ICEGOV 2009 – eLeadership Tutorial

Visions and Challenges for Leading Visions and Challenges for Leading Public Sector Transformation for the

Information Age

Elsa EstevezU.N. University, Macao

Jean-Pierre AuffretInternational Academy of CIO, USA

Contents

� Motivation for eLeadership and CIOs� CIOs and Government Institutional Frameworks� CIOs in Government – Roles and Potential� National Legislation and Policies to Promote � National Legislation and Policies to Promote

eLeadership� Developing a CIO System� Guide Posts for Facilitating eLeadership in

Government � International Collaboration for Developing

eLeadership in Government

Motivation for eLeadership and CIOs

ICTs Strategic Role

“After many years of rapid growth and demonstration of its tangible benefits, ICT is now accorded a “strate gic” role in most economies. This prominence is bringin g a greater level of scrutiny of technology infrastruct ure from various sections of society, as well as from various sections of society, as well as international organizations. Ereadiness will advanc e, but governments should take care to ensure that the ir countries’ digital development proceeds in harmony with their social, economic and political objective s.” -Economist Intelligence Unit in “eReadiness Rankings 2009 – The Usage Imperative”

eGovernment

“eGovernment is about using the tools and systems made possible by Information and Communication Technologies (ICT) to provide better public servic es to citizens and businesses. ICTs are already widely us ed by government bodies, just as in enterprises, but eGovernment involves much more than just the tools. eGovernment involves much more than just the tools. Effective eGovernment also involves rethinking organizations and processes, and changing behavior s o that public services are delivered more efficiently to the people that need to use them. Implemented well, eGovernment enables all citizens, enterprises and organizations to carry out their business with government more easily, more quickly and at lower cost.” - European Union

ICTs Strategic Role

� IT is integral to organizational strategy - but is also a key part of organizational day to day operations.

� IT is transformational – but also enables organizations to provide existing services organizations to provide existing services better.

� IT is specialized, but has broad impact.

Good IT Leadership is GoodExecutive Leadership

Source: OpenSourceCommunity.orgSource: OpenSourceCommunity.org

Hon. Mutahi Kagwe, MP and Minister for Information and Communication

SSource: The Guardian February 2008ource: The Guardian February 2008

The IT Challenge –New Technology

(Apple)

�

The IT Challenge –

New Technology

The IT Challenge –Improving Service

and Operations (Walmart)

Sao Paulo Timesaver

Sao Paulo Timesaver

� Sao Paulo is one of the five largest cities in the world and has rapidly grown from population of approximately 3 million in 1960 to over 10 million today. today.

� Licenses, permits and public services have traditionally been provided by different governments (local, state and national), different government agencies and in different locations.

Rankings, Indices and Stages

� ICT eReadiness Rankings (Economist)� Connectivity and

infrastructure (20%)� Business environment � Business environment

(15%)� Consumer and business

adoption (25%)� Legal and policy

environment (10%)� Social and cultural

environment (15%)� Government policy and

vision (15%)

� eGovernment Web Measure Index (U.N.)

�Stage I - Emerging

�Stage II - Enhanced

�Stage III - Interactive

�Stage IV - Transactional

�Stage V - Connected

Rankings, Indices and Stages

� eGovernmentReadiness Index (U.N.) � Composite comprised of

web measure index, telecommunications infrastructure index and

� ICT Development Index (ITU) � Based on three

categories of factors –access, usage and skills.

� eGovernment Rankings (Waseda University)

�Based on 28 factors including network preparedness, national portal and CIO in government

infrastructure index and human capital index.

�

Barriers and Challenges for Successful eGovernment - OECD

� Legislative and regulatory� Budgetary frameworks� Planning for technological change� Digital divide� Digital divide� Developing a roadmap for new technologies� Human capacity development� Fostering leadership for eGovernment � Public private partnerships� Cross agency coordination

CIOs and eGovernment Institutional Frameworks

National ICT Policy Framework

Source: UNCTAD - Promoting Growth and Development through ICTs (2006)

National ICT Plans in Developing and Transition

Countries 2006

No information availableCountry in the process of developing a national ICT StrategyCountry with a national ICT Strategy

Source: UNCTAD - Promoting Growth and Development through ICTs (2006)

� ICT infrastructure & access� Access to & use of ICTs by households and individuals

ICT environment ICT policy framework

� Objectives and priority areas & strategic approach

� ICT infrastructure development � Legal and regulatory framework � ICT human resources/skills Business development

Implementation &Institutional framework

� Integration of ICT policies in national development plans /PRSP

� Institutional setup for implementation of ICT plan

Tra

nspa

rent

and

con

tinuo

us c

onsu

ltatio

n pr

oces

s w

ith a

ll st

akeh

olde

rs

Assessment of existing ICT master plan

ICT uptake and use indicators

UNCTAD ICT Policy Review Model Framework

households and individuals� Use of ICTs by businesses� ICT sector and trade in ICT goods

