egpa 2013 luis vidigal real time government: portuguese challenges in electronic bureaucracy

Real Time Government Portuguese challenges in electronic bureaucracy

Luís Vidigal

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40 years of Innova;on in Portuguese Public Administra;on

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EGPA 2013 – Luis Vidigal

ICT in AdministraAve ModernizaAon in the last 40 years

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EGPA 2013 – Luis Vidigal 4

EU (2013). Public Services Online “Digital by Default or by Detour?": Assessing User Centric eGovernment performance in Europe – eGovernment Benchmark 2012. Final Insight Report. A study prepared for the European Commission DG Communica7ons Networks, Content & Technology.

A long journey of successes in e-‐Government


Economic and social crises



Economic and social indicators before and aYer the financial assistance in April 2011

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PoliAcal Dilemma

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? Cons;tu;onal democracy

ConsAtuAonal Court

Pressure of financial markets

No ElecAons


Growth Paradox

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Importance of strong public administra;on for the success of all other reforms

Necessary fiscal consolida;on

Financial Austerity

State

Squeeze

OECD (2013). “Beber Policies” Series: Portugal -‐ Reforming the State to promote Growth, May


The promise “miracle” of “Troika”

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State

Growth


A big Risk

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A destroyed, unmoAvated and inefficient state becomes an abracAon

for illegaliAes and corrupAon

Sovereignty eroded

•  external intervenAon •  poliAcal discrediAng •  devaluaAon of the role of the state

•  etc.

Popula;on divided

•  young against old •  private sector against public sector

•  employed against unemployed

•  etc.

Two main Op;ons for

State Reform during the Adjustment Programme

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Efficiency opAons

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Resources (inputs)

decrease and outputs increase

Resources remain the same and outputs increase

Resources increase but outputs

increase by an even larger amount

Outputs remains sta;c but resources decrease

Outputs decrease but

inputs decrease by an even

larger amount

Growth

State Automa;on State Reduc;on •  reducAons in public

salaries and pensions •  sale of more public

assets

State

Austerity Pollib and Bouckaert (2011) Op;mis;c

Outcomes and EffecAveness Pessimis;c

Outputs and Efficiency


Efficiency opAons

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Resources (inputs)

decrease and outputs increase

Resources remain the same and outputs increase

Resources increase but outputs

increase by an even larger amount

Outputs remains sta;c but resources decrease

Outputs decrease but

inputs decrease by an even

larger amount

Growth

State

Austerity Pollib and Bouckaert (2011) Op;mis;c

Outcomes and EffecAveness Pessimis;c

Outputs and Efficiency

IT providers are very op;mis;c

Survey: 80 experts from the public and private sectors -‐ members of a permanent group for PA (APDSI, 2013)

Managers from PA are very pessimis;c

The Context The Portuguese NPM

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NPM in Portugal has been Upside Down

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Agencies, Markets and Partnerships

More Authonomy

More Control and

Accountability

Yes, but…

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NPM in Portugal is Upside Down

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D

Regulator Direct

Administra;on “bad and bureaucraAc”

I

Regulated Indirect

Administra;on “good and entrepreneurial”

?


NPM in Portugal is Upside Down

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B

Unskillful public Buyer

S

Skillful private Seller

Post-‐NPM and New Weberian approaches with

ICT

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Recentraliza;on in ;mes of crisis

Public Private

Centraliza;on

Authonomy

Central integra;on and strengthening

of the State

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DILEMA Liberal poli;cs


Recentraliza;on in ;mes of crisis

Public Private

Centraliza;on of Informa;on

Authonomy and Accountability

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With ICT


A choice to scru;nize

Public Private

Centraliza;on of Informa;on

Authonomy and Accountability

Poli;cal op;on

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AdministraAve Reform in Post NPM

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Ci;zen-‐centric •  Whole of Government •  Joined up Government •  CollaboraAve Government

Automa;on •  e-‐Government •  Digital Era Governance •  Real Time Government

Government Transforma;on

The Model of my research

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EGPA 2013 – Luis Vidigal 25

AdministraAon by Network? Interoperability?

