CrimsonLogic World Bank_Doing Business Reform in Africa_13 jan 2010_Leveraging IT in the Design of Reforms
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CrimsonLogic World Bank_Doing Business Reform in Africa_13 jan 2010_Leveraging IT in the Design of Reforms

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Reforms of policies and administrative processes gain added force and effectiveness when they are designed with a presumption of the existence of IT-enabled capabilities. This talk will illustrate ...

Reforms of policies and administrative processes gain added force and effectiveness when they are designed with a presumption of the existence of IT-enabled capabilities. This talk will illustrate some of the key changes in the areas of Trade Facilitation and the work of the Judiciary that made successful use of mission-critical IT solutions so as to effect fundamental transformations to entire sectors of the Singapore economy – changes that have played a key role in making Singapore a good place to do business.

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CrimsonLogic World Bank_Doing Business Reform in Africa_13 jan 2010_Leveraging IT in the Design of Reforms CrimsonLogic World Bank_Doing Business Reform in Africa_13 jan 2010_Leveraging IT in the Design of Reforms Presentation Transcript

  • All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of aprospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.Leveraging ITin the Designof ReformsDoing Business Reform in AfricaThe World BankMauritius, 13 Jan 2010Tan Sian LipVice President, Solutions & ConsultingCrimsonLogic Pte LtdCopyright 2010 1
  • SynopsisCopyright 2010 2Reforms of policies and administrativeprocesses gain added force and effectiveness whenthey are designed with a presumption of theexistence of IT-enabled capabilities. This talk willillustrate some of the key changes in the areas ofTrade Facilitation and the work of the Judiciary thatmade successful use of mission-critical IT solutions soas to effect fundamental transformations to entiresectors of the Singapore economy – changes thathave played a key role in making Singapore a goodplace to do business.
  • This talk IS & IS NOT about…IS NOT aboutTechnologyIT Project managementIS aboutPerspectives of whateGovernment is – andisn’tGovernance of IT in thepublic Sector“Architecture” MetaphorFraming problems toharness the transfor-mative power of ITCopyright 2010 3
  • Summary of eGovernment Challenges & Responses“e”Problems“Gov”Problems“eGov”ProblemsGovernanceSolve RealProblemsArchitecture• Fact: Rapid Changes inTechnology & Organisations• Challenge: How to designservices that evolve gracefully inthe face of inevitable changes• Fact: eGov is a relatively “new”govt concern• Challenge: To get and to sustainsupport from public & otherconstituencies• Fact: Govts have many semi-independent parts & agendas• Challenge: How to fulfill the eGovpromise of coordinated citizen-friendly services?• Choose compelling problemsthat can be effectivelyaddressed with measurableoutcomes• Invest in Change Managementto help both the governed &the government throughinevitable changes so as toachieve desired outcomes• Structures, Rules, and Processesto promote Cross Agency / FunctionalCollaboration & Synergy Initiative Fundamental reexaminationof service goals & methods• Anticipate, Welcome, and Designfor Change• Invest in Architectures that bufferagainst changes in Technology Organizational structure, rules,roles, processesCopyright 2010 4
  • All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of aprospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.DefinitionseGov &GovernanceCopyright 2010 5
  • Definitions …eGovernment is the applicationof IT to transform the waygovernments work, to makethem friendlier and moreeffectiveIt is not (just) a large portfolio oftechnology projectsIt is a large ongoing program ofactivities involving publicadministrators and technologistsin rethinking how government &the public can work together,and then applying technology toeffect the changesCopyright 2010 6
  • Definitions …eGovermentProjectsMotivationsGovernment(Governance)ProjectsMeasuresGovernance SuppliesCopyright 2010 7
  • MotivationsIT has great power tocreate new patterns ofwork & trustWell executedeGovernment Plansenable societies to doMORE with LESSMOREWorkControllabilityLESSBureaucracyOvert/Intrusive ControlsControlFacilitationOldOptimalMixNew (Higher)Optimal MixControl-FacilitationCurve withouteffective use of ITGlobal Competitiondemands societies(including theirgovernments)operate in the“magic” quadrantCopyright 2010 8
  • MeasuresCopyright 2010 9Q: How is the success of aneGovernment Projectmeasured?A: How is the success of aGovernment(Governance) Projectmeasured?
