e-government: using it to transform
DESCRIPTION
TRANSCRIPT
1
E-government: Using IT To Transform The
Effectiveness And Efficiency Of Government
June 15, 2005
Hon. Mark A. Forman
Former U.S. Administrator,
E-Government & Information
Technology
202-533-4003
2
2001: The President’s Management Agenda Initiated As A New Approach to Fixing Federal Government Management
Few gains are
possible without
today’s IT
•An integrated approach to improving organization effectiveness (HR, FM, Sourcing, E-Government, Performance Metrics Used in Resource Decisions)
•The focus was making government more responsive to its customers – U.S. citizens
3
Leaders Realize that Policy without
Execution is meaningless
When Does IT Matter?
Strategic Opportunity Road mapping
e-Government/ e-Business Architecture
Business Planning & Design
High Quality Development & Deployment Practices (IT & Management of Change)
Management Approach
(Policy & Structure)
• Compelling Need for Change• Role of IT Recognized by Leaders
• Executives Steer Change
Governance Model
4
The Expanding E-Government Strategy
The Vision: an order of magnitude improvement in the federal government’s value to the citizen; with decisions in minutes or hours, not weeks or months.
E-Government Definition: the use of digital technologies to transform government operations in order to improve effectiveness, efficiency, and service delivery.
The Principles: Citizen-Centered, Results-Oriented, Market-based Integral component of President’s Management Agenda Simplify and Unify
5
Key Elements Of The IT Agenda During My Tenure
• Driving results & productivity growth: IT and management reform investments that create an order of magnitude improvement in value to the citizen, especially homeland security info sharing and knowledge flow
• IT Cost Controls: Consolidation of redundant and overlapping investments, Enterprise Licensing, Fixing cost overruns, Competing away excess IT Services charges
• E-Gov Act implementation: Government wide architecture governance, including web-based strategies for improving access to high quality information and services
• Cyber Security: Desktop, data, applications, networks, threat and vulnerability focused, business continuity, privacy protection
• IT workforce: Conduct training and recruitment to obtain project management skills, strategic CIO staff, and architects that have a Passion for Solutions
6
Key Results
• Customer Focus for the government
• Smarter Use of IT, and alignment to organization performance
• Consolidation of redundant and overlapping investments
• Better management of IT acquisitions (Enterprise Licensing, Fixing cost overruns, Competing away excess IT Services charges)
• Governance Structure and Processes
• Cyber Security
7
The Governance Process Leads to the Top: Agency Progress Is Graded Quarterly
• Agency E-government Progress− Modernization Blueprint
-- Enterprise Architecture
− Business Cases -- Capital Planning and Investment Control
− IT Program Management
− IT Security
• Agency is a Solution Partner in Multi-agency E-Government Initiatives (3 of 4 Citizen-centered groups)
www.egov.gov and www.results.gov
8
IT Reform Is About Modernization -- How Technology Is Used To Improve Government• Primary issue is how fast it takes government to
respond − To operate effectively and efficiently− To change with events, − Just like companies facing market pressures
except people die when government moves too slowly
• ROIs should rarely be monetary for government,− Reflect policy objectives − Exceptions: IRS, administration, erroneous
payments, etc
• No commercial organization has accomplished performance-based IT on magnitude of government (PART, CPIC and FEA)
9
The Chronic Problems of the 1990s: What We Found When We Took Office
Paving Cow paths: Agencies automated management problems, instead of leveraging e-business to fix them
Redundant Buying: Multiple agencies bought the same item, instead driving economies of scale or creating one-stop points of service
Program Management: Few delivered on time, on budget
Poor Modernization Blueprints: Few agencies had a business-driven enterprise architecture, a roadmap that showed what IT investments will be used to better improve performance
Islands of Automation:
− Citizens had to deal with multiple agencies (22,000 websites) to get service, instead of a single point of service website or call center
− Agencies could not easily collaborate for key missions like Homeland Security
Poor Cyber Security: IT security was seen as an IT or funding issue, instead of agency management issue
10
Lesson Learned: E-Government Strategy Must Focus on Unifying and Simplifying Government for Citizens
Individuals: easy to find one-stop-shops for citizens -- creating single points of easy entry to access high quality government services.
Businesses: reduce burden on businesses through use of Internet protocols, un-complicating interactions, and consolidating myriad redundant reporting requirements.
Intergovernmental: make it easier for states and localities to meet reporting requirements, while enabling better performance measurement and results, especially for grants.
Internal efficiency and effectiveness: reduce costs for federal government administration by using best practices in areas such as supply chain management, financial management, and knowledge management.
