The Gov3 Foundation
World Bank Seminar – 10 May 2006, Washington DC www.gov3.org

 Who we are
 Strategic Overview: knowledge economy and e-transformation
 A difficult journey – our UK and international experience: lessons learned
 Delivering citizen centric public services – where are governments going and how are they getting there? (inc UK and other country case studies)
 How Gov3 is trying to support governments


Gov3 was launched in September 2004 by the core team in the UK’s Office of the e-Envoy
 Two organisations:
 Gov3 Limited:
 now one of the world’s fastest growing international public sector consultancy businesses

 worked on IT enabled transformation with 25 governments, across five continents, plus the European Commission and the UN
Staff and associates from across the world with senior ‘inside government’ experience of IT enabled change in the public sector
 The Gov3 Foundation:



Not for profit
Advisory Board includes Andrew Pinder, Richard Kerby (UNDESA), David
Molchany (CIO, Fairfax County), Danilo Piaggesi (IADB), Juhani Turunen
(Under-Secretary of State, Ministry of Finance, Finland)
Executive Director – Elizabeth Muller (formerly of the OECD)

 Building a knowledge based economy – an e-Envoy’s perspective
 E-Transformation and Public Sector Reform
- why the two must be integrated
 The implications for good government of ICT enabled change
 Where are citizen centric service delivery and shared services leading to?

“E” strategies are not mainstream to economic, social and public governance reform programmes – so they fail to achieve expected benefits
Mainstream programmes are failing to achieve their aims, because they do not embrace the transformational opportunities opened up by network technologies


First a definition of scope .…
ICT enabled public sector reform includes:
- modernising/transforming government infrastructure, processes, and communications
- improving service delivery to citizens and businesses
(through all channels not just online)
- improving public sector efficiency
- improving transparency and opportunities for citizen engagement

Effective Government…..not e-government

IT-enabled change in the UK > a brief history (1)
 1950s to early 1990s: computerisation of the public sector


Billions of expenditure
Some claimed operational efficiency gains, but:


No real change to citizens’ experience of government
No change to the “silo-based” bureaucratic delivery model
 Early to late 1990s: the Internet arrives!
 A thousand flowers bloom (3,000.gov.uk web sites to be precise)


Low levels of user take-up
Driven by IT enthusiasts in government – not by business strategy

IT-enabled change in the UK > a brief history (2)
 1999: Office of the e-Envoy established to develop a more strategic approach
 Three key targets:
 the best environment in the world for e-commerce by 2002


Internet access for all who want it by 2005
100% of government services online by 2005 with key services achieving high levels of use
 Very successful on the “e-economy”:
 the UK moves from middle-of-the pack to being one of the global leaders on all key benchmarks
 But much less progress at first on e-government:

E-agenda in most agencies run by the Head of IT, divorced from business strategy
 Low levels of citizen take-up, because:


No real incentives on departments
No functioning business model for joined-up, customer-focused delivery

IT-enabled change in the UK > a brief history (3)
 2003-2004: Mainstreaming e-Government
 Office of the eEnvoy becomes part of a broader “Delivery and Reform” team in the Cabinet Office
 Efficiency Review:

£21 billion pa of efficiency savings
 Only achievable through radical business transformation and high levels of service take-up through cheaper e-channels
 Directgov:


A multi-channel, citizen-centric service delivery vehicle which quadrupled egovernment take-up in its first year
Looks like a government portal, but actually is a fundamental change to the UK government’s business model for developing and delivering services

IT-enabled change in the UK > a brief history (4)
 20052006: “Transformational Government”
“Technology alone does not transform government, but government cannot transform to meet modern citizens’ expectations without it….
….the vision is not just about transforming government through technology. It is also about making government transformational through the use of technology”
 The strategy requires three key transformations:
1.
Services enabled by IT must be designed around the citizen or business
2.
Government must move to a shared services culture – in the front-office, in the back-office, in information and in infrastructure
3.
There must be broadening and deepening of government’s professionalism in terms of the planning, delivery, management, skills and governance of IT enabled change.

 Even in a decentralised governments there is a need for central strategic vision and planning to provide a framework for effective e-transformation
 eTransformation is leading to some joining up of common functions but only limited integration of government departments and agencies
 There is a capability and capacity gap both centrally and in departments and agencies - focus on functions is helping
 Portfolio management of investments is essential but rare
 Business cases, measurement, and benefits realisation are vital tools for effective government - improving but a long way to go
 Public sector labour force restructuring is necessary but difficult to deliver


Mainstreaming…..more strategic fit outcome focus
 Shared governance and funding models
 Customer Group Champions
 Cross-government business case development, measurement, and benefits realisation

Releasing cash to the front line…biting the bullet on public sector labour force restructuring
 Professionalism and performance management

 Reform agenda remains fragmented in even leading edge countries
(supported by supra-national institutions!)
 Ignoring non-IT requirements and costs of organisational change
 Departmental silos resist cost accounting, benefits tracking and realisation
 Some Public Private Partnerships have been less effective than planned – eg inflexibility stifles innovation
 Market failure – poor public sector buyers and private sector suppliers
 Reluctance to do, or react to, market (citizen) research

