Digital Transformation of Public Administration

Digital Transformation of Public Administration
Doctor Francesco Mureddu
Associate Director, The Lisbon Council
5th International Summer School on Government 3.0
Samos, 6 July 2018

Digital Transformation of Public Administration – 06 July 2018
A Few Words on the Speaker
• Current position: Associate Director at the Lisbon Council
• Background: PhD in Economics (impact of localization of innovation)
• Relevant projects
• Analysis of the value of new generation of eGovernment services
• Mid-Term and Final Evaluation of eGovernment Action Plan 2011-2015
• CROSSOVER - Bridging communities for Policy Making 2.0
• Co-VAL: Understanding value co-creation in public services for transforming
European public administrations
• Big Policy Canvas: Needs, Trends and ICT Tools for Advanced Data-Driven Public
Sector
• JRC Policy Lab Framework: Future of Gov, Knowledge for Policy Platform
• Support to the Estonian Presidency for the elaboration of the next
EGovernment Ministerial Declaration
• Side activities: startupper, co-founder of Infrascan - Cybersecurity

A Few Words on the Lisbon Council
• The Lisbon Council for Economic Competitiveness and Social Renewal
was founded on the 6th of October 2003 as a non-profit association
• The Lisbon Council was set up to intellectually accompany the Lisbon
Agenda, Europe’s original growth and jobs programme
• Domains and activities
• Policy research programme in open and e-government, future
science, digital transformations of public administrations, ICT,
innovation and start-ups
• Organization of High-Level Summits and Roundtables, community-
building and outreach, public speaking and advisory, smart
crowdsourcing web tools for policy analysis

Specific Focus of the Lecture
“Collaboration and buy-in from different levels of government
and from civil servants in order to deliver a common digital
government strategy”

Topics of the Lecture
• Definition of Digital Transformation in Public Administration
• Policy Framework
• Open eGovernment Services
• Collaboration and buy-in from different levels of government
• Measurement and monitoring digital transformation at local level

Definition of Digital Transformation of Public Administration
“Digital transformation is a holistic effort initiated by the
availability of new technologies to revise core processes and
services of government beyond the traditional digitization
efforts. It evolves along a continuum of transition from analog
to digital to a full stack review of policies, current processes
in order to satisfy user needs to a resulting complete revision
of digital services. The outcome of digital transformation
efforts focuses on the satisfaction of user needs, new forms
of service delivery, and the expansion of the user base.” (Ines
Mergel, University of Konstanz)

Policy Framework
• The Malmoe Ministerial Declaration on eGovernment (2009)
• The eGovernment Action plan 2011-2015 supporting the transition of
eGovernment into a new generation of open, flexible and collaborative
seamless eGovernment services at local, regional, national and
European level
• The eGovernment Action Plan 2016-2020, launched in 2016, to
“accelerate the digital transformation of government”
• The European Interoperability Strategy (ISA2), launched in 2017, which
provides the European Union’s 28 member states with 47 concrete
recommendations on how to “set up interoperable digital public
services.”
• Tallinn Ministerial Declaration on eGovernment, 32 members of the
Council of the European Union and European Free Trade Association
area – represented at ministerial level – signed on to a core set of six
eGovernment principles, which they vowed to deliver by 2022
• Italian Three Year Plan for ICT in Public Administration

Tallinn Ministerial Declaration on eGovernment
It integrates and reinforces the Malmo Declaration (2009) and the eGov
Action Plan 2016-2020
• Both recognise that service-oriented, reliable and innovative
government at all levels are essential to develop a dynamic,
productive and European society and to tackle global challenges
• Both emphasize engaging citizens, businesses & civil society in
collaborative design, production and delivery of public services and
to facilitate interaction between public administrations and
businesses and citizens
Specific principles
• Digital-by-default, inclusiveness and accessibility:
• Ensure that European citizens and businesses may interact digitally
with public administration, if they choose to do so and whenever
feasible and appropriate
• Ensure the consistent quality of user experience: Annex “User-
centricity principles for design and delivery of digital public
services”
• Work to increase the readiness of European citizens and businesses
to interact digitally with the public administrations