  • MeasuresOutcomesDefined by local socio-political consensusLocal Social/Political IssuesAccenture eGov RankingsReportDefined by Regional /International contextInternational Trade,Investment, SecurityTreaties & PracticesWorld Bank Doing BusinessReportDifficulty with OutcomeMeasuresOften hard to quantifyProxies (e.g. Outputs) arepossible but could createperverse incentives,resulting in unintendedoutcomesNumber of eServices /web-sitesNumber users / page-viewsNumber of internetsubscribersUse of output measuresshould always beinterpreted in the contextof Governance-basedMotivationsCopyright 2010 10
  • Mindset for Use of IT in Public SectorHeavily Invested inSatisfyingPurposes of Domainsof Governance to beaffectedOutside-In (Citizen-Centric) perspectiveof effectiveness &efficiency ofGovernmentServicesLightly Invested inMaintenance ofExisting Policies,Programs, StructuresInformed by NewPossibilities that ITbringsDetermination toChange thingsCopyright 2010 11
  • The Issue of AlignmentArchitecturethat is robust & extensible will to facilitate the translation ofpurposes into concrete (e)Gov services•Increased speed of delivery•Higher consistency•Lower costs & risksPurposesProgrammesPoliciesAligning Policies & Programmes withCore Purposes helps to achieve• Better outcomes• Better prioritization & (more)optimal resource-allocationCopyright 2010 12
  • Achieving AlignmentAll Major Stakeholders must berepresented and involvedVoice – competence and internalauthorityPower & Commitment – to commit onbehalf of their organisationsProject/Programme Sponsors shouldrepresent the main stakeholder (thereis often a clearly identifiable one)Steering Committees should provideguidance in the form ofClear statements of purposesClear-eyed assessments of currentrealityRigorous understanding of desiredoutcomesFlexibility on solution-pathsProblem Solving & Conflict ResolutionWorking Committees should beempowered and tasked toReexamine status quo in the light ofguidance from Steering CommitteesPlan and effect changes to existingstructures – soft & hard according topractical constraintsKnowledge of IT ProgrammeManagement should be aprerequisiteRoles & Responsibilities of differentparties in an IT Project/ProgrammeTypical pitfallsMechanics of Project/ProgrammeManagementCopyright 2010 13
  • All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of aprospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.eGovArchitectureCopyright 2010 14
  • eGovernment & “IT Architecture”IT Architecture Disciplines (EA/SOA)assumeA coherent set of business objectivesas the highest “architectural” level –Business Architecture (BA)BA is the ultimate “court of appeal” forresolving priority and design conflictsin lower architectural layersIt’s hard to talk about the BusinessArchitecture (BA) for an entiregovernmentGovernments have MANY BA’sbecause any government is a largediverse set of concernsSome of them are sharedMany are notBut they can be alignedEA and SOA’s are more suitable forspecific agency / shared services, orwhere a single BA can be articulatedIt’s possible to talk about TechnicalArchitectures (TA) butLinks to BA(s) will necessarily have tobe looser than theory would preferTA will have to be versatile enough toadapt to many and fast-evolving BA(s)BUT the discovery of opportunities toshare parts of a TA is an ongoingchallenge that needsOngoing discipline of discovering howeServices & IT Infrastructure can besharedInstitutionalized framework for makingthe sharing as easy as possibleCopyright 2010 15
  • eGov Architecture & Building DesignCopyright 2010 16
  • eGov Master Planning & Urban PlanningCopyright 2010 17
  • eGov Master Plans & Urban PlanningUrban PlanningDevelopment Guide PlansDefinition of Zones & uses of land withinthose zonesAllowed usesBuilding / Architectural CodesAestheticsSafetyTransportRoads,RailsShared Utilities / Services, PublicSpacesDrainsParksWaterSewageElectricityTelecomseGovernment Master PlansLaws & PoliciesETA, Computer Abuse ActAccountabilities & Roles in eGovProjects/ProgrammesStandards & PracticesDocumentation of Interfaces(Protocols Data Definitions)Enterprise ArchitectureProtocols for sharing dataSystem Design & ImplementationProgramme & Project ManagementHuman Capacity BuildingExternal (Public) e-EnablementPublic IT LiteracyIT-Industry DevelopmentCivil Service understanding of ITProject ManagementStrategic Impact of ITShared Services / InfrastructureData-CentresService DesksTelecommunications InfrastructureShared Data & Services (individuals,businesses, land, property)Shareable “Higher” layers of IT systemsSecurity Architecture, Infrastructure,AdministrationCopyright 2010 18