1.
2.
3.
4.
5.
Projects
Project 1 Project 2 Project 3
Project 4 Project 5
Time
Other KPIs
Identified problems; implemented fixes
The E-Services White Elephant:
Failure to make the make the fundamental changes to the way the develop and deliver services which are needed to ensure that e-investments result in real benefits rather than expensive white elephants
Digital exclusion:
Failure to engage citizens, leading to:

Social inequity

No critical mass for e-service take-up
Releasing resources for the front-line:
Failure to restructure the public sector labour market in order to turn eservices takeup into “cashable” efficiency savings which can be recycled into national priorities
Cost/benefit management:
Failure to establish and manage effective business cases for their investments in ICT-enabled change. No systems for benefits realisation
Delivery:
Failure to establish the government-wide governance and programme management systems needed to guarantee effective delivery.

The Gov3 Foundation
www.gov3.org

 Thousands of government websites, all organised round structure of government not needs of customer
 Confusing customers – with agencies competing to provide similar services
 Replicating the offline offer, rather than exploiting the benefits of technology
 Incoherent or inadequate branding and marketing
 Absence of systems to learn about the customers government do have, so they can offer them targeted services

 UK
 Lots of money spent on IT and websites
 Not using obvious assets to encourage use
 Fragmented knowledge and skills
 Not linked to public sector reform
 Usage of government websites flatlining
 Hong Kong
 Innovative PPP model
 Still significant take-up issues

60
50 Buying online
40
Banking online
30
20
10
Government online
0
Q3
2000
Q4 Q1 Q2
2001
Q3 Q4 Q1 Q2 Q3 Q4 Q1
2002 2003
Source: National Statistics Omnibus Survey

 Citizens want more
 Younger citizens think differently and demand more
 Global business is setting the pace

The traditional way of delivering government won’t work in the future
We are moving to a citizen-centric public sector

Start looking at the world through citizens’ eyes, not government’s eyes

One place
Built for me
Killer application
A real brand
User demands




One stop e-shop
Web Walk in
Delivering information and services

Portal
UK online
USA –Firstgov
Help (Austria)
Canada
Clusters
Integration
Destination
UK Directgov
(Hong Kong
OSP)

UKonline & Directgov Unique Users
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
Ap ril
'0
3
M ay
'0
3
Ju ne
'0
3
Ju ly
'0
3
Au gu st
'0
Se
3 pt em be r '
03
O ct ob er
'0
3
N ov em be r '
03
D ec em be r '
03
Ja nu ar y
'0
4
Fe br ua ry
'0
4
M ar ch
'0
4
Ap ril
'0
4
M ay
'0
4
Ju ne
'0
4
Ju ly
'0
4
Au gu st
'0
Se pt
4 em be r '
04
O ct ob er
'0
4
N ov em be
D r '
04 ec em be r '
04 nu ar
Ja y
'0
5
Fe br ua ry
'0
5
M ar ch
'0
5
Ukonline Directgov
Source: UK EgU

1
Canada
0.9
Netherlands
0.8
Mexico
0.7
0.6
0.5
0.4
0.3
0.2
0.1
Cyprus
New Zealand
Estonia
Australia
Belgium
Germany
Sweden
Finland
France
Austria
Malta
Hungary
Phillipines
Norway
Ukraine
Poland
Japan
Turkey
Russia
Slovenia Thai
Switz
Italy
Portugal
Latvia
Bahrain
Jordan
Croatia
Spain
Lux
Slovakia
Lith.
Greece
China
Czech
S. Africa
Romania
India
Iceland
Brazil.
Ireland
Israel
0
0 0.1
0.2
0.3
0.4
0.5
E-service maturity 2
0.6
0.7
Source: United Nations e-Government Readiness Report 2004 . 1: e-participation index covering information, consultation and decisionmaking, 2: web-government index covering interactivity, transactions and networked presence.
0.8
0.9
UK
US
Singapore
Korea
Denmark
Chile
1

1
Citizen-centric approach
2
Integrated strategy
Legal, regulatory & fiscal framework
Employers
Access
I have easy and affordable
Access to ICT
Home Work
Community
Motivation
I see real benefits from use of ICT which are directly relevant to my life
Confidence
I have all the skills I need to use ICT, and I feel trust and security using it
Digital content service providers
ICT Vendors
Voluntary
& community organisations
Public Sector
Government as a market actor
Market enabling
3
Cross-sectoral partnership

The Gov3 Foundation
www.gov3.org

 As a business, we have:
 built a set of citizen-centred products aimed at overcoming the key barriers, delivered by people with a successful inside-government track record
Citizen-centric service transformation
Citizen-centric Digital
Inclusion Programmes
Citizen-centric refocusing of government resources
Benefit measurement and management
Governance and Programme Management

 As a the not-for-profit Gov3 Foundation, we have:
 Sought to promote direct peer-topeer networking between the “e-leaders” responsible for driving these changes in governments, eg:

“Beyond e-Government” – a six day immersive residential seminar for 50 leaders from across the developing world, held in Salzburg

“Information Society Masterclasses” at the World Summit on the Information
Society

The Gov3 Foundation
graham.walker@gov3.net
www.gov3.org