Government Information
Leadership

Elsa Estevez

Bogota, Colombia
11 Diciembre 2013
AIM AND OVERVIEW

AIM
To explain the nature and evolution of the Government Information Leadership function; to present th...
CHIEF INFORMATION OFFICER (CIO)

RESPONSIBILITIES
o
o
o

developing and managing Information Technology (IT) capabilities ...
GOVERNMENT CHIEF INFORMATION
OFFICER (GCIO)
DEFINITION

INTERNATIONAL BEST PRACTICE

The person responsible for leading an...
CIO AND GCIO

Chief Information Officer (CIO)

Government Chief Information Officer (GCIO)

1. Developing and managing Inf...
GCIO RESPONSIBILITIES

MANAGEMENT planning, organizing, staffing, directing, coordinating, reporting, budgeting
LEADERSHIP...
DIVERSIFYING GCIO FUNCTION

Wide range of GCIO responsibilities, leading to new technology-related leadership positions:

...
STRENGTHENING GCIO FUNCTION

INSTITUTIONALIZATION

Establishing GCIO offices, councils, legislations and other structures
...
AIM AND OVERVIEW

AIM
To explain the nature and evolution of the Government Information Leadership function; to present th...
COUNTRY EXPERIENCES
What are the experiences of implementing the GCIO function?
1) Ontario, Canada
2) USA
3) Thailand
4) U...
ONTARIO, CANADA EXPERIENCE

In 1998, Ontario launched the Ontario Government Information and Information
Technology Strate...
USA EXPERIENCE

In 1996, the Clinger-Cohen Act created the CIO position, assigned responsibilities and
defined duties and ...
THAILAND EXPERIENCE

In 2002, the ICT Master Plan introduced structural changes – a new Ministry responsible
for the devel...
UK EXPERIENCE

The Government of UK placed the GCIO function within the Cabinet Office

MAIN INITIATIVES:
o creating the C...
SINGAPORE EXPERIENCE
The Government of Singapore defined a Government Chief Information Office for
executing all ICT-relat...
GCIO – SOME STATISTICS

GCIO function or equivalent by region
REGION

Countries with GCIO or
equivalent

Countries in the ...
AIM AND OVERVIEW

AIM
To explain the nature and evolution of the Government Information Leadership function; to present th...
INSTITUTING GCIO SYSTEM
AIM

To define activities for establishing, operating and supporting a GCIO system.

ESTABLISHMENT...
INSTITUTING A GCIO SYSTEM FRAMEWORK

GOVERNMENT INFORMATION LEADERSHIP

BOGOTA, COLOMBIA, DECEMBER 2013 - 19
1. READINESS ASSESSMENT

AIM

to determine the preparedness of a Public Administration for
establishing a GCIO system – in...
1. READINESS ASSESSMENT – EXAMPLE
DATA COLLECTION
IMPLEMENTATION

A questionnaire was defined and implemented as an on-lin...
1. READINESS ASSESSMENT – EXAMPLE
DATA ANALYSIS
IMPLEMENTATION

quantitative and qualitative analysis of results

TOOL

da...
2. LEGAL AND REGULATORY FRAMEWORK

AIM

to establish legal and regulatory foundations for establishing a
GCIO system

APPR...
2. LEGAL AND REGULATORY FRAMEWORK EXAMPLE
GOVERNMENT

Ontario, Canada

USA

Thailand

INSTRUMENT

e-Government Strategies
...
3. ORGANIZATIONAL DEVELOPMENT
AIM

to define organizational support for the role of leadership –
defining position, organi...
3. ORGANIZATIONAL DEVELOPMENT EXAMPLE
IMPLEMENTATION

Creating supporting structure, i.e. The GCIO Council in USA

AIM

To...
4. CAPACITY BUILDING

AIM

to facilitate the acquisition of new knowledge, skills and abilities
to GCIO and IT staff

APPR...
4. CAPACITY-BUILDING – EXAMPLE 1
CIO UNIVERSITY IN USA
IMPLEMENTATION In 2000 the CIO University was created in the USA
CI...
4. CAPACITY-BUILDING – EXAMPLE 2
GCIO TRAINING PROGRAM IN THAILAND
IMPLEMENTATION

