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ENTERPRISEARCHITECTUREASPLATFORM
FORCONNECTEDGOVERNMENT
UnderstandingtheImpactofEnterprise
ArchitectureonConnectedGovernment
AQualitativeAnalysis
NUS GovernmentEnterpriseArchitectureResearchProject
PrincipalResearcher:Dr.PallabSaha
2010NUSInstituteofSystemsScience
NUSInstituteofSystemsSciencegrantspermissiontoreprintthisdocumentprovidedthiscoverpageisincluded.
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WITHCONTRIBUTIONSFROM
1. MaraIsabelMejaJaramillo,GOVERNMENTOFCOLOMBIA2. HoSyLoi,Ph.D.,GOVERNMENTOFVIETNAM3. OmarAlShanfari,GOVERNMENTOFOMAN4. HaiyanQian,UNITEDNATIONS5. SaleemZoughbi,Ph.D.,UNITEDNATIONS
TheauthorwouldliketoacknowledgethesupportofMicrosoftCorporationinthisresearch.
A special thank you goes to LorenzoMadrid for sharing ideas, observations and review
commentsthroughoutthedevelopmentofthisreport.
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Contents
0 INTRODUCTION..............................................................................
6
0.1 DEFININGENTERPRISEARCHITECTURE...........................................................6
0.2 WHYENTERPRISEARCHITECTUREMATTERSINGOVERNMENT.....................7
0.2.1 UnderstandingConnectedGovernment........................................................................ 8
0.2.2 RoleofGovernmentEnterpriseArchitecture.............................................................. 10
0.3 ABOUTTHERESEARCH..................................................................................11
0.3.1 Objectives..................................................................................................................... 11
0.3.2 StructureoftheResearch............................................................................................ 12
0.4 ASSESSMENTFRAMEWORK..........................................................................12
1 SURVEYOFGOVERNMENTENTERPRISEARCHITECTURE...............14
1.1 UNITEDARABEMIRATES...............................................................................16
1.2 AUSTRALIA.....................................................................................................19
1.3 JORDAN.........................................................................................................21
1.4 NEWZEALAND...............................................................................................24
1.5 SAUDIARABIA...............................................................................................27
1.6 SOUTHKOREA...............................................................................................30
1.7 OTHERS..........................................................................................................32
2 ANALYSISAND
FINDINGS
.............................................................
34
3 PERSPECTIVES.............................................................................. 38
3.1 GOVERNMENTOFCOLOMBIA......................................................................38
3.2 GOVERNMENTOFVIETNAM.........................................................................38
3.3 GOVERNMENTOFOMAN.............................................................................39
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3.4 UNITEDNATIONS..........................................................................................39
4 GOVERNMENTEAFRAMEWORKCAPABILITYDIMENSIONS..........42
5 CONCLUSIONSAND
WAY
FORWARD
............................................
45
6 REFERENCES................................................................................. 46
7 ABOUTTHEAUTHOR.................................................................... 49
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ExhibitsExhibit01:EnterpriseLifecyclewithArchitecture...................................................................7
Exhibit02:BenefitsfromITEnabledConnectedGovernment................................................8
Exhibit03:HighLevelRelationshipofGovernmentEAandEGovernmentMaturity...........11
Exhibit04:EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment...13
Exhibit11:ModelingEAasPlatformforConnectedGovernment........................................15
Exhibit12:LevelsofImpactofEAonConnectedGovernment.............................................15
Exhibit13:UAEintheUNGlobalEGovernmentDevelopmentIndex2010.........................16
Exhibit14:UAEintheUNGlobalEParticipationIndex2010................................................16
Exhibit15:UAEintheTelecommunicationInfrastructureComponentIndex2010..............17
Exhibit16:UAEintheOnlineServiceComponentIndex2010..............................................17
Exhibit17:UAEsCurrentImpactofEAonConnectedGovernment.....................................19
Exhibit18:AustraliaintheUNGlobalEGovernmentDevelopmentIndex2010..................19
Exhibit19:AustraliaintheUNGlobalEParticipationIndex2010........................................19
Exhibit110:AustraliasCurrentImpactofEAonConnectedGovernment...........................21
Exhibit111:JordanintheUNGlobalEGovernmentDevelopmentIndex2010...................22
Exhibit112:JordanintheUNGlobalEParticipationIndex2010..........................................22
Exhibit113:JordansCurrentImpactofEAonConnectedGovernment...............................24
Exhibit114:NZintheUNGlobalEGovernmentDevelopmentIndex2010..........................24
Exhibit115:NZintheUNGlobalEParticipationIndex2010................................................25
Exhibit116:NZsCurrentImpactofEAonConnectedGovernment.....................................27
Exhibit117:KSAintheUNGlobalEGovernmentDevelopmentIndex2010........................27
Exhibit118:KSAintheUNGlobalEParticipationIndex2010..............................................28
Exhibit119:KSAsCurrentImpactofEAonConnectedGovernment...................................29
Exhibit120:SouthKoreasEGovernmentJourneyfrom1987to2012................................30
Exhibit121:SouthKoreasEGovernmentRankingsin2005,2008and2010.......................30
Exhibit122:SouthKoreasCurrentImpactofEAonConnectedGovernment......................32
Exhibit123:SummaryofGovernmentEAinOtherCountriesintheAsiaPacific.................33
Exhibit21:CurrentImpactofEAonConnectedGovernmentinSelectedCountries............34
Exhibit22:TheFourEvolutionaryStagesofConnectedGovernment...................................35
Exhibit23:ConnectedGovernmentMaturityandGovernmentPerformance.....................36
Exhibit41:GovernmentEACapabilityDimensionsforConnectedGovernment..................43
Exhibit42:MinimumLevelsofImpactofEAforConnectedGovernmentProgression........43
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0 INTRODUCTION0.1 DEFININGENTERPRISEARCHITECTURE
EnterpriseArchitecture
is
the
inherent
design
and
management
approach
essential
for
organizationalcoherenceleadingtoalignment,agilityandassurance1.
Structured enterprise architecture (EA) approach is often used to plan and implement
efficient and effective transformation efforts. However, the strongest driver for EA is to
improve service delivery and overall performance within the organization's business
segments. The principal challenge faced by chief architects today, is to institute an EA
program that is able to coordinate sustainable changes throughout the enterprise,while
simultaneouslymentoringthespecifictransformationplanningthatisneededtosupportthe
mission.
Inanutshell,EA isarobustplanningfunctionwhichhelpsorganizationstounderstandthe
process by which business strategies turn into operational reality. Hence, establishing a
standard methodology for conducting architecture planning and implementation is vital.
Metaphorically,anEAistoanorganizationsoperationsandsystemsasasetofblueprintsis
to a city and its buildings. By following an architecturebased approach to systems
development,organizationsstrivetoaddressissuespertainingto:(1)businessITalignment;
(2) information accuracy and integrity; (3) infrastructure management; (4) security; (5)
technology compatibility; (6) business value of IT; (7) IT governance; (8) business
collaboration;and(8)procurementamongothers.ThoughEAisoftenassumedtofollowan
organizationsstrategyandtoalignITwithbusinessobjectives,increasingly,evidenceofthe
reverse isalsosurfacing, inotherwords,organizationstrategiesarebeing influencedby IT
capabilities.
At a highlevel, EA consists of a hierarchy of architectural domains that can be loosely
associatedwithfullEAdelivery,as:
The business architecture which defines the enterprise business outcomes,
functions,capabilitiesandendtoendbusinessprocessesandtheirrelationshipsto
externalentitiesrequiredtoexecutebusinessstrategies;
The data/ information architecturewhich dealswith the structure and utility of
informationwithintheorganization,anditsalignmentwithitsstrategic,tacticaland
operationalneeds;
The application architecture which specifies the structure of individual systems
basedondefinedtechnology;and
The technical architecture which defines the technology environment and
infrastructureinwhichallITsystemsoperate.
SuccessfulEAnotonlycapturestheabovefourdomains,butalsotherelationshipsbetween
them.Having linkagesbetween the fourdomainsprovides lineofsight (or traceability) to
therelevantstakeholdersoftheEA.Exhibit01depictshowEA isusuallypositionedwithin
the organization. It is important to keep in mind that keeping EA linked upstream to
1Source:CoherencyManagementArchitectingtheEnterpriseforAlignment,AgilityandAssurance;GaryDoucet,JohnGotze,
PallabSaha&ScottBernard;2009.
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strategicmanagementanddownstreamtoportfoliomanagementandsystemdevelopment
lifecycle provides an effective approach to business transformation. It thus allows for a
completelifecycleapproachtobusinesstransformation.
Exhibit01:EnterpriseLifecyclewithArchitecture
EA effectively supports the business, enables information sharing across departments /
divisions / organizations, enhances managements ability to deliver effective and timely
services, and improves operational efficiencies. Committing to an ongoing EA practice
withinanenterpriseenablesabusinessalignedandtechnologyadaptiveenterprise that is
effective,efficientandagile.