Tallinn Ministerial Declaration on eGovernment
Specific principles
• Once only: implement it for key public services, option for citizens and
businesses
• Trustworthiness and security:
• Ensure that information security and privacy needs are taken into
consideration when designing public services and public
administration information and communication technology (ICT)
solutions, following a risk-based approach and using state-of-the-
art solutions
• Work to increase the uptake of national eID schemes, including to
make them more user friendly and especially more suitable for
mobile platforms, while ensuring their appropriate security levels
• Openness and transparency, make it possible for citizens and
businesses to better manage their personal data held by public
administrations
• Interoperability by default: work on national interoperability frameworks
based on the European Interoperability Framework (EIF), while
respecting also the relevant national standards, and adhere to EIF for
cross-border digital public services

Tallinn Ministerial Declaration- User Centricity
• Digital Interaction: citizens should have the option to digitally interact with
their administrations
• Accessibility, security, availability and usability:
• Services are made more accessible and secure and can be used with
appropriate assistance available upon need
• Principles of universal design have been applied to the setting up of the
services and that the websites are simple to read and easy to understand
• Authenticity of digital public services is secured and can be recognised in
a clear and consistent manner
• Reduction of the administrative burden
• Optimizing and/or creating digital processes and services where relevant
and possible, and by offering personalised and pro-active services
• People should not be asked to provide the same information to public
services more than once
• Digital delivery of public services: that public services should be fully handled
online, including the provision of any evidence required to obtain a right or
fulfil obligations, and the status of service delivery can be checked online
where relevant

Tallinn Ministerial Declaration- User Centricity
• Citizen engagement: digital means are used to empower citizens and
businesses to voice the views, allowing policy makers to collect new ideas,
involve citizens more in the creation of public services and provide better
digital public services
• Incentives for digital service use: the barriers to use digital public services
should be efectively removed, including by extending and promoting the
benefits of, for example, higher confidence, speed, efectivity and reduced
costs to individuals who are able to use them
• Protection of personal data and privacy: that the handling of personal data
respects the general data protection regulation and privacy requirements in
the EU and national levels, when applicable informing citizens about the use
andstorage of their personal data and allowing citizens to access and ask for
the correction and deletion of personal data, where appropriate
• Redress and complaint mechanisms: that redress mechanisms are available
online and that citizens and business have access to complaint procedures
online, while also in other available channel(s) of their choice

eGovernment Action Plan 2016-2020: Vision
“By 2020, public administrations and public institutions in the European
Union should beopen, efficient and inclusive, providing borderless,
personalised, user-friendly, end-to-end digital public services to all citizens
and businesses in the EU. Innovative approaches are used to design and
deliver better services in line with the needs and demands of citizensand
businesses. Public administrations use the opportunities offered by the
new digital environment to facilitate their interactions with stakeholders
and with each other”

eGovernment Action Plan 2016-2020: Principles
• Digital by Default: public administrations should deliver services digitally
(including machine readable information) as the preferred option (while still
keeping other channels open for those who are disconnected by choice or
necessity). In addition,public services should be delivered through a single
contact point or a one-stop-shopand via different channels.
• Once only principle: public administrations should ensure that citizens and
businessessupply the same information only once to a public administration.
Public administration offices take action if permitted to internally re-use this
data, in due respect of data protection rules, so that no additional burden falls
on citizens and businesses
• Inclusiveness and accessibility: public administrations should design digital
publicservices that are inclusive by default and cater for different needs such
as those of theelderly and people with disabilities

eGovernment Action Plan 2016-2020: Principles
• Openness & transparency: public administrations should share information
and databetween themselves and enable citizens and businesses to access
control and correcttheir own data; enable users to monitor administrative
processes that involve them;engage with and open up to stakeholders (such
as businesses, researchers and nonprofitorganisations) in the design and
delivery of service
• Cross-border by default: public administrations should make relevant digital
publicservices available across borders and prevent further fragmentation to
arise, therebyfacilitating mobility within the Single Market
• Interoperability by default: public services should be designed to work
seamlesslyacross the Single Market and across organisational silos, relying on
the freemovement of data and digital services in the European Union
• Trustworthiness & Security: All initiatives should go beyond the mere
compliancewith the legal framework on personal data protection and privacy,
and IT security, byintegrating those elements in the design phase. These are
important pre-conditions forincreasing trust in and take-up of digital services.

