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Transcript of Arabe Gov
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Establishing and Managing E-Government Partnerships
OECD Good Governance for Development in Arab Countries
Tunis, TunisiaMay 28-29, 2008
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Public-Private Partnership Continuum
FM LOB
SmartBUY
HR LOB
Alliance / ConsortiaContractors Public / PrivateCompetitions
Purchase Agreements
Oversight Model Partnership Model
• Direct oversight• Contracts award
consistent with Federal Acquisition Policy
• Contracts adhere to government-defined requirements
• Software Managed and Acquired on the Right Terms (SMART Buy)
• Government-wide mandatory contracts
• Pre-negotiated lowest price
• Leverages bulk-buying of US Government
• Streamlined procurement access to software vendors
• Public – Private partnerships
• Private sector gains access to new customers
• Public sector gains improved services at low/no cost or capital investment
• Private sector leverages commercial service offerings
• Risk/Reward balance
• Public – Private Competitions
• Selections made from qualified providers (Public and Private)
• Governed through regulation, OMB Circular A-76 (partial)
Privatization
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Additional Public-Private Partnership Tools
SS E-Government Act of 2002
“Implementation Guidance for theE-Government Act of 2002”
www.egov.gov
• Contract under which a contractor provides solutions for:
1. Improving the agency's mission-related or administrative processes
2. Accelerating the achievement of agency missions
• Agency pays the contractor an amount equal to a portion of the savings derived by the agency from:
1. Improvements in mission-related or administrative processes resulting from solution implementation
2. Acceleration of achievement of agency missions
• An employee of a private sector organization assigned to an agency under the E-Gov Act is deemed, during the period of the assignment, to be on detail to the agency.
• The supervision of an employee of a private sector organization assigned to an agency under the E-Gov Act may be governed by agreement between the agency and the private sector organization concerned.
The employee:• may continue to receive pay and
benefits from the private sector organization from which he is assigned;
• is deemed to be an employee of the agency;
• may not access trade secrets or any other nonpublic information which is of commercial value to the private sector organization from which assigned
Share-In-Savings IT Exchange Program
E-Gov Act of 2002: Chapter 37Section 210, 2332, 317
E-Gov Act of 2002: Chapter 37Section 3703, 3704
Share-In-Savings & IT Exchange Programs
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Public-Private Competition: Overall Benefits
Government-Wide Benefits (FY03-07)
Cumulative estimated net savings surpassed $7 billion
Annualized expected savings exceeded $1 billion
Improved efficiency of agency operations (even when private sector provider not selected)
The benefits of public-private competitions are compelling and apply across a variety of functional areas…
Breakout by type of Competition
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Selected Agency Benefits of Competition
Reduced cyber risk and reduction in IT redundancies through consolidation of seven authentication domains, 17 separate messaging systems, and migration of desktop computers to a common operating environment. (Department of Energy)Enhanced IT security through the installation of encryption software on agency laptops (Environmental Protection Agency)Strengthened operational efficiency of enterprise application, customer service, accounting, and visual service support activities through better use of technology (Health and Human Services)More efficient and standardized Web site development operations through the migration of performance responsibilities from program offices to the Office of the Chief Information Officer (Department of Justice)Improved performance of IT functions through the realignment of human capital to match qualified employees to each position (Department of Justice)Realized greater economies of scale and reduced redundant IT activities by consolidating program facilities from 46 locations to one (Veterans Affairs)Increased cyber-security through the integration of three mainframe IT environments (Office of Personnel Management)
Numerous examples at the agency as to how competition is benefiting agency use of Information Technology…
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Administrative Case for Partnering:Lines of Business (LoB)
LoB DME Spending - FY2008
FHA5%
Other89%
FM3%
Case1%
HR2%
LoB DME Spending - FY2009
HR2%
Case1%
FM4%
Other88%
FHA6%
Line of Business DME FY08 DME FY09Financial Management (FM) 856$ 889$ Human Resources Management (HR) 508$ 442$ Case Management (Case) 128$ 149$ Grants Management (Grants)* - -Federal Health Architecture (FHA) 1,211$ 1,523$ Information System Security (ISS)* - -Other 22,649$ 21,993$ Total 25,352$ 24,995$ * - Investments in these lines of business represent "Horizonal (Cross-cutting) LoBs"
($ millions)
As common, government-wide functions, Line of Business can benefit especially from public-private partnerships & competition…
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Human Resources Management Line of Business
Federal Providers
Approved Service Approved Service CentersCenters
Department of AgricultureDepartment of the InteriorDepartment of the TreasuryDepartment of Health and Human ServicesDepartment of Defense
