Developments of PSD through e-government in Brunei Darussalam Guiding strategies of PSD Recent trends for better PSD

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1 Multi-country study mission on Public Governance Improving Public Service Delivery: Experiences and challenges OCTOBER 2008 SEOUL, KOREA HAJI MOHIDIN HAJI MUS e-government Implementation Unit (UPEK) Prime Minister s Office Brunei Darussalam

2 AGENDA 1. Introduction Developments of PSD through e-government in Brunei Darussalam Guiding strategies of PSD Recent trends for better PSD 2. TAFIS case study Background and objectives Context of the case (TAFIS) Impacts on people, process and technology 3. External factors 4. Lesson learned 5. Conclusions

3 BRUNEI DARUSSALAM IN BRIEF Capital City : Bandar Seri Begawan Area : 5,765 square Km Population : 383,000 (est. Nov 2006) Language : Malay (official), English, Chinese Official religion : Islam Civil servants : 44,997 (31st Mac 2008, PSD) Labor force : 180,400 (est. Nov 2006) Literacy rate (age 9 and above) : 93.7 %(est. 2006) GDP per Capita : BND 43,000 or around USD 26,800 (as of 2005) Major exports : Oil and Gas (94.2% in 2005), Others garments 2.9% Source: Department of statistics, Department of Economic Planning and Development Public Service Department,

4 INTRODUCTION (e-government initiatives) Brunei Darussalam is not left behind in her endeavourto be at par with the rest of the world on the e-government initiative. In National Development Plan (NDP) , the ICT sector is allocated a total scheme value of about BND 1.1 billion or about 12.1 percentof the total development allocation. The major bulk of the ICT sector allocation is under the e-government initiatives

5 INTRODUCTION (National Vision/Wawasan Brunei 2035) The National Vision known as Wawasan Brunei 2035, aims to make Brunei Darussalam, by 2035 as a nation Widely recognized for the accomplishment of its educated and highly skilled people as measured by the highest international standards Quality of life that is among the top 10 nations in the world; A dynamic and sustainable economy with income per capita within the top 10 countries in the world. ICT sector to focus on : Integrating e-government programmesto enable the provision of quality online customer services Enhance the local SMEs through e-business and Building human and institutional capacity in ICT

6 DEVELOPMENT OF PSD THROUGH E-GOVERNMENT The e-government projects under the 8 th NDP were largely infrastructural in nature such as the provision of Data Centre, hardware and software The Brunei Darussalam e-government Implementation Review report dated August 2006, shows that out of a total 187 projects identified as of April completed - 36 in progress - 57 in various stages of tender evaluation and - 47 in preparation for tendering. Among the findings from the review include the lack of ICT capacity, insufficient dedicated resource to manage e-government program as well as absence of sharing and standardization of infrastructure and software.

7 DEVELOPMENT OF PSD THROUGH E-GOVERNMENT 2006 E-Government Implementation Review were conducted (Report dated August 2006) The Brunei Darussalam e-government Implementation Review report dated August 2006, shows that out of a total 187 projects identified as of April completed, 36 in progress, 57 in various stages of tender evaluation and 47 in preparation for tendering. Among the findings (8 th NDP ) include : The implementation had been reported to be moving at a slow pace The implementation were largely infrastructural in nature such as the provision of Data Centre, hardware and software Lack of ICT capacity, insufficient dedicated resource to manage e-government program as well as absence of sharing and standardization of infrastructure and software.

8 DEVELOPMENT OF PSD THROUGH E-GOVERNMENT 2006 Review recommendations e-government Implementation Review recommendations include: Appointment of the fulltime leader for e-government Appointment of Government CIO Establishment of a Technical Authority Launching of a strategic change management programme Addressing the shortage of ICT staff Giving priority to projects that provide common infrastructure to enable online services (e.g. Public Key Infrastructure (PKI), Payment Gateway) Consolidate the use of existing common facilities and common applications as much as possible and operate out of e-government Data centre.