Jointly managed by:
Office of the Civil...
5. INTERNATIONAL COLLABORATION
AIM

to learn from others while at the same time sharing the own
experiences

APPROACH

o d...
5. INTERNATIONAL COLLABORATION –
EXAMPLE 1
CIO ACADEMY

Establishing a Chapter of the
CIO Academy
[www.cio-iac.org]

INTER...
5. INTERNATIONAL COLLABORATION –
EXAMPLE 2
CENTER FOR
ELECTRONIC
GOVERNANCE,
UNU-IIST,

[http://www.egov.iist.unu.edu]

Wo...
6. CROSS-AGENCY COORDINATION

AIM

to carry-out collaborative projects required for networked and
one-stop government

APP...
6. CROSS-AGENCY COORDINATION EXAMPLE
AUSTRALIAN
GOVERNMENT
INFORMATION
MANAGEMENT
OFFICE – AGIMO

AGIMO provides advice, t...
7. COLLABORATION AND ENGAGEMENT

AIM

to build community support, promote collaboration, share
experiences, promote engage...
7. COLLABORATION AND ENGAGEMENT –
EXAMPLE
http://www.cio.gov

GOVERNMENT INFORMATION LEADERSHIP

BOGOTA, COLOMBIA, DECEMBE...
APPLYING THE GCIO FRAMEWORK

Main Features:
o The execution of the framework can be seen as
following a spiral path.
o Eac...
SUMMARY - 1
GCIO

The person responsible for leading and managing the ICT-related initiatives and
investments that effecti...
SUMMARY - 2
GCIO SYSTEM

ACTIVITIES

A set of activities for establishing, operating and supporting the Information Leader...
Many thanks!

Elsa Estevez

elsa@iist.unu.edu
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El cio del sector público una oportunidad para la transformación y el liderazgo

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El cio del sector público una oportunidad para la transformación y el liderazgo

