Government Information Leadership Functions

Government Information
Leadership

Elsa Estevez

Bogota, Colombia
11 Diciembre 2013

AIM AND OVERVIEW

AIM
To explain the nature and evolution of the Government Information Leadership function; to present the
role and responsibilities of Government Chief Information Officer (GCIO) positions; to present how
various countries implemented GCIO functions and what was their experience; and to introduce a process
for establishing and sustaining a GCIO system.

OVERVIEW
1

CONCEPT

What is the scope and role of Government Information Leadership?

2

EXPERIENCES

What are country experiences in implementing the GCIO function?

3

IMPLEMENTATION

What are the activities to implement and sustain a GCIO System?

GOVERNMENT INFORMATION LEADERSHIP

BOGOTA, COLOMBIA, DECEMBER 2013 - 2

CHIEF INFORMATION OFFICER (CIO)

RESPONSIBILITIES
o
o
o

developing and managing Information Technology (IT) capabilities within an organization,
strategically aligning such capabilities with existing organizational objectives, and
leading the organization towards adopting new strategic objectives made possible by IT.

TASKS

Lead

Lead change
Manage IT-related resources

Structure

Manage

Coordinate IT initiatives
Motivate staff

Build

CIO

Coordinate

Connect systems and people
Plan IT strategies
Build IT systems, applications, infrastructure

Motivate

Plan
Connect

Structure IT architectures


GOVERNMENT CHIEF INFORMATION
OFFICER (GCIO)
DEFINITION

INTERNATIONAL BEST PRACTICE

The person responsible for leading and managing the ICT-related
initiatives and investments that effectively align the use of
technology with the goals of a public institution.

RANK COUNTRY

GCIO?

1

Korea

Yes

2

USA

Yes

3

Canada

Yes

4

UK

Yes ->No

5

Netherlands

No

6

Norway

Yes

7

Denmark

No

8

Australia

Yes

9

Spain

No

10

France

No

11

Singapore

Yes

LEAD

MANAGE

to foster adaptive change – requiring people to alter
habits (doing new and different things)
to introduce technical change – involving
improvements (doing things better or faster).



CIO AND GCIO

Chief Information Officer (CIO)

Government Chief Information Officer (GCIO)

1. Developing and managing Information
Technology (IT) capabilities in an organization

1. Creating public value through IT

2. Responding to a wide range of stakeholders
2. Strategically aligning such capabilities with
existing organizational objectives
3. Leading the organization towards adopting new
strategic objectives made possible by IT

3. Working for different administrations – affected
by electoral cycles and complex political factors

4. Driving a transformation from bureaucratic
forms of government into network forms
5. Engaging non-state actors to address lack of
government capacity to satisfy public needs, and
to pursue a desirable social change e.g.
Sustainable Development (SD) transition



GCIO RESPONSIBILITIES

MANAGEMENT planning, organizing, staffing, directing, coordinating, reporting, budgeting
LEADERSHIP
communicating ideas, motivating others to accept them, supporting realization
CIO
defining and implementing IT strategies
aligning IT strategies with organizational missions and goals
preparing and managing IT budgets, and controlling expenditures
configuring IT assets to deliver services to improve efficiency and reduce costs
acquiring IT resources and managing contracts and outsourced services
assuring compliance with IT standards and architectures
GCIO
creating public value through IT, not only improving internal efficiency
developing, monitoring and evaluating IT policies and related legal instruments
making IT resources and capabilities available to the government as a whole
building consensus, resolving conflicts and balancing the needs of stakeholders
managing the influence of politics on IT decision- and policy-making
building on the work of predecessors by developing structures for successors
communicating effectively with the stakeholders and the public at large


DIVERSIFYING GCIO FUNCTION

Wide range of GCIO responsibilities, leading to new technology-related leadership positions:

o
o
o
o
o

Chief Technology Officer
Chief Enterprise Architect
Chief Innovation Officer
Chief Knowledge Officer
Chief Security Officer, etc.

GCIO remains a primary representative of the government information technology function
vis-à-vis other functions like planning, finances, human resources, operations, etc.



STRENGTHENING GCIO FUNCTION

INSTITUTIONALIZATION

Establishing GCIO offices, councils, legislations and other structures
to equip GCIOs with the required authority, and organizational and
community support to effectively perform in their roles.

PROFESSIONALIZATION

Defining GCIO qualifications based on a common body of
knowledge; delivering such qualifications through education and
apprenticeship; and licensing individuals by authorized bodies to
practice GCIO profession.