  • Snippets of Legal Foundations …Legal recognition of electronic records6. For the avoidance of doubt, it is declaredthat information shall not be denied legaleffect, validity or enforceability solely onthe ground that it is in the form of anelectronic record.Electronic signatures8. (1) Where a rule of law requires a signature,or provides for certain consequences if adocument is not signed, an electronicsignature satisfies that rule of law.(2) An electronic signature may be provedin any manner, including by showing that aprocedure existed by which it is necessaryfor a party, in order to proceed further witha transaction, to have executed a symbolor security procedure for the purpose ofverifying that an electronic record is that ofsuch party.Requirement for writing7. Where a rule of law requires informationto be written, in writing, to be presented inwriting or provides for certainconsequences if it is not, an electronicrecord satisfies that rule of law if theinformation contained therein isaccessible so as to be usable forsubsequent reference.Formation and validity of contracts11. (1) For the avoidance of doubt, it isdeclared that in the context of theformation of contracts, unless otherwiseagreed by the parties, an offer and theacceptance of an offer may beexpressed by means of electronicrecords.(2) Where an electronic record is used inthe formation of a contract, that contractshall not be denied validity orenforceability on the sole ground that anelectronic record was used for thatpurpose.from the SingaporeELECTRONIC TRANSACTIONS ACT(CHAPTER 88)emphasis mineCopyright 2010 19
  • Copyright 2010 20eGovernmentServiceCitizensGovernmentEmployeesGovernmentPolicy-MakersBusinesses
  • Copyright 2010 21CitizensGovernmentEmployeesBusinessesGovernmentPolicy-MakersMinistry/Agency ResponsibilityCentral Government ResponsibilityData Mining Analysis Risk Mgmt/AuditData-WarehousingNetwork/Security InfrastructureDeliveryChannelsDeliveryChannelsInformation Exchange & Service IntegrationMinistry1 Ministry2 Ministry3Agency1 Agency2 Agency3Central Transaction & Data ServicesCitizenRegistryCadastre Biz RegData Centre Call CentreNetwork/Security InfrastructureNetwork/SecurityInfrastructureNetwork/SecurityInfrastructure
  • Copyright 2010 22CitizensGovernmentEmployeesBusinessesGovernmentPolicy-MakersData Mining Analysis Risk Mgmt/AuditData-WarehousingNetwork/Security InfrastructureDeliveryChannelsDeliveryChannelsInformation Exchange & Service IntegrationMinistry1 Ministry2 Ministry3Agency1 Agency2 Agency3Central Transaction & Data ServicesCitizenRegistryCadastre Biz RegData Centre Call CentreNetwork/Security InfrastructureNetwork/SecurityInfrastructureNetwork/SecurityInfrastructureMinistry/Agency ResponsibilityCentral Government ResponsibilityPublic Private Partnerships
  • All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of aprospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.Choosing (eGov)Problems to SolveCopyright 2010 23
  • Fundamental (e)Government ConstraintCopyright 2010 24There are neverenoughresources todesign & buildall possibleeServices
  • eGovernment Master Planning ProblemCopyright 2010 25Which eServicesdo we Build?
  • Which eServices to Build?from Citizens’ & Businesses’ points of view - firstInternal (government) considerations followCopyright 2010 26Those that havethebest impactonCitizens &Businesses
  • Key Perspective & Starting PointOutside-InCitizen-CentricityService OrientationCustomer OrientedFriendlyConvenientEnablingCopyright 2010 27
  • Desired Output from PlanningPrioritized List of(integrated) eServiceOpportunities &ConceptsSingle-Electronic-WindowOne-StopNon-StopAnytimeAnywhereConvenientTransparentMany AgenciesOne GovernmentCopyright 2010 28
  • Effectively Addressing Real Felt NeedsList ofPrioritisedeServicesSupportedProjectsSABLE BudgetExecuteProjectsPotentialeServicesCopyright 2010 29SABLE: Sectorial Analysis by Life Events method
  • Sponsors, National PrioritiesRelevanceCriteria of SuccessJustificationBasis for• Citizen-Centric Integrated eService Design• Cross-Agency CoordinationExisting Government Services Base lined, i.e. measured for• Effectiveness of existing services• Cost-to-serve• Cost of complianceSharing of internal Gov eServices & IT InfrastructureSelecting Good Problems to SolveConstituents(Citizens/Businesses)Life EventsGroup RelatedGovernment ServicesBaseline Performanceof Current Service GroupsImagine & Measure AlternativeIntegrated ScenariosSectorPrioritizeCreate Design for Alternative Configuration of ServicesMeasure by same criteria as Existing ConfigurationRank eService opportunities| benefit (Alternative) – benefit (Existing) |illustration of the SABLE (Sectorial Analysis by Life Events method)Copyright 2010 30
  • Role of IT in ReformsFacilitator ofTransparencyOperating with lessdependence on humandiscretionPublic Access to Policies &RegulationsReliable records of transactionsEfficiencySpeed, Number of peopleserved, ConcurrencyEffectivenessMore timely & less overtlyintrusive controlsMore relevant/targetedpolicies & controls resultingfrom better informationMore facilitation of citizens’goalsEnabler ofNew Public Service ConceptsAnytime, AnywhereOne Stop, Non-StopMany Agencies, OneGovernment – uniformity ofservice experienceIntegrated eGov SEWNew Administrative MethodsHigh-Throughput AutomatedSTP (Straight ThroughProcessing)“Portfolio of Risk” Risk-Management Approach toControlsCentral Control / Monitoring ofDistributed ConcurrentProcessesAutomated Collection &Processing of Regular StatutoryDeclarationsAnalysis of Massive amounts ofdataexamples are illustrations only, list is not exhaustiveCopyright 2010 31
