Arabe Gov


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Arabe Gov

  1. 1. Establishing and Managing E-Government Partnerships OECD Good Governance for Development in Arab Countries Tunis, Tunisia May 28-29, 2008
  2. 2. Public-Private Partnership Continuum Oversight Model Partnership Model Purchase Public / Private Contractors Alliance / Consortia Agreements Competitions HR LOB Privatization SmartBUY • Public – Private • Software Managed and partnerships Acquired on the Right • Private sector gains FM LOB Terms (SMART Buy) access to new customers • Direct oversight • Government-wide • Public sector gains • Public – Private • Contracts award mandatory contracts improved services at Competitions consistent with • Pre-negotiated lowest low/no cost or capital • Selections made from Federal Acquisition price investment qualified providers Policy • Leverages bulk-buying • Private sector leverages (Public and Private) • Contracts adhere to of US Government commercial service • Governed through government-defined • Streamlined offerings regulation, OMB requirements procurement access to • Risk/Reward balance Circular A-76 (partial) software vendors 2
  3. 3. Additional Public-Private Partnership Tools Share-In-Savings & IT Exchange Programs Share-In-Savings IT Exchange Program • Contract under which a contractor • An employee of a private sector provides solutions for: organization assigned to an agency 1. Improving the agency's under the E-Gov Act is deemed, during mission-related or the period of the assignment, to be on administrative processes detail to the agency. 2. Accelerating the achievement • The supervision of an employee of a of agency missions private sector organization assigned to an agency under the E-Gov Act may be governed by agreement between the • Agency pays the contractor an agency and the private sector amount equal to a portion of the E-Government organization concerned. SS savings derived by the agency from: The employee: 1. Improvements in mission- Act of 2002 • may continue to receive pay and related or administrative benefits from the private sector processes resulting from organization from which he is assigned; solution implementation • is deemed to be an employee of the 2. Acceleration of achievement of agency; agency missions “Implementation Guidance for the • may not access trade secrets or any E-Government Act of 2002” other nonpublic information which is of E-Gov Act of 2002: Chapter 37 commercial value to the private sector Section 210, 2332, 317 organization from which assigned E-Gov Act of 2002: Chapter 37 Section 3703, 3704 3
  4. 4. Public-Private Competition: Overall Benefits The benefits of public-private competitions are compelling and apply across a variety of functional areas… Government-Wide Benefits (FY03-07) Cumulative estimated net savings surpassed $7 billion Annualized expected savings exceeded $1 billion Improved efficiency of agency operations (even when private sector provider not selected) Breakout by type of Competition 4
  5. 5. Selected Agency Benefits of Competition Numerous examples at the agency as to how competition is benefiting agency use of Information Technology… Reduced cyber risk and reduction in IT redundancies through consolidation of seven authentication domains, 17 separate messaging systems, and migration of desktop computers to a common operating environment. (Department of Energy) Enhanced IT security through the installation of encryption software on agency laptops (Environmental Protection Agency) Strengthened operational efficiency of enterprise application, customer service, accounting, and visual service support activities through better use of technology (Health and Human Services) More efficient and standardized Web site development operations through the migration of performance responsibilities from program offices to the Office of the Chief Information Officer (Department of Justice) Improved performance of IT functions through the realignment of human capital to match qualified employees to each position (Department of Justice) Realized greater economies of scale and reduced redundant IT activities by consolidating program facilities from 46 locations to one (Veterans Affairs) Increased cyber-security through the integration of three mainframe IT environments (Office of Personnel Management) 5
  6. 6. Administrative Case for Partnering: Lines of Business (LoB) As common, government-wide functions, Line of Business can benefit especially from public-private partnerships & competition… ($ millions) Line of Business DME FY08 DME FY09 Financial Management (FM) $ 856 $ 889 Human Resources Management (HR) $ 508 $ 442 Case Management (Case) $ 128 $ 149 Grants Management (Grants)* - - Federal Health Architecture (FHA) $ 1,211 $ 1,523 Information System Security (ISS)* - - Other $ 22,649 $ 21,993 Total $ 25,352 $ 24,995 * - Investments in these lines of business represent "Horizonal (Cross-cutting) LoBs" LoB DME Spending - FY2008 LoB DM E Spending - FY2009 FHA FHA 6% Other 5% 89% Other 88% FM FM 3% 4% HR HR 2% 2% Case Case 1% 1% 6