eGovernment Action Plan 2016-2020: Actions
• Modernise public administration with ICT, using key digital enablers: digital
public services should build on shared and reusable solutions and services
based on agreed standards and technical specifications in order to reduce
their cost of development, their time to deployment and increase
interoperability.
• Enabling cross-border mobility with interoperable digital public services
• Such services facilitate access to markets, increase confidence in and
stimulatecompetition across the Single Market
• Administrations should help businesses operate online across borders
within the Single Market, simplify access to information under EU
business and company laws and enable businesses to easily start doing
business, in other Member States through end-to-end public e-services
• Facilitating digital interaction between administrations and
citizens/businesses for high-quality public services
• Potential to deliver high quality public services, by stepping up the
involvement of businesses and citizens aswell as researchers in their
design and delivery, and by ensuring feedback for improvement
• By opening up public sector data and services and facilitating their re-use
bythird parties public administrations can foster new opportunities for
knowledge, growth and jobs

Pillars
• Once Only Principle
• Government as a platform
• Authoritative and Interoperable Base Registries
• eID and European Electronic Identification and Trust Services (eIDAS)

Pillar 1 – Once Only Principle
• A notion pioneered by the Estonians but more recently enshrined in
the European Union’s flagship Digital Single Market programme.
• In a nutshell, “once-only” means just what it says: “users should be
able to provide data once-only, and administrations should be able to
retrieve and share this data to serve the user, in accordance with data
protection rules.”
• In other words, it shifts the responsibility for getting relevant
information from the user to the government, thereby hiding the
complexity of government from the users
• The power lies in its simplicity: when a legal provision is in place that
forbids government from requesting documents already in its
possession, public administrations are forced to introduce changes in
order to do even their routine business
• This, in turn, requires the establishment of a robust system of so-called
“base registries” – defined by the European commission as “a trusted
and authentic source of information under the control of a public
administration or organisation appointed by government,” usually a
database or network of interoperable databases

Pillar 2 – Government as a Platform
• Despite the technical complexity – and make no mistake, the transition
to once only can be very complex – the system has certain huge
advantages, some visible, some not
• First and foremost, it saves a lot of people a lot of time – generating €5
billion per year in the EU alone in terms of the estimated reduced
administrative burden
• But it also opens government up to a host of other services, effectively
turning government services into a “platform,” where many different
players – public and private – can collaborate to deliver better
outcomes, competing to build better and better services around a
common set of standards, rules and principles
• Unlike the old monolithic closed systems, which are expensive to
maintain and at greater risk of lock-in, government as a platform is a
more effective way to enable the creation of “loosely coupled,” layered
public services that can meet as yet unanticipated citizen needs and be
composed upon demand

Pillar 2 – Government as a Platform
• In that way, common horizontal services, such as identification,
payments and data storage, can be easily centralised without affecting
the user experience, and software components can be easily reused by
different government services
• The UK Government Digital Service firmly placed this concept at the
core of its 2012 strategy to radically reorganise online service provision
• Today, three billion online transactions pass through the system per
year.
• In the case of Estonia – undoubtedly the first and most enthusiastic EU
member states to embrace a once only system – public/private
collaboration on core infrastructure have resulted in the Baltic nation’s
1.3 million citizens using their e-IDs and signatures more than one
billion times since the programme’s inception in 2003.26

Pillar 3 – Authoritative and Interoperable Base Registries
• Base registries have been around a while in many countries
• These days, they are a topic of much renewed interest at eGovernment
conferences despite having scarcely penetrated the public imagination
• A truly interoperable system is one the public never notices
• The European Commission is currently undertaking a mapping of
national base registry strategies, hoping to count the number of them
in operation and better understand the principals at work behind the
better functioning of them.
• Rather than harmonising standards, EU member states have opted for
an “interoperable” approach, meaning national standards should be
able to interact with one another rather being set up centrally in the
same way
• Much of this work is focused around the National Interoperability
Framework Observatory (NIFO), which tracks and monitors
interoperability among national base-registry systems
• To date, there are 32 national interoperability frameworks – which are
essentially national government-drafted statements in which the local
state of play on interoperability is described.
• These are submitted to NIFO for an evaluation, which is later published