Service CoverageService Coverage
16 departments and large agencies serviced by a Federal Shared Service Center (SSC) 77 small entities (boards, commissions, etc.) serviced by a Federal SSC
The Human Resources Management LoB continues to make progress in standardizing and consolidating IT systems, business processes and interoperable HR solutions…
Private ProvidersCompetitively Awarded Vendors:
Accenture Allied Technology Group Carahsoft Technology IBM
Private providers will compete with Federal SSCs as agency HR legacy systems fulfill their lifecycle and migrate to a SSC
85% of Federal Employees are serviced through SSC solutions as of Q1 FY 200868% of Scorecard agencies are using Shared Service Center (SSC) solutionsDoL selected DoI as a SSC after a public-private competition – potentially saving half on annually-recurring costsHUD avoided spending $15-$18M over six years with its modernization by migrating to Treasury. Instead HUD spent less than $1M and only took 6 months to migrate
Progress to DateProgress to Date HR LOB / Enterprise Architecture (EA)HR LOB / Enterprise Architecture (EA)The HR LOB EA was leveraged to develop the HR LOB Target Requirements for SSCs, the first-ever government wide set of HR requirements. Target Requirements:
define HR business standards for the Federal Government,describe the role of the SSCs in the HR process and provide specifications for delivery of services and solutions, andform the basis of an agency’s SSC selection decision
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Financial Management Line of Business
Federal Providers
Designated Service Designated Service CentersCenters
General Services AdministrationDepartment of the InteriorDepartment of the TreasuryDepartment of Transportation
Service CoverageService Coverage6 CFO agencies or agency components are operating on Federal Shared Service Providers (SSPs)84 small agencies are operating on Federal SSPs
Private ProvidersThere are approximately 5-7 commercial entities supporting Federal agencies with the following software packages:
Peoplesoft SAP, Oracle, Savantage (FFMS), Momentum Financials, Integrated Financial Management Information System (IFMIS), iCore, mySAP, Altimate
Agencies planning to assess commercial services: Department of AgricultureDepartment of Housing and Urban DevelopmentDepartment of LaborSmall Business Administration
Collecting standardized Financial systems performance metrics from 24 CFO agenciesRevised and updated the Inventory of Government Core Financial Systems Established and continue to enrich a lexicon to normalize the terminology in the Federal Financial Management Community Initiated data harmonization effort for financial dataBegan creation of a standardized segment architecture for Federal Financial ManagementDeveloped standardized credit card data requirements for Financial Management systemsDefined the standardized financial systems business processes for payment processing, receivables and funds managementEstablished Common Government wide Accounting Code (CGAC) for all agency use
Current Status / Recent ProgressCurrent Status / Recent Progress
The Financial Management LoB continues to make progress in standardizing and consolidating IT systems and business processes…
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• Optimization requires investments• Desktop and help desk tools• Standardization of desktop management
processes• Establish common desktop environment
• Closer monitoring and governance of outsourcing
• Centralization where possible• Establish continuous improvement program• Measuring Progress over time
IT Infrastructure Line of BusinessSignificant cost savings can be generated through consolidation and standardization… a benchmarking based approaches leverages private sector best practices
DataCenters
IT Help Desks
Desktop/SeatManagement
Data/VoiceNetworks
Telecommunications
ObservationsObservations CautionsCautions• The Lowest Cost Provider may not be
optimal for meeting an agency’s mission and performance requirements
• Avoid static, long-term contracts
• Avoid independent, autonomous IT organizations
Third Factor – Risk - An example of a program where performance requirements and cost may be higher in order to lower
risk would be in our nation’s critical infrastructure.
Results - the cost and performance of Federal agencies IT infrastructures are comparable to peers in the private sector.
• Complete benchmarking studies for both telecommunications and data centers.• Complete agency five-year optimization plans by the end of March.• Conduct interagency reviews of all optimization plans.• Issue government-wide report from five-year plans in May that:
• Identifies common themes across the 23 agencies• Leads to development of government-wide communities of practice to foster cooperation among agencies• Target five observation areas identified (above)
Next StepsNext Steps
Benchmarking StudyBenchmarking Study
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ITI LoB Common Solutions
This allows a department/agency to make reasoned and analytically-derived choices among the common solution tools as well as which infrastructure areas to prioritize to achieve the goals established.
The ITI LoB approach achieves a strong degree of goal clarity and accountability for the results.
• Agencies determine own optimization strategies –may use: Shared Service Centers/Public-Private Partnerships, IT Infrastructure Library (ITIL), Capability Maturity Model (CMM), SMART Buy, consolidation, etc.
• ITI LoB is assisting agencies to share proven practices, lessons learned.