  7. 7. Human Resources Management Line of Business The Human Resources Management LoB continues to make progress in standardizing and consolidating IT systems, business processes and interoperable HR solutions… Federal Providers Private Providers Department of Agriculture Competitively Awarded Vendors: Department of the Interior Accenture Approved Service Allied Technology Group Department of the Treasury Centers Carahsoft Technology Department of Health and Human Services IBM Department of Defense 16 departments and large agencies serviced by a Private providers will compete with Federal Federal Shared Service Center (SSC) SSCs as agency HR legacy systems fulfill Service Coverage 77 small entities (boards, commissions, etc.) serviced their lifecycle and migrate to a SSC by a Federal SSC Progress to Date HR LOB / Enterprise Architecture (EA) 85% of Federal Employees are serviced through SSC The HR LOB EA was leveraged to develop the HR LOB solutions as of Q1 FY 2008 Target Requirements for SSCs, the first-ever government 68% of Scorecard agencies are using Shared Service wide set of HR requirements. Target Requirements: Center (SSC) solutions define HR business standards for the Federal DoL selected DoI as a SSC after a public-private Government, competition – potentially saving half on annually-recurring describe the role of the SSCs in the HR process and costs provide specifications for delivery of services and HUD avoided spending $15-$18M over six years with its solutions, and modernization by migrating to Treasury. Instead HUD form the basis of an agency’s SSC selection decision spent less than $1M and only took 6 months to migrate 7
  8. 8. Financial Management Line of Business The Financial Management LoB continues to make progress in standardizing and consolidating IT systems and business processes… Federal Providers Private Providers General Services Administration There are approximately 5-7 commercial entities supporting Department of the Interior Federal agencies with the following software packages: Designated Service Department of the Treasury Peoplesoft SAP, Oracle, Savantage (FFMS), Momentum Centers Financials, Integrated Financial Management Information Department of Transportation System (IFMIS), iCore, mySAP, Altimate 6 CFO agencies or agency components are Agencies planning to assess commercial services: operating on Federal Shared Service Department of Agriculture Service Coverage Providers (SSPs) Department of Housing and Urban Development 84 small agencies are operating on Federal Department of Labor SSPs Small Business Administration Current Status / Recent Progress Collecting standardized Financial systems performance metrics from 24 CFO agencies Revised and updated the Inventory of Government Core Financial Systems Established and continue to enrich a lexicon to normalize the terminology in the Federal Financial Management Community Initiated data harmonization effort for financial data Began creation of a standardized segment architecture for Federal Financial Management Developed standardized credit card data requirements for Financial Management systems Defined the standardized financial systems business processes for payment processing, receivables and funds management Established Common Government wide Accounting Code (CGAC) for all agency use 8
  9. 9. IT Infrastructure Line of Business Significant cost savings can be generated through consolidation and standardization… a benchmarking based approaches leverages private sector best practices Benchmarking Study Observations Cautions • Optimization requires investments • The Lowest Cost Provider may not be • Desktop and help desk tools optimal for meeting an agency’s mission Telecommunications • Standardization of desktop management and performance requirements processes • Establish common desktop environment • Avoid static, long-term contracts IT Help Desks • Closer monitoring and governance of outsourcing • Avoid independent, autonomous IT Data • Centralization where possible organizations Centers Data/Voice Networks • Establish continuous improvement program • Measuring Progress over time Third Factor – Risk - An example of a program where performance Desktop/Seat Management requirements and cost may be higher in order to lower risk would be in our nation’s critical infrastructure. Results - the cost and performance of Federal agencies IT infrastructures are comparable to peers in the private sector. Next Steps • Complete benchmarking studies for both telecommunications and data centers. • Complete agency five-year optimization plans by the end of March. • Conduct interagency reviews of all optimization plans. • Issue government-wide report from five-year plans in May that: • Identifies common themes across the 23 agencies • Leads to development of government-wide communities of practice to foster cooperation among agencies 9 • Target five observation areas identified (above)