11
Government to Citizen
Government to Government Internal Effectiveness and Efficiency
1. USA Service 2. Free File 3. Online Access for Loans 4. Recreation One Stop5. GovBenefits
1. e-Vital2. e-Grants3. Disaster Management4. Geospatial Information One Stop 5. Project SAFECOM
1. e-Training 2. Recruitment One Stop3. Enterprise HR Integration (includes e-Clearance)4. e-Travel 5. Integrated Acquisition6. e-Records Management7. Payroll Processing
Managing Partner
OPMOPMOPM
GSAGSANARAOPM
Managing Partner
SSAHHSFEMADOI
FEMA
Managing Partner
GSATREASDoEdDOILabor
Government to Business1. Federal Asset Sales2. Online Rulemaking Management3. Expanded Electronic Tax Products4. Consolidated Health Informatics 5. Business Compliance One Stop6. International Trade Process
Streamlining
Managing PartnerGSAEPATreasHHSSBADOC
E-Authentication
Lesson Learned: Citizen-centered Initiatives can work, but No Magic Formula Exists
12
Lesson Learned: A business-focused framework is Required for Cross-agency Improvements
• The Federal Enterprise Architecture (FEA) provided OMB and Federal agencies with a new way of describing, analyzing, and improving the Federal Government and its ability to serve the citizen
• The FEA enabled a means of developing options across the organizational obstacles that have historically hindered improvement without forcing reorganization
• The FEA is a business-focused approach and is not just for IT
• The FEA provided a common framework for improving a variety of key areas
13
The Federal Enterprise Architecture Provides the Framework for Transformation
Business Reference Model (BRM)• Lines of Business• Agencies, Customers, Partners
Service Component Reference Model (SRM)• Capabilities and Functionality• Services and Access Channels
Technical Reference Model (TRM)• IT Services• Standards
Data Reference Model (DRM)• Business-focused data standardization • Cross-Agency Information exchanges
Bu
sin
ess-D
riven
Ap
pro
ach
Performance Reference Model (PRM)
• Government-wide Performance Measures & Outcomes• Line of Business-Specific Performance Measures & Outcomes
Federal Enterprise Architecture (FEA)C
om
pon
en
t-Based
Arc
hite
ctu
re
www.feapmo.gov
14
Business Cases Drive Performance Improvement
Agency’s IT Budget
Submission
Business Cases
Clear Performanc
e Gap IT will
address?
Should the Federal
Government perform
this function?
Support the PMA and is
it collaborativ
e?
Part of the Modernization
Blueprint?
Clear performance
goals and measures tied to the business?
3 Viable Alternatives for closing
the performance
gap?
Performance Based
Acquisition and
Contracts?
Yes Yes
Yes Yes Yes Yes
Strong Risk Management
Plan?
Project Management
Plan with milestones?
Addresses Security and
Privacy?
Life-Cycle Costs are well planned and appropriate?
Yes
Yes Yes Yes Yes $
15
The FEA and IT Capital Planning processes are tools for leveraging opportunities
• Through the Federal Enterprise Architecture, agencies characterize each of their IT investments by:− The business line the investment supports,− The performance the agency seeks to achieve,
and− The components and supporting technology that
comprise the investment
• OMB, Federal CIO Council, and agencies work together through the budget process to analyze the Federal IT portfolio to:− Improve mission achievement and customer
service− Reduce costs through elimination of redundant IT
investments− Create IT Portfolios around Lines of Business and
customers− Share and re-use business and service
components− Identify data sharing opportunities across
agency-boundaries
16
2004 President’s Budget Federal IT Investment Portfolio
(dollars in billions)
$4.7 (IT Security is included in the
Mission Area and Office
Auto/Infrastructure)
$37$21
$1
Mission Area Projects
Office Automation/Infrastructure
Enterprise Architecture IT Security
500+ projects have good business cases; over 750 projects ($21 Bn) “At-
risk” requiring business case enhancements
• Better project management• Integration with the Modernization Blueprint• Satisfy the security criterion • Link the investment to agency strategic goals and provide performance objectives• Adequately address the risks
17
Progress As Of Late Summer 2003
Government wide 23 of 24 projects deployed key components; 6
new LOB Consolidation projects initiated #4 for G2B websites in January, #6 G2C IT governance: FEA, business case and A-11 Firstgov: 3 clicks to service, Harvard Innovation
in Government Award; one of Yahoo’s 50 Most Incredibly Useful Websites; over 500% increase 37M users
Office of Citizen Services Free Tax Filing for at least 60%, made easy
with trust; 2.7 M filers Govbenefits.gov: (USA Today Hot Site)
uncomplicates the welfare bureaucracy; find services in minutes versus days
Regulations.gov: GAO says easy to find, read and comment on proposed regs vs. redundant agency sites(over 600,000 visits in first week)
Golearn.gov: provides training for pennies per student to about 45,000 feds in first six months, over 45 M visitors
Recreation.gov: v2 with clickable map E-Payroll: Consolidation to two winning teams
from 22 providers E-Gov Act Signed; Administrator and Office fully
operational Geodata.gov web accessible GIS & tool enables
sharing and broad re-use of multi-billion investments in map tools and data
Within Agencies
VA, Energy, Education advanced to yellow in status; NSF to green