9 DEVELOPMENT OF PSD THROUGH E-GOVERNMENT 2007 Restructuring of e-government (Mac 2007) Prime Minister s Office (PMO) assumes the role of the Executive Ownership of the e-government initiative and spearheads the overall policy level of e-government in the country Deputy Minister at PMO appointed as Executive owner and e-government Leadership Forum (EGLF) chairman Overall Government CIO was appointed E-Government ProgrammeExecutive Committee (EGPEC) elevated to EGLF E-Government Implementation Unit (UPEK) was established E-Government Technical Authority Body (EGTAB) was established (fully operational 1 st Oct 2007) CIO Dialog was established Several policy directives by EGLF were endorsed

10 DEVELOPMENT OF PSD THROUGH E-GOVERNMENT 2008 E-Government National Centre (EGNC) was established (1 st April 2008) Change Management Programmewere launched involving Top management in the civil service, CIOs and CTOs on e- Government MasterPlanning, CIO Executive Programmeand ICT staffs on Project Management, BPR and Data Governance Sending 8 participants for ICT Conversion (Post Graduade Diploma at National University of Singapore) Reviewing IT Scheme of Service Note: icentre was established as the centre of excellence for nurturing and developing successful entrepreneurs in the ICTarena (Aug 2007) developed by BEDB

11 E-GOVERNMENT LEADERSHIP FORUM (EGLF) The EGLF Terms of Reference (TOR) : To modernisethe civil service in meeting the public service delivery expectations and managing the challenging demands of a dynamic environment through increased usage of ICT; Setting the strategic policy directions and be accountable for the overall delivery of the e- government initiative To provide quarterly progress report to His Majesty the Sultan.

12 DEVELOPMENT OF PSD THROUGH E-GOVERNMENT 2008 (To date) e-government progress : Ministries or Department websites and portals such as PMONET, E-MIPR (E-Ministry of Industry and Primary Resources), E- Mincom (E-Ministry of Communications) Treasury Accounting and Financial Information System (TAFIS). Installations of 18 Islamic Kiosks by the Ministry of Religious Affairs (MORA) in strategic locations Government job advertisements and tenders Information on civil service matters such as financial regulation, government circulars and statistics Competition to assess the various G2C criteria of websites of each government ministry G2C online applications about careers and scholarships offered by the Ministry of Defense(MINDEF)

13 E-GOVERNMENT LEADERSHIP FORUM 2008 (To date) egovernment progress e-pelita lead by Information Department Radio Television Brunei (RTB) city Schools network infrastructure for all government secondary and primary schools Library systems at the Higher educational institutions Integrated Human Resource Management System (ihrms) for the Brunei Darussalam civil service involving all the ministries, departments and government agencies

14 GUIDING STRATEGIES OF PSD VISION AND MISSION (IT MASTER PLAN) The vision of the Brunei IT Master Plan or The IT 2000 and beyond was for "Brunei Darussalam to exploit IT to its full potential for national prosperity and to make Bruneiasthe Cyber hubintheaseanregion. The mission was for "Brunei Darussalam through its national IT council to lead and facilitate the strategic development and diffusion of the state-of-the-art ICT for the entire nation".

15 GUIDING STRATEGIES OF PSD VISION AND MISSION (E-GOVERNMENT) The Key Message is To promote/provide Governance and Services on-line. The Vision is To be an E-Smart Government in line withthe21 st CenturyCivilServiceVision. The Mission is His Majesty s Government Aims to Establish Electronic Governance and Services to Best Serve the Nation NOTE: The long term e-government Strategic Master Plan ( ) currently at the review and updating stage The 21 st century civil service vision is To realized the human resource potential within the excellent public service in line with the National Aspiration through the 21 st century civil service vision.

16 GUIDING STRATEGIES OF PSD SHORT AND MEDIUM TERM STRATEGY THE WAY FORWARD ( ) 1. Establishment of EGLF, EGTAB, EGTTF, EGIU/UPEK, CIO Dialog 2. Strengthen EG Technical Task Force (EGTTF): Shared services, common infrastructure & standards Assessment of project status 0-5 Capacity consolidation 3. Recruitment of professional staff for EGTAB 4. Civil Service Reform & Innovation Change Management Strategies & Programs Survey on people s processes, mindset, technology IT Infrastructure & Networking Government centric on-line services Harmonisation of Goals of some Institutional Bodies : Jawatan Kuasa Pembaharuan Perkhidmatan Awam(JKPPA), Jawatan Kuasa Pandu Pemberian Perkhidmatan Awam (JKPPPA) 5. Citizen Centric Services Transactional Services: Utilities, Road tax & Driving licenses, Starting business Information / Data sharing, secure transaction (PKI) Connectivity & E-payment gateway

