SIMP Gerenciamento Estratégico da Informação Ottawa

SIMP – Gerenciamento Estratégico da Informação Ottawa – Canada – 02 a 22 de outubro 2004 Grupo Executivo de Tecnologia da Informação e Comunicação – GETIC 01/12/2004 Ramesh Gupta

Informações Gerais • Organização e Patrocínio: Ø Pelo Canada: CIDA – ACDI • http: //www. acdi-cida. gc. ca/index-e. htm • http: //web. acdi-cida. gc. ca/SIMP Ø Por São Paulo • Secretaria de Economia e Planejamento • Secretaria da Casa Civil • Comitê de Qualidade e Gestão Pública - CQGP • Cia de Proc. Dados Est. São Paulo - PRODESP 2

Informações Gerais • Participantes: 28 delegados de 21 paises. Ø Cameroon, Ethiopia, Ghana, Kenya, Mozambique, Tanzania, Brazil, Costa Rica, Cuba, Jamaica, St. Lucia, Trinidad & Tobago, Bangladesh, Indonesia, Sri Lanka, Vietnam, Azerbaijan, Bosnia, Georgia, Kyrgyz, Ukraine. • Atividades Ø Apresentações - 25 Ø Painel de Debates Ø Visitas - 4 Ø Participação no Gtec – 2 dias Ø Plano de Ação 3

SIMP 2004 Strategic Objectives and Program Ramesh Gupta SIMP Program Manager Ramesh Gupta 4

Canada’s Key Foreign Policy Objectives The promotion of prosperity and employment ¡ The protection of our security within a stable global framework ¡ The projection of Canadian values and culture ¡ Ramesh Gupta 5

CIDA Mandate and Development Priorities ¡ ¡ ¡ ¡ Poverty Reduction Basic Human Needs (education, family planning, nutrition, water and sanitation and shelter) Gender Equality Infrastructure Services Environment Human Rights, Democracy and Good Governance Private Sector and Enterprise Development Ramesh Gupta 6

Topics Governments ICTs for Development E-Government ICTD workshop E-government service delivery workshop ICTD- A framework Best practices and ICTD Appl Provincial case study Citizen Business International E-readiness strategy E-government service delivery strategy Provincial case study Changing role of the CIO Enterprise architecture Gov relationship with the private sector Knowledge management Organizational readiness for e-government Role of sector councils Portal management Smart communities Records management Rural connectivity Privacy impact assessment GIS in action Common e-government infrastructure Security infrastructure Web based secure transactions Visioning, Principles, Values, Governance, Accountability, Investments, Human capital, Infrastructure, Information management, Sustainability, Partnership, Readiness, Communications, Risk management, Gender equality Working groups, Canada showcase, Informal exchanges, Linkages with participants, Relationship building Ramesh Gupta 7

Ramesh Gupta 9

SIMP Strategic Information Management Program Government On-Line October 4, 2004 Christine Desloges Director General Public Works and Travaux publics et Government Services gouvernementaux Canada

Canada – an overview Geography w 9, 984, 670 square kilometres, 6 time zones Demographics w 32 million people, 2 official languages w rural and urban - 77% live in cities and towns Three levels of government w federal; provincial / territorial (13); municipal (more than 5000) w Extensive collaboration – more than 3000 federal-provincial agreements on specific projects and issues The federal government w 126 federal departments, agencies and Crown corporations w responsible for more than 1600 programs and services w 317, 000 public servants; 16, 000 IT professionals in the federal government w IM/IT spending: approximately $4. 8 billion annually 11

The Government of Canada’s commitment. . . Speech from the Throne October 1999 SPEECH FROM THE THRONE “Our goal is to be known around the world as the government most connected to its citizens, with Canadians able to access government information and services on-line at the time and place of their choosing” …to connectedness, accessibility and services delivery on-line 12

Government On-Line is part of a cohesive strategy for a knowledge-based economy and society Canada Online Canadian Smart Communities Content Online e. Citizen Electronic Government Connecting Commerce On-Line Canada to the World e. Business e. Government … 13

