echampionspptsslides

8/6/2019 eChampionspptsslides

1/42

eGovernment

Role and Challenges of CIO

Public Private Partnership (PPP) in

eGovernment

Examples of PPP

ConclusionKong Ban YipCountry Director NCSI Lanka &

DirectoreGovernment ConsultingNCS Pte Ltd

25th September 2006


2/42

Government Service Transformation

Online services is but a starting point to e-Government.

ee--Government isGovernment is

. e-Government is about improving and enhancing the way you work

it is about accountability to your people and the business

a transformation of the way the government serve ia transformation of the way the government serve its people.ts people.

a transformation to achievea transformation to achieve

Service Level Experience for its PeopleService Level Experience for its People


3/42

Copyright 1996 - 2006 NCS Pte. Ltd. All Rights Reserved.

B U S I N E S S S E R V I C E A R C H I T E C T U R E

I N F R A S T R U C T U R E A R C H I T E C T U R E

People Hub

EstablishmentHub

Land Hub

A P P L I C A T I O N A R C H I T E C T U R E

D e l i v e r y C h a n n e l s

In format ion

Bank

E N T E R P R I S E I T A R C H I T E C T U R E

Management

Nation- Wide ICT Infrastructure

E-Government Supporting Infrastructure

Government to Citizen Government to Business Government to Employees

I N F O R M A T I O N A R C H I T E C T U R E

Retrieval Analysis

eBillingeEducation

eMotoring eStatistics

eEmployment

eTaxFiling

eHealtheSERVICES

S e r v i c e O r i e n t e d P l a t f o r m

Education Transportation

Justice & Security Building

Utility

Environment

Employment

Social & Community

Government Shared Services

eProcurementHR Financial Gov Directory

Government Backend Services

S

T

A

K

E

H

O

L

D

E

R

T

RA

N

S

I

T

I

O

N

F

R

A

M

E

W

O

R

K

E

-

G

O

V

E

R

N

AN

C

E

F

R

A

M

EW

O

R

K

B

U

SIN

ESS

MA

N

A

GE

M

EN

T

TEC

H

N

ICA

L

STA

N

DA

R

D

S

Government Benefits

Healthcare

Define Value .Starting Right


4/42

ICT Channels in Sri Lanka

Telephone Main Lines (2004) 51 per 1000 people

Mobile Subscribers (2004) 114 per 1000 people

PCs (2004) 13 per 1000 people

Figures from WB


5/42

Focusing on eGovernment Implementation

eGovernment Policy

eGovernment Design

Project Concept

Project Execution

Project Maintenance


6/42

M A N A G E M E N TA N A G E M E N T

I M P L E M E N T A T I O NM P L E M E N T A T I O N

C O N T R O LO N T R O L

P O L I C YO L I C Y Establish IT Vision, Set Enterprise DirectionEstablish IT Vision, Set Enterprise Direction

Project Approval for large budget projects.Project Approval for large budget projects.

Establish/Approve IT Policy, Budgets, Goals, ObjectivesEstablish/Approve IT Policy, Budgets, Goals, Objectives

Develop & recommends IT resource policies / proceduresDevelop & recommends IT resource policies / procedures

Controls the implementation of the Policies/ProceduresControls the implementation of the Policies/Procedures

Govern the Architecture and Standards ProcessGovern the Architecture and Standards Process

Establish Agency Level Strategic Master PlanEstablish Agency Level Strategic Master Plan

Develop IT and Business StrategiesDevelop IT and Business Strategies

Adopt Recommendations from National LevelAdopt Recommendations from National Level Headed by CIO in respective AgencyHeaded by CIO in respective Agency

Manage the implementation of projects, policiesManage the implementation of projects, policies

J u d i c i a r yJ u d i c i a r y l e g i s l a t i v el e g i s l a t i v e

e-Governance Framework


7/42

M A N A G E M E N TA N A G E M E N T

I M P L E M E N T A T I O NM P L E M E N T A T I O N

C O N T R O LO N T R O L

P O L I C YO L I C Y

J u d i c i a r yJ u d i c i a r y l e g i s l a t i v el e g i s l a t i v e

NationalNational

LevelLevel

AgencyAgency

LevelLevel

Chief IT / DomainChief IT / Domain

ArchitectArchitect

EnterpriseEnterprise

Architecture & StandardsArchitecture & Standards

BoardBoard

AgencyAgencys IT Boards IT Board

(Business/Technical)(Business/Technical)AgencyAgencys IT Boards IT Board

(Business/Technical)(Business/Technical)

IT OfficersIT Officers IT OfficersIT Officers IT OfficersIT Officers IT OfficersIT Officers