0.2 WHYENTERPRISEARCHITECTUREMATTERSINGOVERNMENT
Mostgovernmentsworldwideare in themidstof substantialpublic sector transformation
activities. A majority of these initiatives are triggered by the need to have better and
seamless government services delivered online. The focus on automating government
servicesoftenisalargelylimitedtospecificministriesandagencies.Howeversuchinitiatives
lackthecrossministry/agencyviewpointandcoordination.Thiscreateschallengesintaking
awholeofgovernment(WOG)approachandconcomitantbenefits,whicharemuchmore
thanbenefitsderivedbytakingagencycentricviewpoints.Theseareclearlyevident inthe
findingsoftheUNGlobalEGovernmentSurvey2010.AccordingtotheUN,thevalueofe
governmentwillincreasinglybedefinedbyitscontributiontonationaldevelopment.Lackof
coherent strategy is often cited as the primary reason for underdevelopment of e
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government. Moving forward, more and more countries are adopting national e
governmentstrategiesandmultiyearactionplans.AndEAisthestrategythatgovernments
are increasingly looking towards. According to Haiyan Qian, Director of the Division for
Public Administration and Development Management, United Nations Department of
Economic and Social Affairs (UNDESA) EA is an effective strategic planning tool for
governments by [facilitating] creation of linkages and improving interoperability amonggovernment agencies,benefitingboth internaloperationalprocesses aswellas improved
publicservicedeliverytocitizens.
0.2.1 UnderstandingConnectedGovernment
Connectedgovernmentenablesgovernmentstoconnectseamlesslyacrossfunctions,
agencies,andjurisdictionstodelivereffectiveandefficientservicestocitizensand
businesses.
The United Nations (UN), in its Global EGovernment Survey of 2008, used connected
governance as itsprimary criteria to evaluateand ranknationalegovernmentprograms.
Accordingtothesurveyreporttheconceptofconnectedgovernmentisderivedfromwholeofgovernmentapproachwhichutilizestechnologyasastrategictoolandasanenablerfor
publicservice innovationandproductivitygrowth,thetwokeyoutcomesbeinginnovation
andproductivity. Incontinuationwith this theme, theUNGlobalEGovernmentSurveyof
2010takestheconceptofconnectedgovernmentevenfurtheranddeeper,explicitlyadding
citizencentricity as watchword. This approach to government service delivery requires
countries toshift fromamodelofprovidinggovernmentservicesvia traditionalmodes to
integratedelectronicmodeswhereinthevaluetothecitizensandbusinessesgetsenhanced.
AccordingtotheUNsuchITenabledservices(eservices)canactuallyimprovetherateand
qualityofpublicservicedeliveryintimesofeconomiccrises.
ThusITenabledconnectedgovernment,ofwhicheservicesareacrucialcomponent,leads
toseveralbenefits,bothinternaltotheprovideragenciesandgovernmentsandexternalto
theconsumercitizensandbusinesses.Exhibit02liststhebenefits:
BenefitsfromITEnabledConnectedGovernment
Internal
(ToProviderAgenciesand Governments)
External
(ToConsumerCitizensandBusinesses)
1. Avoidanceofduplication
2. Reductionintransactioncosts
3. Simplifiedbureaucraticprocedures
4. Greaterefficiencies
5.Richer
communication
&
coordination
6. Enhancedtransparency
7. Greaterinformationsharing
8. Secureinformationmanagement
1. Fasterservicedelivery
2. Greaterefficacy
3. Increasedflexibilityofserviceuse
4. Innovationinservicedelivery
5.Greater
participation
and
inclusion
6. Greatercitizenempowerment
7. Greateropennessandtransparency
Exhibit02:BenefitsfromITEnabledConnectedGovernment
Governmenttransformationisalongtermendeavorwhichisseldomimpactedbyanyshort
termtechnologytrends.Intheirtransitiontowardsconnectedgovernment,allgovernments
must traverse through the four primary stages of egovernment capability andmaturity,
eachrepresentingaprogressivelyhigherlevelinthegovernmenttransformationcontinuum.
The fourwidelyused stagesofegovernment capabilityandmaturity are;webpresence,
interaction, transaction and transformation. Furthermore, connected government is the
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desired state that countries strive to reach as part of the transformation level of e
governmentmaturity.However, it isnotvery straightforward todescribewhatconnected
governmentactuallymeansanditsimplicationstocountries.
Based on current state of practice and available literature, connected government is
expected to entail certain characteristics and capabilities. These characteristics and
capabilities,describedbelow,areclearlystatedtobethekeycontributorstoegovernment
development according to the UN EGovernment Survey 2010. These characteristics and
capabilities,structuredasdimensions,allowconnectedgovernmenttobeviewedasamulti
dimensionalconstruct.Thedimensionsofconnectedgovernmentare:
Citizen centricity: This refers to viewing the government from outsidein, i.e.
understandingtherequirementsandexpectationsofthecitizensbecomesthepre
eminent guiding principle for all government policies, programs and services. In
short,thisrepresentstheservicedominant logicwhichrequiresthegovernmentto
operateasoneenterpriseandorganizearoundcitizendemandsandrequirements.
Aside from thecitizensper se,othergovernmentconstituents, suchasbusinesses
and
civil
organizations
are
captured
in
the
social
inclusion
dimension
described
later.
Commoninfrastructureandinteroperability:Thisreferstotheuseofstandardsand
best practices across governments so as to encourage and enable sharing of
information inaseamlessmanner. Interoperability istheabilityoforganizationsto
shareinformationandknowledgewithinandacrossorganizationalboundaries.The
underlying foundation for effective interoperability comes from standardized
commoninfrastructure;
Collaborative services and business operations: Connected government requires
ministriesandagencies tocollaborate. It isnotdifficult touncover success stories
about integration and interoperability at the technology level. However, to
collaborateatthelevelofbusinessservicesandfunctionsneedspoliticalwill.Thisis
because collaboration at this level leads to shallower stovepipes, elimination of
redundantoroverlapping servicesanddiscoveryof commonand shared services,
whichinturnleadtolossofauthorityandcontrolforsome;
Public sectorgovernance:This refers to thedecision rightsand theaccountability
framework required to implement all the other strategies for connected
government. Good governance is a nonnegotiable factor in the success of the
connected government, more so for countries that have multiple levels of
governments(i.e.federal/central;state/provincial;andtown/city)wherevarious
levelscouldbeadministeredbydifferentpoliticalparties;
Networkedorganizational
model:AsTheresaPardoandBrianBurkediscussintheir
workongovernment interoperability,thisreferstotheneedtoaccommodatenew
organizational models wherein the enterprise (in this context the whole of
government)isanetworkofrelativelyautonomousministriesandagenciesworking
inacoherentmannertodelivervaluetobothcitizensandbusinesses.Thismakes
the wholeofgovernment a networked virtual organization (NVO) that operates
seamlesslytowardsacommonmission.
Social inclusion: This refers to the ability of governments in moving beyond
horizontalandvertical integrationofgovernment servicedelivery toengaging the
citizens and businesses at relevant points in the policy and decision making
processes.E
democracy
and
social
inclusion
ensures
that
delivery
of
government
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services is not a oneway interchange. Innovative ways of using technology to
facilitate constituent participation and building a consultative approach is an
imperativeforthesuccessofconnectedgovernment;and
Transparentandopengovernment:Thisreferstothepoliticaldoctrinewhichholds
that thebusinessofgovernmentandstateadministrationshouldbeopenedatall
levels to effective public scrutiny and oversight. In its broadest construction it
opposesreasonofstateandnationalsecurityconsiderations,whichhavetendedto
legitimizeextensivestatesecrecy.
TheleversthatcontributetoperformancealongthedimensionsarepresentedinSection0.4
ofthisreport.Inaddition,connectedgovernment isexpandedto includefourevolutionary
stages,described inSection2ofthisreport.Together,theyallowmuchgreaterclarityand
granularityinthedescription,role,structureandimplicationsofconnectedgovernmentthat
somanycountriesareseekingtoachieve.
0.2.2 RoleofGovernmentEnterpriseArchitecture
According to theUN,moving to connected government requires a holistic and coherentframework,which cannotbeachievedbypiecemealapproachesandmechanisms.Sucha
frameworkrecognizestheintegratedpresenceofegovernmentbothasaninternaldriverof
transformationwithinthepublicsectorandanexternaldriverofbettergovernance.
Typically governments are the largest organizations. They are further characterized by
complex federated structures where individual government organizations work in their
respectivesilos.Oftenthis leadstofragmentedbusinessprocessesandduplicatedsystems
and technologies, creating obstacles in cross agency interoperability. Governmentwide
architectureallowsendtoendbusinessprocesses,standardtechnologies,rationalizeddata
structure and modularized eservices that can be assembled as required to deliver e
services.
EA isacriticalsuccessfactorforalltypes,scaleand intensitiesofegovernmentprograms.
ThekeygoalofEA ingovernmentorganizations istomakethemcitizencentered, results
orientedandmarketbased.Governmentsusuallypassthroughdifferentevolutionarystages
intheirEAjourneys.TheMITCenterfor InformationSystemsResearch identifiesfoursuch
evolutionary stages; business silos, standardized technology, rationalized data and
applicationsandbusinessmodularity.Eventhoughstandardizationoftechnologyisstrictly
not a prerequisite, it is a valid entry point into the EAjourney for many countries. The
primary reasonsbeing: (1)EAprogrammesare largelydrivenby theCIO / ITDepartment,
hence theyhavemaximum controlover the technology infrastructure; (2) this isanarea
where tangible benefits can be demonstrated fairly quickly. These two reasons make
technology standardization as an attractive entry point, even though countries (andgovernments)mustmovebeyondthistootherstagesofEAevolutiontoderivefullbenefits.
However, the caveat is that transitioning to higher levels of evolution requires greater
involvementofabroadrangeofstakeholdersandgovernmentconstituents.
Interestingly,thereexistsapositivecorrelationbetweenthedesiredlevelofegovernment
capabilityandmaturityandtherequiredlevelofarchitecturalmaturity.Exhibit03depicts
thisrelationship.
