December 2000

 E-Government Strategies
 What have we done in Lithuania
 Assessment Action Plan

 The E-Government Project will enable services to be comparable with the best services available from the private sector in terms of quality,accuracy, timeliness and user-friendliness
 Government administration should provide the best possible service for citizens and companies
 Simpler, faster and more flexible processes and flows

To support the government by providing high quality, information services

To conduct and support the government by providing high quality, competitive and targeted
Information Services

Citizens /
Commercial
Government Suppliers

By 2002 the government intends as a minimum that citizens will be able to:

Apply for training loans, student support and use the National Grid for Learning

Look for work and be matched to jobs

Get health information and advice

Get information about benefits

Fill in and send tax returns

Book driving tests
And businesses will be able to :

File returns at Companies House

Complete VAT registration forms and make VAT returns

Apply for regional support grants

Receive payments from government for the supply of goods and services.

Country
Australia
Canada
Finland
France
Germany
Ireland
Italy
Japan
The
Netherlands
Singapore
Sweden
UK
USA
ESD Target
All appropriate Federal Government services capable of being delivered electronically via the
Internet by 2001
Measurement
ANAO report on progress
(Nov 1999). OGO six monthly monitoring programme commencing
June 2000.
All key government services fully on-line by
2004
A significant proportion of forms & requests can be dealt with electronically by 2001
All administrations to provide public access to government services and documents by the end of 2000
No high level targets *
All but most complex of integrated services by end of 2001
No high level targets
All applications, registrations, and other administrative procedures between the people and the government will be available on-line using the Internet or other means by fiscal year
2003
25% of public services delivered electronically by 2002
Where feasible all counter services available electronically by 2001
No high level targets *
100% of government services carried out electronically by 2005
Provide public access to government services and documents by 2003. Provide public with an option to submit forms electronically
Reported on annually
ICT benchmark in development
Quantitative 6 monthly progress report

Demand
(Consultation with citizens and businesses)

Singapore

UK

USA
Change
(Commitment & drivers of change)

Australia

UK
Supply
(Electronic Government services)

Australia

Canada

France

USA
‘Front office’
Capability
(Enabling Government infrastructure)

Finland

Netherlands

Singapore

Sweden
‘ Back office’

Multi-
Jurisdictional
Inter-
Departmental
Intradepartmental
E-Government: A phased approach...
CHANNEL
REFINEMENT
TIER ONE
On-Line
Presence
CONVERGENCE
SERVICE
TRANSFORMATION TIER THREE
Seamless Government
TIER TWO
Fully-Enabled
ESD
Single
Business Line
Information Initiation Interaction Integration

Stage 1
Stage 2
Stage 3
Stage 4
Website presence, which provides general information and on-line forms
The ability to undertake database queries and complete forms on-line
Agency interaction with clients, including client entry of confidential data
Agencies receiving authenticated information share data with other agencies with approval of individual clients (where appropriate)

The assessment was conducted between
July and September 2000 and covered over thirty ministries and departments, state companies, twelve selected municipalities and the counties






IT Infrastructure
Integration
Security
Projects
Organisation






 No strategic plan to build the governmental infrastructure
Insufficient standardisation
Build up is according to departmental standards and not according to a governmental model
High level of investment necessary
Lack of available funding
Insufficient access to key skills

 Information flows were analysed based on the following criteria:
– Timeliness and Accuracy
– Importance
– Suitability
– Required Level of Integration






 No strategic plan to build the governmental
Infrastructure
Insufficient standardisation
Build up is according to departmental standards and not according to a governmental model
High level of investment necessary
Lack of available funding
Insufficient access to key skills

