1. ISA: Interoperability Solutions for European public Administrations eGov Conference "Where we are, where we are going" Vilnius 14-15 November 2013 Margarida Abecasis Margarida.abecasis@ec.europa.eu Modernisation of public administrations: obstacles (and keys of success?)

2. Click to edit Master title style 2 "The modernisation of public administrations should continue through the swift implementation of services such as e-government, e-health, e-invoicing and e- procurement. This will lead to more and better digital services for citizens and enterprises across Europe, and to cost savings in the public sector. Open data is an untapped resource with a huge potential for building stronger, more interconnected societies that better meet the needs of the citizens and allow innovation and prosperity to flourish. Interoperability and the re-use of public sector information shall be promoted actively. EU legislation should be designed to facilitate digital interaction between citizens and businesses and the public authorities. Efforts should be made to apply the principle that information is collected from citizens only once, in due respect of data protection rules." Extract from Council Conclusions, October 2013 Modernisation of public administrations

3. Click to edit Master title style Modernisation of public administrations Why does it matter? 3 Public sector: nearly half of EU GDP Public procurement: 19% of EU GDP By using e-procurement - savings of 5%-20% of procurement expenditure (€100 - €400 bn annually) Public sector: more than 25% of the total employment in EU  Public sector is part of the solution to the economic crisis

4. Click to edit Master title style Statements on paper Personal data Info I1 Info I2 Info I3 Info I4 Info I5 Statement NN Secure connection network Streamline cross-sector Public Services 4 Ministry B Ministry A Ministry C Ministry A (MSY) Ministry A (MSZ) Ministry B Ministry C National ID register Register R1 Register R2 Register R3

5. Click to edit Master title style Courtesy of Regional Directorate for Sea Affairs, Azores Sharing data across sectors 5

6. Click to edit Master title style 6 Modernisation of public administrations

7. Click to edit Master title style availability of information on-line delivery of some electronic services for various public administration domains, despite of not being completely cross-domain interoperable multi-channel service delivery e-participation initiatives partial interoperability among Member States on a per sector basis enabling sectorial services at EU level sectorial semantic normalisation efforts Efforts already made towards the modernisation of Public Administrations 7 Modernisation of public administrations

8. Click to edit Master title style 8 "four out of five companies think public services need to work harder at becoming more innovative." From a 2012 Eurobarometer, survey on public sector and company innovation Modernisation of public administrations

9. Click to edit Master title style Develop synergies among institutions Unlock data across sectors Share services and solutions Optimize and simplify across ministerial boundaries Walk the extra mile … towards an interconnected government model 9 Modernisation of public administrations Enabler = Interoperability Enabler = Share and re-use

10. Click to edit Master title style 10 Obstacles? 10 Modernisation of public administrations

11. Click to edit Master title style – Legacy technology replacing older information systems – Legal and political factors Enforcement of the NIF regulation may prove to be problematic No enforcing law at European level for interoperability and no supporting law – Organisational  Country size and complexity, the distribution and delegated character of its government or its size  Lack of interaction and cooperation among PAs  Resourcing (time, financial, skills...) – Technical Interoperability barriers 11 Findings from the National Interoperability Framework (NIF) Observatory on barriers in establishing and implementing NIFs Modernisation of public administrations

12. Click to edit Master title style  Legal: IPR misuse, liability and warranty lack of awareness of existing policies and regulations  Administrative and financial  Lack of financial incentives  Initial costs of sharing  Organisational and communication Lack of visibility of existing available solutions including standards and specifications Language Lack of information and documentation Lack of trust  Lack of coordination across different organisations Lack of common requirements ("one size fits all")  Technical and architectural Lack of support and maintenance Lack of quality Lack of technical and semantic IOP Barriers to sharing and re-use of solutions Modernisation of public administrations

13. Click to edit Master title style 13 "managing governance levels is a challenging task" "Coordination is required both vertically, i.e. across administrative levels, and horizontally…" From "Industrial performance scoreboard and Member States' competitiveness performance and implementation of EU industrial policy" Modernisation of public administrations

14. Click to edit Master title style 14 Addressing organisational barriers 14 Modernisation of public administrations

15. Click to edit Master title style 15 European Interoperability Framework (EIF) Modernisation of public administrations

16. Click to edit Master title style Whole of Government approach:  Setting up effective governance structures  Breaking down organisational silos and aligning business processes and related data exchange across different public administration bodies  Delivering IT solutions is not sufficient, but needs to come together with process improvement and change 16 EIF: Organisational Interoperability Recommendation 15: Public administrations should document their business processes and agree on how these processes will interact to deliver a European public service. Recommendation 16: Public administrations should clarify their organisational relationships as part of the establishment of a European public service. Recommendation 17: Public administrations working together to provide European public services should agree on change management processes to ensure continuous service delivery. Modernisation of public administrations