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EGovernmentMaturity
Stages
GovernmentEAMaturityStages
BusinessSilosStandardized
Technology
Rationalised
Dataand
Applications
Business
Modularity
1.Web
Presence
2. Interaction 3. Transaction 4. Transformation
(ConnectedGovernment)
Exhibit03:HighLevelRelationshipofGovernmentEAandEGovernmentMaturity
0.3 ABOUTTHERESEARCH
Sections0.1and0.2areintendedtoprovideageneraloverviewaboutthekeycomponents
of this research,namely;enterprisearchitecture,e
government
(connected
government)
andtherelationshipbetweenthetwo.
Connectedgovernmentasagoalisgainingacceptanceandpopularity.Thisisdemonstrated
by various egovernment surveys that are conducted regularly by different organizations
including the UN. The expanding role of EA as a central component for egovernment
programs is substantiated by the fact that several countries have taken a legislative
approachtoembracingandadoptingEA.Furthermore,therehavebeenseveralEAsurveys
conducted in the past few years. Hence, individually (egovernment and EA) are well
understood,richlydocumentedandregularlyassessedandresearched.
Thisresearchaddressesthegap incurrent literature intermsof linkingandunderstanding
the relationshipbetweenegovernmentandgovernmentEA.Within thisbroader context,the focus is specifically on uncovering and comprehending the relationship between
governmentEAandconnectedgovernment.Theprimaryreasonforfocusingonconnected
government isbecausethis istheareawheregovernmentEAhasthehighestpotentialfor
influenceandasaresultthehighestlevelsofbenefitsderivation.
In summary, the aim is to address the questions can enterprise architecture act as a
platformforconnectedgovernment?andwhatwillittakeforenterprisearchitectureto
doso?substantiatingthiswithempiricalevidence.
0.3.1 Objectives
Thisresearchaimsto:
A. Identifyanddevelopthedimensionsofconnectedgovernmentandposition itasa
multidimensionalconstruct.
B. Specify the levers that positively influence the various dimensions of connected
government.
C. Understand the roleofenterprisearchitecture (eitheras facilitatoror inhibitor) in
achievingconnectedgovernment.
D. Identify the enterprise architecture capabilities and structure them as meta
frameworksoastoactasapositivefactortoconnectedgovernment.
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E. Document case studies and experience reports of successful use of enterprise
architectureintransitioningtosomeorallstagesofconnectedgovernment.
0.3.2 StructureoftheResearch
Thiswork is organized into four logically sequencedphases.Collectively, the fourphases
addressalltheaboveresearchobjectives.
Phase 1: Phase 1 report (this report) documents the part of the research that
focuses primarilyonObjectiveA and establishes the context and background for
ObjectivesB,CandD;
Phase2:Phase2reportdocumentsthepartoftheresearchthatfocusesprimarily
onObjectivesBandC;
Phase3:Phase3reportdocumentsthepartoftheresearchthatfocusesprimarily
onObjectiveD;and
Phase4:Phase4reportdocumentsthepartoftheresearchthatfocusesprimarily
onObjectiveE. Inaddition,thisreportalso integratesandsummarizesthefindings
acrossthefourphases.
0.4 ASSESSMENTFRAMEWORK
In order to study and analyze government EA frameworks and associated activities an
assessment framework has been established and utilized for the rest of the study. In
alignment with the research objectives in Section 0.3.1, the Enterprise Architecture
AssessmentFrameworkforConnectedGovernment(EAAFCG)isbasedonthedimensions
ofconnectedgovernmentpresentedinSection0.2.1.Exhibit04summarizestheestablished
assessment framework along with the dimensions and levers. Connected government is
systemicinnature.Thismakestherelationshipsbetweendimensionsandleverscausalandmutuallyreinforcingamongandbetweenthemselvesbydesign.
EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnectedGovernment LeverstoConnectedGovernmentDimensions
1. CitizenCentricity
A. Citizenrequirements&expectations
B. Governmentappearsandoperatesasone
C. Multiplechannelsofengagement
D. Adaptabilityofgovernmentservices
2. CommonInfrastructure&
Interoperability
A. Technologystandards
B. Governmentwideapplications&systems
C. Dataexchangestandards
D. ICT&infrastructuremanagement
3. CollaborativeServices&Business
Operations
A. Collaborativebusinessfunctions
B. Sharedservices
C. Sharedinformation
D. Serviceinnovation&backofficereorganization
4. PublicSectorGovernance
A. Businessfunctionownership
B. Businessoutcomeaccountability
C. Governancestructures,policiesandpractices
D. Institutionalizationofgovernance
5. NetworkedOrganizationalModel
A. Multistakeholdercooperation
B. Ministry/agencyandgovernmentlevelautonomy
C. Clusterbasedapproachandcommonmission
D. Valuenetwork
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EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnectedGovernment LeverstoConnectedGovernmentDimensions
6. SocialInclusionA. Citizenengagementatvariouslevels
B. Citizenoutreach
C. Responsivegovernment
7. Transparent&OpenGovernment
A. Publicscrutinyandoversight
B. Datadiscovery,availabilityandaccessibility
C. Performancemanagementandaccountability
D. LegalFramework(s)
Exhibit04:EnterpriseArchitecture AssessmentFrameworkforConnectedGovernment
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1 SURVEYOFGOVERNMENTENTERPRISEARCHITECTUREThis section presents a qualitative evaluation of the role of government EA programs in
achieving connected government.Theevaluation,basedonpubliclyavailable information
(i.e. information available via government websites and other literature) focuses on
countriesin
the
Asia
Pacific
region.
To put this study in perspective, key points that influenced the research design and
objectivesareexplainedbelow.
A. In the past few years several surveys on EA have been conducted both in the
governmentandtheprivatesectors.However,theunderlyingcommonalityinallof
these surveys is the primary objective of assessing thematurity of EA itself as a
standalone strategic technology management practice. In other words, these
surveystypicallytendtoevaluateEAasanend.Currentlytherearenosurveysthat
investigatetheroleandinfluence(impact)ofgovernmentEAtovariousaspectsofe
government,i.e.evaluatingEAasalevertoconnectedgovernment.
B. The assessment of government EA programs are based on publicly availableinformation.InthesituationwhereingovernmentwebsitesforcountriesintheAsia
Pacificregionmaynotsharealltheinformation,thesurveyfindingsareadequately
tempered.Theintentionofthesurveyinthisphaseisnottopinpointinadequacies
but toderiveageneral senseanddirection inanaggregatedmanner.Thisphase
buildsthefoundation,whilePhase2ofthisresearchgoesintospecificsandcollects
primarydatathroughaquestionnairesurvey.
C. GovernmentEAefforts intheNorthAmericaandWesternEuropearewellstudied.
It isonpurpose that this research focuseson countries in theAsiaPacific region.
Theresimplyarenostudiesaddressingthisregion.Nonetheless, it isclearthatthis
researchistimelybecausecountriesintheAsiaPacificregionareexpendingserious
efforts in improving their respective egovernment programs. This provides an
excellentinvestigativecanvastothestudy.
Section02 identifiedanddescribedthedimensionsofconnectedgovernmentandSection
04presentedthe leversthatcontributetothedimensionsofconnectedgovernment.The
EAassessmentframework isderivedoutthesetwo,whereinthe impactofgovernmentEA
on levers and dimensions of connected government are analyzed. Exhibit 11 pictorially
representsthepurposeandapproachtaken inthisresearchstudy.Fordeeperanalysis,six
levelsofimpactaredefined.Thelevelsofimpact(influence)arespecifiedinExhibit12.
It importanttonotethatthedimensionsand leversofconnectedgovernmentandimpact
levelsofgovernmentEAtogetherformthefoundationforcountriesreachingtheconnected
government stage in their respective egovernment journeys. However, connected
government is too coarse as an assessment indexormetric, asusedby theUN surveys.
There is a need to establish a finegrained mechanism for understanding connected
governmentasadesirablecapability.Hencefourgranularevolutionarystagesofconnected
governmentarepresentedanddiscussedinSection2.
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Exhibit11:
Modeling
EA
as
Platform
for
Connected
Government
LevelsofImpactofEAonConnectedGovernment
LevelsofImpact
Level0NoneThis indicatesthatEAhasno influenceonconnectedgovernment.There
maybeelementsofthisconnectedgovernmentdimensionexistinginthe
egovernmentprograms,buttheyareisolatedandindependentofEA.
Level1Marginal
This indicates, if at all, EA has minimal influence on connected
government. It is characterized by adhoc, spotty and inconsistent
influence. The elements of EA that have the potential to influence are
beingputinplace.
Level2LocalizedThis is indicative of partial influence on connected government. The
elementsofEAwithclarityofpurposearespecified,andthe influenceis
adhocandlocalizedtoafewlinesofbusiness,ministriesandagencies.
Level3Defined
This is indicative of continuous and consistent influence on connected
government. The elements of EA are clearly defined, their roles in e
governmentprogramsspecifiedandoutcomesestablished.Howeverthe
EA itself may be positioned a recommended good practice, but not
mandatory.
Level4Institutionalized
This is indicative of continuous and consistent influence on connected
government. The elements of EA are clearly defined, their roles in e
governmentprogramsspecified,outcomesestablishedandcontinuously
tracked. Government EA efforts are internalized and embraced widely
acrossthewholeofgovernment.Howevertherecouldbeatendencythatlinkagesbetween the variousdimensionsof connected governmentare
ambiguous.