A five-part workplan for the service vision l Service delivery: user-centric approach to service delivery and multichannel integration, driven by client priorities, satisfaction, efficiencies and feasibility l Common secure infrastructure: electronic service platform to enable integrated services and support secure Internet, telephone and in -person access l Policy: build citizen confidence in e-services by addressing privacy, security and information management l Human resources: cross-government approach to develop the right skills for electronic and other service delivery, focused on change management and competencies l Communication: encourage take-up, engage citizens to shape service evolution, assure citizens of commitment to channel choice, and reporting to Parliament 15

Interdepartmental committees supporting GOL and Service Strategy Deputy Minister Committee (GOL/Service Oversight) GOL Leads Service and Information Management Board CIO Council (CIOC) Information Management Champions Service Architecture Transformation Review Committee Board Information Management & Policies Committee Information Technology Champions Service Delivery http: //www. gol-ged. gc. ca/governance/gov-gouv_e. asp Champions 16

GOL requires multiple streams of work HR Management Digital Service Standards Public Access Strategy Citizen Needs Privacy and Security Governance and Accountability Business Processes Getting GOL Requires Procurement Cluster / Portal GOL Framework Resourcing Strategy Information Management Communications Pathfinder Projects IM/IT Infrastructure Digital Branding 17

Strategic investments in GOL and Service Delivery 72 m Service Delivery ($357 million) $4 $3 57 m $51 m $880 Million in central funding over 6 fiscal years (to 2005 -06) to leverage investments made by departments Common Secure Infrastructure ($472 million) Policy, HR and Communications and Measurement ($51 million) 18

The Organizational Readiness Office enabling a Whole-of-Government Approach The Organizational Readiness Office (ORO) is a strategic unit that leads horizontal initiatives to improve capacity, agility and the management of human capital in the Public Service, working through the Information Technology (IT), Information Management (IM) and Service Delivery (SD) Communities. 19

Example Communication Plan Outline Government On-Line/ Service Internal Communications (within P. S. ) Objective Maintain momentum on GOL/ Service Agenda to departments Partners -Other Gov’t Depts (that, in turn, will share material / messages internally) Audiences -Department Heads - Public Servants - DGs of Communication Products -Key Messages -MP Kits -Info-sessions -Presentations On-Line Services External Communications / Outreach Objective Communicating plans and reporting on progress / engaging Ministers - Parliamentarians Partners - GOL Departments Audiences Ministers / Parliamentarians -Media -OGDs -International -Canadians Products - Public Reports (GOL & Deptal) -Key Messages -presentations Build Trust Promote On-line Services / Multi. Channel Objective Build confidence of users by informing them of privacy and security measures Objective Promote & encourage use of Go. C on-line services; Promote choice Partners -Secure Channel / GTIS -Gateways & Departments -CSE / OCIPEP -TBS Policy (GOL/GOS) Partners -Comm. Canada -Gateways/Clusters -GOL Departments -DGs of Comm. -Privy Council Office Audiences -Public -Media -Parliamentarians -Public Servants Products -Security & Privacy brochures -Key Messages -Web site for Cdns ? Audiences -Public -Media -Public Servants Products -Common Marketing Strategy & Guidelines: Framework for promotion of services by Gateways & Clusters; Training Materials; Generic brochures; MP kits 20

Public opinion research and reporting our progress to Canadians l Extensive and on-going Public Opinion Research (POR) w w l Through Internet-based panel and traditional methods (focus groups and surveys by phone and in-person) Determine citizens’ priorities and expectations and guide the implementation of GOL Over 20, 000 Canadians participated in POR Topics cover priorities for on-line service delivery and service improvement as well as key issues (privacy and security) Reporting to Canadians and Parliamentarians w w w Annual GOL Report tabled in Parliament in June 2003 and posted to the Web – based on departmental public reports Annual Report to ICA (International Council for Information Technology in Government Administration) tabled in September 2003 Final GOL Advisory Panel Report – December 2003 Performance measurement report – Winter 2004 Next Annual GOL Report – April 2004 21