  10. 10. ITI LoB Common Solutions The ITI LoB approach achieves a strong degree of goal clarity and accountability for the results. This allows a department/agency to make reasoned and analytically-derived choices among the common solution tools as well as which infrastructure areas to prioritize to achieve the goals established. • Agencies determine own optimization strategies – may use: Shared Service Centers/Public-Private Partnerships, IT Infrastructure Library (ITIL), Capability Maturity Model (CMM), SMART Buy, consolidation, etc. • ITI LoB is assisting agencies to share proven practices, lessons learned. 10
  11. 11. Keys to Success The keys to success are much the same as those that apply to public only efforts… Governance Transparency > Clarity > Accountability > Results Defined Competition Frameworks 11
  12. 12. Keys to Success – Governance Clear governance models – outlining roles and responsibilities – are required regardless of the players (public or private) involved Improve Mission Performance • Daily oversight of project • Management schedule • Track/Report progress • Manage cross-project issues and risks • Strategic/ Major • Establish work teams Decisions Increase Resource Alignment on • Allocate resources across teams • Authorize • Leverage best practices Funding/Agreements Core Mission Activities • Support implementation Initiative Governance PMO Board Realize Cost and Operational Efficiencies Service Providers Achieve Equal or Better Service (public or Advisory Board private) or Various Working Delivery Groups/Sub-committees • Program Oversight Increase Value to Citizens & • Partner Resource Support • Help guide project direction Agency Stakeholders • Project and budget planning • Tactical decision support • Program implementation • Performance measurement • Provide work products to facilitate the success of the initiative Drive Transformation 12
  13. 13. Keys to Success – Transparency / Accountability Implementation Plans Service Level Agreements Service Metric Metric Description Formula/ Performance Metric Interval Expected Service Category Name Calculation Category Level Objective (SLO) IT System Hours system is Available hours Time Monthly − 99% Infrastructure Availability available, expressed as / Obligated − Penalty = Hosting and a proportion of hours hours * 100 expected SLO Administration the system is minus actual SLO contractually obligated (e.g. if actual SLO to be available. is 96%, a 3% penalty will be imposed). PLEASE REFER TO SECTION 2.7 AND 2.8 OF THE MIGRATION PLANNIGN GUIDANCE DOCUMENT FOR POTENTIAL PERFORMANCE METRICS. NOTE THAT NOT ALL PERFORMANCE METRICS LISTED IN SECTION 2.7 AND 2.8 ARE APPLICABLE TO THE SLA. • Frequent and Open Communications • Relationships at All Levels • Shared Definitions of Performance Metrics Success Earned Value Management Monthy Burn Rate ($) $80,000 $70,000 $60,000 $50,000 $40,000 17 Feb 24 Feb 3- eb n 10 Feb - r -A r 5- pr 14 Apr 20 Jan 27 Jan 3- an 13 Jan - y - y -M y 2- y - r - r -M r 7- ar 10 Mar 21 Ap 28 Ap 17 a 24 Ma 31 Ma Ju 12 Ma 19 Ma 26 Ma a -F -M -J - - - - - 6- 13
  14. 14. Keys to Success – Competition Frameworks Clear guidance and well-define competitive frameworks foster full and open competitions focused on results… Key Framework Components Request For Proposal (RFP) Templates Due Diligence Checklists Service Level Agreement (SLA) Templates Performance Measurement Processes Appropriate contract structure: Firm-Fixed Price vs. Time & Materials FRAMEWORK: Financial Management Line of Business (FM LoB) Issued by Federal Systems Integration Office (FSIO) FRAMEWORK: Human Resources Management Line Business (HR LoB) Issued by the HR LoB through the Office of Personnel Management (OPM) 14
  15. 15. E-Government Initiatives: Adoption Focus FY 2008 - Beyond Focus Cost-savings Improved Mission Performance FY 2006 - 2008 Focus Government-wide Adoption/Implementation LoB Migrations – Public/Private Competitions Utilization and Adoption of E-Gov Initiatives Development of Self-Sustaining Business FY 2006 and Prior Models (e.g., Fee For Service) LoB Framework Established E-Gov Initiatives Federal Enterprise Architecture President’s Management Agenda Not Started In progress Complete 15
  16. 16. Questions For additional information, please visit Tim Young Deputy Administrator Office of E-Government & Information Technology Office of Management and Budget 725 17th Street NW Washington DC 20503 202.395.0368 16
  17. 17. Appendix: FY 2009 Resources For more information, please visit the following online resources REFERENCE LINK The President’s Budget Fiscal Year 2009 Analytical Perspectives Volume (Crosscutting Programs, Chapter 9: Integrating Services with Technology) Table 9-1: Effectiveness of Agencies’ IT Management and E-Gov Processes Table 9-2: Management Guidance Table 9-3: Management Watch List for FY2008 Table 9-4: High Risk IT Project List Table 9-5: Agencies with Investments on the Management Watch List Table 9-6: FY2009 Exhibit 300 Evaluation Criteria Table 9-7 Comparison of the Management Watch List by Fiscal Year Table 9-8: Number of Recurring Investments on the Management Watch List Table 9-9 Lines of Business (LoB) Update Table 9-10: Status of E-Government Initiatives Report on Information Technology (IT) Spending for the Federal Government The Official Website of the President’s Electronic Government Initiative 17