketing, PR, Communication

Manage relations with stakeholders

and partners

Robust, industrial operations

“Everything became bigger and

more complex, thus demanding for

excellence in planning and

execution. We thrive to

"industrialize" the process,

moving from a small workshop of

service excellence to a service

powerhouse.“

José Ramón RodríguezCIO, Barcelona

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10. Cooperation and Partnership

Metropolitan, Regional

Private/Public Portals

New forms of outsourcing

New national strategies,

ex. authentication

Again:

– political and managerial

leadership

– sound business cases

– standards

– new skills and capacities

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Final Comments

“The platform is still missing. An integrated service platform to put together all the different components.” (Johan Särnquist, Stockholm)

“You touch the most intimate part of the organisation, the balance of power and the flows of information.” (José Ramón Rodríguez, Barcelona)

“The greatest challenge here is to accomplish a well organised back office.” (Hannelore Schnell, Munich)

“We don’t miss 'hardware' components. It’s more about the transformation of the organizational behaviour and the role of the public administrator. ” (Petra Delsing, The Hague)

“This is a journey. We are not going to get this sorted next week.” (Glyn Evans, Birmingham)

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Join the Benchmarking

Meet us at the Workshop

Evaluation tools and criteria for

eGov services

Sala di Re Enzo, June 29th,

15:30h

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Barcelona en xarxa