Pillar 3 – Authoritative and Interoperable Base Registries
• Well-managed base registries allow the development of integration
tools such as Application Programming Interfaces (APIs)
• The adoption of API to allow different ICT systems to collaborate has
been consistently growing over the last 12 years globally
• There are today 1,300 public government API on
programmableweb.com, the leading repository of API, out of a total of
19,000 available there
• The Municipality of Milan itself has published 30 APIs that allow
private and public entities to directly query database and access
services
• Moreover, APIs allow users to integrate their internal data
management strategy with open data publications
• Rather than requiring human upload of specific datasets, APIs allow
selective and rule-compliant direct queries and access to the
underlying database – allowing for more valuable, comprehensive and
real-time data access

Pillar 4 – eID and European Electronic Identification and
Trust Services (eIDAS)
• Given concerns about privacy and cyber security, governments need to
be certain the person they are transacting with online really is who
they say they are
• The e-ID and eIDAS is a new EU regulation that will govern the mutual
recognition of electronic signatures and identities
• Public administrations, including local and regional governments, that
accept digitally signed documents or electronic authentication for
services from their own citizens will also have to accept identities and
signatures of equivalent security level from elsewhere in the EU
• The use cases cover everything from an Estonian entrepreneur opening
a branch office of his business in Belgium, carrying out all the
“paperwork” electronically, to a German student doing a semester in
Italy authorizing his university to transfer student records
• In larger countries, eIDAS may also help standardise electronic identity
offerings within the country

Pillar 4 – eID and European Electronic Identification and
Trust Services (eIDAS)
• The deadline for notifying e-ID schemes is 29 September 2018, after
which all public administrations (including local) should begin to
recognize e-IDs from other countries
• Germany was the first country to notify its e-ID scheme, and Italy
followed suit late last year, with the first notification of a private sector
e-ID scheme.
• While eIDAS is legally binding only for public administration, the
framework is also open to the private sector.
• As eIDAS has harmonized security and interoperability requirements,
the regulation should create a virtuous cycle of greater demand and
more competitive offerings on the market
• Considering that only 1.3 million Estonians generate more than 50
million digital signatures a year, the potential size of the European
market is enormous

Example of Digital Transformation: Open eGovernment Services
”Open eGovernment Services are open, collaborative and
digital based services characterised by a deliberate, declared
and purposeful effort to increase openness and collaboration
through technology in order to deliver increased public value”

• The open, collaborative and co-production features exist in all
phases of the design, deployment, implementation and delivery of
the service
• Collaboration is understood in multidimensional way. It can
happen at different level and between different stakeholders
• Citizens, businesses and the civil society can collaborate directly
with the public sector or indirectly for instance by utilising Open
Government Data that are released by the public institutions
• When talking about OGS the role played by the government can
range from the one of asset provider, enabler or direct
collaborator
• Privately developed applications which deliver public value may
also be considered OGS if the government has played some sort
of “responsive role” (taking the lead of the service once it is
implemented or supporting the private initiative)

• Openness: effort to publish elements and components of the service (data, service
components, decision support), with respect to traditional eGovernment.
Increased openness aims to ensure accountability and enable collaboration.
Openness can refer to the publication of open data that were not available
before, or to the production of reusable software objects that can be re-
composed as in the concept of Service-Oriented Architecture.
• Collaboration: recognition that government should not only aim at fulfilling
societal and economic needs by direct service provision, but should enable and
deliberately pursue the collaboration of third parties. This includes services
designed and provided by private players without the awareness of government
but that help solving issues related to public services.
• Technology: OGS are fundamentally reliant on digital technology to deliver the
services. Digital technology is used to provide disruptive innovation in the way
services are delivered and is by definition collaborative, through open data, open
web tools or collaborative platforms.

Electronic Social Security - Interoperable Data Gathering for e-SocialSecurity
• The Slovenian government decided to implement the “Interoperable Data
Gathering for e-Social Security” in 2010 following the “National Strategy on
Electronic Services Development and Electronic Data Exchange” launched in 2009
• The Slovenian government decided to implement the “Interoperable Data
Gathering for e-Social Security” with the aim of reducing the efforts by applicants
but also to simplify the decision process in relation to the allocation of different
social security measures.
• The system is composed of 4 flexible and reusable building blocks and it has been
developed in cooperation with several public and private stakeholders.