� Other ICT indicators

� Business development� ICT-related trade & investment policies

� E-government� Technological innovation (R&D)

implementation of ICT plan� Policy coordination � Financial resources� Monitoring and evaluation

Policy recommendations

Tra

nspa

rent

and

con

tinuo

us c

onsu

ltatio

n pr

oces

s w

ith a

ll st

akeh

olde

rs

Revised ICT master plan/policies

Indicators of achievement – identification of success factors, best practices, lessons learnt and challenges ahead

Source: UNCTAD - Promoting Growth and Development through ICTs (2006)

eGovernment Institutions OECD Countries (Christian

Vegez, OECD, 2006)

←More administrative control More political control →

1 2 3 4 5 6

Ministry with specific responsibility for IT

Ministry of Finance 1

Ministry of Interior/ Public Administration 2

Ministerial board or shared ministerial responsibility

Unit/group created by or in executive office

Minister within executive office

responsibility

BelgiumCzech RepublicItaly 3

Poland

AustraliaCanadaFinland IrelandSweden

GermanyGreeceLuxembourgMexicoThe NetherlandsNew ZealandNorwaySpain

DenmarkJapanKoreaSwitzerlandSlovakia

AustriaFranceHungaryIcelandTurkeyUnited KingdomUnited States*

Portugal

1. Have shared budget/finance and public administra tion portfolios. 2. Interior (Germany, Greece). Public Administratio n (Luxembourg, Mexico, Netherlands, New Zealand, Sp ain, Norway), 3. The Italian Ministry of Innovation and Technolog y shares some e-government responsibility with the Ministry of Public Administration.Source : OECD country reports (February 2004), updated throu gh end-2004.

eGovernment Institutions –Another View

CIOs in Government – Roles and Potential

The Ideal CIO

� What do CIO’s do?� - Lead, Motivate, Build, Manage, Coordinate, Connect,

Plan, Structure

The Ideal CIO

� U.S. Federal CIO Council -Core CIO Competencies� 1.0 - Policy and

Organization� 2.0 - Leadership and

Management

� CIO Executive Council -Future State CIO C-Level Competencies� Results Orientation� People and Organizational

Development� 3.0 - Process and Change

Management� 4.0 - Information

Resources Strategy and Planning

� 5.0 - IT Performance Assessment

� 6.0 – IT Project and Program Management

� 7.0 – Capital Planning and Investment Control

Development� Team Leadership� Collaboration and Influence� Change Leadership� Strategic Orientation� Commercial Orientation� External Customer Focus� Market Knowledge

The Ideal CIO

� U.S. Federal CIO Council Core Competencies� 8.0 – Acquisition� 9.0 - EGovernment� 10.0 – Information Security

and Information Assuranceand Information Assurance� 11.0 – Enterprise

Architecture� 12.0 – Technology

Management and Assessment

Ideal CIO – Differences in Challenges in Public Sector and

Private Sector

� Public Sector (National and Local Government) -� Citizen service� Continuity

Political appointees� Political appointees� Citizen satisfaction metric

� Private Sector� Customer sales and support� SOX compliance� Profit metric

The Ideal CIO

� How has the ideal CIO evolved over time?� Early CIOs had roles similar to those of CIOs in early National ICT

Readiness stages. As ICT and its connection to strategy has evolved, the ideal CIO has become more strategic and outward facing.

� And with the changing role – CIOs are part of executive team, where early CIOs were more often “IT managers” and then “Vice Presidents And with the changing role – CIOs are part of executive team, where early CIOs were more often “IT managers” and then “Vice Presidents of Information Systems”.

� Is CIO the proper title?� The CIO title may not reflect and be perceived of as a strategic

function.� Fairfax County, U.S.A. has enhanced the role and named it the

Deputy County Administrator for Information. (Day to day IT and technology management is overseen by a CTO reporting to the Deputy County Administrator.)

The U.S. CIO Today

� Majority of CIOs have had careers in IT.� 41% report to the CEO, 23% to the CFO and 16%

to the COO.41% report to the CEO, 23% to the CFO and 16% to the COO.

� On average, CIOs stay in their roles approximately four years.

SSource: CIO Magazine ource: CIO Magazine –– 2008 State of the CIO2008 State of the CIO

The U.S. CIO Today – How Do They Spend Their Time?