All but 7 agencies making significant progress in addressing chronic problems and joining in citizen-centered E-gov Solutions
Some Examples Navy e-business Office Energy, VA, and Justice have elevated CIO
role, to drive change and results VA-DOD integrated patient medical
records to provide seamless service to veterans
Education performance based data management initiative to streamline data collection burdens and eliminate redundancy
Energy Department terminates BMIS and creates I-MANAGE to integrate disparate HR, FM, procurement, facilities management, and budgeting systems
GISRA baselines and Plans of Action and Milestones are used to define and track security improvements
50%-100% improvement in key areas of IT security; but considerable work remains
18
What Benefits Are we Seeing From E-Government
• Responsiveness and Service Orientation In Government to Citizen and Government to Business Interactions− Proof Point: The Internet is the predominant way
Americans interact with their government− Proof Point: Decision making times reducing
• Widespread politician understanding of business process integration− Proof Point: common use of concepts such as
simplifying government, performance measures, information sharing, government on-line, IT security
− Proof Point: Increasing use of electronics in democratic institutions (esp. elections, policy and rule making, campaigns)
19
How And Why We Got Traction1. Focus on results that matter to the customer, not
technology
-- E-Gov is about the business of government, not websites
-- IT is enabler, but also a barrier to reform if not brought under control and focused from citizen (vs. agency perspective)
2. Management reform must go beyond IT, to address organization and resource management effectiveness
-- Presidential Focus/Cabinet accountable for progress, graded by scorecard
-- E-government reflects IT’s role in modernization, especially use of knowledgeable teams that replace outdated organization structures (incompetent hierarchies and islands of automation)
3. Key Elements of IT Management are world class
-- Business cases and portfolios for treating IT as an investment
-- Performance focused, business driven architecture that links IT components to results
-- IT security
20
Example: One-Stop Portal
21
Example: Re-working the Delivery Channel
22
A Vision Of The Future: The Emerging Government Workers Will Rely on Resource Management Tools
File Shares
Tracking DB
Document Library
Team Web Site
Partner Web Site
3rd Party Web Sites
Enterprise Data Integration
Online Toolkit Portal Software with
access to email, Workflow tools,
Security/Access/PKI, and Advanced KM tools
Legacy LOB Apps
Enterprise Apps (ERP,
etc)
Don’t worry.
I have everything I need to help
you.
Help! I’m lost in a maze.
23
Today’s IT-related ChallengesRedundant, customized applications drive spending beyond need, while limiting agility and ability to collaborate.
Data and storage management are increasingly complicated and expensive, yet employees are awash in data, unable to share, and missing key information when needed.
Compute resources are bought for each major application and are under-utilized.What is the real binding constraint on agility?
Do infrastructure and other IT investments lock-out the ability to integrate information and business processes across businesses?
24
Commoditization of hardware
(esp. Intel servers)
Commoditization of business applications
(App servers, ERP, SCM)
Commoditization of OS and Runtime
Components
Service oriented architecture and
widespread adoption of integrating standards (XML,
SOAP, etc.)
Breadth of connectivity
options
New Opportunities Arising for Collaboration, Cost Reduction, and Acceleration of Deployment
25
Business
ApplicationsInfrastructure
Fact: A survey of nearly 1,000 CIOs shows that developing and managing a flexible and
efficient infrastructure are their top technology priorities.
Gartner: IT Infrastructure Matters: A real-time infrastructure and service-oriented application architecture are necessary for a
business to remain competitive in the future.
Operationally aware applications
Virtualization, automation
SODAPolicy-based management
Business, Applications and InfrastructureThe Walls Are Coming Down
26
Implications for Private-Public Cooperation• Government adoption and promotion of
commercially used standards for data exchange, telecommunications, web services (government cant fall behind business or force business to lag)
• Sourcing Aligns with Speed to Deployment− Large internal development organizations are no
longer sustainable− Applications are increasingly available as
components− IT is becoming a service
• Government workforce skills shift to IT Strategy, Architecture, and project/change management
27
So, What are the Implications for Developing Countries1. Focus On The Business Of Government
• Policy-related Measures Of Success, Plus Cycle Time• Comprehensive (Process, Organization Structure, Skills
And Capabilities, Management Of Change, And Technology)
• Greatest Opportunities May Be Inside The Bureaucracy
2. Leaders Are Required: • Change Agents, Proponents, And Champions• CIO Who Knows How To Position Initiatives And Coach
3. Infrastructure Aligned To Users:• Identity Management• Interaction On Customers Terms
4. Consolidation Or Creation Choices Should Be Made On Basis Of Enterprise Architecture Analysis
5. Governance In The Digital Age Is About Transparency And Service