All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information containe...
SynopsisCopyright 2009 2Overcoming the Challenges to Effective eGovernment InitiativesIn spite of the veritable explosion ...
Copyright 2009 3OverviewIntroducing CrimsonLogicTwo ExamplesSingapore TradeNetSingapore eJudiciary &UAE eJustice Programme...
All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information containe...
Copyright 2009 5Global ProjectsChinaPhilippinesGhanaMauritiusCanadaMexico Saudi ArabiaMalaysiaSingaporeAustraliaIrelandPan...
Copyright 2009 6Public Private PartnershipPartnership between governmentsand private companies indeveloping and implementi...
All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information containe...
Copyright 2009 8Before TradeNet After TradeNetProcessing time/permit 2 – 7 days 1 min or lessFees charged S$10 – S$20 S$3....
Copyright 2009 9Third-Party TestimoniesTradeNet - World’s First Nationwide ElectronicData Interchange System-Harvard Busin...
Copyright 2009 10Our Trade Facilitation Experience
Copyright 2009 11SEW & eCustoms TransformationIllustrative OnlyLocation1Location2Location3Location4CURRENT STATELocation5L...
All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information containe...
Copyright 2009 13CrimsonLogicServicesBureauxLawyersSupreme CourtOther government agenciesSupremeCourt CASubordinateCourts ...
Copyright 2009 14Before & AfterAt least 85% of writ actions aredisposed within 18 months of filingin Supreme Court About ...
Copyright 2009 15eJudiciary Benefits to Singapore… Court waiting time reduced from up to 2 years to amatter of months …Cyb...
Copyright 2009 16An International eJudiciary ComparisonInformation Source: Her Majesty Courts Services (UK) 2005Victoria C...
Copyright 2009 17Practice and Policy− Streamlined Practice Directions− Drive Process Enhancements− Facilitate AdoptionTech...
All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information containe...
Copyright 2009 19UAE eJustice ProgrammeNation-wide implementation ▪ Plan-Design-Build-Operate-Transfer ▪Projects spanning ...
All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information containe...
Copyright 2009 21In Short …eGovernmentge>> eg
What is eGovernment?eGovernment is the applicationof IT to transform the waygovernments work, to makethem friendlier and m...
Copyright 2009 23eGovernment Challenges & ResponsesNature ofIT InvestmentsNature ofGovernmentsNature ofeGov InvestmentsStr...
Copyright 2009 24Alignment & ArchitectureRobust & extensible architectureto facilitate & speed up the translation ofpurpos...
Fundamental (e)Government ConstraintCopyright 2010 25There are neverenoughresources todesign & buildall possibleeServices
eGovernment Master Planning ProblemCopyright 2010 26Which eServicesdo we Build?
Which eServices to Build?from Citizens’ & Businesses’ points of view - firstInternal (government) considerations followCop...
Key Perspective & Starting PointOutside-InCitizen-CentricityService OrientationCustomer OrientedFriendlyConvenientEnabling...
WantedPrioritized List of(integrated) eServiceOpportunities &(High-Level) ConceptsSingle-Electronic-WindowOne-StopNon-Stop...
Copyright 2009 30Sectorial Analysis by Life Events (SABLE) dConstituents(Citizens/Businesses)Life EventsGroup RelatedGover...
Sponsors, National PrioritiesRelevanceCriteria of SuccessJustificationBasis for• Citizen-Centric Integrated eService Desig...
Copyright 2009 32eGovernment & ArchitectureIT Architecture Disciplines(EA/SOA) assumeA coherent set of businessobjectives ...
Copyright 2009 33eGov Master Planning & ArchitectureEA: Enterprise ArchitectureSOA: Service Oriented ArchitectureeGovernme...
Copyright 2009 34International eGov Master PlanningEvery Country has its own uniquetraditions in Culture, Politics, andPub...
Copyright 2009 35SummaryAlignment of Purposes, Policies,Procedures, and ProgrammesProvides motivation &justification – fro...
All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information containe...
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CrimsonLogic World Bank_IADB_Washington DC_30 Sep 2009_eGovernance to yield greater Socio-Economic Impact

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Overcoming the Challenges to Effective eGovernment Initiatives
In spite of the veritable explosion in the popular usage of ICT worldwide in the last few decades, ICT has not proven to be a uniformly effective development tool for growth and poverty reduction, notable exceptions notwithstanding.