EDUCATION

Fulfilling GCIO competency needs by targeted education
programmes aimed at building a mix of technological,
organizational and policy expertise, balanced specialist-generalist
(depth-breadth) profiles, and capabilities for leadership and
continued learning.



AIM AND OVERVIEW

AIM

OVERVIEW
1

CONCEPT


2

EXPERIENCES


3

IMPLEMENTATION




COUNTRY EXPERIENCES
What are the experiences of implementing the GCIO function?
1) Ontario, Canada
2) USA
3) Thailand
4) UK
5) Singapore



ONTARIO, CANADA EXPERIENCE

In 1998, Ontario launched the Ontario Government Information and Information
Technology Strategy, which creates the position of Corporate CIO.

MAIN INITIATIVES
o creating the Corporate CIO function
o creating the Office of the Chief Information and Information Technology Officer within the
Ministry of Government Services
o reorganizing the government IT staff structure into clusters to eliminate duplication of effort
between and within ministries
o developing carrier paths and offering training packages for the staff – i.e. Information & IT
Internship Program, a two-year internship for attracting young IT professionals
o educational projects building human capacity on IT Leadership, such as the IT Leadership
Development Program aiming at preparing technology managers and IT leaders.



USA EXPERIENCE

In 1996, the Clinger-Cohen Act created the CIO position, assigned responsibilities and
defined duties and qualifications (sec. 5125).
The e-Government Act created the CIO Council.
MAIN INITIATIVES:
o creating the Federal GCIO function and the CIO function in every federal agency
o locating the Federal GCIO within the Office of Management and Budget (OMB) and reporting directly to
the OMB Director
o creating the GCIO Council to assist the Federal CIO in fulfilling assignments
o pursuing strong collaboration between government and academia
o creating the CIO University for training current and future leaders in the core competencies defined for
the Federal CIO
o participating actively in the international community – USA holds a chapter of the International Academy
of CIO (IAC) acting as the Secretariat for the Americas region.



THAILAND EXPERIENCE

In 2002, the ICT Master Plan introduced structural changes – a new Ministry responsible
for the development of ICT and the CIO Office.

MAIN INITIATIVES:
o defining the CIO function at the different levels of the government structure – in every
government agency, ministry, department, and public enterprise and organization
o building human capacity – i.e. a series of intensive training programs were developed and
more than five hundred CIOs received training

o designating academic institutions to offer capacity building courses for CIOs – e.g. Master of
Science Program in Technology Management at Thammasat University
o organizing CIO Forums and Workshops for building capacities and promoting community
support among GCIOs

o promoting international collaboration – i.e. Thailand hosts the Secretariat of the International
Academy of CIO (IAC) for Southeast and Southwest Asia.



UK EXPERIENCE

The Government of UK placed the GCIO function within the Cabinet Office

MAIN INITIATIVES:
o creating the CIO function
o creating the GCIO Council to support the figure of the CIO and bring together CIOs from different parts
and levels of the public sector
o aligning all ICT initiatives to national strategies which must be approved by the Parliament
o launching the Government IT Profession for building human capacity
o developing skills to facilitate the organization of training programs
o organizing a Community of Practice called "Community Space” to promote collaboration
within government
o including “International Alignment and Co-ordination” as one of the goals in the national
ICT strategy.


SINGAPORE EXPERIENCE
The Government of Singapore defined a Government Chief Information Office for
executing all ICT-related initiatives within the Infocomm Development Authority (IDA).
IDA is responsible for developing the ICT industry.

MAIN INITIATIVES:
o creating the Chief Information Office
o promoting community support for e-Leaders, like the Information Technology Management
Association (ITMA) conducting the Annual Workshop for CIOs, among other activities.
o promoting educational programs for CIOs
o working jointly with the academia to address the training needs of IT executives and leaders
o creating the e-Government Leadership Centre (eGL), in collaboration with National University
of Singapore (NUS) as part of international collaboration.
o sharing knowledge and lessons learnt in e-Government with other countries from the region
and worldwide.



GCIO – SOME STATISTICS

GCIO function or equivalent by region
REGION

Countries with GCIO or
equivalent

Countries in the region

% of countries with GCIO or
equivalent

Africa

9

54

17%

Americas

12

35

34%

Asia

19

47

40%

Europe

18

43

42%

Oceania

2

14

14%
[Source: UN e-Government Survey 2012]



AIM AND OVERVIEW

AIM

OVERVIEW
1

CONCEPT


2

EXPERIENCES


3

IMPLEMENTATION




INSTITUTING GCIO SYSTEM
AIM

To define activities for establishing, operating and supporting a GCIO system.

