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CIFAL Presentation 18 th May 2005

CIFAL Presentation 18 th May 2005. Drivers for Sustainable e-Government (A Private Sector Perspective) LESLIE MOODLEY Deloitte Partner. Contents. Introduction Setting the Platform for the e-Government Enterprise Role Private Sector can Play. Introduction.

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CIFAL Presentation 18 th May 2005

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  1. CIFAL Presentation 18th May 2005 Drivers for Sustainable e-Government (A Private Sector Perspective) LESLIE MOODLEY Deloitte Partner

  2. Contents • Introduction • Setting the Platform for the e-Government Enterprise • Role Private Sector can Play

  3. Introduction • Today, many government agencies are moving beyond information-only websites to setting full service internet portals • These portals offer a single entry point for the citizen/customer to access integrated services and information • But portals represent more than just a change in customer service delivery – they forecast the coming of a new government enterprise • Significant changes and support required not only by public sector personnel but by all stakeholders

  4. The New e-Government Model • Changes the way Public Sector operates • Provides a community view into government for information and transaction processing • Facilitates B2G, G2B, C2G, G2C, G2G • Leverages the use of legacy systems • Improves citizens’ access to government • Improves vendors’ access to their government customers • Introduces three key dimensions: • e-Customer • e-Marketplace • e-Enterprise

  5. e-Customer • e-Customers do not care about which department they have to submit their e-payments, e-forms, e-requests, etc.; their only concern is locating the appropriate place in the portal to fulfill their needs. • e-citizens no longer should have to deal with multiple entities in multiple ways.

  6. e-Customer

  7. e-Marketplace • e-Government should simplify the means in which goods and services are acquired across the entire organisation. Using internet portals, government procurement officers can have: • direct, centralised electronic access to vendors’ product information • performance ratings and customer service capabilities • This will allow them to derive more benefits from market competition

  8. e-Marketplace

  9. e-Enterprise • Ubiquitous customers, one-stop shopping, centralised purchasing and compressed value chains. These concepts summarise how portals can amplify governments’ digital relationship with its customers and suppliers • But they also signal the coming of the new e-Government Enterprise

  10. e-Enterprise

  11. Revenue Collection Information & Queries License & Permits Corporate Registrations Social Services Employment Assistance A New Model for e-Government Enrolment Processing Payment Common Entry Point For All Stakeholders Shared Portal Services

  12. The Value Proposition Enhanced Customer Service Increased Access to Accurate Information Convenience Presentation Multi-Channel Service Delivery Personalization Customer Interaction Reduced Cycle Time Cost Avoidance/ Reduction Refined Business Processes Process Increased Revenue Source Operational Efficiency Business Process Data Integration Scalability IT Infrastructure Software Licensing Standardization Technical Infrastructure Security Common Platform

  13. Value to the Municipality Automate current manual or paper intensive processes Reduce staffing and operational costs Provide immediate access to information Improve services to the public, business and other customers Improve overall operating efficiency Value to Business Improve access to public sector operations Automate processes that interface with public sector entities (real property closes and recordings) Potentially reduce staffing costs Reduce overall costs to consumers (property buyer) Enhance responsiveness to changing market needs Gain operating efficiency The Value Proposition

  14. Implications of the New Model • Transformation of the Municipality • Participation by all stakeholders

  15. Successful transformations are based on a few clear ideas – and a tight linkage between the vision and what it takes to deliver it

  16. Role Private Sector Can Play • Now that we have explored the new e-Enterprise as defined by Deloitte, what role can the Private Sector play in achieving this?

  17. Role Private Sector Can Play • Providing support for Public Sector CIO’s • Ensuring effective partnerships • Transferring e-business knowledge • Bringing Global best practice, knowledge and lessons learnt • Innovation • Sharing “private sector” methodologies and tools • Sharing of Technologies • Quality Assurance • Support for the key drivers e.g. building a sustainable ICT Sector

  18. Supporting Public Sector CIO’s Cost Reduction & Financial Management Cut costs, creatively fund new projects, build compelling business cases for IT projects and manage outsourced IT services IT Governance Tie the organizational business objectives and processes to information technology Perform risk assessments and put processes in place to ensure compliance and continuity of operations Risk Management Understand cost, benefits and risk for projects in order to prioritize IT projects from a long-term, enterprise-wide perspective Portfolio Management Develop tools for benchmarking, ROI, scorecard tracking to be used throughout the organization Performance Management Eliminate silos, mandate integration and interoperability for IT projects Integration & Interoperability Streamline procurement business process Procurement Manage human capital; encourage professional development; outsource when optimal Human Capital Management

  19. Ensuring Effective Partnerships • Many ways in which the private sector can partner with their local municipalities however, our experience shows the following key attributes lead to sustainable e-Government solutions: • Alignment of vision • Global footprint to access learnings and best practices • Track record for delivery • Significant player in the local economy to involve all key stakeholders in the e-Enterprise

  20. TheBestCity Innovation Growth through Innovation Gap “Business as usual” Historic growth rate Achievement of IDP/LTDF Partial achievement of plan “By 2020, eThekwini will enjoy the reputation of being Africa’s most caring and liveable city, where all citizens live in harmony. This vision will be achieved by growing our economy and meeting people’s needs so that all citizens enjoy a high quality of life with equal opportunities, in a city that they are proud of” Competitive forces Lose to other destinations -4 -3 -2 -1 Today 1 2 3 4 Planning Horizon

  21. Support of eThekwini’s e-Government Initiative • Guiding the systems development process • Utilising “private sector” methodologies to drive e-Government benefits • Implementing process-driven best practices • Quality Assure all deliverables • Ensuring the e-Government vision is being realised • Building IT confidence with regard to SMME involvement in the IT sector: • Mentorship • Skills development

  22. Concluding Remarks • Demands that the e-Enterprise places on the municipality • Having the vision clearly articulated is key • Transformation must include all key stakeholders • Private sector role can be used to great advantage

  23. Questions ?

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