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E-Government Foundation ProjectE-Government Strategy Alignment Framework
‘‘E-Government Visioning Workshop’E-Government Visioning Workshop’
July, 2000July, 2000
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Presentation ( I )
Kick-Off Presentation
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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:
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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
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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
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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
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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
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Presentation ( 2 )
E-Government Service Prioritisation
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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:
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What is Service Prioritisation ?
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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)
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What is Service Prioritisation ? E-Government Service Prioritisation
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
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What is Service Prioritisation ? E-Government Service Prioritisation
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
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What is Service Prioritisation ? E-Government Service Prioritisation
DM senior management should view ‘Service Prioritisation’ as ..
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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
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Why to Prioritise Services ?
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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.
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How to Prioritise Services ?
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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
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How to Prioritise Services ? E-Government Service Prioritisation
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
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How to Prioritise Services ? E-Government Service Prioritisation
‘Touch Point Analysis’ can be used to identify how E-Government can add value to the customer.
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DUBAIMUNICIPALITY
ServiceRequestServiceRequest
ServiceInformation
ServiceInformation
Follow-up&
Tracking
Follow-up&
Tracking
ServiceDeliveryServiceDelivery
Complaints &Comments
Complaints &Comments
ServiceRecognition
ServiceRecognition
RelationshipManagementRelationshipManagement
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How to Prioritise Services ? E-Government Service Prioritisation
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
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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.
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Exercise ( 1 )
Prioritising DM Municipal Services
Time for completion : 45 Minutes
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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
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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
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Exercise Focus Groups Prioritising DM MunicipalServices
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Presentation ( III )
Transforming a Service Into E-Government
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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:
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Service Overview
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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
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Service Overview Transforming a service into E-Government
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
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Service Overview Transforming a service into E-Government
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
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Service Overview Transforming a service into E-Government
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
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Transforming The Service
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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
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Service OverviewWeb Presence
Transforming a service into E-Government
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.
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Service OverviewOn-line Business
Transforming a service into E-Government
Service DeliveryService 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
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
Transformation Activities
• 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.
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Service OverviewIntegrated Business
Transforming a service into E-Government
Service DeliveryService 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
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
Transformation Activities
• 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.
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Service OverviewTransformation
Transforming a service into E-Government
Service DeliveryService 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
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
Transformation Activities
• 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.
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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
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DM Transition Path Into E-Government
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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
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Exercise ( II )
Service Transformation
Time for completion : 30 minutes followed by 5 minute summary from each group
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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!
Transforming a service into E-Government
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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)
Transforming a service into E-Government
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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
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Presentation ( 3 )
Leading E-Government OperationalModels
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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.
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DM’s E-Government Target Operational Model
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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
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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
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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
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Presentation (5 )
Conclusions
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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
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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
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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.
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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.