� Function Head� Managing IT crises� Developing IT

Talent� Improving IT

operations� Improving system

� Transformational Leader� Redesigning

business processes� Aligning IT with

business strategy� Cultivating IT and

� Business Strategist� Developing and

refining business strategy

� Understanding market trends

� Developing external � Improving system

performance� Security

management� Budget

management

� Cultivating IT and business partnerships

� Leading change� Implementing new

systems and architecture

� Mapping IT strategy to enterprise strategy

� Developing external customer insight

� Developing business innovations

� Identifying opportunities for competitive differentiation

� Re-engineering and developing sales channels

SSource: CIO Magazine ource: CIO Magazine –– 2008 State of the CIO2008 State of the CIO

The U.S. CIO Today – How Are They Perceived?

� 39% of corporate managers believe the influence of CIOs is increasing.

� 33% of corporate managers believe that CIOs are inv olved in major corporate decisions.

� And corporate managers believe that important attr ibutes for CIOs are:

• Leadership (94%) • Team building (80%)

SSource: Information Week ource: Information Week ––August 5August 5 thth , 2008 , 2008

• Leadership (94%)• Ability to execute and

meet deadlines (89%)• Collaboration and

communication (88%)• Vision (85%)• Innovation (81%)

• Team building (80%)• Consensus building

(68%)• Technical breadth and

depth (55%)• Raw intellect (53%)• Sales orientation

(35%)

The U.S. CIO Today – Major Obstacles (Survey of Corporate

Managers)

� IT is still perceived as a cost center (70%)� Responsibility of ongoing IT maintenance (57% )� Lack of technology vision by top management (41%) � Inability to attract and retain top business techno logy

talent (31% ) talent (31% ) � Risk averse corporate culture (29%) � Business executives involvement in technology

strategy (22% )� Diminished influence of the CIO in the senior

management ranks (20% )

SSource: Information Week ource: Information Week ––August 5August 5 thth , 2008 , 2008

Can CIOs Succeed?

� Operational success is a baseline for strategic success:� Projects on-time and on budget� Systems online� Applications user oriented.� Applications user oriented.

� Strategic success elevates role of CIO and leads to greater organizational success:� Describing IT and technology in terms of value to the

organization � Developing strong organizations� Using technology as basis for organizational and

business innovation.

National Legislation and Policies to Promote eLeadershipPromote eLeadership

Philippines

U.S. Clinger Cohen Act of 1996

� Established CIOs and IT management processes in government including oversight by Office of Management and Budget and establishment of CIO Council.

� Motivations – implementations of ineffective � Motivations – implementations of ineffective information systems, inadequate planning and assessment of new information systems, outdated approaches to procuring information technology, insufficient attention to enhancing business processes in advance of investing in information technology.

Macao

Macao

Thailand

Developing a CIO System

Developing an ICT System –Fairfax County

� Best practices, examples of good CIOs� Fairfax County

Developing a CIO System

� eProcurement – A System Look from the Project Perspective

� CIO Councils

� Broadening to Include the Private Sector

� Government, Private Sector, NGO and University Roles

� CIO Education

eProcurement Background and Objectives - A System Look from a

Project Perspective

� Increase transparency and efficiency in government procurement

� Transform procurement processes

� Facilitate economic development

� Lower procurement costs comprised of price reductions and administrative cost savings

eProcurement Readiness Survey – Criteria for Success

(World Bank 2006)

� Government leadership and planning

� Direct and supporting legislation

� Regulation

� Infrastructure and technology

� Industry and business development

� Procurement management

� Environmental influences

� Current eProcurement initiatives

eProcurement Stages (World Bank 2006)

� Information� Procurement

Policies� Procurement

law

� Transaction � Document

download� Online

clarification

� Integration� Online

qualification� Contract

management� Procurement

regulations� Procurement

policies

� Electronic bid submission

� Online bid opening

� Online request for quotation

� Electronic catalogs

� Reverse auctions

� Supply chain management

� Systems integration

ChileCompra

CIO Councils

� Established CIOs and IT management processes in government including oversight by Office of Management and Budget and establishment of CIO Council.

� Motivations – implementations of ineffective � Motivations – implementations of ineffective information systems, inadequate planning and assessment of new information systems, outdated approaches to procuring information technology, insufficient attention to enhancing business processes in advance of investing in information technology.

U.S. CIO Council

Broadening to include the Private Sector -Public Private Partnerships and the

Division of Risk

Government

Risk

Private

Risk

100% 0%

100%0%

Complete

Government

Public

Procurement

PPPs Concessions Privatisation

Source: OECD (2008) Public-Private Partnerships: in Pursue of Risk Sharing and Value

for Money

OECD Public Private Partnership Best Practices

� Affordability� Value for money� Fiscal rules and expenditure limits� Risk sharing� Risk sharing� Competition and transparency� Regulatory� Institutional capacity� Public sector benchmarking� Political support

Governance Challenges –Guidebook for Promoting Good Governance in Public – Private Partnerships - U. N.

