Transformational Government
Framework
Nig Greenaway
v0.A
OASIS TGF TC - Context
 OASIS is a member consortium dedicated to building e-business systems’
interoperability specifications
 Main focus is on applications of structured information standards (e.g. XML,
SGML) but increasing focus on adoption of standards
 Members of OASIS are providers, users and specialists of standards-based
technologies
Include organisations, individuals, industry groups and governments
More than 600 member organisations, 1000s individuals
 Global, Not-for-profit, Open, Independent
 Successful through industry and government wide collaboration
 MOUs and Liaison Agreements with all major standardisation bodies, e.g. ISO,
UN/CEFACT, CEN, W3C, etc.
Technical Committees are set up by members to deliver a specific piece of work
and then, usually, close down
 The Transformational Government TC seeks to produce an overall framework
for using information technology to improve the delivery of public services
through better citizen engagement to assure greater use and return on
investment.
What is Transformational
Government?
The definition of Transformational Government
used within theTC is as follows:
”A managed process of ICT-enabled change in
the public sector, which puts the needs of
citizens and businesses at the heart of that
process and which achieves significant and
transformational impacts on the efficiency and
effectiveness of government.”
n.b. This is not defining an endpoint but rather a process of ongoing transformation
e-Government – the lack of success
?
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No critical mass of users
•
Duplicated IT expenditure
•
Wasted resources
•
Little impact on core public policy objectives
Transformational Government
Happier
customers
Business
Customers
Channels
Technology
?
Business
Customers
Channels
Technology
Business
Customers
Channels
Technology
Citizencentric
business
model
Lower cost
Empowered
citizens
Business
Customers
Channels
Technology
Higher
policy impact
Enablers of change
eGov 2.0:
Costs/
benefits
Transformational Government
of public
sector IT
eGov 1.0:
Online Service Delivery
Benefit
realisation
Computerisation:
databases and back office automation
“Governments are shifting
from a government-centric
paradigm to a citizencentric paradigm”
Citizen-enabled
Citizen-focused
Integrated
Interoperable
Fragmented
Rethinking e-government services: user-centric approaches,
OECD, 2009
Automation
Mainframe
PC
Internet
Cloud
Transformation
Some features of this shift
E-Government
Transformational Government
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Government-centric
Supply push
Government as sole provider of citizen
services
Unconnected vertical business silos
Bolting technology
onto the existing
“Identity” is owned and managed by
business model
government
Publicof
datagovernment
locked away within government
Citizen as recipient or consumer of services
Online services
IT as capital investment
Producer-led
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Citizen-centric
Demand pull
Government also as convener of multiple
competitive sources of citizen services
New virtual business layer, built around
citizen needs, operates horizontally across
government
“Identity” is owned and managed by the
citizen
Public data available freely for reuse by all
Citizen as owner and co-creator of services
Multi-channel service integration
IT as a service
Brand-led
Focusing first on the
business changes
needed to unlock
benefits for citizens,
and only then on the
technology
The key elements of the
Transformational Government
Framework
The Charter of the OASIS Transformational
Government Framework Technical Committee
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The major deliverable will be a Framework for Transformational
Government.
Included in this Framework will be:
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a Transformational Government Reference Model,
definitions of a series of policy products necessary to implement the
change,
a value chain for citizen service transformation,
a series of guiding principles,
a business model for change,
a delivery roadmap,
and a checklist of critical success factors.
Supporting this Framework will be a number of Use Cases and
other guidance advice on its adoption
Target Audiences
1. Primarily intended to meet the needs of:
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Ministers and senior officials responsible for shaping public sector reform and
e-Government strategies and policies (at national, state/regional and city/local
levels);
Senior executives in industry who wish to partner with and assist governments
in the transformation of public services.
2. Secondary audiences :
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Leaders of international organisations working to improve public sector
delivery, whether at a global level (eg World Bank, United Nations) or a
regional one (eg European Commission, Eris@);
Professional bodies that support industry sectors by the development and
maintenance of common practices, protocols, processes and standards to
facilitate the production and operation of services and systems within the
sector, where the sector needs to interact with government processes and
systems
Academic and other researchers working in the field of public sector reform;
Civil society institutions engaged in debate on how technology can better
enable service transformation.
Key features which led to the
OASIS TC
 Builds on the experience of e-Government practitioners over the last 10
years
 Need for a Citizen-focused and business driven approach
 That demonstrably leads to significant levels of citizen take-up
 Has been shown to work in many different types of government:
 National, state and city level
 Deployed in Western Europe, Eastern Europe, Middle East, Far East
and Australia
 Will be standardised so it can be delivered by many partners and
embedded in support tools
Current Status
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TGF Primer published
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Purpose is to publish ideas and gain buy-in/comments
Available at http://docs.oasis-open.org/tgf/TGF-Primer/v1.0/TGFPrimer-v1.0.docx
Comments requested at http://www.oasisopen.org/committees/comments/form.php?wg_abbrev=tgf or via Nig
Greenaway
Next steps:

Provide greater detail
Cast as a standard
 Formats being considered are a pattern language and then RDF
The TGF Primer
Set of Guiding Principles
1.