Electronic Social Security - Interoperable Data Gathering for e-SocialSecurity
• The openness dimension is characterised by the possibility for different
institutions within the public administration to use the building blocks. In the near
future the use of the system might be also extended to private entities therefore
enhancing even more its “open” features
• The collaboration dimension is defined by the co-design activities which enabled
different stakeholders to actively design the service and suggest valuable inputs
for its implementation. Thanks to the co-design of the service it was possible for
the public administration to successfully implement a service which fitted with the
specific needs of the institutions using it
• The technology dimension is characterised by the interoperable building blocks
which enables to manage the different types of data enquiries.

Importance of the Local Dimension
• While countries differ in terms of degree of centralisation and the role
played by local authorities, the subnational level plays consistently a
significant and growing role across the EU
• There are almost 90,000 sub-national authorities in the EU, and they
are responsible for one-third of government expenditure, 53,7% of
public investment, 51% of public employees and 45% of total
procurement.
• Local public expenditure in the EU 28 grew 2% as a percentage of total
public expenditure over the last two decades

Collaboration and buy-in from different levels of government
“How Local Government for Reform is Key to Europe’s Digital Success - A Six-Point
Programme for eGovernment Renewal” by David Osimo, Director of Research at the
Lisbon Council
• Builds on the success of the recent Tallinn Declaration – signed by 32
European Union and European Free Trade Association member states
to tackle the key challenge of digital government
• Why is Europe – after several flagship programmes for improving
the quality of online public services and strengthening citizen-state
relations – still a place of uneven progress?
• What have previous programmes missed that could help make
future programmes a success?
• The key to deliver user-centred digital government services is local-
national collaboration: some of the most successful implementations of
digital government come from small and centralized countries

The Italian Experience: First Results
• In Italy, for instance, the civil registry of the population (Anagrafe), perhaps the
single most important base registry, has traditionally been managed directly by
the municipalities.
• Under this system, data was distributed among 8,000 databases, managed by
at least 40 different software solutions with limited interoperability.35 This led to
delays in service delivery, occasional inaccuracies in data and additional costs
for any process involving different municipalities – such as a change of
residency
• In the meantime, the Italian government has enshrined the once-only principle
in law (legge 183/2011)
• This forced the consolidation of all local population registries into a single
national register, the Anagrafe Nazionale della Popolazione Residente, or
ANPR

• Municipalities are progressively migrating their data to the new system – and
they are doing it in an interesting way
• They are not just migrating old data to a new software solution; many are
making sure that their suppliers upgrade their software to be interoperable with
ANPR requirements and web services
• After a difficult start, in the last year the migration to ANPR has grown
exponentially, reaching 1,000 municipalities in February 2018, up from 50 in the
same month of 2017
• And the benefits are significant: just for the single process of changing
residency, municipalities are expected to save €65 million per year thanks to
ANPR, not to mention the increased quality of service for citizens.

• The “government as a platform” paradigm has allowed the decoupling of
different layers of services to achieve a more efficient usage of the resources.
• In particular, there is scope for the separation between specific solutions (such
as a municipality website or a workflow management software) and horizontal
components (commodities such as payments and identification services), which
can be easily reused and integrated with the municipality specific services
• In Italy, the payment service PagoPA, managed centrally, has seen an almost
“viral” uptake after being incorporated in the services of different national and
local administration
• It registered more than six million transactions by January 2018, up from one
million in January 2017
• The municipality of Milan – with its 1.4 million inhabitants – has registered more
than 600,000 transactions through the system in just one year – and also
because of this, it is one of the few municipalities in Europe where more than
50% of its total transactions with citizens are performed online.

Local-national Collaboration
• Local-national collaboration remains one of the greatest challenges to deliver user
centred digital government services, especially for large countries with thousands of
municipalities
• It is not an accident that the most successful implementations of digital government
come from small and centralized countries such as Denmark or Estonia
• The top five performers in the 2017 EU eGovernment benchmark are all countries with
fewer than 10 million citizens
• In contrast, Europe’s large member states often have complicated federal structures
and a huge number of (sometimes extremely small) local entities
• Italy, for instance, boosts about 8,000 municipalities, 70% of which have fewer than
5,000 inhabitants – while only 2% of the municipalities in the Netherlands and 3% in
Denmark are so small
• The engagement of smaller authorities is particularly challenging because of their
limited financial and human resources, yet even more important in view of their small
size, limited services availability and often remote location.
• In the Italian ANPR initiative described above, despite the strong growth, 7000 of a
total 8000 Italian municipalities have yet to start the migration to the national registry.