Logical structure of registries
Registry of population
Personal ID Address
Cars owners
Transport equipment registry
Personal ID Number
Data
One registry for all transport equipment (cars, tractors , …)
Data
Registry of patents holders
Personal ID Number
Also permissions to work with precious stones and noble metals
Data
Another registries connected through foreign keys (personal ID, reg. Number, or so on
Registry of enterprises (institutions)
Reg. Number Personal ID
Farmers registry
Personal ID Data
Owners of plots
Registry of plots
Reg. Number Personal ID
Relation with geographical system
Registry of food importers
Reg. Number Data
Owners of personal companies
Data
Data
Registry of foreign and joint venture companies
Reg. Number Data
Registry of buildings
Reg. Number Data
Relation with geographical system





Security Assessment Questionnaire
Compliance against the de facto Security
Management Standard (BS7799)
Interviews
Business Impact Analysis



Electronic services must be conducted SAFELY
Citizens need to TRUST E-Government services
SECURITY IS CRITICAL FOR E-GOVERNMENT

Series1 Series2
Application Landscape
Security Policy &
Organisation
100
80
Security Awareness
Audit
60
40
20
0
User Administration
Business Continuity Access Control
Security Assessment
Asset Valuation
Physical Security

Agency SP&O SW UA AC PS AV
Baseline
Tax Inspection
Customs Department
Ministry of Economy
Ministry of Finance
Ministry of Justice (Central Mortgage Office) B
D
D
State Land Cadastre B
Ministry of Environment (Territory)
Post of Lithuania (Public Enterprise)
E
E
Lithuanian Department of Statistics
Ministry of Transport & Communications
B
Ministry of Foreign Affairs
Ministry of Internal Affairs
E
E
E
B
D
E
State Social Insurance Fund (SoDra)
State Patient Fund
Border Police
Law Information Centre
D
B
B
C
C
D
D
D
B
B
C
B
B
B
B
D
D
D
B
B
C
D
C
D
C
D C C D E
E D C C E
D D D D C
C B D C B
C B C B D
C A C C B
E E E E E
E B D C D
C B C C B
E D D E E
E D D E E
E A C B E
C
B
D
C






Poor security across the government agencies
Lack of resources and limited experience
No government security standards
No assignment of responsibility for security
No central advisory and accreditation agency

 Overview of projects per department
 Critical review of projects based on:
– their importance for the Government of Lithuania
– the business logic behind them
– project management methodologies used
 Review of departmental / governmental project organisation and co-ordination
 Recommendations package (model) for future project planning, management and control

Management System Summary - Finance
Elements
Project Request Initiation
Cost Benefit Analysis
Customer Requirements Definition
Deliverables
Project Monitoring
Evaluation & Prioritisation
Test Plan
Task Level Scheduling
Critical Path Analysis
Master Schedule Resource Alloc'n
Requirements
Weekly Schedule Planners % done
Reporting
Lost Time /Rework Action Needed
Reporting
Action Taken Evaluation
Weekly Operating Report
Schedule Review Meeting
Costing Variance from Baseline
Test Realisation - Results Analysis
Description - Purpose - Goals - Objectives
Documented Procedure for Credit Project - IT
User Request Form ( URF ) - Input from I T
1
Exist
R O I & Payback Calcs for all Projects - Feasibility Checklist - see
URF
3 3
1
Used Effective
1
3
End User Requirements Documented 1 1 1
Requirements Translated into Concrete Scope & Deliverable Project Plan 1
Roles and responsibilities definition in delivering the project activities
Project Screening & Prioritisation
1
3
How we will evaluate the results against specifications
Task Level Breakdown into 4 to 40 Packages of work
Mapping of Critical Interdependencies
2
1
3
Conversion of Tasks into Resource Requirements
Weekly Task Level Planning & Weekly Project Status Reporting
Identification & Quantification of Operating Problems
Systematic Reporting & Evaluation of Corrective Actions
Weekly Reporting of Schedule Attainment & Performance
Regularly Scheduled Status Review Meetings 2
Project Cost reporting Versus Budget & Variance Reporting - IT
Dept monitor Own Hours on Project
3
How do we measure the results generated /cashability 3
1
1
2
3
2
2
3
3
1
2
2
2
1
3
3
2
1
2
3
2
3
3
1
3
3
2
1
3
3
3
2
2
3
User instructions
Not shown roles and responsibilities definition documented
Plan (documentation) not shown
Reports actually are done every 2-3 weeks
Task scheduling is controlled
Systematic reporting but poor evaluation
Reports actually are done also every 2-3 weeks
Not regular meetings, mostly held when problems arise
No cashability measurement analysis