  1. 1. Government Information Leadership Elsa Estevez Bogota, Colombia 11 Diciembre 2013
  2. 2. AIM AND OVERVIEW AIM To explain the nature and evolution of the Government Information Leadership function; to present the role and responsibilities of Government Chief Information Officer (GCIO) positions; to present how various countries implemented GCIO functions and what was their experience; and to introduce a process for establishing and sustaining a GCIO system. OVERVIEW 1 CONCEPT What is the scope and role of Government Information Leadership? 2 EXPERIENCES What are country experiences in implementing the GCIO function? 3 IMPLEMENTATION What are the activities to implement and sustain a GCIO System? GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 2
  3. 3. CHIEF INFORMATION OFFICER (CIO) RESPONSIBILITIES o o o developing and managing Information Technology (IT) capabilities within an organization, strategically aligning such capabilities with existing organizational objectives, and leading the organization towards adopting new strategic objectives made possible by IT. TASKS Lead Lead change Manage IT-related resources Structure Manage Coordinate IT initiatives Motivate staff Build CIO Coordinate Connect systems and people Plan IT strategies Build IT systems, applications, infrastructure Motivate Plan Connect Structure IT architectures GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 3
  4. 4. GOVERNMENT CHIEF INFORMATION OFFICER (GCIO) DEFINITION INTERNATIONAL BEST PRACTICE The person responsible for leading and managing the ICT-related initiatives and investments that effectively align the use of technology with the goals of a public institution. RANK COUNTRY GCIO? 1 Korea Yes 2 USA Yes 3 Canada Yes 4 UK Yes ->No 5 Netherlands No 6 Norway Yes 7 Denmark No 8 Australia Yes 9 Spain No 10 France No 11 Singapore Yes LEAD MANAGE to foster adaptive change – requiring people to alter habits (doing new and different things) to introduce technical change – involving improvements (doing things better or faster). GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 4
  5. 5. CIO AND GCIO Chief Information Officer (CIO) Government Chief Information Officer (GCIO) 1. Developing and managing Information Technology (IT) capabilities in an organization 1. Creating public value through IT 2. Responding to a wide range of stakeholders 2. Strategically aligning such capabilities with existing organizational objectives 3. Leading the organization towards adopting new strategic objectives made possible by IT 3. Working for different administrations – affected by electoral cycles and complex political factors 4. Driving a transformation from bureaucratic forms of government into network forms 5. Engaging non-state actors to address lack of government capacity to satisfy public needs, and to pursue a desirable social change e.g. Sustainable Development (SD) transition GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 5
  6. 6. GCIO RESPONSIBILITIES MANAGEMENT planning, organizing, staffing, directing, coordinating, reporting, budgeting LEADERSHIP communicating ideas, motivating others to accept them, supporting realization CIO defining and implementing IT strategies aligning IT strategies with organizational missions and goals preparing and managing IT budgets, and controlling expenditures configuring IT assets to deliver services to improve efficiency and reduce costs acquiring IT resources and managing contracts and outsourced services assuring compliance with IT standards and architectures GCIO creating public value through IT, not only improving internal efficiency developing, monitoring and evaluating IT policies and related legal instruments making IT resources and capabilities available to the government as a whole building consensus, resolving conflicts and balancing the needs of stakeholders managing the influence of politics on IT decision- and policy-making building on the work of predecessors by developing structures for successors communicating effectively with the stakeholders and the public at large GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 6
  7. 7. DIVERSIFYING GCIO FUNCTION Wide range of GCIO responsibilities, leading to new technology-related leadership positions: o o o o o Chief Technology Officer Chief Enterprise Architect Chief Innovation Officer Chief Knowledge Officer Chief Security Officer, etc. GCIO remains a primary representative of the government information technology function vis-à-vis other functions like planning, finances, human resources, operations, etc. GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 7
  8. 8. STRENGTHENING GCIO FUNCTION INSTITUTIONALIZATION Establishing GCIO offices, councils, legislations and other structures to equip GCIOs with the required authority, and organizational and community support to effectively perform in their roles. PROFESSIONALIZATION Defining GCIO qualifications based on a common body of knowledge; delivering such qualifications through education and apprenticeship; and licensing individuals by authorized bodies to practice GCIO profession. EDUCATION Fulfilling GCIO competency needs by targeted education programmes aimed at building a mix of technological, organizational and policy expertise, balanced specialist-generalist (depth-breadth) profiles, and capabilities for leadership and continued learning. GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 8