Our hypothesis is that some of these disappointments have arisen from a failure to recognize the primacy of governance as the prerequisite for, the key focus of, and the key measure of success in all eGovernment initiatives. We suggest a method for using the life-events of citizens to drive analysis of how governance affects them, and where the effective use of ICT may improve governance to yield greater socio-economic impact. It is believe that this will enable governments to focus their budgets and political capital on those eGovernment initiatives and, thereby, achieve better outcomes. It also attempts to provide some perspectives and metaphors that may be helpful in addressing common challenges faced by eGovernment planners.

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CrimsonLogic World Bank_IADB_Washington DC_30 Sep 2009_eGovernance to yield greater Socio-Economic Impact

  1. 1. 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.Copyright 2009 1eGovernanceto Yield GreaterSocio-EconomicImpactIngredients for SuccessfulNation-wide eTransformationThe World BankWashington D.C., 30 Sep 2009Tan Sian LipVice President, Solutions & ConsultingCrimsonLogic Pte Ltd
  2. 2. SynopsisCopyright 2009 2Overcoming the Challenges to Effective eGovernment InitiativesIn spite of the veritable explosion in the popular usage of ICTworldwide in the last few decades, ICT has not proven to be a uniformlyeffective development tool for growth and poverty reduction, notableexceptions notwithstanding.Our hypothesis is that some of these disappointments have arisenfrom a failure to recognize the primacy of governance as the prerequisitefor, the key focus of, and the key measure of success in all eGovernmentinitiatives. We suggest a method for using the life-events of citizens to driveanalysis of how governance affects them, and where the effective use ofICT may improve governance to yield greater socio-economic impact. Itis believe that this will enable governments to focus their budgets andpolitical capital on those eGovernment initiatives and, thereby, achievebetter outcomes. It also attempts to provide some perspectives andmetaphors that may be helpful in addressing common challenges facedby eGovernment planners.
  3. 3. Copyright 2009 3OverviewIntroducing CrimsonLogicTwo ExamplesSingapore TradeNetSingapore eJudiciary &UAE eJustice ProgrammeLessons LearntFocus on “Government” more than “e”AlignmentArchitecture
  4. 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.Copyright 2009 4Introduction toCrimsonLogic
  5. 5. Copyright 2009 5Global ProjectsChinaPhilippinesGhanaMauritiusCanadaMexico Saudi ArabiaMalaysiaSingaporeAustraliaIrelandPanamaIndiaMozambiqueTajikistanIvory CoastMongoliaUAEIranThailandQatarSri Lanka
  6. 6. Copyright 2009 6Public Private PartnershipPartnership between governmentsand private companies indeveloping and implementingservices on arisk- and investment-sharing basis
  7. 7. 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.Copyright 2009 7SingaporeTrade FacilitationJourney
  8. 8. Copyright 2009 8Before 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 per day approx. 10,000 > 30,000TradeNetWorld’s first nationwide trade clearance system Integrates 35 controlling units’ requirements  7,000+ business rules 12,000 users  9,000,000 trade declarations (2006) over 90% processed in < 10 minutes®
  9. 9. Copyright 2009 9Third-Party TestimoniesTradeNet - World’s First Nationwide ElectronicData Interchange System-Harvard Business School, 1993 and 1995“It is estimated that TradeNet saves Singaporetradersaround US$1 billion per year.”- Robert M Howe, IBM“…Fill in one online form and receive the importor export license 15 seconds later …”- McKinsey Quarterly 2001 No.2“…received Top eAsia award under TradeFacilitationCategory”- 2003 September
  10. 10. Copyright 2009 10Our Trade Facilitation Experience
  11. 11. Copyright 2009 11SEW & eCustoms TransformationIllustrative OnlyLocation1Location2Location3Location4CURRENT STATELocation5Location6Location7ProcessesApplication/ InfrastructureDataStakeholdersDifferent processes/ work practices/policies between & within clustersAutomate ProcessesOne Integrated e-Customs withStandardised DataStaff Committed toPerform in RolesUsing NewProcesses & e-CustomsFUTURE STATENew/ Refined Policies(Governance)ChangeManagementProcessStandardisation& AlignmentInfrastructureDesign, Development& ImplementationData Standardisation& MigrationTransition & ProjectManagementMultiple applications/ infrastructurebetween & within clustersMultiple and diverse databasesbetween & within clustersLarge & diverse stakeholder groupsacross multiple locations
  12. 12. 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.Copyright 2009 12SingaporeeJudiciary
  13. 13. Copyright 2009 13CrimsonLogicServicesBureauxLawyersSupreme CourtOther government agenciesSupremeCourt CASubordinateCourts CAElectronic FilingSystemFiling, extract, service ofdocuments andelectronic informationserviceLawNetLegal ResearchWorkbenchDue Diligence (BizNet /Litigation)E-ConveyancingPayment gatewaySingapore eJudiciary & dCourtManagementWorkflow,Hearing,CaseManagement,DocumentManagement