Transforming Towards Interjurisdictional Integration l GOL is laying a foundation for service transformation: – – – l Common infrastructure to support integrated service delivery Critical mass of on-line services Trusted identification of clients But to achieve truly client-centric and whole-of-government approach, and fully capture the efficiency gains possible, we need to move: – – – beyond standalone department services to integrated offerings and reengineered business processes and administrative systems from siloed to networked IT security from federal to interjurisdictional integration 23

Why work interjurisdictionally? Citizens l want seamless services and service delivery – common counters, call centres or web sites l they don’t understand which level of government offers which service, nor do they want to. l 85% agree that the federal government should partner with provinces, territories and municipalities to integrate services (GOL Internet Research Panel, 2003 -04, Part One). Governments l shared systems, databases and business processes means lower cost per transaction; more jurisdictions working together = more cost avoidance or savings 24

Life events of a citizen School Birth Death Work Low Income Pensioner Sickness Citizen Retired Disability Maternity / Paternity Homeless Unemployed Volunteer 25

Circle of Life Benefits Child Tax Credit CPP Child Benefit SIN CPP Death Benefit OAS Survivor Allowance OAS Allowance School Birth CPP Survivor Pension OAS - GIS Student Loan Education Savings Grant Student Loan Repayment Insurance Premium CPP Contribution Work Death Low Income Pensioner Sickness Citizen EI CPP Disability Tax Credit Retired Disability OAS Pension CPP Child Benefit Maternity Paternity Homeless CPP Pension Community Assistance Unemployed Employment Insurance Volunteer Employment Leave Child Tax Credit Grant Contribution EPB - Grant Contribution 26

The citizen’s perspective regarding federal and provincial (Québec) government services in the same areas. Student Financial Assistance Program - Information Highway Fund Quebec Family Allowance Youth Solidarity Program School Financial Assistance for parents of triplets and quadruplets Child Tax Credit Birth Death Tax Credit Home Adaptations for Seniors Independence CPP child Benefit CPP Contribution CPP Death Benefit OAS Survivor Allowance CPP Survivor Pension Low Income Pensioner Citizen RRQ - RTR Community Assistance EPB - Grant Contribution Employment Insurance Volunteer Unemployed Low Rent Housing Legend Housing Allowance Federal Benefits/Programs Provincial Benefits/Programs Shelter Allowance Program Fuel Tax Refund for Public Carriers QPP - Child Benefit QPP-DSB CPP Disability Employment Leave Child Tax Credit OAS Allowance Homeless EI Disability Income Support for participants in an active job search-QU Help Relocation of persons with disabilities CPP Child Benefit OAS - GIS CPP Pension Sickness Disability Tax Credit OAS Pension Retired External Breast Forms Program Student Loan Repayment Insurance Premium Education Savings Grant Refundable Tax Credit Work Student Loan SIN RRQ - DTH - SVR Parental Wage Assistance Program Student loans and grants Family Tax Reduction Maternity / Paternity Care taking Respite Care Maternity Allowance Program DSB Benefits for Children with severe disabilities Medical Appliance & Device Programs Residential Adaptation for Assistance Program Income Support Employment Assistance Programs Rent Supplement Financial Assistance for homeowners exposed to radon 27

Government from the perspective of a business Copyrights Imports Exports Patents Customs Trademarks Spectrum Intellectual Property Invoicing Import/ Export Permits & Licenses Hazardous Materials Vendors Bidding Citizen’s Business Registration Business Number Registration ROE Regulatory Filings Environmental Taxes Financial Assistance Grants/Loans Subsidy Programs GST Source Deductions Corporate Taxes 28

By 2005 - we will have 130 services on-line… l 85 services on-line for Canadians including: w My Tax Account: secure access to tax statements and ability to update personal tax returns w Family Benefits: streamlined provision of client tax information to provinces/territories for provincial income-tested programs w Real-time determination of eligibility for veterans benefits and claims processing, automatic enrollment for income-tested pension benefits w Application for and repayment of student loans l 34 for Business including: w Filing of corporate tax, GST and record of employment w Grants and contributions: e. g. high tech sector and aboriginal businesses w Export assistance services and permits for exports and imports of controlled goods w Income-based stabilization programs for farmers l 4 for international clients including: w Applications for Immigration and visitors w Secure, two-way electronic filing foreign investment review w On-line delivery of international development assistance l 7 Services not linked to a Gateway (i. e. are internal to government) 29