Level5Optimized
ThisexhibitsallthecharacteristicsapplicabletoLevel4. Inaddition,the
linkagesbetweenthedifferentdimensionsofconnectedgovernmentare
madeexplicitand theEAactivitiesandprogramsareoptimizedaround
theseinterconnected/correlateddimensionstoderivethehighestlevels
ofbenefits.
Exhibit12:LevelsofImpactofEAonConnectedGovernment
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1.1 UNITEDARABEMIRATES
UnitedArabEmirates (UAE)sapproachtoegovernment isunique in thesense thatsome
thelarger,prominentandaffluentemirates(AbuDhabiandDubai)haveaverymodernand
comprehensivecollectionofgovernmentservices thatareefficientand largely ITenabled.
Ontheotherhandafederallevelegovernmentstrategyseemstobeabsent.UAEsfederal
egovernment portal (http://www.government.ae/gov/en/index.jsp) is currently under
construction. IncontrastAbuDhabisegovernmentportal (http://www.abudhabi.ae/)and
Dubaisegovernmentportal(http://www.dubai.ae/en.portal)portrayacitizenfriendlyand
modernimage.SomeofsmalleremirateslikeSharjah,RasAlKhaimahandFujairahhavee
government activities on a smaller scale and most likely subsumed within the larger
emirates.Exhibits13and14showUAEsranking in theUNGlobalEGovernmentSurvey
2010.
Exhibit13:UAEintheUNGlobalEGovernmentDevelopmentIndex2010
Exhibit14:UAEintheUNGlobalEParticipationIndex2010
Even thoughUAEdoesnotappearwithinthe top50 intheoverall rankings, the following
observationscanbemade:
A. Given the overall affluence of the country,UAE has invested substantially in the
physicaltelecommunicationandITinfrastructure.Thisisevidencedbytherelatively
highranking thatUAEgets intheTelecommunication InfrastructureComponent in
Exhibit15.Undoubtedly,agoodtelecommunicationandIT infrastructureprovides
http://www.government.ae/gov/en/index.jsphttp://www.abudhabi.ae/http://www.dubai.ae/en.portalhttp://www.dubai.ae/en.portalhttp://www.abudhabi.ae/http://www.government.ae/gov/en/index.jsp -
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Exhibit15:UAEintheTelecommunication InfrastructureComponentIndex2010
B. Analyzing theOnline Service Component depicted in Exhibit 16 shows thatUAE
barely gets any points for offering IT enabled government services that require
integrationandcollaborationbetweenthevariousministriesandagencies.
Exhibit16:UAEintheOnlineServiceComponentIndex2010
Overall,UAEdisplaysthepoliticalwilltotransformitsegovernmentprogramandmoveup
the capability and maturity stages. It has laid the foundation through substantial
investmentsinthebasetelecommunicationandITinfrastructurebutyettoutilizethesame
toitsfullpotential.
Recently,therehavebeensomeeffortsonthegovernmentEAfront.Theseeffortsareledby
the largeremiratesanda few leadingministriesandagencies.Basedonpubliclyavailable
information,AbuDhabi is taking the lead through itsgovernment services transformation
program(http://adsic.abudhabi.ae/Sites/ADSIC/Navigation/EN/root.html?).Aspartof itse
governmentstrategy, ithasadoptedtheEnvironmentReadinessUsage(ERU)framework.
Acrossthesethreedimensionsthestrategyisbeingimplementedvia105+initiatives,which
are logically grouped into 70+ project charters, all ofwhich being crossministry / cross
agency innature. The egovernment strategy and implementationplan are supportedby
enabling activities that include IT architecture and standards, government shared
infrastructure, interoperability, information security and IT planning and management
support.TheAbuDhabiITArchitectureandStandards(ITA&S)Version2.0wasreleased
in 2009. The Abu Dhabi IT A & S consists of eight domains; Business, Access and
Presentation,Application,Data,Integration,Infrastructure,SecurityandOperations.These
domainsare supportedby the ITA& SGovernance Framework.Other thanAbuDhabi,
http://adsic.abudhabi.ae/Sites/ADSIC/Navigation/EN/root.htmlhttp://adsic.abudhabi.ae/Sites/ADSIC/Navigation/EN/root.html -
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DubaiCustomsisalsoaleadingagencyinembracingEA,whichistargetedtoachieveitsgoal
ofEnterpriseConnectedView(ECV).
Atthefederallevel,theGeneralInformationAuthority(GIA)iscurrentlyinvolvedindrawing
upaplanforUAEtobuilditsnationalEA.Thisisevidencedthroughtheeffortsunderwayvia
leadingemiratesandagencies.QualitativeanalysisoftheUAEsapproach issummarizedin
Exhibit17.
EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
1. CitizenCentricity
Ingeneral,thegovernmentservicesavailableviavariousportalsarecitizen
andbusinessfriendly.Procedurestosolicitfeedbackfromthecitizenshave
beeninputplace.Citizensareabletoconnecttothegovernmentthrough
variouschannels.Howeverthewholeofgovernmentapproachiscurrently
lacking. Layer 1 (Business) and Layer 2 (Access & Presentation), which
seems tobe themost likelyplace in the ITA&Swherecitizencentricity
can be embraced currently does not show evidence of single enterprise
approach.[ASSESSEDCURRENTIMPACT MARGINAL]
2. Common
Infrastructure&
Interoperability
TheAbuDhabi ITA& S provides themeans to positively influence this
dimension.Allaspectsof common infrastructureand interoperabilityare
coveredviatheeightlayeredframework.DespitegoodoveralleffortinAbu
Dhabi,thereisnocurrentevidenceofgovernmentwidemindset.However
thestrength is that the ITA&Scaneasilybeextendedat thewholeof
governmentlevelwithsomeadaptation.
[ASSESSEDCURRENTIMPACT LOCALIZED]
3. CollaborativeServices
&Business
Operations
Evidence of crossagency collaboration at a business level is seen in the
variousgovernmentservicesprovidedthroughtheportals.Clearlysomeof
the services require back office integration and sharing of relevant
information. However such efforts are concentrated in some areas and
thereisnoevidencethatsucheffortsandactivitiesarearesultofEA.
[ASSESSEDCURRENTIMPACT MARGINAL]
4. PublicSector
Governance
Ingeneral,itseemsUAEasawholetilldatehastakenafairlydecentralized
approach to governance. This allows individual emirates and agencies
within them to work towards their own standards of excellence. For
instanceevenAbuDhabiSystems& InformationCenter(ADSIC)viewsthe
ITA&Sasabestpracticesetofrecommendations,butnotmandatoryfor
theagencies.HowevertheITA&SGovernanceFrameworkisastepinthe
rightdirection.
[ASSESSEDCURRENTIMPACT MARGINAL]
5. NetworkedOrganizationalModel
UAEs current architecture activities are foundational and unlikely to
impact this dimension at this point. The political and administrative
structurehoweverisconducivetotheconceptofNVO,whereinthesevenemirates could form the hubs of the network, supported by federal
agenciesinacoordinatedmanner.
[ASSESSEDCURRENTIMPACT NONE]
6. SocialInclusion
There is evidence that individual emiratesmake an effort to involve the
citizensbycollecting feedbacks tovariousoperationsof thegovernment.
Therecouldbe inconsistenciesacross theemiratesandcurrently there is
nothinginthegovernmentEAthatlookstoaddressthisdimension.
[ASSESSEDCURRENTIMPACT NONE]
7. Transparent&Open
Government
Somegovernment information issharedandmadeavailablepublicly.For
instancethecompleteegovernmentstrategy,implementationandITA&S
areavailableviatheADSICwebsite.Itisnotclearhowmuchofgovernment
operationsandinformationisopentopublicscrutiny.
[ASSESSEDCURRENT
IMPACT
NONE]
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EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
SUMMARY
TheUAEhastakeninitialeffortsindefiningitsarchitecturestandards.OveralltheimpactofitsgovernmentEA
toconnectedgovernmentvariesbetweenLevel0(NONE)andLevel2(LOCALIZED)forthefollowingreasons:
A. Thearchitectureactivitiesaregenerallyfragmentedandthewholeofgovernmentapproachislacking.
B. Thearchitectureactivitiesareledbyafewministriesandagencies.
C. Thearchitectureactivitiesarefoundationalinnature.
D. ThereisnoinformationavailableofthefutureplannedactivitiespertainingtothegovernmentEA.
E. TheassessmentissupportedbyUAEsoverallegovernmentranking.
Exhibit17:UAEsCurrentImpactofEAonConnectedGovernment
1.2 AUSTRALIA
Drivenby
sustained
efforts
and
a
well
planned
and
executed
strategy,
Australia
is
a
forerunner in embracing egovernment. Even though it has a large geographical area,
Australiaisarelativelysmallcountryintermsofpopulation.Thismakesitrelativelysimpler
for it to plan and execute its egovernment program. The Department of Finance and
Deregulation,throughtheAustralianGovernmentInformationManagementOffice(AGIMO)
(http://www.finance.gov.au/egovernment/index.html), works across the government to
maintainAustralia'spositionasa leader in theproductiveapplicationof information and
communicationstechnologiestogovernmentadministration,informationandservices.This
isclearlyreflectedinitsrankingintheUNGlobalEGovernmentSurvey2010inExhibits18
and19.