Management System Summary - Weighted Average of Projects Reviewed
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
26
32
42
35
35
30
50
40
9
Effective Exist Used
Exist Used Effective

 Little or no strategic planning and co-ordination of projects
 Projects defined without reviewing possible synergies and overlap in areas of common need
 Project evaluation, prioritisation and authorisation often focuses only on the department concerned
 Very limited and often poor cost / benefit analysis

 Weak project management and control culture
 Low levels of financial and operational project control
 Task scheduling / critical interdependencies often unclear
 Inadequate status and cost reporting / control
 No overall milestone control methodology

The organisation analysis was based on the following topics:
– Importance of information technology to the business of an institution
– Requirements for centralisation or decentralisation



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


Due to low salaries specialists are leaving to the private sector
No or only limited pooling of key IT skills
Inefficient use of departmental IT resources
Project and financial planning is not linked
IT departments are not consulted / involved in business decisions
No central financial and project control



 Departmental interests are seen as more important than strategic governmental plans
No central body for strategic IT planing
Global consequences of legal and organisational decrees are not always considered

R
I
T
Y
S
E
C
U
Govt. Web
Portal
WEB
Server
(Intranet)
Content Spec.
Central Hosting
Global Application Server
/ Infrastructure
WEB
Server
(Internet)
Portal
WWW
Content Spec.
WAN
App Server
Ministr.
Reg
Integr
.
App Server App Server App Server
Reg

Phase 0: Create Single Entry Point
Phase 1: Build the Foundations
- Initiate the Intranet and a common messaging system
- Centralised web hosting and consistent look and feel
Phase 2: Content Development
- Further development of the Intranet (data communication)
- Dynamic website content, based on replicated data
Phase 3: Interactive Government
Fully operational ”component based" government applications
- Interactive government website






Decide portal name and hosting location
Develop inter-government links
Define Intranet and Internet strategy
Design Organizational structure
Develop Information Security, IT Infrastructure, and
Integration Strategy






Lauch the Intranet
Begin integrating inter-government web sites
Implement the new organisational structure
Initiate Security project
Integrate key objects







Develop dynamic web-site content
Begin Security roll-out to other Ministries
Start the Integration roll-out
Develop applications for key areas
Web enable key areas e.g. Tax, Customs
Major infrastructure development will be completed





Completion of interactive Intranet and Internet
Security to be completed to 90 % (standards and tool set)
Integration to be completed at smaller registries
Infrastructure development to be extended to nonstrategic areas

Create an integrated network of ministry and state institution homepages - Government Portal - which will serve as a communication channel on the
Internet between the public at large and the authorities of the country

Preparation of the Government information technology (IT) security policy based on the requirements of the BS 7799 (ISO 13335) standard. The strategy should cover:

Definition of the IT security provisions
Pilot project to be conducted in two state institutions

Implementations of the IT security provisions in all information systems (IS) which are under development in the ministries and state institutions

Striving to save state resources it is essential to ensure more efficient use of available IT resources at the ministries and state institutions

Establish a post meant for a high level political official responsible for the coordination of activities related to Government prioritis with respect to the development of the Information Society
Accountablility is to the Prime Minister
Assign the IT Department to organize development and supervision of the E-Government project

Introduce additional measures for the effective management of the IT projects conducted in the minstries and state institutions

Create and introduce common requirements
(standards) for the development of the IT infrastructure in the ministries and state institutions

Create and introduce an IT project development and management methodology to be used by the ministries and state institutions

Perform auditing of the IT projects being developed in the ministries and state institutions
(technological, financial, legal)

In order to avoid data duplication and ensure its reliability, it is necessary to implement provisions for basic state registry integration and centralisation