E-Government Applications & it’s implementation

1. E-Government Applications & it’s implementation • IT- enabled Public Financial Management Systems – A case study • IT-based National PFM Systems • Government Receipt – Electronic Bill Presentation & Payment • Government Payment – Electronic Fund Transfer

4. Requirements for Completeness of PFM Business Process • Budget Formulation & Control System • An effective platform that links policy, planning & budgeting • Implementation of MTFF/MTBF/MTEF • Budget Execution Cycle • Enhance Internal Control Framework, specifically financial control • Treasury Management Framework • Reimbursement Accounting and Project Account

5. Requirements for Completeness of PFM Business Process Contd… • Accounting & Reporting System • Commitment accounting • “Beruju” (irregularities) recording • Assets & inventory management system • Central payroll system interlinked with Personnel Information System • Contract management system including contract contingency tracking system • Inter-linkage of annual procurement plan • Compliance of NPSAS based reporting requirements • Study on Accrual based accounting requirements

6. Digitization of Payments & Receipts • Digitization of payments should be integrated into PFM Systems • “Electronic Fund Transfer” (EFT) - digitization of Government payment • “Electronic Bill Payment” (EBP) - digitization of Government receipt • EFT & EBP must be enhanced and scaled-up with proper integration with National e-payment and include all payment channels (card payment, internet banking, mobile banking, and digital wallet)

7. Digitization of Payments & Receipts Contd… • “Electronic Fund Transfer” (EFT) - digitization of Government payment • Enabling TSA • Usage • Fiscal year 2075/76 • Total Number of Transactions through EFT: 108,557 • Total percentage of payment made through EFT : 18.17% • Total

8. Digitization of Payments & Receipts Contd… • “Electronic Bill Payment” (EBP) - digitization of Government receipt • Enabling RMIS • Usage • Total Online Users : 891 • Total Online RMIS Vouchers : 4606 • Total no. of e-payment transaction : 814 • E-Payment Rev Amount: 1,12,41,493.94

9. Requirements for Information Technology & Infrastructure • Enterprise Architecture • Technology Platform • IT Infrastructure • IT Services & Support • PFM Systems as Critical Systems • Others

10. Enterprise Architecture of PFM Systems • Expand National Government Enterprise Architecture to create a PFM segment Enterprise Architecture for PFM following international best practices

11. Technology Platform • Technology diversity increases the cost of ownership • To optimize resources across PFM landscape & increase operational efficiency • Architecture: system must be compatible with National GEA/ PFM Segment Architecture and able to use Enterprise Service Bus for system integrations. • Platform: Secure, Proven and Enterprise grade platform must be used for all PFM system, the choice of platform should also have minimal migration effort and cost.

12. Technology Platform Contd… • Database: All database should be of enterprise edition with support of real time clustering, high security and reliability, the choice of database should also have minimum migration effort from existing system. • Client Side framework: It includes usability, security among others and should be reviewed. • The system should have capability of Online Analytical Processing (OLAP) & Business Intelligence (BI) for improved service delivery and assist with planning, problem solving and decision support

13. IT Services & Support • Ensuring quality service delivery & support • Deployment of IT services management with call center & automation of service desk for support service, adopting ITIL framework

14. Capacity Building • Online Courses on PFM Systems with e-learning platform • Certifications on PFM and PFM Systems should be used for QA in capacity development and this can be used to motivate and incentivize professionalism as well • ….

15. Others • R&Don emerging PFM related technologies including Block chain, Cognitive computing, Big Data, and Artificial Intelligence in collaboration with National and International think tanks and research agencies • The assessment of dimensions such as human resources/ IT staffing, systems maturity, resource optimization, value delivery, benefit realization, and functional suitability including non-functional features like risk optimization, scalability, business continuity of PFM Systems. • Assess integrated solutions for disclosure of public finance and other sector specific information such as “Open Fiscal Data” along with improvement of e-services for public service delivery – G2C, G2B, G2G. • PFM Systems as Critical Systems: The PFM Systems must be regarded as “National Critical Systems”, and Risk-based Security Framework must be in place to safeguard these critical infrastructures.