  • All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of aprospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.Examples thatintegrate eGovconceptsSingle ElectronicWindowCopyright 2010 32
  • eService DesignSingle Electronic WindowInadequate eService Design ParadigmSingle point of entry to achieve a completedtransaction with the GovernmentCopyright 2010 33LackofPlannedIntegrationleadstoProliferationof“eService”SilosSend digitally Approval/RejectionAgency 1Send digitally Approval/RejectionAgency 2
  • eService DesignSingle Electronic WindowA Better (More Demanding) DefinitionSingle point of entry to completemultiple transactions withmultiple StakeholdersCopyright 2010 34Integrationdrivenbyusers’needsSend digitallyApprovalsAgency 1RejectionsRequests
  • World’s first nationwide trade clearance systemIntegrates 35 controlling units’ requirementsBefore TradeNet After TradeNetProcessing time/permit 2 – 7 days 1 min or lessFees charged S$10 – S$20 S$3.30Number of documents 3 – 35 docs 1 eForm/eDocDocuments processed approx. 10,000 more than 30,000TradeNetCopyright 2010 35®
  • Estimated savings of about USD48 million to the entire communityProvides seamless interconnectivity between commercial and regulatorysystemsNext (10 yr) phase of Singapore’s first Public Private Partnership (PPP) model foreGovernment serviceTradeXchange – Building on TradeNetCopyright 2010 36
  • CORENETLaunched in 1995 to streamline fragmented regulatoryprocesses in the Construction Industry.Electronically links up construction & real estate stakeholders (govt.approving agencies, qualified professionals, citizens, developersetc.) to 1 central hub for the exchange of information & data.Participating AgenciesApplication FormsTurn Around Time12 16700+102 days23138 days2001 2009Copyright 2010 37
  • Online Business Licensing System (OBLS)Facilitates up to 80% ofbusiness licensingneedsNew applicationsRenewalsUpdatesTermination of licenses.ReducedApplication time to lessthan 1 houragency’s processing timefrom21 to 8 daysOBLSUser AgenciesApply licenses frommultiple agenciesCopyright 2010 38
  • INTEREQEnables law firms to submit legal requisitions to 8 governmentagencies to obtain legal requisition replies, as part of theconveyancing process.Legalrequisitionrepliesimprovedto 3 daysCopyright 2010 39Legalrequisitionrepliesimprovedto 3 daysLandTransportAuthorityINTEREQRapidTransitSystem )(Building AndConstructionAuthorityUrbanRedevelopmentAuthorityInlandRevenueAuthorityLandTransportAuthority( )StreetWorkNationalEnvironmentalAuthority( )EnvironmentalHealthDepartmentPublicUtilitiesBoard( )WaterReclamation(Network)DepartmentNationalEnvironmentalAgency( )PollutionControlDepartment
  • Impact of GCNet (Ghana Community Net)0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%100.00%12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3MonthPercentage0500100015002000250030003500400045005000Volume< 2 hrs> 2hrs < 1 day1 - 2 days> 2 daysVolume2004Clear identification of rolesand responsibilities inclearance process .Accurate, consistent andreal-time statisticsRecognised as best practiceby WCO and World BankTotal Revenue - Tema050,000100,000150,000200,000250,000300,000350,000400,000450,000500,000JANFEBMARAPRMAYJUNJULAUGSEPOCTNOVDECMioGHC200220032004Immediate & substantialdecrease in clearance time– factor of 5Immediate substantialincrease in Governmentrevenue – 35%Catalyst for changeCopyright 2010 40
  • SummaryLeverage Traditional StrengthsGovernance Structures &AccountabilitiesGovernance ObjectivesSelect High Payoff Problems to SolveThings that keep people from gettingon with what they really care aboutOccasions where IT can really make adifferencePolicies & methods built uponoutmoded presuppositionsInstitutionalize the ongoing search forsuch opportunities to make adifferenceBuild FoundationsData ProcessingAutomate CollectionAutomate RetrievalEquip policy-makers andadministrators to Re-imagine &Redesign Policies & AdministrativeMethodsSystematically try to share resources,data, and services in new projectseService Design & Project ExecutionFocus on & Measure outcomes –before and after the projectPresume and design-in IT-usage intoRedesigned ProcessesWeave Change-Management intoProject PlansSofter Issues should be planned intoProjects, covering changes toPoliciesAdministrative Structure &MachineryPublic Skills & PerceptionsPlan to keep up with changes in thelong-termIT support structureAdministrative reviewCopyright 2010 41
  • Definitions …eGovernmentge>> egCopyright 2010 42
  • All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of aprospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.www.crimsonlogic.comPublicSectorGroup@crimsonlogic.comCopyright 2010 43