E-channel to Government of Canada DRAFT Citizens Businesses Visitors • • Federal Provincial Municipal Business Typical GOL Services • Canada Site • Gateways • Clusters • EI on the Web • Census 2006 (surveys. . ) • E-consultation • Dep’t web sites(info) • Tax Filing Online • My Tax Account • Business Tax Account • Record of Employment • Address Change • Interactive Info Service • GOC Employee Services 30

LESSONS LEARNED 31

Key Lessons we are learning from the Government On-Line initiative Demonstrating that the effective use of information technologies for improving service delivery leads to: w More relevant and attentive government – services are better, faster, targeted and more convenient – clients are more satisfied w More effective government – services are better integrated and engineered, hence improved ability to achieve the desired objectives w More efficient government – lower costs for ongoing transactions, rapid response to policy changes w More open government – more attentive to citizens, more transparent, new partnerships with communities and the provinces ---------- Government On-Line ---------- On-line Presence Basic Service Capability Mature Service Delivery Service Transformation 32

CHALLENGES l Capacity – know-how l Funding/sustainability l Interjurisdictional relationships and governance l Commitment from all levels in government l Governance and accountability for integrated services and common enablers l “Moving to common” – consolidation of services and networks – business architecture, infrastructure, information systems, processes, etc. l Privacy and security 34

Changing services and their delivery for Canadians want: • A point of entry – knowing where to start • Streamlined processes – simple forms and less “red tape”; having the services provided automatically rather than having to ask for them • Timely service – the number one factor that determines client satisfaction • Seamless service – an integrated way to interact with all departments and levels of government • Choice of channels – different people choose to access the same service through different (and often multiple) channels 35

Changing services and their delivery for business Businesses want: • Vertical integration – most business-government events involve 3 levels of government • Responsiveness – high volatility in business, need for services changes over time • “Time is money” – cost of compliance and timeliness of service affect productivity • Clear focal point for dealing with government • Inclusion of intermediaries – used by most businesses to deal with complexity and for value-added services 36

For more information www. canada. gc. ca www. gol-ged. gc. ca www. cio-dpi. gc. ca 37

Determining channel costs per interaction • Costs do not include costs associated with the development of, nor support of service delivery infrastructure, technological or otherwise. • Significant variation in service availability by channel • Significant variation in channel cost per interaction: In-Person $30 Mail $20 Telephone $10 Internet <$1 • Costs per interaction represent interactions taking place at the point of service level. 38

Channel Preference & Migration 1&2 HOUSEHOLD INCOME $60 K or more (35. 1% of Can pop) 3 $20 K-59 K (49. 3% of Can pop) Less than $20 K (15. 8% of Can pop) 47% 42% 11% 0% 51% 45% 4% 0% • Convenience • Information • Reliability/Confirmation 64% 33% 3% 0% • Convenience • Information • Reliability/Confirmation Migrate to Internet 4% • Convenience • Information • Reliability/Confirmation 55% 27% 8% 5% • Personal Assistance • Access/Convenience • Reliability/Confirmation 5% 71% 12% 9% 0% • • Convenience • • Information • • Reliability/Confirmation • Personal Assistance Reliability/Confirmation Convenience Documentation 61% 18% 10% 6% • Personal Assistance • Reliability/Confirmation • Convenience • Documentation 68% 9% 73% 13% 6% 4% • Personal Assistance • Access/Convenience • Reliability/Confirmation • • 9% 9% Personal Assistance Reliability/Confirmation Convenience Documentation 45% 38% 8% 1 3 0% • Personal Assistance • Access/Convenience • Reliability/Confirmation 45 -64 Over 65 (32. 5% of Can pop) 2 Less Likely 66% 24% 5% 52% 33% 7% 25 -44 (13. 4% of Can pop) Potential 6% • Convenience • Information • Reliability/Confirmation 15 -24 Now 55% 35% 2% (21. 5% of Can pop) (12. 2% of Can pop) AGE “If you were to contact the federal government to apply for a program, what would be your preferred method of doing so? ” (Ekos, 2002) Channel Preference 39 Analysis drawn from: Ekos 2002, Clients Speak 2002, Citizens First 2001 & 2000, Canadians Gateway 2001, Compas 2002 forthcoming Canadian population percentages are from 1996 Census – Statistics Canada Internet Telephone In-person Mail