ESTABLISHMENT

ESTABLISHMENT

OPERATION

SUPPORT

o assessing the state of readiness
o providing foundations through legal or regulatory frameworks

building institutional capacity
building human capacity

o

pursuing communication and engagement of leaders

o

facilitating cross-agency coordination

o

SUPPORT

o
o

OPERATION

supporting activities through international collaboration



INSTITUTING A GCIO SYSTEM FRAMEWORK



1. READINESS ASSESSMENT

AIM

to determine the preparedness of a Public Administration for
establishing a GCIO system – including legal aspects, IT
workforce and training needs

APPROACH

determining assessment areas based on a conceptual model for GCIO

[Conceptual Model for GCIO]

IMPLEMENTATION

survey, interviews



1. READINESS ASSESSMENT – EXAMPLE
DATA COLLECTION
IMPLEMENTATION

A questionnaire was defined and implemented as an on-line survey.
33 government agencies in Macao completed the survey.

TOOL

o online, open-source survey tool (LimeSurvey)

EXAMPLES



1. READINESS ASSESSMENT – EXAMPLE
DATA ANALYSIS
IMPLEMENTATION

quantitative and qualitative analysis of results

TOOL

database , spreadsheet

EXAMPLES

0%

5.1.2.m. Strategic Planning
Very Low

Low

Medium
6%

26%

High

Very High

18%

50%



2. LEGAL AND REGULATORY FRAMEWORK

AIM

to establish legal and regulatory foundations for establishing a
GCIO system

APPROACH

each government should select the best tools to ensure the GCIO function in
government

IMPLEMENTATION

o
o
o
o
o

e-Government Strategies
ICT Policies
Government Acts
Regulations
Master Plans



2. LEGAL AND REGULATORY FRAMEWORK EXAMPLE
GOVERNMENT

Ontario, Canada

USA

Thailand

INSTRUMENT

e-Government Strategies

E-Government Act

ICT Master Plan

NAME

Information and Information
Technology Strategy (1998)

Clinger-Cohen Act (1996)
e-Government Act (2002)

ICT Master Plan (2002)



3. ORGANIZATIONAL DEVELOPMENT
AIM

to define organizational support for the role of leadership –
defining position, organizational structures, responsibilities,
competencies, career paths, etc.

APPROACH

o creating the position within an existing agency
o creating the position within a new organizational structure
o creating supporting committees, working groups

IMPLEMENTATION

Creating the position

Creating supporting structure

o Federal GCIO
o Sectoral GCIO
o Agency GCIO

o Councils
o Committees
o e-Gov Central Coordination Units

Defining responsibilities

Defining competencies

o visioning
o level of authority
o tasks to be executed

o defining required knowledge
o defining required skills
o defining required abilities



3. ORGANIZATIONAL DEVELOPMENT EXAMPLE
IMPLEMENTATION

Creating supporting structure, i.e. The GCIO Council in USA

AIM

To act as the main interagency forum for improving the design, acquisition,
development, modernization, use, sharing and performance of the federal government
information resources.

RESPONSIBILITIES

o developing recommendations for information technology and management
(policies, procedures, standards, etc.)
o identifying opportunities to share information resources
o assessing and addressing the needs of the Federal Government’s IT workforce

STRUCTURE

6 CIO Council committees manage projects on behalf of the Council

CIO Council

[http://www.cio.gov/committees.cfm]

Accessibility

Strategy and
Planning


Management
Best Practices

Information
Security and
Identity
Management

IT Workforce

Privacy


4. CAPACITY BUILDING

AIM

to facilitate the acquisition of new knowledge, skills and abilities
to GCIO and IT staff

APPROACH

o defining collaboration agreements with universities, tertiary education institutes,
professional associations
o establishing government training centers

IMPLEMENTATION

o defining capacity-building programs
o defining curricula for training GCIO
o creating continued-learning environment for government IT workforce



4. CAPACITY-BUILDING – EXAMPLE 1
CIO UNIVERSITY IN USA
IMPLEMENTATION In 2000 the CIO University was created in the USA
CIO UNIVERSITY

Consortium of universities for training current and future e-leaders in the core
competencies defined for the Federal CIO.