17 CASE STUDY TREASURY, ACCOUNTING AND FINANCIAL INFORMATION SYSTEM (TAFIS)

18 TAFIS CASE STUDY TAFIS -one of the e-government flagship applications in the e-government strategy TAFIS applications cover the functional areas of the financial accounting and financial services Led by the Ministry of Finance Maintained and supported by BAG Networks, a joint venture company between Brunei Government & Accenture. TAFIS project was kicked off soon after on the 26th September As a Government-wide exercise, it affected all the departments, sections and units in all the 12 Ministries

19 TAFIS CASE STUDY

20 TAFIS OBJECTIVES To improve efficiency of government financial transaction processes To improve tracking and management of government funds and thereby optimize utilization To transfer of technology-based knowledge, skills and abilities To move towards a paperless government To set up TAFIS information technology networking centre

21 TAFIS CASE STUDY As of Mac 2007, below is the outcome from the implementation of TAFIS: More than 2500 civil servants using TAFIS Average of 30,000 payments made from TAFIS per month Average time taken to approve payments now 14 days Average time taken to pay invoices overall 24 days Average 17% manual payment vouchers eliminated per month Average 43% - 16 days reduction in time taken to pay Leave Allowance (from 37 to 21) Average 17% - 5 days reduction in time taken to pay Education Allowance (from 30 to 25) 91% of payments to employees are automated via EFT 73% of payments to vendors are automated via EFT 1665 PCs, 19 Servers, 747 Printers deployed 51 K-economy Jobs in BAG

22 TAFIS CASE STUDY The TAFIS project is about redesigning the end to end financial business processes and practices within the Government of Brunei Darussalam and its Department A steering committee was established and chaired by the Permanent Secretary of Ministry of finance Two technical working groups, financial regulations and procedures and IT have been established headed by Director of Financial Services and Director of IT and State Store

23 TAFIS CASE STUDY

24 TAFIS CASE STUDY

25 CONTEXT OF THE CASE (TAFIS) From 1984 till 2001, MOF has established a number of standalone PC based systems catered to manage the various financial departments such as gratuity and pensions, house rent maintenance, ledger control, budgetary control and cheque management The drawback of such standalone systems is a duplication of data

26 CONTEXT OF THE CASE (TAFIS)

27 IMPACTS ON PEOPLE, PROCESS AND TECHNOLOGY Impacts on people -the online approval, acquisition of new skills that resulted to higher productivity with less duplication of work. Impacts on working processes - basically paperless, driven by workflow, online data entry and retrieval, automated reconciliation and single point of data entry to ensure no duplication of data entry. Impacts on Technology infrastructure - include the reduction in training user interface, establish network for connectivity, building additional interfacing to other applications systems and greater focus on network and information security.

28 EXTERNALFACTORS Regulatory, budgetary and organizational factors play a very important role to the success of e- Government implementation. In terms of regulatory factors, data sharing and security aspects of providing online services have to be taken into consideration. The success of TAFIS for example lies with the level of commitment and dedication of all those involved with the project. Without the commitment and the spirit of teamwork, the targeted result may not happen. Dedication and commitment must follow with

29 LESSON LEARNED e-government is not merely introducing technology for efficiency; instead it is a transformation process that involves changing the mindset of the people, culture and structure e-government is about restructuring and reengineering of government business processes, the need to change their thinking and "accept the e-ways The implementation of TAFIS for example has achieved its objectives of improvements to the government s financial processes. It helps to expedite the operational processes through the reduction of repetitive administrative and manual tasks, thus enhancing the processing efficiency and allowing government officers to spend more time on exception-handling and analysis. The role of a competent Chief Information Officer (CIO) and competent project managers in each ministry plays a very critical role to ensure the success of the e-government implementation

30 CONCLUSION Brunei economic future lies in its economic diversification ICT sector had been identified as one of the key driver in Brunei economic development. Brunei Darussalam is not left behind on e-government initiative to modernize the civil service in meeting the public service delivery expectations and managing the challenging demands of a dynamic environment through increased usage of ICT. Success and failure of e-government will be much more visible when online governance and services meets the public. e-government require ICT capacity and capability, Business Process Re-engineering, change of mindset, close and cohesive cooperation/collaboration among various stakeholders that include the support and involvement from top management to the bottom of the organizational ladder.

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