Economic Commission for Europe

� The interests of stakeholders are not always taken into account in developing PPPs.

� Some governments undertake PPPs without an overall PPP policy.

� PPPs are complicated and require new skills.� Legal processes in many countries are insufficient.� Parties are unable to agree on an allocation of ris k. � There are sometimes management gaps in ability to

develop select partners in a neutral and transparen t manner.

� Citizens are often insufficiently consulted in the P PP process.

� PPPs should contribute to sustainable development a nd protection of the environment.

Government, Private Sector, NGO and University Roles

� Government� Developing eGovernment success oriented regulation and

legislation� Developing career paths� Striving for competitive salaries and benefits� Elevating and codifying the role of CIO� Elevating and codifying the role of CIO� Supporting IT and CIO education

� Private Sector� Providing and promoting training and education� Developing co-op programs� Developing certifications� Fostering Public – Private partnerships

Government, Private Sector, NGO and University Roles

� NGOs� Fostering a government leader, policy maker and CIO dialog� Convening roundtables� Facilitating exchange of best practices� Institutionalizing initiatives.� Institutionalizing initiatives.

� Universities� Offering CIO and eGovernment degree programs� Conducting research and fostering exchange of best practices� Developing partnerships with government and industry

With support of all sectors, CIOs and eGovernment begin to attain their promise.

CIO Education

� CIO universities and related education are a key component of government and private sector CIO and IT human resources development. � In early National ICT Readiness stage countries – CIO and human

capacity building provide a foundation for government IT and a catalyst for the IT private sector.catalyst for the IT private sector.

� In later National ICT Readiness stage countries, CIO education combines best CIO practices and current theory together with context to provide a solid background for CIO leadership.

� Life-time learning and CIO networking increase the educational possibilities and assist in developing and maintaining a strong cadre of IT leaders.

CIO Education

� U.S. Federal CIO University – established in 1997, first graduating class in 2000.� Seven partner universities� Mix of public sector and private sector students� Tailored curriculum covering the Federal CIO Council � Tailored curriculum covering the Federal CIO Council

Core Competencies

� UN University� Waseda University� Thamassat University, Thailand� Bandung University, Indonesia� De LaSalle University, Philippines

International Collaboration for Developing eLeadership in Developing eLeadership in

Government

International Academy of CIO

� International Academy of CIO (IAC)� Promoting development and exchange of CIO and CIO

Council best practices� National chapters in Japan, Thailand, Philippines, � National chapters in Japan, Thailand, Philippines,

Taiwan, Indonesia, U.S. , India and Switzerland; planned chapters in Vietnam, Russia, China and Korea; and discussions and partnering with additional countries in Asia, Central and South America, Europe and Africa.

� Partnerships with U.N. University and World Bank.

International Academy of CIO New Initiatives – Global

Accreditation Center

� The IAC Global Accreditation Center (GAC) aims to p romote and enhance the development and quality of CIO and Exec utive IT Leadership programs in developing countries. Thro ugh a network of partnerships with universities, private sector c orporations, governments and NGOs, the IAC GAC develops metrics for quality, curricula and best practices for the CIO and Execut ive IT Leadership education field. curricula and best practices for the CIO and Execut ive IT Leadership education field.

� The IAC GAC supports CIO and Executive IT Leadershi p programs and their ongoing continuous improvement efforts by facilitating a voluntary peer review program evaluation process ba sed upon these metrics. The IAC GAC further supports CIO an d Executive IT Leadership programs by connecting program administr ators and educators to colleagues around the world who have s imilar goals of providing quality CIO education consistent with mee ting current and future eGovernment challenges.

� (IAC)

International Academy of CIO New Initiatives – Global

Resource Center

� To supplement the GAC efforts for regions and count ries that are beginning to develop CIO and Executive IT Leadershi p programs in advance of accreditation, the IAC is developing the Global Resource Center (GRC) as part of the IAC GAC. The IAC GRC will address considerations of enabling policies, regula tions and structures for CIO and Executive IT Leadership; an d will champion the adoption of enabling policy, regulatory, organi zational and structures for CIO and Executive IT Leadership; an d will champion the adoption of enabling policy, regulatory, organi zational and technology frameworks for cross agency and cross mi nistry coordination.

� The IAC GRC is going to make available conceptual m odels for developing CIO and Executive IT Leadership programs ; standard curricula for CIO education in the public sector ta rgeted at developing countries at different stages of eGovern ment and ICT development; guidelines for tailoring standard cur ricula to local needs and circumstances; and educational modules to implement concrete curricula. The materials of the IAC GAC w ill be vetted and subject to standards on format and quality.

Open City Portal