  9. 9. AIM AND OVERVIEW AIM To explain the nature and evolution of the Government Information Leadership function; to present the role and responsibilities of Government Chief Information Officer (GCIO) positions; to present how various countries implemented GCIO functions and what was their experience; and to introduce a process for establishing and sustaining a GCIO system. OVERVIEW 1 CONCEPT What is the scope and role of Government Information Leadership? 2 EXPERIENCES What are country experiences in implementing the GCIO function? 3 IMPLEMENTATION What are the activities to implement and sustain a GCIO System? GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 9
  10. 10. COUNTRY EXPERIENCES What are the experiences of implementing the GCIO function? 1) Ontario, Canada 2) USA 3) Thailand 4) UK 5) Singapore GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 10
  11. 11. ONTARIO, CANADA EXPERIENCE In 1998, Ontario launched the Ontario Government Information and Information Technology Strategy, which creates the position of Corporate CIO. MAIN INITIATIVES o creating the Corporate CIO function o creating the Office of the Chief Information and Information Technology Officer within the Ministry of Government Services o reorganizing the government IT staff structure into clusters to eliminate duplication of effort between and within ministries o developing carrier paths and offering training packages for the staff – i.e. Information & IT Internship Program, a two-year internship for attracting young IT professionals o educational projects building human capacity on IT Leadership, such as the IT Leadership Development Program aiming at preparing technology managers and IT leaders. GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 11
  12. 12. USA EXPERIENCE In 1996, the Clinger-Cohen Act created the CIO position, assigned responsibilities and defined duties and qualifications (sec. 5125). The e-Government Act created the CIO Council. MAIN INITIATIVES: o creating the Federal GCIO function and the CIO function in every federal agency o locating the Federal GCIO within the Office of Management and Budget (OMB) and reporting directly to the OMB Director o creating the GCIO Council to assist the Federal CIO in fulfilling assignments o pursuing strong collaboration between government and academia o creating the CIO University for training current and future leaders in the core competencies defined for the Federal CIO o participating actively in the international community – USA holds a chapter of the International Academy of CIO (IAC) acting as the Secretariat for the Americas region. GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 12
  13. 13. THAILAND EXPERIENCE In 2002, the ICT Master Plan introduced structural changes – a new Ministry responsible for the development of ICT and the CIO Office. MAIN INITIATIVES: o defining the CIO function at the different levels of the government structure – in every government agency, ministry, department, and public enterprise and organization o building human capacity – i.e. a series of intensive training programs were developed and more than five hundred CIOs received training o designating academic institutions to offer capacity building courses for CIOs – e.g. Master of Science Program in Technology Management at Thammasat University o organizing CIO Forums and Workshops for building capacities and promoting community support among GCIOs o promoting international collaboration – i.e. Thailand hosts the Secretariat of the International Academy of CIO (IAC) for Southeast and Southwest Asia. GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 13
  14. 14. UK EXPERIENCE The Government of UK placed the GCIO function within the Cabinet Office MAIN INITIATIVES: o creating the CIO function o creating the GCIO Council to support the figure of the CIO and bring together CIOs from different parts and levels of the public sector o aligning all ICT initiatives to national strategies which must be approved by the Parliament o launching the Government IT Profession for building human capacity o developing skills to facilitate the organization of training programs o organizing a Community of Practice called "Community Space” to promote collaboration within government o including “International Alignment and Co-ordination” as one of the goals in the national ICT strategy. GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 14
  15. 15. SINGAPORE EXPERIENCE The Government of Singapore defined a Government Chief Information Office for executing all ICT-related initiatives within the Infocomm Development Authority (IDA). IDA is responsible for developing the ICT industry. MAIN INITIATIVES: o creating the Chief Information Office o promoting community support for e-Leaders, like the Information Technology Management Association (ITMA) conducting the Annual Workshop for CIOs, among other activities. o promoting educational programs for CIOs o working jointly with the academia to address the training needs of IT executives and leaders o creating the e-Government Leadership Centre (eGL), in collaboration with National University of Singapore (NUS) as part of international collaboration. o sharing knowledge and lessons learnt in e-Government with other countries from the region and worldwide. GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 15
  16. 16. GCIO – SOME STATISTICS GCIO function or equivalent by region REGION Countries with GCIO or equivalent Countries in the region % of countries with GCIO or equivalent Africa 9 54 17% Americas 12 35 34% Asia 19 47 40% Europe 18 43 42% Oceania 2 14 14% [Source: UN e-Government Survey 2012] GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 16