AA

DD

VV

II

SS

OO

RR

YY

BB

OO

AA

RR

DD

ExecutiveExecutiveSteering Committee /CIOSteering Committee /CIO

NationalNational

Information Technology BoardInformation Technology Board

SponsorSponsor

e-Governance Framework


8/42

Driving eGovernment in Singapore

eGov Advisory Panel

InfocommDevelopment

Authority (IDA)

chaired by the Head of Civil Service

and comprises Permanent Secretaries

of Ministries ;

CIOs engaged to various ministries

chaired by the Head of Civil Service and

comprises representatives from private

and public sectors to help steer e-

Government effort

e-Gov Policy Comm.(e-GPC)


9/42

Challenges for Sri Lanka

Definition of Roles and Responsibilities ofStakeholders

Leadership

Awareness

Continuity

Project Implementation Procurement

Experience

Skills


10/42

Role of CIOs

Budgeting

ICT Planning

ICT Resourcing Procurement of Services

Setting Goal posts objectives and hence

requirements of projects Quality Control Project Reviews

Training

Maintenance

CIO R l d I t f


11/42

CIO Roles and Interfaces

CIO Office

SeniorMgmt

SME

Business Continuity

IT SecurityHR

HR Management

Competency Development

External Consultant

Enterprise

Architecture

Finance &ICT Budget

CIO, IT Director, CTO

EnterpriseArchitect

Quality& Audit

Budget

Planner

Business Management


12/42

CIO

Greaterbusiness demands

Increasingtechnical complexity

Expanding

internalcoordinationresponsibilities

Higher

externalcustomer

expectations

Driving Forces for CIO

CIO R l E i id th d


13/42

CIO Role Easier said than done

Beside developing technical expertise in information andtechnology management, CIO are also leaders inmanagement and organizational change

Serves as a critical member of senior management team

a trusted partner much like CFO, COO, etc. CIOs needed to professionally develop and implement

technology for an agency in a cost-effective way

Always a tension between centralized and decentralizedtechnology development; between centralized authorityversus business units need both!

CIOs must be trusted and skilled in working within theirorganizations to effect change therefore need supportof agency head and senior management team

Electronic Government requires inter-agency

collaboration and planning this is a new role for CIOs

NCS P j t M t


14/42

DefineScope

Resource

Schedule

Completion

Organise& Plan

Execute

Track

ManageSituation

Initiate Project

Execute Plan Control Activities

Anticipateproblems & take

preventive actions

Initiate Project

Execute Plan

Control Activities

Anticipateproblems & takepreventive actions

Monitor project

progress Periodic & regular

progress meetings

Anticipate problems& take preventiveactions

Periodic reports

Monitor projectprogress

Periodic & regularprogress meetings

Anticipate problems& take preventive

actions Periodic reports

Analyse problem &determine rootcause

Identify & takeadaptive actions

Analyse problem &

determine rootcause

Identify & takeadaptive actions

Organise Team

Define Roles &

Responsibilities Establish major

milestones

Assess risks &develop contingencyplans

Establish controlmechanism

Organise Team

Define Roles &Responsibilities

Establish majormilestones

Assess risks &develop contingency

plans Establish control

mechanism

NCS Project Management


15/42

Methodolog ies NCS QMS

Integrated suite ofpolicies, processes,methodologies, tools

& techniques

established fromindustry bestpractices

verified over 20

years of experiencein consulting andimplementing IT forour customers

tested framework

disciplined approach

Business Focus

Reliability &Scalability

Partnership

Project Management Methodologythe foundation of project delivery

provides framework and systematic approachto managing a project

to meet its intended objectives

N P bli P i t P t hi


16/42

Now on Public Private Partnership

Lets discuss the role of Private Sector ineGovernment

Government IT Budgets are Increasing


17/42

Government IT Budgets are Increasing

xxx

740

790

799

1,162

1,255

1,287

1,757

1,802

4,2895,718

6,209

11,247

505

668

591

1,033

1,001

9651,430

1,329

2,165

4,337

5,328

8,665

0 2,000 4,000 6,000 8,000 10,000 12,000

Indonesia

New Zealand

Thailand

Hong Kong

Singapore

Malaysia

Taiwan

Rest o f AP

India

South Korea

Australia

China

US$M

2009

2004

[ ] denotes CAGR 2004-2009

[5%]

[3%]

[6%][15%]

[6%]

[4%]

[6%]

[5%]

[2%]

[6%][3%]

[8%]

Source: GartnerSource: Gartner


18/42

PPP Models


19/42

Trends in Service Transformation


20/42

Trends in Service Transformation

Public Private Partnership in procurementand delivery of services

Public Service

Private Enterprise

Citizens and Businesses

Public Service Private Enterprise Citizens and Businesses

Public Private Partnership


21/42

Public Private Partnership

An agreement between the Governmentand a Private Company, to share on the

risk and rewards of a business ventureinvolving public services. In aneGovernment context, it means that atechnology vendor invests money in theproject in return for the chance to profit if it

is successful and will suffer if it fails

Why Private Partners?


22/42

Why Private Partners?