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Keys to Success
Governance
Transparency > Clarity > Accountability > Results
Defined Competition Frameworks
The keys to success are much the same as those that apply to public only efforts…
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Keys to Success – Governance
Improve Mission Performance
Increase Resource Alignment on Core Mission Activities
Realize Cost and Operational Efficiencies
Achieve Equal or Better Service Delivery
Increase Value to Citizens & Agency Stakeholders
Drive Transformation
Clear governance models – outlining roles and responsibilities – are required regardless of the players (public or private) involved
Governance Board
Advisory Board or Various Working
Groups/Sub-committees
InitiativePMO
• Strategic/ Major Decisions
• Authorize Funding/Agreements
• Program Oversight• Partner Resource Support• Help guide project direction• Project and budget planning• Tactical decision support• Program implementation• Performance measurement• Provide work products to facilitate the success of the initiative
• Daily oversight of project • Management schedule• Track/Report progress• Manage cross-project issues and risks• Establish work teams• Allocate resources across teams• Leverage best practices• Support implementation
Service Providers(public or private)
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Keys to Success – Transparency / Accountability
Implementation Plans
Performance Metrics
Earned Value ManagementMonthy Burn Rate ($)
$40,000
$50,000
$60,000
$70,000
$80,000
6-Jan
13-Ja
n20
-Jan
27-Ja
n3-F
eb10
-Feb
17-F
eb24
-Feb
3-Mar
10-M
ar17
-Mar
24-M
ar31
-Mar
7-Apr
14-A
pr21
-Apr
28-A
pr5-M
ay12
-May
19-M
ay26
-May
2-Jun
Service Level Agreements
Service Category
Metric Name
Metric Description Formula/ Calculation
Performance Category
Metric Interval Expected Service Level Objective (SLO)
IT Infrastructure Hosting and Administration
System Availability
Hours system is available, expressed as a proportion of hours the system is contractually obligated to be available.
Available hours / Obligated hours * 100
Time Monthly − 99% − Penalty =
expected SLO minus actual SLO (e.g. if actual SLO is 96%, a 3% penalty will be imposed).
PLEASE REFER TO SECTION 2.7 AND 2.8 OF THE MIGRATION PLANNIGN GUIDANCE DOCUMENT FOR POTENTIAL PERFORMANCE METRICS. NOTE THAT NOT ALL PERFORMANCE METRICS LISTED IN SECTION 2.7 AND 2.8 ARE APPLICABLE TO THE SLA.
•• Frequent and Open Frequent and Open CommunicationsCommunications
•• Relationships at All LevelsRelationships at All Levels
•• Shared Definitions of Shared Definitions of SuccessSuccess
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Keys to Success – Competition Frameworks
Key Framework ComponentsRequest For Proposal (RFP) TemplatesDue Diligence ChecklistsService Level Agreement (SLA) TemplatesPerformance Measurement ProcessesAppropriate contract structure: Firm-Fixed Price vs. Time & Materials
FRAMEWORK: Financial Management Line of Business (FM LoB)Issued by Federal Systems Integration Office (FSIO)http://www.fsio.gov/fsio/fsiodata/fsio_fmlob_mpg_v1.shtml
FRAMEWORK: Human Resources Management Line Business (HR LoB)Issued by the HR LoB through the Office of Personnel Management (OPM)http://www.opm.gov/egov/documents/MPG/index.asp
Clear guidance and well-define competitive frameworks foster full and open competitions focused on results…
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FY 2006 - 2008 Focus
FY 2006 and Prior
E-Government Initiatives: Adoption Focus
LoB Framework EstablishedE-Gov InitiativesFederal Enterprise ArchitecturePresident’s Management Agenda
LoB Migrations – Public/Private CompetitionsUtilization and Adoption of E-Gov InitiativesDevelopment of Self-Sustaining Business Models (e.g., Fee For Service)
Cost-savingsImproved Mission PerformanceGovernment-wide Adoption/Implementation
In progressNot Started Complete
FY 2008 - Beyond Focus
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Questions
For additional information, please visit www.egov.gov
Tim YoungDeputy AdministratorOffice of E-Government & Information TechnologyOffice of Management and Budget725 17th Street NWWashington DC [email protected]
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Appendix: FY 2009 Resources
REFERENCE LINK
The President’s Budget Fiscal Year 2009 www.budget.gov
Analytical Perspectives Volume (Crosscutting Programs, Chapter 9: Integrating Services with Technology)
www.whitehouse.gov/omb/budget/fy2009/pdf/apers/crosscutting.pdf
Table 9-1: Effectiveness of Agencies’ IT Management and E-Gov Processes www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_1.pdf
Table 9-2: Management Guidance www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_2.pdf
Table 9-3: Management Watch List for FY2008 www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_3.pdf
Table 9-4: High Risk IT Project List www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_4.pdf
Table 9-5: Agencies with Investments on the Management Watch List www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_5.pdf
Table 9-6: FY2009 Exhibit 300 Evaluation Criteria www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_6.pdf
Table 9-7 Comparison of the Management Watch List by Fiscal Year www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_7.pdf
Table 9-8: Number of Recurring Investments on the Management Watch List www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_8.pdf
Table 9-9 Lines of Business (LoB) Update www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_9.pdf
Table 9-10: Status of E-Government Initiatives www.whitehouse.gov/omb/budget/fy2009/pdf/ap_cd_rom/9_10.pdf
Report on Information Technology (IT) Spending for the Federal Government www.whitehouse.gov/omb/budget/fy2009/sheets/itspending.xls
Egov.gov: The Official Website of the President’s Electronic Government Initiative www.egov.gov
Results.gov www.results.gov
ExpectMore.gov www.expectmore.gov
For more information, please visit the following online resources