2.
3.
4.
5.
Develop a detailed and segmented understanding of your citizen and business customers
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Own the customer at the whole-of-government level
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Don’t assume you know what your customers think – research, research, research
•
Invest in developing a real-time, event-level understanding of citizen interactions with
government
Build services around customer needs, not organisational structure
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Provide people with one place to access government, built round their needs
•
Don’t try to restructure government to do this – build “customer franchises” which sit within the
existing structure of government and act as change agents
•
Deliver services across multiple channels – but use Service-Oriented Architecture (SOA)
principles to join it all up, reduce infrastructure duplication, and to encourage customers into
lower cost channels where possible
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Don’t spend money on technology before addressing organisational and business change
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Don’t reinvent wheels - build a cross-government strategy for common citizen data sets (eg
name, address) and common citizen applications (eg authentication, payments, notifications)
Citizen service transformation is done with citizens, not to them
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Engage citizens directly in service design and delivery
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Give citizens the technology tools that enable them to create public value themselves
•
Give citizens ownership and control of their personal data – and make all non-personal data
available for re-use and innovation by citizens and third parties
Grow the market
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Ensure that your service transformation plans are integrated with an effective digital inclusion
strategy to build access to and demand for e-services across society
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Recognise that other market players often have much greater influence on citizen behaviour
than government – so build partnerships which enable the market to deliver your objectives
Manage and measure the nine critical success factors
Critical Success Factors
1. Strategic clarity - all of government view, clear vision, strong business
case, focus on results
2. Leadership - sustained support, leadership skills, collaborative
governance
3. User focus - holistic view of the customer, citizen-centric delivery, citizen
empowerment
4. Skills - skills mapping, skills integration
5. Stakeholder engagement - stakeholder communication, cross-sectoral
partnership
6. Supplier partnership - smart supplier selection, supplier integration
7. Achievable Delivery - phased improvement, continuous improvement,
risk management
8. Future-proofing - interoperability, web centric delivery, agility, shared
services
9. Benefit realisation - benefit realisation strategy
The Delivery Processes
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TGF identifies four main delivery processes,
each of which needs to be managed in a
government-wide and citizen-centric way in order
to deliver effective transformation:
 business management
 customer management
 channel management
 technology management
Business Management – The Franchise Model
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A number of agile cross-government virtual "franchise businesses" based around customer
segments such as, for example, parents, motorists, disabled people.
Responsible for gaining full understanding of their customers' needs so that they can deliver
quickly and adapt to changing requirements over time in order to deliver more customer centric
services - which in turn, is proven to drive higher service take-up and greater customer
satisfaction.
Provide a risk-averse operational structure that enables functionally-organised government
agencies at national, regional and local to work together in a customer-focused "Delivery
Community", by:
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Enabling government to create a "virtual" delivery structure focused on customer needs
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Operating inside the existing structure government (because they are owned and
resourced by one of the existing "silos" which has a close link to the relevant customer
segment)
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Removing a single point of failure
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Working across government (and beyond) to manage the key risks to citizen-centric
service delivery
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Acting as change agents inside government departments / agencies.
Enables a "mixed economy" of service provision:
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first, by providing a clear market framework within which private and voluntary sector
service providers can repackage public sector content and services;
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and second by disseminating Web 2.0 approaches across government to make this
simpler and cheaper at a technical level.
The whole model is capable of being delivered using Cloud Computing
The “Franchise Marketplace” business model for
citizen-centric-government
Central /
Federal depts /
agencies
State /
Country depts
/ agencies
Delivery Community
Wholesale Marketplace
Franchises
Retail Marketplace
Joining-up done by
Franchises at central,
regional and local levels
Central
Central
entry
entry
point
point
Citizen
s
Citizen
Assured
Intermediation
One Stop Shop for
government content and
services
Business
Local /
Regional
entry
points
Business management
Customer management
Channel management
Technology management
Trusted and Interoperable
transactions and content
Other contributing
organisations –
public and private
Local / City
depts /
agencies
Enabling the Franchise Model
Policy Products
Customer Management
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Brand-led service delivery
Identity Management
Citizen Empowerment
Channel Management
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Channel Mapping
Channel Management Strategy
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Channel shift
Channel optimisation
Cross-channel management
Intermediary market
Technology Management
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Resources management
Ecosystem participation
Realisation & governance of SOA-based
ICT systems
Technology Management Framework
Way Forward
OASIS TGF Technical Committee monthly meetings
 17th Mar ‘11 – approved Primer
 expand and turn it into OASIS standard and supporting
guidance notes
 References:
 TC Website

www.oasis-open.org/committees/tc_home.php?wg_abbrev=tgf
 Wikipedia
http://en.wikipedia.org/wiki/Transformational_Government
 LinkedIn Group
http://www.linkedin.com/groups?mostPopular=&gid=3677772
 Contact: nig.greenaway@uk.fujitsu.com