Exhibit18:AustraliaintheUNGlobalEGovernmentDevelopmentIndex2010
Exhibit19:
Australia
in
the
UN
Global
EParticipation
Index
2010
http://www.finance.gov.au/e-government/index.htmlhttp://www.finance.gov.au/e-government/index.htmlhttp://www.finance.gov.au/e-government/index.htmlhttp://www.finance.gov.au/e-government/index.html -
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Overall,Australiasegovernment isa resultof severalyearsofsustainedeffort. It isboth
broad and deep. According to the Australians use and satisfaction with egovernment
services survey2009,egovernment inAustraliahas stabilizedanddemonstrates citizens
satisfactionwith theway they interactwith the government.AGIMOhas developed and
publishedseveralbestpractices,frameworks,standardsandpolicydocumentsinareasofIT
managementthathavedirectinfluencetoAustraliasegovernmentprograms.Inadditiontotheeffortsatthefederallevel,effortsbythevariousstatesalsodemonstratehighdegreeof
maturity.However it isnot very clearhow theeffortsat the federaland state levelsare
coordinatedandaligned.
Efforts intheareaofGovernmentEA inAustralia ledtothereleaseofthefirstversionsof
the CrossAgency Services Architecture Principles and the Australia Government
Architecture (AGA)ReferenceModels in2007.The secondversionof theAGAReference
Modelswasreleasedintheendof2009,indicatingthatthereisongoingeffortinthisarea.
TheAGAenablescohesiveandconsistentdeliveryofgovernmentservices inamorecost
effective manner, by providing a framework that: encourages the use of a common
vocabulary for agencies involved in the delivery of crossagency services; provides
mechanism to identify duplicate, reusable and shared services; presents a standard
approach to review investments in ITenabled government services and enables cost
effectiveandtimelydeliveryofICTservicesthrougharepositoryofstandards,principlesand
templates that assist in the design and delivery of ICT capability and, in turn, business
services to citizens.AGA,adopted from theUnited States FederalEnterpriseArchitecture
Framework (FEAF), represents Australias foray into EA at the federal level. There are
evidencesofsimilareffortsatthestate level.Thefollowingobservationscanbemadewith
regardtoAustraliasjourney:
A. Thereisnoclarityastohowthearchitectureframeworks,standards,principlesand
policiesbetween the federal leveland statesare coordinated.Basedonavailable
information,theassociationsandtheinterdependenciesareunclearatthisstage.
B. TheAGAcurrentlyconsistsofonlytheprinciplesandthefourreferencemodels.For
AGA tobe implementableand itsgoals realizable, itneeds tobeaugmentedwith
severalotherkeycomponents.
C. AGIMO over the years has developed and published several best practices,
frameworks,standardsandpolicydocuments inareasof ITmanagement.Linkages
toandfromITmanagementpracticestoAGAarestillnotavailable.
Despitesomeofthevisiblegapspresentedabove,Australiaiswellrespectedforitsmature
and capable egovernment.With theAGA, its intentions are clear.Qualitativeanalysisof
AustraliasapproachissummarizedinExhibit110.
EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
1. CitizenCentricity
Witharespectedegovernmentprogram,Australiahasbeenabletobuild
incitizenrequirementsandfactorintheirexpectations.Despitetheefforts
at the state level towardsEA, its foray intoutilizingnational levelEA for
enhancingcitizencentricityisinitsinitialstages.
[ASSESSEDCURRENTIMPACT LOCALIZED]
2. Common
Infrastructure&
Interoperability
Reviewing the AGA (and other state level EA standards), the Data,
ApplicationandTechnologyReferenceModelsareaperfect fittoaddress
thisdimension.Henceitisclearthattherelevantpiecesareinplacealong
withthenecessaryenforcementmechanismatthefederallevel.
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EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
[ASSESSEDCURRENTIMPACT DEFINED]
3. CollaborativeServices
&BusinessOperations
Reviewingthe
AGA
(and
other
state
level
EA
standards),
the
Business
ReferenceModel isagood fittoaddressthisdimension.Hence it isclear
that the relevantpiecesare inplace.However it is important to factor in
thechallengesfacedinenforcingbusinesslevelcollaborationascompared
totechnicalcollaboration.
[ASSESSEDCURRENTIMPACT DEFINED]
4. PublicSector
Governance
Australia has put in place the structures, policies, frameworks and
standardstoimproveitsgovernance.However,pertheGershonReportof
August 2008, it is characterized byweak enforcement, especially at the
federal level. Within the AGA, the crossagency services architecture
principlespartiallyaddressgovernance.
[ASSESSEDCURRENTIMPACT LOCALIZED]
5. Networked
OrganizationalModel
ReferringbacktotheGershonReportofAugust2008,thereseems tobe
indicationswhere in Australia is considering the use of shared services.States likeQueenslandandVictoriademonstratehighermaturity inusing
shared services than the federal government. However, the role of EA
(especially the business reference model) in identifying such services is
unclear.
[ASSESSEDCURRENTIMPACT LOCALIZED]
6. SocialInclusion
Citizenengagementandsocialinclusionarethetwothemesoftherecently
released Government 2.0 Task Force Report. The report makes 13
recommendations, a large number of which can be influenced by
architecture. It is unclear how the recommendations are to be
implemented.
[ASSESSEDCURRENTIMPACT MARGINAL]
7. Transparent&Open
Government
The central recommendation in the Government 2.0 Task Force Report
pertains to open government. This clearly demonstrates the intended
purpose. Australia ranks high on freedom of information. The current
version of AGA does not provide any insights into to how this is to be
addressed.
[ASSESSEDCURRENTIMPACT MARGINAL]
SUMMARY
AustraliahastakenstepsintherightdirectionbyestablishingitsAGAandCrossAgencyServicesArchitecture
Principles. Overall the impact of its government EA to connected government varies between Level 1
(MARGINAL)andLevel3(DEFINED)forthefollowingreasons:
A. ItalreadyhasamatureandcapableegovernmentprogramasreflectedbyitsrankingintheUNGlobalE
GovernmentSurvey2010.
B. ThecurrentAGA isagoodeffortbut isnotcompleteasa framework. Itneeds tobeaugmentedwithadditionalelements.
C. Somestatesdemonstratebettercapabilities indimensionsofconnectedgovernment,butthatdoesnot
translatetocapabilitiesatthefederallevel.
D. Thewholeofgovernmentmindsetispartlydemonstrable.
Exhibit110:AustraliasCurrentImpactofEAonConnectedGovernment
1.3 JORDAN
Jordansegovernmentactivitiesarewelldescribed initsegovernmentstrategywhichwas
published in 2006 and effective up to 2009. Its official government portal
(http://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/
gov/eGov/Home/&lang=en) that contains informationonegovernmentaims toprovidea
http://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/gov/eGov/Home/&lang=enhttp://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/gov/eGov/Home/&lang=enhttp://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/gov/eGov/Home/&lang=enhttp://www.jordan.gov.jo/wps/portal/General/?New_WCM_Context=/wps/wcm/connect/gov/eGov/Home/&lang=en -
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onestopshop for all government services. The portal currently describes procedures for
one thousand and eight hundred (1800) government services. These services span
governmenttocitizen, governmenttobusiness and governmenttogovernment
categories.Availabilityof servicedescriptions ina stepbystepmannerprovides clarity to
service consumers. Detailed service descriptions provide the foundation for eservice
delivery.JordansrankintheUNGlobalEGovernmentSurvey2010isshowninExhibits111and112.
Exhibit111:JordanintheUNGlobalEGovernmentDevelopmentIndex2010
Exhibit112:JordanintheUNGlobalEParticipationIndex2010
From informationavailableon Jordansgovernmentportal,thereseems tobeevidenceof
planned and focused efforts aimed at improving its overall egovernment capability.
DevelopedbytheMinistryofInformationandCommunicationTechnology(MOICT)Jordans
egovernment strategy 2006 2009 identifies four pillars for its success: institutional
framework; legal framework; ICT infrastructure and business operations management.
Jordanhasorganizeditsegovernmentservicesinto:
Eservicesconsistingofvertical,crossorganizational,sharedandcompositeservices;
Managedservicesconsistingofhostingservices;and
Support services consistingof egovernment program support servicesandpublic
sectordepartmentsupportservices.
Overall,Jordansegovernmentagendahasthefoundationstoenhanceitscapabilities.The
role of government EA is formalized under its egovernment architecture framework (e
GAF). The architecture aims to facilitate the development of eservices by the various
governmentministriesinafederatedapproach.Thismeansthattheegovernmentprogram
ofJordandefinesthearchitecturestandardsandinfrastructurethatisneededforlaunchof
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eservicesinaconsistentwayacrossthegovernment.Thewholeofgovernmentapproachis
visible. Jordans eGAF consistsof: EA for the egovernment central platform; reference
architectureframeworkfortheministries;interoperabilityframework(GEFI);governance
framework;andasetofsupportingstandardsandguidelines.JordanhasadoptedtheOpen
Group Enterprise Architecture Framework (TOGAF) as the framework to establish the
enterprisearchitecturefortheegovernment.Ingeneral,thefollowingobservationscanbemade:
A. Jordans egovernment agenda is relatively clear and reflects a structured and
sustainedapproach.ThisprovidesJordananexcellentfoundationtoenhance itse
governmentcapabilities. Jordanranksarespectabletwentytwo (22)ontheonline
service component of the UN Global EGovernment Survey 2010, reflecting its
promising endeavor. From a planning perspective, Jordan takes a wholeof
governmentapproach.
B. ItsgovernmentEAefforts, formalizedaseGAF,arean integralpartof Jordanse
governmentagenda.TheeGAFanditsfivecomponentsarepartofoneofthefour
primary
pillars
of
e
government,
thus
demonstrating
its
primacy.
Jordans eGAF presents a complete and coherent perspective of its EA. Its overall e
government agenda and intentions and the roleof eGAF are clear and showspotential.