17. Click to edit Master title style  Interoperability and sustainability (technical, operational and financial) over time when operating and delivering a European Public Service  Framework for the governance of interoperability activities across administrative levels. Governance structures should assure: 17 Modernisation of public administrations

18. Click to edit Master title style From « Organisational Interoperability in E-government », Herbert Kubicek, Ralph Cimander, Hans Jochen Scholl Governance of public services and e-government Political arena for intergovernmental cooperation Centralisation & integration Planning by permanent or temporary, existing or newly established governmenta l bodies Federation & standardisation Legitimisation by law or ordinance and/or contractor agreement Shared IT services Directories Conversion of data formats Buffering and routing of messages - Provided by clearing services and other intermediairies - Regulated by Service Level Agreements IOP provisions Implementation Semantic IOP Technical IOP Business process IOP Standards Legal changes EU context Existing systems Organisational changes Wants and needs Public debate Stakeholders Political context IT governance Organisational model Involve all stakeholders 18 Modernisation of public administrations

19. Click to edit Master title style 19 Importance of reform trends for the surveyed senior public sector executives (1=not at all; 7=to a large extent) From "Trends and impact of Public Administrations Reform in Europe: Views and experiences from Senior public sector executives" Modernisation of public administrations

20. Click to edit Master title style Interoperability Maturity Model (IMM) Collect, evaluate, disseminate EU IOP Cartography National Interoperability Frameworks Observatory (NIFO) Trans-European Systems assessment (TES) 20 Modernisation of public administrations

21. Click to edit Master title style 21 The business case 21 Modernisation of public administrations

22. Click to edit Master title style Reaping of benefits needs initial investment BE: IMIO Walloon Region subsidises the project by 1.2 M euro. The goal is to be sustainable in a few years. UK: G-Cloud Centrally financed G-Cloud creates savings on many levels NO: Frikomport Central government provided 51.000 euro for the establishment of a platform where the application could be shared and for the publication of the source code. CH: financing eGov priority projects Central and regional financing of priority projects - 1.95 million EUR annual budget. Modernisation of public administrations

23. Click to edit Master title style BE: IMIO BE: IMIO through central procurement and in-house development of common solutions the association provides competitive prices for its members. UK: G-Cloud Savings through shared procurement, sharing and re-using offered solutions expected at the level of £6 million annually NO: Friprogforeningen shared procurement model for IT development enables to share the cost of development among 70 municipalities BE: BE: re-use of ePrior by the federal government with estimated potential benefits of 9.5 million EUR. Modernisation of public administrations FR: eBourgogne accounting processes and control of legality 13 mEUR savings for State and 20 mEUR for members. 40 mEUR savings by pooling of resources and equipment Demonstrating financial benefits

24. Click to edit Master title style …savings may come in many forms! EU: EC ICT shared services No need for large in house IT expertise. Common solutions -  Reduction of complexities, costs. Central procurement – competitive prices / less HR need. UK: G-Cloud Transparent prices  competitive market, more possibilities for SMEs. Fast purchasing  savings in HR for public admins. Modernisation of public administrations

25. Click to edit Master title style According to this model, for citizens that have to execute 10 transactions with the state when each transaction lasts 30 minutes each, the impact in the GDP is approximately: – in Belgium €1,1 billion a year, – in Germany €7,9 billion a year, – in Italy €4,9 billion a year, etc. These figures can vary with the number of transactions and the time spend on them. 25 A Microsoft Research study The economic impact of interoperability one model On the other side…

26. Click to edit Master title style 26 Modernisation of public administrations A strong business case!

27. Click to edit Master title style Interoperability Solutions for European public Administrations ISA a key enabler for Public Administrations to join forces, bring down e- barriers and overcome financial constraints 27 Modernisation of public administrations Q&A

28. Click to edit Master title style Join ISA initiatives at: http://ec.europa.eu/isa/index_en.htm http://ec.europa.eu/isa/index_en.htm and @ http://joinup.ec.europa.euhttp://joinup.ec.europa.eu http://goo.gl/eK1EY@SEMICeuhttp://joinup.ec.europa.eu 28 Modernisation of public administrations

29. Click to edit Master title style The economic impact of interoperability one model Why achieving interoperability in the public sector has an important positive impact on GDP? – We can define the value of an interoperable system as a function of the number of connected transactions. – The more connections there are the higher the value with a factorial progression is. 29 A Microsoft Research study

30. Click to edit Master title style As we increase the number of connected services in the PA we have a significant increase in the value and the efficiency of the administration thus reducing the wasted hours of the citizens and businesses We can measure the burden on GDP when a citizen needs to wait in line for a government service. We can consider this waiting time as wasted time. We vary the number of activities a citizen has to carry out annually (paying taxes, filling out forms, obtaining permits, and others) due to laws or government requirements, as well as the number of minutes needed to fully execute each of the required activities. 30 A Microsoft Research study The economic impact of interoperability one model