16. Optimum Suitability of Core IT Applications • Integrated Financial Management Information System (IFMIS) • Transitioning to single platform system, or integrated systems to support next generation and complete IFMIS/ System of Systems business capability • “Whole of the Nation” consolidated reporting

20. E-Government

21. ICT - enabled public service delivery • Enables public services & their delivery • Websites & portals • Mobile & especially smart phones • Social Media • Kiosks • Drones… • More affordable & effective than traditional supply channels • Enables more targeted, personalized and up-to-date service design and delivery • Access • Convenience, 24/7 • Savings in time • Cost of travel to offices

22. ICT-enabled user-centric public services • User-driven and user-personalized services • Co-creation • https://ideas.ecitizen.gov.sg/home

23. -E-Government Survey, 2018

24. -Countries that have advanced more than 30 positions in the 2018 EPI ranking -Government Survey, 2018

25. E-Government & Digital Divides Table: A selection of digital divides – from access to useful usage -E-Government Survey, 2018

26. Trends in transactional online services -E-Government Survey, 2018

27. Social Media • “citizens are sharing ever more with each other on social media platforms and tend to consult other citizens, rather than the government, for advice. Put another way, they increasingly use the “social signal” and “social search” to organize and improve their lives. Governments thus need to recognize the value of collaboration and crowd-sourcing, which enable citizens and others to contribute as co-creators” - E-Government Survey, 2018 • “Fix-My-Street” enables individuals to report broken or failing infrastructure & other local problems • makes governments more transparent • Issues…

28. Social Media • Has social media decentralized power? • Can it enable citizens to connect or hold public institutions accountable? • Can governments combat or leverage social media?

29. IT Governance

30. 2.1 Key Challenges of Using IT Overview Keeping IT Running Aligning IT with Business Delivering Value Security Keeping IT running Optimizing costs Aligning IT with business Mastering complexity Delivering value Regulatory compliance Security

31. 2.1 Key Challenges of Using IT Overview Keeping IT Running Aligning IT with Business Delivering Value Security IT operational failures Errors when introducing changes Poor planning of network or storage capacity requirements Insufficient resilience or backup when a critical IT component fails Insufficient testing Continuity of IT services for business-critical operations is a must.

32. 2.1 Key Challenges of Using IT Overview Keeping IT Running Aligning IT with Business Delivering Value Security The gap between business expectations and IT capability exists because of the following reasons: • Inability to align with business priorities • Poorly defined business requirements • Communication gaps between business and IT • Lack of knowledge about potential IT solutions It is critical for the business to drive IT initiatives in order to deliver benefits and realize business objectives.

33. 2.1 Key Challenges of Using IT Overview Keeping IT Running Aligning IT with Business Delivering Value Security Why do IT projects fail to deliver value? Lack of committed business sponsors Lack of defined business cases for IT-related initiatives Poor program and project management Inadequate monitoring of benefit realization Identify the right IT projects, clearly define the benefits expected, and monitor the creation of these benefits, on time and within budget.

34. 2.1 Key Challenges of Using IT Overview Keeping IT Running Aligning IT with Business Delivering Value Security Factors responsible for increased risk of security breaches: • Poorly defined security policies • Insufficient monitoring of potential security-related events • Lack of awareness among users about security risks • Lack of awareness among management of the need to protect information Ensure awareness of IT security responsibilities and risks.

35. 2.1 Key Challenges of Using IT Regulatory Compliance Mastering Complexity Optimizing IT Costs Given the pervasiveness of IT, enterprises need to make sure that IT-related legal, regulatory, and contractual requirements are understood and that reasonable measures have been implemented. This includes the responsibilities of outsourced service providers and business partners. Enterprise Suppliers Customers Service Providers It is critical to ensure compliance with legal and contractual requirements, both internally and with service providers and trading partners.

36. 2.1 Key Challenges of Using IT Regulatory Compliance Mastering Complexity Optimizing IT Costs Availabilityof specialized skills needed to support wide range of technologies Inability to focus on important service providers and manage key relationships Diverse technical infrastructures and lack of architectural standards Mastering Complexity Inability to innovate and adapt to rapid changes and new developments in technology and business requirements Organize and standardize enterprise IT to handle complexities and avoid excessive costs.