  14. 14. Copyright 2009 14Before & AfterAt least 85% of writ actions aredisposed within 18 months of filingin Supreme Court About 44% of the cases tookbetween 5 to 10 years fromcommencement to disposal Appeals took a further 2 to 3years to be heardLife spanA target of 8 weeks for providingtrial dates from set downMore than 2,000 pendingcases set down for trial withtrial dates available 3 years ormore laterTrial dateavailability Cleared 375,000 existing matters(Supreme and SubordinateCourts) out of a volume of377,000; clearance rate of 99% In Supreme Court, 8,319 civiland criminal actions (includingappeals) were disposed vis-à-vis8,046 were filed; clearance rate103.4% (2005: 97%)10,000 inactive cases, some ofthem more than 10 years oldClearancerates2006Minimal backlogEarly 1990sMassive backlogKeyperformanceindicators
  15. 15. Copyright 2009 15eJudiciary Benefits to Singapore… Court waiting time reduced from up to 2 years to amatter of months …Cyberlaw - The Law of Cyberspace, 2000… The costs savings are expected to be in the region ofS$4 million a year…Society of Computers & Law,Volume 9, Issue 2… approximately 35,000 writ actions commenced andmore than 200,000 documents filed electronically…Former Chief Justice of SingaporeThe Honourable Yong Pung How, 2001Technology will be strategically employed to increaseaccess, convenience and ease of use of Court services,and to assist the Courts in enhancing the quality ofjustice.Former Chief Justice of SingaporeThe Honourable Yong Pung How, 2001Time SavingsCost SavingsEfficiencyGainedEnhancedQuality ofJustice
  16. 16. Copyright 2009 16An International eJudiciary ComparisonInformation Source: Her Majesty Courts Services (UK) 2005Victoria CountyCourt, AustraliaFinlandFederal Courts,USTexas, USColorado, USSingaporeCountries/JurisdictionsFederal Courts,Australia
  17. 17. Copyright 2009 17Practice and Policy− Streamlined Practice Directions− Drive Process Enhancements− Facilitate AdoptionTechnology Adoption− User Empowerment− Open Standards− SecurityBusiness Model− Sustainability− Investment and risk sharingCritical Success eJudiciary Factors
  18. 18. 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.Copyright 2009 18UAE eJusticeProgramme
  19. 19. Copyright 2009 19UAE eJustice ProgrammeNation-wide implementation ▪ Plan-Design-Build-Operate-Transfer ▪Projects spanning technical, business and operational functionsProgramme Management OfficeBusiness Process Re-engineeringeJustice ServicesElectronic notary application • Legal Community • Electronic filing of court documents •eJustice Portal • Electronic archival of court case documents • Court Case Management •Electronic publishing of legislation • Electronic data exchange with other MinistriesIT Infrastructure Setup, Operations and MaintenanceCommunication Campaigns • Training • Service Bureaus •Technical support
  20. 20. 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.Copyright 2009 20Key LessonsLearnt
  21. 21. Copyright 2009 21In Short …eGovernmentge>> eg
  22. 22. What is eGovernment?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 22
  23. 23. Copyright 2009 23eGovernment Challenges & ResponsesNature ofIT InvestmentsNature ofGovernmentsNature ofeGov InvestmentsStructure &Align forSynergyEffectivelyAddress RealFelt NeedsAnticipate &Design forChangeFact: Rapid Changes inTechnology & OrganisationsChallenge: eGov architecturethat evolve gracefully in responseto inevitable changesFact: eGov is a relatively “new”govt concernChallenge: To get and to sustainsupport from public & otherconstituenciesFact: Govts have many semi-independent parts & agendasChallenge: How to fulfill the eGovpromise of coordinated citizen-friendly services?Compelling Solutions to Public &Private Sectors’ needsChange Management Methodsto guide governed &government through inevitablechangesLeverage traditional governmentstructures for expertise & strongsponsorshipFocus on real felt needs ofcitizens to drive integrativeservice-redesignEncourage initiative & synergywhile also aligning purposes,policies, & programsArchitectures that absorb inevitablechanges and buffer all participantsfrom changes inTechnologyOrganizational structure & rolesArchitectures that enable initiativewhile enabling/encouragingsynergy
  24. 24. Copyright 2009 24Alignment & ArchitectureRobust & extensible architectureto facilitate & speed up the translation ofpurposes into concrete eGov services•Increased speed of delivery•Lower costs & risks•Higher consistencyCore Purposes & PoliciesHave eGov purposes and policies at the heart of alleGov programmes• Better prioritization• More optimal resource-allocationeGov Programmes
  25. 25. Fundamental (e)Government ConstraintCopyright 2010 25There are neverenoughresources todesign & buildall possibleeServices
  26. 26. eGovernment Master Planning ProblemCopyright 2010 26Which eServicesdo we Build?