Organizacional “Peopleware” (Will)

Informacional / Semantics “Infoware” (Línguage)

Technological “ Software” and “Hardware” (infrastructure)

It is here that everything fails

Joined up…!

Whole of…!

Transform…!

Digital…!


Interoperability for service

Seman;c Interoperability

Technological Interoperability

Organizacional Interoperability

Basic Process Citizens Enterprises


Holes in the Whole of Government

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Holes in the Whole of Government

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300 5 300 5

Speed of Lazy snails


Ministry 1 Ministry 2 Ministry 3 Ministry n

Time Cost Quality

Maturity Stages for e-‐Government Andersen e Henriksen (2006) Layne e Lee (2001)

Dep. A

Dep. C

Dep. n

Closed NPM Entrepreneurship What Strategy

What leadership

Audiences

Life Events

x x x x

x x x x

x x x x

x x x x

x x x x

x x x x

Reality of “to be” (Closed)

NormaA

vity of “shou

ld be” (Shared)

A wider horizontal vision of public services – The “holes”

Closed “Consultocracy” Denis Saint MarAn (2000; 2007)

Dep. B

Coproduc;on of value John Alford (2009)


Structures and Processes

Structures

Processes

In Out

A dual role


CriAcal success factors for e-‐Government in Portugal

1. Strategic vision 2. PoliAcal support 3. CiAzen-‐orientaAon 4.  Inter-‐departmental vision 5. OperaAonal leadership ("champion")

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Survey: 80 experts from the public and private sectors -‐ members of a permanent group for PA (APDSI, 2013)

Organiza;ona

l

Interoperabilit

y

Electronic Bureaucracy Yes or No?

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VerAcal Silos Plenty of Power and Vanity

Manifesto again

st

Electronic Bur

eaucracy

Vidigal (2000)


Horizontal Silos Plenty of “Fat” and Waste

Manifesto again

st

Electronic Bur

eaucracy

Vidigal (2000)


Common Resources and Services (SOA)

Sharing Data and Services “Government by Network”

Territory People Enterprises Vehicles

Ask Once

Use Many


Debureaucra;za;on reducing democraAc guarantees

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Bureau

cracy

Democra;c Guarantees

Risk Zone


Debureaucra;za;on acceleraAng services

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Electron

ic

accelera;o

n

Democra;c Guarantees

Manifesto in fav

our of

Electronic Bur

eaucracy

Vidigal (2005)

Recover •  Accountability •  CoordinaAon •  Transparency •  Equality •  ImparAality With •  Time •  Cost •  Quality

Real Time Government without cerAficates and arbitrariness

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InformaAon sharing

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Degree of Informa;on

sharing

Quality of service

Finish all cerAficates and vouchers!

Proof of who you are

Proof that you don’t have debts to the State

Cer7ficates and vouchers

are web services from data bases

Ask once Use many

Proof that you are not a criminal

People Enterprises Territory Vehicles


Remove arbitrariness

The real Law is in the algorithm Recover •  Accountability •  CoordinaAon •  Transparency •  Equality •  ImparAality

New Weberian and post NPM


From uncertainity of More or Less To the certainity of Yes or Not

Remove arbitrariness

“Zero Licensing”


Extend Ame and space as soon as possible

Tim

e

Space


Strategy and Leadership for the New Model Balancing the power and the evidence of the protagonists

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Solitary Stars and

Galaxy

Service and credibility from the top


Where are the savings?

Inputs Outputs Outcomes Incomes

Efficiency Effec;veness

To much Reduce 558 M€ / year

on ICT Value for money

Very liele

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Problem or Solu;on

?


Cost Redundancies Disintegration Incoherencies

Incompatibilities Conflicts of Power

Waste …

Investment Interoperability

Sharing Reutilization

Transparency Speed Rigour …

Cost or Investment?

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Blackout!

Imagine no more information technologies in Public Administration How much would it cost?



[email protected]

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egpa 2013 luis vidigal real time government: portuguese challenges in electronic bureaucracy

Education

egpa2013luisvidigal

egpa2013luisvidigal

state growth

organizaonal interoperability

dilema liberal polics

organizacional peopleware

hardware infrastructure

adual role