  17. 17. AIM AND OVERVIEW AIM To explain the nature and evolution of the Government Information Leadership function; to present the role and responsibilities of Government Chief Information Officer (GCIO) positions; to present how various countries implemented GCIO functions and what was their experience; and to introduce a process for establishing and sustaining a GCIO system. OVERVIEW 1 CONCEPT What is the scope and role of Government Information Leadership? 2 EXPERIENCES What are country experiences in implementing the GCIO function? 3 IMPLEMENTATION What are the activities to implement and sustain a GCIO System? GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 17
  18. 18. INSTITUTING GCIO SYSTEM AIM To define activities for establishing, operating and supporting a GCIO system. ESTABLISHMENT ESTABLISHMENT OPERATION SUPPORT o assessing the state of readiness o providing foundations through legal or regulatory frameworks building institutional capacity building human capacity o pursuing communication and engagement of leaders o facilitating cross-agency coordination o SUPPORT o o OPERATION supporting activities through international collaboration GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 18
  19. 19. INSTITUTING A GCIO SYSTEM FRAMEWORK GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 19
  20. 20. 1. READINESS ASSESSMENT AIM to determine the preparedness of a Public Administration for establishing a GCIO system – including legal aspects, IT workforce and training needs APPROACH determining assessment areas based on a conceptual model for GCIO [Conceptual Model for GCIO] IMPLEMENTATION survey, interviews GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 20
  21. 21. 1. READINESS ASSESSMENT – EXAMPLE DATA COLLECTION IMPLEMENTATION A questionnaire was defined and implemented as an on-line survey. 33 government agencies in Macao completed the survey. TOOL o online, open-source survey tool (LimeSurvey) EXAMPLES GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 21
  22. 22. 1. READINESS ASSESSMENT – EXAMPLE DATA ANALYSIS IMPLEMENTATION quantitative and qualitative analysis of results TOOL database , spreadsheet EXAMPLES 0% 5.1.2.m. Strategic Planning Very Low Low Medium 6% 26% High Very High 18% 50% GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 22
  23. 23. 2. LEGAL AND REGULATORY FRAMEWORK AIM to establish legal and regulatory foundations for establishing a GCIO system APPROACH each government should select the best tools to ensure the GCIO function in government IMPLEMENTATION o o o o o e-Government Strategies ICT Policies Government Acts Regulations Master Plans GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 23
  24. 24. 2. LEGAL AND REGULATORY FRAMEWORK EXAMPLE GOVERNMENT Ontario, Canada USA Thailand INSTRUMENT e-Government Strategies E-Government Act ICT Master Plan NAME Information and Information Technology Strategy (1998) Clinger-Cohen Act (1996) e-Government Act (2002) ICT Master Plan (2002) GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 24
  25. 25. 3. ORGANIZATIONAL DEVELOPMENT AIM to define organizational support for the role of leadership – defining position, organizational structures, responsibilities, competencies, career paths, etc. APPROACH o creating the position within an existing agency o creating the position within a new organizational structure o creating supporting committees, working groups IMPLEMENTATION Creating the position Creating supporting structure o Federal GCIO o Sectoral GCIO o Agency GCIO o Councils o Committees o e-Gov Central Coordination Units Defining responsibilities Defining competencies o visioning o level of authority o tasks to be executed o defining required knowledge o defining required skills o defining required abilities GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 25
  26. 26. 3. ORGANIZATIONAL DEVELOPMENT EXAMPLE IMPLEMENTATION Creating supporting structure, i.e. The GCIO Council in USA AIM To act as the main interagency forum for improving the design, acquisition, development, modernization, use, sharing and performance of the federal government information resources. RESPONSIBILITIES o developing recommendations for information technology and management (policies, procedures, standards, etc.) o identifying opportunities to share information resources o assessing and addressing the needs of the Federal Government’s IT workforce STRUCTURE 6 CIO Council committees manage projects on behalf of the Council CIO Council [http://www.cio.gov/committees.cfm] Accessibility Strategy and Planning GOVERNMENT INFORMATION LEADERSHIP Management Best Practices Information Security and Identity Management IT Workforce Privacy BOGOTA, COLOMBIA, DECEMBER 2013 - 26
  27. 27. 4. CAPACITY BUILDING AIM to facilitate the acquisition of new knowledge, skills and abilities to GCIO and IT staff APPROACH o defining collaboration agreements with universities, tertiary education institutes, professional associations o establishing government training centers IMPLEMENTATION o defining capacity-building programs o defining curricula for training GCIO o creating continued-learning environment for government IT workforce GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 27