QualitativeanalysisofJordansapproachissummarizedinExhibit113.
EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
1. CitizenCentricity
The wholeofgovernment approach is visible. Different categories of
service consumers (citizens, businesses and other government agencies)
connect to the government via the portal. Adaptability in government
services
is
high
through
the
use
of
composite
services.
The
e
GAF
architecturevisionidentifiestheneedtobecitizencentric.
[ASSESSEDCURRENTIMPACT DEFINED]
2. Common
Infrastructure&
Interoperability
The eGAF framework for interoperability (GEFI) and the supporting
standards andguidelines contribute fully to thisdimensionof connected
government. The payment gateway, public key infrastructure and
governmentnationalbackboneareaimedatproviding the infrastructural
foundations.
[ASSESSEDCURRENTIMPACT DEFINED]
3. CollaborativeServices
&Business
Operations
Jordansegovernment servicesarewellorganizedand formaconsistent
service catalog. Services requiring collaboration between different
agencies, including private partners have been explicitly identified along
with their priorities as part of the egovernment strategy. Architecture
building blocks required to enable such collaborative egovernmentservicesarepartoftheeGAFtherebydemonstratingstronglinkages.
[ASSESSEDCURRENTIMPACT DEFINED]
4. PublicSector
Governance
The egovernment strategy explicitly identifies the various stakeholders
and their responsibilitieswith regard to the listedegovernmentservices.
Through this Jordan has been able to impart clarity in terms of the
accountability and authority framework that is needed to achieve its e
government vision of reaching the highest level of maturity. The eGAF
architecturegovernanceisanintegralpartofthisoverallgovernance.
[ASSESSEDCURRENTIMPACT DEFINED]
5. Networked
OrganizationalModel
Elementsofnetworkedvirtualorganizationarecoveredwithin thecross
organizational eservices, shared services and composite services. These
categories of services are characterized by multistakeholder
collaborations, operational autonomy and grouping based on shared
-
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EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
objectivesandoutcomesenabledbytheeGAF.
[ASSESSEDCURRENTIMPACT DEFINED]
6. SocialInclusion
Jordans government portal doesnotprovide any information about the
specific steps taken to address this dimension. The eGAF target
architecture does state enhancement of government responsiveness as
oneofitsgoals.
[ASSESSEDCURRENTIMPACT MARGINAL]
7. Transparent&Open
Government
GovernmentopennessandtransparencyisastatedgoalinJordanstarget
architecture. The egovernment performance indicators facilitate
managementof theegovernment. Inaddition,oneof the fourpillarsof
theegovernmentvisionisthesupportinglegalframework.
[ASSESSEDCURRENTIMPACT MARGINAL]
SUMMARY
JordanhasputinplacealltherightingredientswhereinitsgovernmentEA(calledeGAF)directlyinfluencesits
egovernmentactivities.Theoverall impactof itsgovernmentEAtoconnectedgovernment rangesbetween
Level1(MARGINAL)andLevel3(DEFINED)forthefollowingreasons:
A. Thenationalegovernmentagendaisdefinedandittakesawholeofgovernmentapproach.
B. GovernmentEAisanintegralpartoftheegovernmentagendaandtheroleofEAisexplicitlymentioned.
C. Thetargetedlevelofegovernmentmaturitytobeenabledbythearchitectureisclearlystated.
D. Thegovernmenttakesaserviceorientedapproachtoegovernment.
Exhibit113:JordansCurrentImpactofEAonConnectedGovernment
1.4 NEWZEALAND
New Zealand (NZ) has been consistently recognized as a leader in egovernment. Egovernment has contributed to embracing change and utilizing technology for enabling
transformation.NZs egovernment strategy (http://plone.e.govt.nz/aboutegovt) provides
excellent insights into itsstrategiccontext,milestones, requiredactions,key stakeholders,
implementation roadmap and activities, role of government EA and linkages to other
relevant strategies. NZs egovernment journey and achievements are a result of its
continuouseffortsdirectedthroughtheegovernmentstrategy,whichisnowisinitsfourth
edition,andisreflectedaptlyinitsoverallrankingshowninExhibits114and115.
Exhibit114:NZintheUNGlobalEGovernmentDevelopmentIndex2010
http://plone.e.govt.nz/about-egovthttp://plone.e.govt.nz/about-egovthttp://plone.e.govt.nz/about-egovthttp://plone.e.govt.nz/about-egovt -
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Exhibit115:NZintheUNGlobalEParticipationIndex2010
NZsprogressiveegovernmentmilestonesare:
By2010,theoperationofgovernmentwillbetransformed,asgovernmentagencies
andtheirpartnersusetechnologytoprovideusercenteredinformationandservices
andachievejointoutcomes;and
By2020,peoplesengagementwiththegovernmentwillhavebeentransformed,as
increasing and innovative use is made of the opportunities offered by network
technologies.
Theseclearlyexhibitclarity inapproachand long termconsistent focus.TheNZFederated
EA (NZ FEA) was made an integral part of the egovernment strategy in 2006
(http://plone.e.govt.nz/standards/fea).TheNZFEAaimedasadesignapproach,attemptsto
capture the benefits of both centralization and decentralization. By taking a wholeof
government approach the NZ FEA facilitates the achievement of the egovernment
milestones listedabove.TheNZFEAcurrentlyconsistsof theReferenceModels (RM)and
adapts the United States FEAF. Supported by the NZ FEA, NZs egovernment success
characteristicsaccordingtotheStateServicesCommission(http://plone.e.govt.nz/)are:
Convenience and satisfaction: People have a choice of channels to government
informationand services thatare convenient, consistent,easy touse,anddeliver
whattheywantinawaythatsuitstheirneeds;
Integrationandefficiency: Informationandservicesare integrated,packaged,and
presented to minimize cost to government and users, and improve results for
people,businesses,andcommunities;and
Trust
and
participation:Government
information
is
authoritative,
reliable,
and
secure,andpeopleandgovernmentarewillingtoshareitacrossorganizationaland
sectoral boundaries; people are better informed and better able to partnerwith
governmentindeliveringoutcomes.
NZiswellonitswaytoachievingconnectedgovernment.Ithassuccessfullyestablishedthe
foundationalelements.Overall,thefollowingobservationscanbemade:
A. Itsegovernmentagendawithmilestonesupto2020isclearandexhibitssustained
directed efforts. Taking a wholeofgovernment viewpoint, its egovernment
strategy is linked to NZ Digital Content Strategy, Public Broadcasting Program,
Geospatial and Justice Sector Information Strategy,Health Information Strategy
andICTStrategicFrameworkforEducation,therebyreflectingacoherentapproach.
http://plone.e.govt.nz/standards/feahttp://plone.e.govt.nz/http://plone.e.govt.nz/http://plone.e.govt.nz/standards/fea -
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B. The NZ FEA, though an integral part of the egovernment, is currently a set of
reference models. For it to be complete framework, several critical components
needtobeaddedin.
C. TheNZFEA iscurrentlyan isolatedand independentsetof referencemodels. It is
unclearhow the five referencemodels (fornow)andothercriticalcomponentsof
thegovernmentEA(infuture)arelikelytobelinkedanddesignedasasingleunified
framework.
QualitativeanalysisofNewZealandseffortsandoutputsaresummarizedinExhibit116.
EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
1. CitizenCentricity
Citizenparticipationandusercenteredservicesaretheprimarythemesof
NZsegovernmentstrategy.Thisisreflectedbothinlongtermmilestones
anditsareasforsuccessassessment.Keymessagesnoticeablefromthee
government agenda include: egovernment is ubiquitous; builds trust,
engagespeopleandputspeoplefirst,enabledbytheNZFEA.[ASSESSEDCURRENTIMPACT DEFINED]
2. Common
Infrastructure&
Interoperability
Efforts in this dimension are characterized by programs pertaining to
interoperability framework (eGIF), web standards, metadata, shared
workspace,authenticationstandardsandsecurecomputingamongothers.
Within theNZ FEA, the Service ReferenceModel (SRM),Data Reference
Model(DRM)andTechnicalReferenceModel(TRM)holisticallyconnectall
theseindividualstreamsofactivities.
[ASSESSEDCURRENTIMPACT INSTITUTIONALIZED]
3. CollaborativeServices
&Business
Operations
Enhancing collaboration between and within government agencies and
externalstakeholdersisastrategicthrustintheegovernmentagenda.The
NZFEAandeGIFalongwithotherstandardsare intendedtoprovidethe
necessaryfoundationalinfrastructuretoachievecollaboration.Specifically
theBusinessReferenceModel(BRM)promotescollaboration.
[ASSESSEDCURRENTIMPACT INSTITUTIONALIZED]
4. PublicSector
Governance
NZs success of egovernment depends on collaboration, horizontal and
vertical integrationandactive involvementofallstakeholders.Withinthis
context,asignificantrole isplayedbythepublicsectorgovernance inthe
areasofcrossboundarydecisionmaking,wider statesectorparticipation
inegovernmentandoptimizingtheallocationofdecisionrights.However,
the role of NZ FEA as a mechanism to achieve governance is at best
implicit.
[ASSESSEDCURRENTIMPACT LOCALIZED]
5. Networked
OrganizationalModel
One of the six developmental goals for the state services is explicitly
networked state services. The correlation between this and other
developmentalgoals isvisible.TheNZFEAdefinitivelyaimstoenablethenetworkedmodel.