Local-national Collaboration - Bottlenecks
• First, because of the technical nature of the topic, and its fast evolution, there are
substantial misalignments in terms of awareness and skills available to different levels
of public administration
• Many small local administrations do not have sufficient skills both in technology and
project management, and run a higher risk of being unable to provide sufficient levels
of services
• They are frequently at the mercy of technology providers, although many
administrations have recruited high-profile personnel from the private sector to take
firmer positions and to break the gridlock
• Italy, for one, appointed Mr Piacentini, mentioned above, as the “extraordinary
commissioner for the digital agenda,” attributing exceptional powers to him in terms of
recruiting external personnel beyond the official procedures
• The municipality of Milan has created the post of “councillor for digital
transformation” and recruited a senior executive from the private sector to fill this
position
• But against these bright examples, too often there are substantial skills gaps in public
administration that reduce the scope for mutual understanding and increase the
probability of inaction or zero-sum negotiation

• Second is the problem of trust between national and local governments
• National governments have a history of over-promising and under-delivering.
eGovernment strategies and projects are frequently changed, hindering the credibility
of central government and the engagement of local authorities, which are reluctant to
undertake difficult transformation processes when strategic leadership could change
before reaching its fulfilment
• In the private sector, ICT suppliers of public administrations can be sceptical to engage
in developing solutions if they do not believe they will be widely adopted
• For instance, in the Italian case, the software suppliers of the municipalities were long
reluctant to invest in making their solutions compliant with national ANPR standards in
view of the very limited initial uptake (this changed when a sufficient critical mass was
reached in 2017)
• Similarly, identity suppliers are still careful on the possibility to become providers of
the Italian identification system (SPID), because of uncertainty over the uptake and
business opportunities and the long and winding track record of eID solutions in Italy

• Third is also a political challenge: the perception of autonomy from central
government is often an election winner for local politicians
• And digital government implies spending choices, which have a direct impact on the
economy
• The choice to adhere to a national standard, to use centralized national or regional
services rather than local, to outsource infrastructural services to private or public
providers, all have deep political implications
• The “not invented here” syndrome remains very much present at the national as well
as the local level
• Even in the most promising political circumstances, there are issues involving
territoriality; put simply, local authorities are often hesitant to lose the direct contact
with their citizens that participation in a more fully harmonised national system could
imply.
• Financial constraints are important too, particularly in this age of budgetary
consolidation
• The costs of digital transformation are upfront and clear; the benefits are long term
and uncertain. In fact, legacy management is a much more pressing issue, especially in
large metropolitan cities.

Local-national Stakeholder Collaboration

• To achieve truly transformative Digital Government in line with the objectives of
the Tallin declaration, it is necessary to ensure adequate involvement of the
local level, which is the one closest to the user:
• Engage local government more systematically in European and
national-level programmes. Tallinn Declaration –proposes “enhancing
the joint governance structures with local and regional authorities” at the
national level, and the once-only principle at EU level can only be
implemented through the direct engagement of local level
• Use the European Union budget to encourage local adoption of
eGovernment tools. Structural funds should be used to push the
development of local innovations like once only and interoperable base
registries to be scaled
• Build ecosystems. Governments should design and implement strategies
to reach out to different stakeholders (local governments, ICT providers
and final users) combining them in a matrix of complementary and
competing services and pushing them to work out open standards allowing
them to work together

To achieve truly transformative Digital Government in line with the objectives of the
Tallin declaration, it is necessary to ensure adequate involvement of the local level,
which is the one closest to the user:
• Be consistent on policy and programmes. Platform growth takes time, and
any change in the fundamental elements of a digital government strategy
creates uncertainty and reduces the incentive for the different parties (in
this case local government and suppliers) to act
• Invest in skills and new talent. Civil servants need to be trained and
mentored to meet the rising demands of the citizenry and the potential of
“co-creation” and “design thinking” to deliver better citizen-state relations
• Measure, monitor and evaluate. Monitoring should be deepened towards
the assessment of how local authorities are genuinely progressing in aligning
their systems with the European and national interoperability frameworks
and focus firmly on uptake rather than supply of services using real-time
data generated automatically