e-Government On-Line / One-Stop Shop/ Multi-Channeled Access Service Delivery Standards & Improvement Data Exchange and Enhancement Confidentiality Internal & External Partnerships Cultural, Legislative, Policy and procedure change processes Content Management: Work Flow Management Enterprise-Wide Solutions: Business Process Improvement Security & Authentication Process re-engineering and Transition Management Citizen Relationship

Visitas efetuadas • Comunidades Inteligentes Ø Perph • Computadores para Escolas http: //cfs-ope. ic. gc. ca • Algonquin College • Prefeitura de Ottawa 41

Action Plan Training Program Public Sector ICT Managers (CIO’s) Hamilton Apolinário Brazil – São Paulo State Ramesh Gupta 42

Training Program for ICT Managers Scope of the Project - 2 ® Training Program Overview: Organizational Professional Skill ICT Manager Technical Skill 43

Training Program for ICT Managers Scope of the Project - 3 ® Training Program Structure: ® Organization Planning: Visioning, Principles, Values, Governance, Accountability; ® Human Capital, Risk Management, Investments, Procurement; ® Quality Assurance and Management; ® Policies, Legislation and Regulation; ® Business Process Transformation; ® The role of the CIO. ® 44

Training Program for ICT Managers Scope of the Project - 4 ® Training Program Structure: ® E-Government: ® ® Principles, Service Delivery; Best Practices. ® ICT ® ® ® Technologies Infrastructure: Communication, Storage, Networking, Security, Privacy; Information Management; Software Development; Knowledge Management, Executive Information System, Geographic Information System; Enterprise Architecture. ® ICT for Development 45

Training Program for ICT Managers Related Projects ® Civil House Secretary - 3 Training Programs: ICT Training Program 2. 700 ICT Technical Staf Management Development 4. 000 Public Manage Program Basic ICT Training Program 100. 000 Users 46

Apoio para Implantação do Plano de Ação • “I would be happy to participate in your plans on a voluntary basis because I am quite familiar with this area. My last 20 years consulting has been largely focused on CIO organizations in the federal government. The only issue might be the language. We may explore how Canadian connections be developed to provide you with contents support, if you need. I just received an email from the ICT head of the Ghana public service who also wish to launch a similar program. Patrick from Sri-Lanka was also thinking of similar plans. ” – Trecho do e-mail de Ramesh Gupta de 17/11/2004 47

Conclusões - Ramesh Gupta • Governo Eletrônico é todo dia. • Tecnologia da Informação e Comunicação (TIC) para desenvolvimento e infra-estrutura técnica. • Importância do trabalho entre as equipes de TIC e das áreas fins (Negócios) • Sustentação – Prever a continuidade dos projetos após o final do investimento. • Ser bom ouvinte. Consultar o cidadão/empresas o que eles necessitam. • Não seguir o setor privado. Os parâmetros e responsabilização são diferentes no setor público. 48

SIMP 2005 • Identificar um projeto e apresenta-lo por volta de Abril ou Maio para aprovação. 49

Fontes • O slides destas apresentação foram obtidos das apresentações feitas durante o SIMP 2004 por: Ø Ramesh Gupta – Coordenador SIMP 2004. Ø Christine Desloges - Director General PWGSC. Ø Victor Abele - Director, Service Delivery Improvement – Treasury Board of Canada. Ø Gary Wood e David Roberts - Service New Brunswick 50

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