[ASSESSEDCURRENTIMPACT INSTITUTIONALIZED]
6. SocialInclusion
CitizenengagementisthecornerstoneofNZsegovernmentstrategy.The
NZFEAalongwitheGIFandotherstandardsaredesignedtoencouragean
inclusiveandresponsivegovernment.Thenetworkedmodelplaysapivotal
roleinrealizingsocialinclusion.
[ASSESSEDCURRENTIMPACT DEFINED]
7. Transparent&Open
Government
NZ has a comprehensive and ongoing open government initiative
(http://open.org.nz/).Itisalreadyunderwaytoestablishingpolicyandlegal
frameworks to support the open government initiative. The NZ
GovernmentOpenAccessandLicensingFramework(NZGOAL) isonesuch
exampleamongfewothers.Animportantcomponentofopengovernment
isopendata,whichislinkedtotheDRMintheNZFEA.Thisisstillworkin
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EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
progress.
[ASSESSEDCURRENTIMPACT LOCALIZED]
SUMMARY
New Zealand definitely represents a country that is diligently working towards achieving connected
government. The overall impact of its government EA to connected government ranges between Level 2
(LOCALIZED)andLevel4(INSTITUTIONALIZED)forthefollowingreasons:
A. Theegovernmentstrategyinitsfourtheditionrepresentsaconscientious,directedandenduringnational
agendathatistargetedtowardspublicsectortransformation.
B. Theworkprogramforgovernmenttransformationandtheegovernmentstrategyroadmapincorporates
theNZFEAasanindispensablecomponent.
C. The egovernment strategy acts a unifying framework for several initiatives and programs that are
currentlyongoingintheNZgovernment.
D. Theoverallsuccessofegovernmentismeasuredusingacomprehensivesetofcriteriaandmetrics.
Exhibit116:NZsCurrentImpactofEAonConnectedGovernment
1.5 SAUDIARABIA
The Kingdom of Saudi Arabia (KSA) embarked on an ambitious egovernment program
derivedoutofitsNationalCommunicationsandITPlanof2005.Theegovernmentprogram
called the YESSER initiative (http://www.yesser.gov.sa/english/default.asp) is owned and
managed by the Ministry of Communications and Information Technology (MCIT) and
supported by the Ministry of Finance (MOF) and the Communication and Information
Technology Commission (CITC). The YESSER initiative represents a comprehensive and
unifiedegovernmentprogramforKSAwiththefollowingobjectives:(1)Toenhancepublic
sectorsproductivityandefficiency;(2)Toprovidebetterandmoreeasytouseservicesfor
individualandbusinesscustomers; (3)To increase returnon investment (ROI);and (4)To
providetherequiredinformationinatimelyandhighlyaccuratefashion.ThecurrentYESSER
programgoesupto2010anditsratherlimitedsuccessisreflectedinKSAsrankingintheUN
GlobalEGovernmentSurvey2010inExhibits117and118.AsimilarassessmentbyGartner
in 2007 places KSA between Level II (Interaction) and Level III (Transaction) on the E
GovernmentMaturityFramework.
Exhibit117:KSAintheUNGlobalEGovernmentDevelopmentIndex2010
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Exhibit118:KSAintheUNGlobalEParticipationIndex2010
Despitelimitedsuccess,someofthenotablecomponentsoftheYESSERprograminclude:
Nationalegovernmentstrategyandactionplan;
Transformationmeasurementandfundingmechanism;
Regulatoryandlegalframework;
YESSER building blocks (interoperability framework, government secure network,
government servicebus, data center,national contact center, national center for
digitalcertificationandtheeservicesframework);
Centralizedgovernmentservicesportal(http://www.saudi.gov.sa);and
Othersupportingspecifications,standardsandpolicies.
Overall YESSER presents a picture of an ambitious egovernment agenda. It has the
necessary components to propel KSA as themostmature egovernmentwithin theGulfCooperationCouncil(GCC)area.Initsassessmentin2007,Gartneridentifiedlackofwhole
ofgovernment approach as one of the key impediments to achieving YESSERs program
objectives.This is furtherexacerbatedby the fact thatKSAsgovernmentEA is subsumed
under its eservices enablement framework
(http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=
eS01).Eventhoughtheeservicesenablementframeworkmentionsadaptingbestpractices
fromEA frameworks (like ZachmanandTOGAF), in itself it ismoreofabusinessprocess
reengineering and automation approach, rather than an EA framework. Overall, the
followingobservationscanbemade:
A. ThebasiccomponentsofKSAsegovernmentprogramareinplace.However,there
seems to be a gap between planning and execution. It is possible that theimpedimentsidentifiedbyGartnermaynothavebeeneliminated.
B. Some aspects of government EA are covered by the YESSER Framework for
Interoperability (YEFI),eservicesenablement framework,governmentservicebus,
egovernmenttransactionsmethodologiesandhandbookandotherbestpractices.
However,aholisticframeworkforgovernmentEAtakingthewholeofgovernment
approachseemstobelackingatthemoment.
C. KSAs egovernment takes a serviceprovider view. The current emphasis of the
YESSERprogramistoensurethatthegovernmentservicesaredeliveredinthemost
efficientandsecureway,i.e.takesaninsideoutviewofthegovernment.
QualitativeanalysisofSaudiArabiaseffortsandoutputsaresummarizedinExhibit119.
http://www.saudi.gov.sa/http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=eS01http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=eS01http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=eS01http://www.yesser.gov.sa/english/eServices_Introduction.asp?menu=SupportingWork&id=eS01http://www.saudi.gov.sa/ -
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EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
1. CitizenCentricity
KSAs current egovernment agenda emphasizes the need to deliver
governmentservicesinthemostefficientmanner.Mostservicesappearto
beagencycentric.Solicitingcitizenfeedbackintheeservicesenablement
frameworkisnotexplicitandevident.
[ASSESSEDCURRENTIMPACT NONE]
2. Common
Infrastructure&
Interoperability
The eservices enablement framework, YEFI and other supporting
specifications standards and policies within the egovernment agenda
evidence the intended role and impact. There are technical standards,
initialdatastandards,nationalapplicationprojectsand ITmanagement in
place.
[ASSESSEDCURRENTIMPACT LOCALIZED]
3. CollaborativeServices
&BusinessOperations
Thenationalegovernmentstrategyandactionplanclearly identifiesand
describes about 150 eservices to be IT enabled. These have been
categorized andprioritizedbasedon readiness and impact criteria.All
services
have
an
identified
host
agency
and
will
most
likely
need
collaboration between multiple agencies. The current architecture does
nothavetheprovisiontoidentifycommonservices.
[ASSESSEDCURRENTIMPACT MARGINAL]
4. PublicSector
Governance
KSAspublicsectorgovernanceisnotexplicitintheegovernmentstrategy
and action plan. Consolidating all egovernment activities as the YESSER
program isdefinitelyapositivedevelopment.Nonetheless, theeservices
enablementframeworkinitscurrentformisrelativelyprimitiveto impact
thisdimension.
[ASSESSEDCURRENTIMPACT NONE]
5. Networked
OrganizationalModel
KSAs national egovernment strategy and plan targets the integrator
model. To achieve this, coordination and collaboration between various
stakeholders isessential. There is some indication thatKSA isembracing
cluster based approach through the concept of communities of interest(COI).
[ASSESSEDCURRENTIMPACT LOCALIZED]
6. SocialInclusion
There are indications that KSA is making efforts to solicit citizen
engagement in some aspects of eservice lifecycle. The YESSER program
doesimplicitlytargetgovernmentresponsivenessasasecondaryobjective.
TheeservicesenablementframeworkandYEFIprovidelimiteddirections.
[ASSESSEDCURRENTIMPACT MARGINAL]
7. Transparent&Open
Government
Thereisnodirectindicationastohowmuchofthegovernmentoperations
and information is open to public scrutiny. The eservices enablement
framework in its current form is relatively primitive to impact this
dimension.
[ASSESSEDCURRENTIMPACT NONE]
SUMMARY
The YESSER program is a promising development for KSA. However, as identified by Gartner, there are
impediments to its implementation and derivation of full benefits. The impact of KSAs government EA to
connectedgovernmentvariesbetweenLevel0(NONE)andLevel2(LOCALIZED)forthefollowingreasons:
A. The architecture activities are generally primitive and subsumed within the eservices enablement
framework.
B. KSAs ranking in the current UN Global EGovernment Survey 2010 indicates that a majority of the
impedimentsidentifiedbyGartnerareyettobeaddressed.
C. Some componentsof collaborativegovernmentare inplace,but there is agapbetweenplanningand
execution.Thereisnoinformationavailableonthecitizenfeedbackontheegovernmentactivities.
Exhibit119:
KSAs
Current
Impact
of
EA
on
Connected
Government
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1.6 SOUTHKOREA
SouthKoreahashadanimpressiveegovernmentjourneyinthepastdecade.Ithasjumped
from13th
to1st
positionbetween2002and2010 intheUNGlobalEGovernmentsurveys.
Exhibit 120 summarizes South Koreas egovernmentjourney from 1987 to 2012, while
Exhibit121depictsitsrankinginthepastthreeUNGlobalEGovernmentSurveys.
EGovernment
Infrastructure
Development
(19872002)
FullFledged
ImplementationofE
Government
(20032007)
FurtherAdvancementofe
Government
(20082012)
Goal
Digitalizationofgovernment
businessprocesses,
establishmentofIT
infrastructure
Goal
ExpansionofeGovernment
servicesthroughdigitalization
ofoverallgovernmentbusiness
processes
Goal
IntegrationofeGovernment
systemsforseamlessdelivery
ofpublic
KeyActions
Digitizationof
governmentbusiness
processes(patent,
customs,tax,etc.).