Measuring and Monitoring Digital Transformation
• The proposed solution is a smart crowdsourcing approach, enabling
knowledgeable stakeholders to provide directly the information on a web
platform
• The dashboard will build on a checklist of indicators reflecting the
implementation of digital transformation policies
• The data about will be typically available from national/local policy
documents, EU documents and direct input from relevant stakeholder
• The challenge is to ensure the identification of the data sources, the
collection of data in comparable ways, and the analysis in order to
display the data in a way that is meaningful, easy to communicate and
understand by policy makers
• Since policies evolve, there is the need to ensure sustainability over time

• Finally, data displayed on the dashboard can benefit from
open feedback
• The dashboard will be first piloted in collaboration with the
city of Milan and its international partner cities, advanced in
the path to digital transformation and co-creation activities
• The dashboard will then gradually be extended in order to
cover new indicators, based on the next policy
recommendations developed by the project, and all the
member states

• EU and National Governments supports the implementation of digital
government at local level in line with the European Interoperability Guidelines
• National government should not centralize all services, but provide adequate
interoperability frameworks and dedicated horizontal services with an
“ecosystem-building” approach
• Local governments adopt, as part of its online services delivery, horizontal
software components developed by third parties in line with the National
Interoperability Frameworks, such as identity or payment services
• By the same token, local governments make its data accessible as authoritative
base registries to other government agencies (e.g. civil registry)
• Local governments, on the other hand, remain the main contact points with users
• As such, its focus should be firmly on user involvement and uptake of the services
• To deliver this, local governments should be equipped with an adequate policy,
and adequate skills – including by recruiting senior management figures from the
private sectors
• Last but not least, monitoring through KPI is essential and should firmly focus on
uptake data automatically generated by online services

The indicators are decomposed into five dimensions :
• Policy: this dimension considers the participation to international
networks and initiatives, as well as the consistency of the local digital
government strategy with the EIF
• Interoperability/re-use: this dimension deals with the ability of the
public administration to share information and knowledge with other
administration, by mean of the exchange of data between ICT
systems. For the purpose of the dashboard, interoperability entails
also re-use of software and service components
• Collaboration: this entails the involvement of users in the creation and
design of services, as well as the acceptance of trust services for
using the services provided by the public administration
• Skills: this dimension considers the acquisition of skills by the public
administration, by mean of training of civil servants, as well as by
mean of hiring managing personnel from private companies
• Monitoring: this final dimension deals with the monitoring activity
implemented by the public administration by mean of KPIs

Dimension Indicator
Policy Number of EU projects on digital government participated in the last 5
years
Policy Do you participate in international networks on digital government?
Policy Do you have a digital government strategy consistent with EIF?
Interoperability/re-use Do you make your base registries accessible to other public
administrations?
Interoperability/re-use Do you reuse software or service components in your service delivery to
citizens and business?
Interoperability/re-use Number of API provided to other administrations and to private
companies
Interoperability/re-use Number of third parties using the API
Interoperability/re-use Number of calls to API per month

Dimension Indicator
Collaboration Do you involve users in the design of services?
Collaboration Percentage of services (certificates, etc.) provided entirely digitally
Collaboration Do you accept the use of qualified trust services in line with the eIDAS
regulation?
Collaboration What % of transaction or users have used eIDAS complaint eID or how
many citizens have them?
Skills Did you bring in, in the last 5 years, personnel from the private sector in
management positions?
Skills Did you provide training on digital matters to at least 10% of your staff in
the last 3 years?
Monitoring Do you have KPIs to monitor digital government?
Monitoring Do your KPIs include uptake of online services?
Monitoring Do your KPIs include users’ co-creation?

Measuring the Impact of Digital Transformation
• Elaboration of a Digital Transformation framework: intervention logic
with input, description of a process and output
• Elaboration of a set of online services that mimic the implications of
the framework
• Assignment of users and RTC experiment in order to compare which
services are the most accepted by users

Thank you for your attention.
francesco.mureddu@lisboncouncil.net

Digital Transformation of Public Administration

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