EPAN – eGovernment WG Study on organisational changes, skills and the role of leadership required by eGovernment Christine Leitner (EIPA) Luxembourg, 09 June 2005

Background EPAN eGovernment WG MTP 2004-2005 priority: Organisational changes, skills and the role of leadership required for eGovernment to “identify the acquisition of the different skills (not only technical skills) which are needed by managers (and clerical staff) to govern and manage change”. “By the end of 2005 the eGovernment skills required will be appraised and recommendations will be agreed by the Member States.” 09.06.2005 Organisational changes, skills and leadership

Objectives of the study deals with aspects related to organisational changes, skills and the role of leadership required for effective use of ICT in public administrations briefly describes the status in the Member States identifies some learning points from case studies suggests future action within EPAN/the group based on the findings 09.06.2005 Organisational changes, skills and leadership

Methodology A mix of ‘top-down’ and ‘bottom up’ approach was chosen: Survey among the EPAN eGovernment working group members Selected case studies on good practice in the Member States Desk research to describe the reference framework for the study and complement 1 and 2 09.06.2005 Organisational changes, skills and leadership

Reference framework 09.06.2005 Organisational changes, skills and leadership

Reference framework 09.06.2005 Organisational changes, skills and leadership

Survey - Questions Six questions: Q.1 : Who is responsible at the central level for strategic aspects related to skills, organisational changes and leadership development for eGovernment, and how is the coordination between the different actors involved? Q.2: Do your action plans on eGovernment include measures on skills, organisational changes or leadership? Q.3: Are there specific instruments to identify skill gaps? Q.4: What programmes do exist? Q.5: At university level are there post-graduate programmes, full-time/part-time (executive) programmes, other? Q.6: What can be done in the framework of the European Public Administration network in this field? 09.06.2005 Organisational changes, skills and leadership

Survey - Results - Q.2 09.06.2005 Organisational changes, skills and leadership

Survey - Results - Q.3 09.06.2005 Organisational changes, skills and leadership

Survey - Results - Q.4 09.06.2005 Organisational changes, skills and leadership

Survey - Results - Q.5 09.06.2005 Organisational changes, skills and leadership

Survey - Results Most Member States attach great importance to the skills and competencies needed Most Member States have included them in their strategies Importance of leadership is highlighted Organisational changes seem not to be the major issue There is no common understanding of: a typology of competencies and skills a definition of roles and target groups Emphasis on (basic) ICT skills 09.06.2005 Organisational changes, skills and leadership

Case studies Case number Name Country Level and type 1 Electronic record management system Austria National 2 X-Road Project Estonia 3 Heusdense Manier van Werken The Netherlands Local 4 Knowledge management in the Regionof Valencia Spain Regional 5 Virtual Customs Office Sweden 6 Enrolment in higher education: Universities and Colleges Admissions Service (UCAS) The United Kingdom National, agency 09.06.2005 Organisational changes, skills and leadership

Case study analysis Reference scheme - findings Functions Components Policy & planning (political and top manangement level) Implementation (heads of unit and CIOs) Operational (regular civil servant level) Strategic Technological Organisational Administrative 09.06.2005 Organisational changes, skills and leadership

Case study analysis - Results Long term strategy, continuity and leadership at all levels is crucial Recognise technology is just an enabler A clear vision and a clear targets: communicate ‘results and not just wishes’ externally and internally Do not underestimate resistance to change: early involvement of staff, continuous awareness actions are necessary, age is not the problem A continuous learning effort is needed Key users as internal coaches and for helpdesk 09.06.2005 Organisational changes, skills and leadership

Conclusions from Survey and Case study analysis There seems to be a need to identify, define and classify the different skills and competencies required by eGovernment assess the skills required for the different functions at all levels, identifying the different target groups design tools for identification and measurement of the existing skill gaps try to establish core contents for different training curricula identify ways and instrument to overcome the existing skills gaps (not only though training actions), and evaluate their advantages and disadvantages exchange information and interesting practices in innovative training methodologies, such as eLearning, blended learning, coaching, etc share experience in this field 09.06.2005 Organisational changes, skills and leadership

Key issue 1 Are radical changes in public administrations taking place and are they necessary? Changes do not have to be radical, continuity is the key There are (medium term) benefits for all Design, communication of clear vision, objectives and strategy are of utmost importance Involvement of all employees in change process is necessary Resistance to change is not a matter of age 09.06.2005 Organisational changes, skills and leadership

Key issue 2 What is the core of the new skills and competencies and how old are new skills? Innovation capacities Project management skills Leadership skills Contractual management Technology management and process management Basic and advanced ICT skills Information and knowledge management Communication and interpersonal skills Web editing and writing skills Flexible working methods Networking capabilities Human resource management skills 09.06.2005 Organisational changes, skills and leadership

Key issue 3 What is the relevance/impact of leadership? Strong leadership is the energy that enables change Crucial at all levels, not just the hero leader Leaders have to design long term strategies to ensure continuity Communication strategies are important Leaders have to update their knowledge and skills 09.06.2005 Organisational changes, skills and leadership

Follow-up … Organisation of a Workshop NL-Maastricht / 24 June 2005 To look further into the skills required to make effective use of ICT in public administrations To validate and explore further the findings of the study Cooperation with HRM group and DSIPA on skills and leadership issues Cooperation with IPSG in good practice exchange and knowledge transfer on change and knowledge management 09.06.2005 Organisational changes, skills and leadership