  27. 27. Which eServices to Build?from Citizens’ & Businesses’ points of view - firstInternal (government) considerations followCopyright 2010 27Those that havethebest impactonCitizens &Businesses
  28. 28. Key Perspective & Starting PointOutside-InCitizen-CentricityService OrientationCustomer OrientedFriendlyConvenientEnablingCopyright 2010 28
  29. 29. WantedPrioritized List of(integrated) eServiceOpportunities &(High-Level) ConceptsSingle-Electronic-WindowOne-StopNon-StopAnytimeAnywhereConvenientTransparentMany AgenciesOne GovernmentCopyright 2010 29
  30. 30. Copyright 2009 30Sectorial Analysis by Life Events (SABLE) dConstituents(Citizens/Businesses)Life EventsGroup RelatedGovernment ServicesBaseline Performanceof Current Service GroupsImagine & Measure AlternativeIntegrated ScenariosSector Health, Construction, Judiciary, Trade, SecurityPatients, Architects, Builders, Property Buyers/Sellers,Importers, Exporters, Taxpayers, litigants, lawyersSeeking specialist treatment, seeking treatment forchronic diseases, seeking medical help, constructing abuilding, conducting trade, initiating legal actionProviding specialist referral, providing chronic diseasecare, A&E services, building permit issuance, tradepermits, judicial/court services, taxpayer services, socialsecurity servicesMap current processes . Measure time, cost, & otherfactors internally & externallyEnvision & Sketch Integrated-Government Alternative toCurrent State for each Group of Government Services.Measure time, cost, & other factors internally & externallyPrioritize Compare Current & Future ScenariosCompare Across Service Groups
  31. 31. 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 InfrastructureConstituents(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 31Outputs of SABLE Steps
  32. 32. Copyright 2009 32eGovernment & ArchitectureIT Architecture Disciplines(EA/SOA) assumeA coherent set of businessobjectives as the highest“architectural” level –Business Architecture (BA)BA is the ultimate “court ofappeal” for resolvingpriority and design conflictsin lower architectural layersBUT any government is alarge diverse set ofconcernsSome of them are sharedMany are notBut they can be alignedIt’s hard to talk about theBusiness Architecture (BA)for an entire governmentGovernments have MANYBA’sEA and SOA’s are moresuitable for specific sharedservices or agencies wherea single BA can bearticulated
  33. 33. Copyright 2009 33eGov Master Planning & ArchitectureEA: Enterprise ArchitectureSOA: Service Oriented ArchitectureeGovernmentMasterPlanningAgency orSharedeServicesUrbanPlanning &RenewalBuildingDesignSABLEEA&SOASABLE: Sectorial Analysis by Life Events method
  34. 34. Copyright 2009 34International eGov Master PlanningEvery Country has its own uniquetraditions in Culture, Politics, andPublic AdministrationThere are (almost?) nocomprehensive Public Sectorstandards or practices that are aseasily and uniformly applicable asGAAP (Generally AcceptedAccounting Principles) or IAS(International AccountingStandards) to govern any sphere ofpublic administration – beyondAccountingInspirations, perhapsBut not wholesale adoptionWeaving MetaphorThere are many internationallyestablished techniques of weavingBut each culture and country haspreferences for its own blend ofaesthetics and materialsThe final woven product will usuallybe unique to that countryeGov Master Planning InternationallyInternational eGovernment“Best Practices” must thereforealways be interpreted locally, i.e.taking into account localpreferences, practices and resourcesEach country’s priorities regardingservices to be e-enabled, the degreeand manner of e-enablement willvary
  35. 35. Copyright 2009 35SummaryAlignment of Purposes, Policies,Procedures, and ProgrammesProvides motivation &justification – from meeting realfelt needsDrives focus on citizen-centric,integrated service designProvides yardsticks formeasuring successBetter prioritization & effectiveresource allocationArchitectureEnables speed & initiativeEncourages synergy &economy from SharingControlled evolutionWeaving & Re-interpretingInternational Best Practices intoLocal ContextsIncreased relevanceMore culturally & sociallysensitive & acceptableinitiatives & servicesMore buy-in
  36. 36. 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.comCopyright 2009 36PublicSectorGroup@crimsonlogic.com

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