  28. 28. 4. CAPACITY-BUILDING – EXAMPLE 1 CIO UNIVERSITY IN USA IMPLEMENTATION In 2000 the CIO University was created in the USA CIO UNIVERSITY Consortium of universities for training current and future e-leaders in the core competencies defined for the Federal CIO. CONSTITUENT UNIVERSITIES o Carnegie Mellon University o George Mason University o George Washington University COMPETENCIES o o o o o o o o o o o o o o LaSalle University Syracuse University University of Maryland National Defense University iCollege Policy and Organization Leadership and Management Process and Change Management Information Resources Strategy and Planning IT Performance Assessment: Models and Methods IT Project and Program Management Capital Planning and Investment Assessment Acquisition e-Government, e-Business, e-Commerce Fundamental Principles and Best Practices in Information Assurance o Technical o Technology Tools GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 28
  29. 29. 4. CAPACITY-BUILDING – EXAMPLE 2 GCIO TRAINING PROGRAM IN THAILAND IMPLEMENTATION Jointly managed by: Office of the Civil Servant Commission Ministry of Information and Communication Technologies Ministry of Science and Technology TRAINING PROGRAM o o o o o o ICT Trends ICT policies in Thailand and abroad IT Project Management Business Process Reengineering Computer Networks and Internet Information Security GOVERNMENT INFORMATION LEADERSHIP o o o o o CIO Roles and Responsibilities e-Commerce and e-Government Knowledge Management ICT Laws Outsourcing and Acquisition BOGOTA, COLOMBIA, DECEMBER 2013 - 29
  30. 30. 5. INTERNATIONAL COLLABORATION AIM to learn from others while at the same time sharing the own experiences APPROACH o developing regional collaboration o developing partnerships with recognized institutions (academia, NGOs, …) o network-building IMPLEMENTATION o establishing collaboration agreements with international organizations o creating a chapter within the International Academy of CIO o attending international events for network-building GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 30
  31. 31. 5. INTERNATIONAL COLLABORATION – EXAMPLE 1 CIO ACADEMY Establishing a Chapter of the CIO Academy [www.cio-iac.org] INTERNATIONAL EVENTS Networking in ICEGOV2011, Estonia GOVERNMENT INFORMATION LEADERSHIP Capacity-Building in ICEGOV2013, Seoul BOGOTA, COLOMBIA, DECEMBER 2013 - 31
  32. 32. 5. INTERNATIONAL COLLABORATION – EXAMPLE 2 CENTER FOR ELECTRONIC GOVERNANCE, UNU-IIST, [http://www.egov.iist.unu.edu] World Bank E-Development Thematic Group GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 32
  33. 33. 6. CROSS-AGENCY COORDINATION AIM to carry-out collaborative projects required for networked and one-stop government APPROACH providing mechanisms to facilitate the execution of cross-agency projects IMPLEMENTATION o establishing a central coordination unit o implementing e-Government policies – information sharing, interoperability o defining financial mechanisms to facilitate the execution of cross-agency projects GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 33
  34. 34. 6. CROSS-AGENCY COORDINATION EXAMPLE AUSTRALIAN GOVERNMENT INFORMATION MANAGEMENT OFFICE – AGIMO AGIMO provides advice, tools, information and services to help Australian government departments and agencies use ICT to improve administration and service delivery . AGIMO works with governments and other bodies at the local, state, national and international levels to develop and maintain Australia's position as a world leader in egovernment. [http://www.finance.gov.au/e-government/index.html] GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 34
  35. 35. 7. COLLABORATION AND ENGAGEMENT AIM to build community support, promote collaboration, share experiences, promote engagement, and facilitate anchoring of resources APPROACH o providing mechanisms to promote engagement of GCIOs o facilitating sharing of experiences among GCIOs IMPLEMENTATION o defining and supporting Communities of Practice (CoP) o making available knowledge repositories o facilitating communication among IT staff – blogs, forums, newsletters GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 35
  36. 36. 7. COLLABORATION AND ENGAGEMENT – EXAMPLE http://www.cio.gov GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 36
  37. 37. APPLYING THE GCIO FRAMEWORK Main Features: o The execution of the framework can be seen as following a spiral path. o Each loop of the spiral comprises the execution of the seven activities. o Activities should be executed regularly, i.e. annually. o Each phase builds on the achievements or expands the capacity produced on the previous loop. GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 37
  38. 38. SUMMARY - 1 GCIO The person responsible for leading and managing the ICT-related initiatives and investments that effectively align the use of technology with the goals of a public institution. SPECIAL ROLE o Creating public value through IT o Responding to a wide range of stakeholders o Working for different administrations – affected by electoral cycles and complex political factors o Driving a transformation from bureaucratic forms of government into network forms o Engaging non-state actors to address lack of government capacity to satisfy public needs, and to pursue a desirable social change COUNTRY EXPERIENCES CANADA, SINGAPORE, THAILAND, UK, USA GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 38
  39. 39. SUMMARY - 2 GCIO SYSTEM ACTIVITIES A set of activities for establishing, operating and supporting the Information Leadership (CIO) function in government 1) 2) 3) 4) 5) 6) 7) Readiness Assessment Regulatory Framework Organizational Development Capacity Building International Collaboration Cross-Agency Coordination Collaboration and Engagement GOVERNMENT INFORMATION LEADERSHIP BOGOTA, COLOMBIA, DECEMBER 2013 - 39
  40. 40. Many thanks! Elsa Estevez elsa@iist.unu.edu
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