Innovation of Government processes

Bundling of Government services

Limitation of start up budget

Government procurement process

Technology

Service demands

PPPs Value Add


23/42

PPP s Value Add

Combines the advantages of both sectors social responsibility, environmental awareness and

public accountability of the public sector

finance, technology, managerial efficiency andentrepreneurial spirit and innovation skills of theprivate sector

Promotes the transfer of knowledge,know-how, management skills and newtechnologies.

Risk sharing and allocation to the partybest able to manage and mitigate

Whats in it for the Private Sector


24/42

What s in it for the Private Sector

Long Term Income

New Sectors, More services Business Transformation

More Activity

In eGovernment your Private


25/42

In eGovernment your Private

Partners could be.

Telcos

IT Service Providers

Equipment Lease Firms

Hardware Vendors

Business Process Outsourcing Firms

Financial Institutions

Conventional Procurement Model


26/42

Public Agency Design Contract

ImplementationContract

MaintenanceContract

Operations

Conventional Procurement Model

Design Company

ImplementationCompany

Maintenance Company

Design & Build Phase

Govt Finances Project

Govt buys this Asset

O & M PhaseGovt buys Maintenance Services

Govt Operates

GovernmentServices

PPP-DBFO Model


27/42

Public Agency

Service PurchaseAgreement

Special Purpose Vehicle

Equity InvestorDebt Provider

PPP DBFO Model

Buys Services

Delivers Services

Provides Financing

ImplementationCompany

MaintenanceCompany

Operationscompany

DesignCompany

GovernmentServices


28/42

Typically, the private sector PPP provider:

Raises financing from equity or debt providers Designs the facilities, equipment and work processes

that provide services to the public or the Government

Builds the facilities needed to meet the public sectorsrequirements

Operates and maintain all the facilities and equipmentneeded to deliver the required services

Identifies opportunities for the Government to share theuse of the facilities with other users to reduce the totalcost to the public sector eg. Registry of Companiesand Tax

Operates commercial facilities that can generate third-party revenue to reduce total project cost

Fee Based Funding


29/42

Private sector derive revenue fromproviding information and transactions

Revenue shared between private sectorand Government

Agency 1

POR

TAL

Commercial services

Agency 2

Fee Based Funding


30/42

www.onemotoring.com.sg


31/42

www.onemotoring.com.sg

Caters to Public and Businesses. Incorporates: Transactional services

Road Tax Fines and Fees Change of Vehicle Colour

etc Information services

Daily traffic information Information on import and keeping a vehicle in Singapore LTA publications Vehicle makes and scrap values Enquiries to LTA etc

Commercial services Car Insurance

Road maps Mobile alerts and enquiries

Integrated Land Information Services


32/42

Integrated Land Information Services

Full Service Delivery


33/42

Private Sector takes over Process Private Sector may take over assets and

people Service Contract

Utility based model Government set policy and desired

outcomes

u Se ce e e y

Full Service Delivery - Example


34/42

y p

Single Operating Environment(SOE) forthe Singapore Public Service

Standardised desktop operating environment,network operating environment andmessaging environment

Private Sector assumes ownership of assetsand software

Charge based on per user per month

Full Service Delivery - Example


35/42

y p

Project to offer Broadband access to over150000 end users

Design and Technology choice Network construction and gradual deployment

Connecting end users to the network

Network operations & administration

Network maintenance and enhancement

Main Risks


36/42

Design risk

Construction risk Availability risk

Role allocation between Private and Public Sector and


37/42

Public Tender PPP

LocalAuthority

PrivatePartner

LocalAuthority

PrivatePartner

Terms & Conditions Control X X

Performance Control X X

Network Design X X

Network Building X X

Network Funding X X

Operations network X X

Maintenance X X

Network enhancement X X

Risk Sharing

Results


38/42

Initial investment saving of 15% PPP faster deployment 6 years vs. 7 years PPP secures better maintenance : constant usage of the

network

PPP secures a better residual value at end of contract In PPP design costs 30% lower, construction and

operations cost 15% lower

Internal rate of return 14% for PPP vs. 6.5% for Publictender PPP costs less for the local authority

Equipment optimisation

Better service productivity & performance as operations issecured by private actor

Risks taken by private actor

Opportunities for PPP


39/42

Revisit eGovernment Framework : Infrastructure Outsourcing and

Operations Service Centres

Portals

Common Cross Ministry Applications

- Messaging

- Paymentetc

Issues to Consider


40/42

Review national policies, legislative andinstitutional framework

Ensure Probity and Accountability Treatment of Intellectual Property

Build Skills and Expertise Open, ongoing discussions and

information sharing among partners Cost of Submitting Proposals

Conclusion


41/42

PPPs can and should be Win-Win

But there are pitfalls Government needs to be committed and

have perspective Private Sector needs to be committed and

selective


42/42

[email protected]

echampionspptsslides

Documents