CONSTITUENT
UNIVERSITIES

o Carnegie Mellon University
o George Mason University
o George Washington University

COMPETENCIES

o
o
o
o
o
o
o
o
o
o

o
o
o
o

LaSalle University
Syracuse University
University of Maryland
National Defense University iCollege

Policy and Organization
Leadership and Management
Process and Change Management
Information Resources Strategy and Planning
IT Performance Assessment: Models and Methods
IT Project and Program Management
Capital Planning and Investment Assessment
Acquisition
e-Government, e-Business, e-Commerce
Fundamental Principles and Best Practices in
Information Assurance
o Technical
o Technology Tools



4. CAPACITY-BUILDING – EXAMPLE 2
GCIO TRAINING PROGRAM IN THAILAND
IMPLEMENTATION

Jointly managed by:
Office of the Civil Servant Commission
Ministry of Information and Communication Technologies
Ministry of Science and Technology

TRAINING
PROGRAM

o
o
o
o
o
o

ICT Trends
ICT policies in Thailand and abroad
IT Project Management
Business Process Reengineering
Computer Networks and Internet
Information Security


o
o
o
o
o

CIO Roles and Responsibilities
e-Commerce and e-Government
Knowledge Management
ICT Laws
Outsourcing and Acquisition


5. INTERNATIONAL COLLABORATION
AIM

to learn from others while at the same time sharing the own
experiences

APPROACH

o developing regional collaboration
o developing partnerships with recognized institutions (academia, NGOs, …)
o network-building

IMPLEMENTATION

o establishing collaboration agreements with international organizations
o creating a chapter within the International Academy of CIO
o attending international events for network-building



5. INTERNATIONAL COLLABORATION –
EXAMPLE 1
CIO ACADEMY

Establishing a Chapter of the
CIO Academy
[www.cio-iac.org]

INTERNATIONAL
EVENTS

Networking in ICEGOV2011, Estonia

Capacity-Building in ICEGOV2013, Seoul

5. INTERNATIONAL COLLABORATION –
EXAMPLE 2
CENTER FOR
ELECTRONIC
GOVERNANCE,
UNU-IIST,

[http://www.egov.iist.unu.edu]

World Bank
E-Development
Thematic Group



6. CROSS-AGENCY COORDINATION

AIM

to carry-out collaborative projects required for networked and
one-stop government

APPROACH

providing mechanisms to facilitate the execution of cross-agency projects

IMPLEMENTATION

o establishing a central coordination unit
o implementing e-Government policies – information sharing, interoperability
o defining financial mechanisms to facilitate the execution of cross-agency projects



6. CROSS-AGENCY COORDINATION EXAMPLE
AUSTRALIAN
GOVERNMENT
INFORMATION
MANAGEMENT
OFFICE – AGIMO

AGIMO provides advice, tools, information and services to help Australian government
departments and agencies use ICT to improve administration and service delivery .
AGIMO works with governments and other bodies at the local, state, national and
international levels to develop and maintain Australia's position as a world leader in egovernment.

[http://www.finance.gov.au/e-government/index.html]



7. COLLABORATION AND ENGAGEMENT

AIM

to build community support, promote collaboration, share
experiences, promote engagement, and facilitate anchoring of
resources

APPROACH

o providing mechanisms to promote engagement of GCIOs
o facilitating sharing of experiences among GCIOs

IMPLEMENTATION

o defining and supporting Communities of Practice (CoP)
o making available knowledge repositories
o facilitating communication among IT staff – blogs, forums, newsletters



7. COLLABORATION AND ENGAGEMENT –
EXAMPLE
http://www.cio.gov



APPLYING THE GCIO FRAMEWORK

Main Features:
o The execution of the framework can be seen as
following a spiral path.
o Each loop of the spiral comprises the execution
of the seven activities.
o Activities should be executed regularly, i.e.
annually.
o Each phase builds on the achievements or
expands the capacity produced on the previous
loop.



SUMMARY - 1
GCIO

The person responsible for leading and managing the ICT-related initiatives and
investments that effectively align the use of technology with the goals of a public
institution.

SPECIAL ROLE

o Creating public value through IT
o Responding to a wide range of stakeholders
o Working for different administrations – affected by electoral cycles and complex
political factors
o Driving a transformation from bureaucratic forms of government into network
forms
o Engaging non-state actors to address lack of government capacity to satisfy public
needs, and to pursue a desirable social change

COUNTRY
EXPERIENCES

CANADA, SINGAPORE, THAILAND, UK, USA



SUMMARY - 2
GCIO SYSTEM

ACTIVITIES

A set of activities for establishing, operating and supporting the Information Leadership
(CIO) function in government
1)
2)
3)
4)
5)
6)
7)

Readiness Assessment
Regulatory Framework
Organizational Development
Capacity Building
International Collaboration
Cross-Agency Coordination
Collaboration and Engagement



Many thanks!

Elsa Estevez

elsa@iist.unu.edu

Government Information Leadership Functions

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