37. 2.1 Key Challenges of Using IT Regulatory Compliance Mastering Complexity Optimizing IT Costs Lack of financial management skills Excessive people costs made worse by high turnover and poor career development Large financial losses because of failed projects Challenges Relating to Optimizing IT Spending Excessive costs due to poor management of IT assets Ineffective procurement, acquisition and contracting procedures Uncontrolled IT spending by business units Manage IT like a business and optimize people, processes, and technology-related costs.

38. 2.2 Introduction to IT Governance Enterprise Governance: Goals IT Governance:An introduction Balancing Performance and Conformance Difference between Governance and Management IT Governance Objective: Value Creation Governance ensures that enterprise objectives are achieved by: Monitoring performance, compliance, and progress against plans Setting direction through prioritization and decision-making Evaluating stakeholder needs, conditions, and options

39. 2.2 Introduction to IT Governance Enterprise Governance: Goals IT Governance:An introduction Balancing Performance and Conformance Difference between Governance and Management IT Governance Objective: Value Creation IT governance is an integral part of enterprise governance.

40. 2.2 Introduction to IT Governance Enterprise Governance: Goals IT Governance:An introduction Balancing Performance and Conformance Difference between Governance and Management IT Governance Objective: Value Creation Governance is about: • Performance: Improving profitability, efficiency, effectiveness, and growth • Conformance: Adhering to legislation, internal policies, and contractual requirements

41. 2.2 Introduction to IT Governance Enterprise Governance: Goals IT Governance:An introduction Balancing Performance and Conformance Difference between Governance and Management IT Governance Objective: Value Creation • Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritization and decision making; and monitoring performance and compliance against agreed-on direction and objectives. While management executes the direction set by the board by planning, building, delivering, and monitoring operational activities to achieve enterprise objectives.

42. 2.2 Introduction to IT Governance Enterprise Governance: Goals IT Governance:An introduction Balancing Performance and Conformance Difference between Governance and Management IT Governance Objective: Value Creation IT governance creates value for the enterprise by: Optimizing risks Realizing benefits Optimizing resources

43. 2.2 Introduction to IT Governance Key Internal Stakeholders Key External Stakeholders Key Benefits from Effective IT Governance IT Manager: How do I manage IT performance? Risk and Compliance Manager: How do I ensure compliance with policies, regulations, and laws? Board and Executives: How do I get value from IT? Key Internal Stakeholders Business Executive and Process Owner: How do I exploit IT for strategic advantages? IT Auditor: How do I provide independent assurance?

44. 2.2 Introduction to IT Governance Key Internal Stakeholders Key External Stakeholders Key Benefits from Effective IT Governance Regulators: Do you comply with regulations? Customers: Is my personal information secure and private? Key External Stakeholders Suppliers: Is my business partner secure and reliable? External Auditor: Are there adequate financial controls?

45. 2.2 Introduction to IT Governance Key Internal Stakeholders Key External Stakeholders Key Benefits from Effective IT Governance • Increased efficiencies and optimized costs • Better returns on IT-related investments • Confidence and trust of senior management • Transparent and meaningful management information about IT performance • Solutions and services that are reliable, secure, and aligned with business needs and priorities • A nimble enterprise that can respond quickly to changing IT-related requirements ROI Transparency Benefits Trust Costs Incidents Risks Failures

46. 2.3 Module Summary • Enterprises typically face the following IT challenges that drive the need for IT governance: • Keeping IT running • Aligning IT with business • Value • Security • Regulatory compliance • Mastering complexity • Costs • Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritization and decision making; and monitoring performance and compliance against agreed-on direction and objectives. • Internal and external stakeholders have a stake, and roles to play, in the appropriate implementation of IT governance. Their buy-in to the plan and clarity of responsibilities is critical to a successful implementation. • Effective IT Governance provides various benefits: • More reliable services • Greater transparency • Responsiveness of IT to business • Confidence of the top management • Higher Return on Investment (ROI)