Establishmentofe
Government
infrastructure.
KeyActions
Expansionand
improvementofservices
forcitizensandbusinesses
Enhancedadministrative
efficiencyandtransparency
throughreformof
governmentworkmethod
Linkageandconnection
amonginformation
systems
KeyActions
Customercentriccitizen
servicesandenhanced
publicparticipation
Intelligentadministrative
servicesthroughdigital
governmentnetwork
Realtimepublicsafety
informationnetwork
Strengthenede
governmentinfrastructure
throughenhancedprivacy
and
security
Exhibit120:SouthKoreasEGovernmentJourneyfrom1987to2012
Exhibit121:
South
Koreas
EGovernment
Rankings
in
2005,
2008
and
2010
ManagedbytheMinistryofPublicAdministrationandSecurity(MOPAS),theegovernment
program (http://www.korea.go.kr/new_eng/service/aboutKoreaGovernment.do) identifies
strong government leadership, governance of IT, customer oriented egovernment
services,performancebasedprogrammanagementand technology supportas itscritical
successfactors.
ItisclearfromtheabovethatSouthKoreatakesitsegovernmentseriouslyanditscurrent
positionisaresultofyearsofsustainedeffortsofplanningandexecution.SouthKoreaisan
exceptional example of the use of ICT for government innovation. It would not be an
exaggerationtostatethatatpresentitdoesnothaveaprovenmodeltofollow.Asaleader,
itmustcontinuallyinnovateandcreateitsownmodel.
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Interestingly, its formal foray intogovernmentEA startedwith legislationon theEffective
IntroductionandOperationofInformationSystemsin2006.Theactspecifiedtheneedto
constructtheEAtoenhancetheeffectivenessof informatization investmentsand improve
theperformanceoforganizations.ThiswasfollowedbythereleaseoftheGovernmentWide
EA Framework by the National Information Society Agency (NIA) in 2007. The MOPAS
currentlymanages thegovernmentEAprogram.SouthKoreasgovernmentEA frameworkconsistsofEAvision,principles,asetofreferencemodels,ametamodel,maturitymodel
andthemanagementinfrastructure.
Moving forward, South Korea has identified integrated business processing platform, e
government architecture and extensive interfaces across relevant organizations as the
threemostcriticalelementsforitsnextgenerationofegovernment.Ingeneral,government
EA isa criticalelement inSouthKoreasoverallegovernmentprogram.Thereare strong
indicationsthatgovernmentEAwillcontinuetobeanimportantelementinthefutureofits
egovernment.Overall,thequalitativeanalysisofSouthsKoreaapproach issummarized in
Exhibit122.
EnterpriseArchitecture
Assessment
Framework
for
Connected
Government
DimensionsofConnected
Government
ImpactofGovernmentEA
1. CitizenCentricity
SouthKoreadeservedlyranksveryhighonthisdimensionasaresultofits
three main initiatives. These are the online citizen participation portal
(http://www.epeople.go.kr),evotingsystemandsinglewindowforonline
citizen services (http://www.egov.go.kr). The wholeofgovernment
approach is explicitly visible. As part of its next generation of e
government,SouthKorea intends toutilizeegovernmentarchitecture to
identifyanddelivershared,ubiquitousandsociallyintegratedservices.
[ASSESSEDCURRENTIMPACT INSTITUTIONALIZED]
2. Common
Infrastructure&
Interoperability
To support the collaboration while also avoiding duplication among
agencies, the national EA, managed by the MOPAS, has created anunderlying IT architecture that ensures common standards government
wide. Some of these include government information sharing platform,
integrated security system, integrated authentication system among
severalothers.
[ASSESSEDCURRENTIMPACT INSTITUTIONALIZED]
3. CollaborativeServices
&BusinessOperations
Government services requiring involvement and coordinationofmultiple
agencies are alreadywidespread. Some of the current examples include
electronic procurement service, electronic customs clearance service,
comprehensive tax services, internet civil services, patent service, online
petitionanddiscussionportal,singlewindowforbusinesssupportservices,
onnara business process system and shared use of administrative
information among others.MOPAS, as part of South Korea national EA,
ensuresavoidanceofduplicationamongtheagenciesthroughtheSharing
ProjectoftheEAinfrastructureofKoreain2009.
[ASSESSEDCURRENTIMPACT INSTITUTIONALIZED]
4. PublicSector
Governance
MOPAS uses the EA as ameans to establish andmanage ownership of
governmentserviceswithmultiplestakeholders.ItalsoensuresthattheEA
atthenationallevelislinkedtightlytothenationalinformatizationproject.
Furthermore,MOPASrationalizestheagencyinformatizationplanstoavoid
overlaps and duplication. Government EA in South Korea supports the
threekeyegovernmentdirections:administrativeprocedurereforms,civil
servicesreformsandinformationresourcemanagementreforms.
[ASSESSEDCURRENTIMPACT INSTITUTIONALIZED]
5. Networked
OrganizationalModel
Collaborativeservicesdeliveredby thegovernment include identification,
assessment and selection of partners in the private sector. Seoul
transportationandhelpline
for
healthcareareexamplesofservicesthat
http://www.epeople.go.kr/http://www.egov.go.kr/http://www.egov.go.kr/http://www.epeople.go.kr/ -
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EnterpriseArchitectureAssessmentFrameworkforConnectedGovernment
DimensionsofConnected
Government
ImpactofGovernmentEA
includemultiple stakeholdersboth from government andprivate sectors
thatalsotakeasectororclusterbasedapproach.
[ASSESSEDCURRENT
IMPACT
DEFINED]
6. SocialInclusion
SouthKoreahas its localegovernment informationnetwork, information
networkvillage (http://www.invil.org)and theonlinecitizenparticipation
portal (http://www.epeople.go.kr) to enable citizen engagement and
improve government responsiveness. Moving forward, it intends to
enhancetheseareasevenfurther.
[ASSESSEDCURRENTIMPACT LOCALIZED]
7. Transparent&Open
Government
As part of its open government initiative, South Korea has its
administrative information disclosure system (http://www.open.go.kr).
However,basedonthe informationavailablepubliclythewholeapproach
is designed in away that expects citizens and businesses to request for
informationdisclosure.Government informationbydefault isnotpublicly
available.
The
current
government
EA
does
not
provide
directions
with
regardtothisdimension.
[ASSESSEDCURRENTIMPACT LOCALIZED]
SUMMARY
SouthKoreahasmatured itsegovernmentthroughyearsofeffort.GovernmentEAhasplayedakeyrole in
thisjourney. The overall impact of its government EA to connected government ranges between Level 2
(LOCALIZED)andLevel4(INSTITUTIONALIZED)forthefollowingreasons:
A. Elements of EA have been used to drive reforms in the government sector, namely, administrative
procedurereforms,civilservicesreformsandinformationresourcemanagementreforms.
B. TheadoptionofgovernmentEAhasbeen triggeredby the relevant legislationmaking itmandatory for
agenciestobuildtheirinformatizationplansinconcurrencewiththenationalplans.
C. TheroleofEAissettoextendwiththeenhancementofitsgovernmentwideEAprogramsupportingits
nextgenerationofegovernment.
Exhibit122:SouthKoreasCurrentImpactofEAonConnectedGovernment
1.7 OTHERS
Sections 1.1 through to 1.6 presented and discussed the role of government EA and its
impactonconnectedgovernment insixcountries.Thecountriesassessed includetheones
thathave:
Advancedegovernments;and/or
Reasonably
mature
government
EA
programs;
and
/or
Plans to enhance their government EA programs within the context of their e
governmentinitiative;and
Made available substantial amounts of information about their respective e
governmentinitiativesandgovernmentEApublicly.
The criteriaaboveare important in selectingaparticular country fordetailedassessment
giventhenatureofstudy inthisphase.Therearefewothercountriesthatfulfillsome,but
not all the criteria above. Exhibit 123 briefly summarizes the government EA and e
governmentinitiativesinBahrain,EgyptandOman.
http://www.invil.org/http://www.epeople.go.kr/http://www.open.go.kr/http://www.open.go.kr/http://www.epeople.go.kr/http://www.invil.org/ -
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GovernmentEAinOtherCountries
Country SummaryofGovernmentEAintheEGovernmentProgram
1. Bahrain
Launched in 2007, Bahrains egovernment program is managed by its egovernment
authority (http://www.ega.gov.bh/en/). Its current egovernment strategy can be
summedupasdelivering customervalue through collaborativegovernment.Despite
theshortperiodoftimethatBahrainhasembarkedonitsegovernmentjourney,ithasdonewellandisranked9intheegovernmentdevelopmentindexandranked11inthe
eparticipation index of the UN Global EGovernment Survey 2010. It is the highest
rankedcountry in theGCCareaand itsachievementsare linewith itsgoalofbeinga
leaderinegovernment.
Integratedwithin itsegovernment strategy,Bahrain launched itsproject todevelopa
NationalEAFramework (NEAF).ThecurrentNEAFprojectphase involvedassessingthe
ICTplatforms inallgovernmentministriesanddesigning the targetarchitectureunder
oneunifiedframeworkforallpoliciesandapplications.
2. Egypt
InitiatedbytheMinistryofCommunicationandInformationTechnology(MCIT)in1999,
Egypts egovernment journey started with the establishment of overall ICT
infrastructurenationwide.In2004,theMinistryofStateforAdministrativeDevelopment
(MSAD) took charge of the egovernment program. Egypts egovernment portal(http://www.egypt.gov.eg)iscalledtheBawa