1. ICEGOV 2009 – eLeadership Tutorial
Visions and Challenges for Leading
Public Sector Transformation for the
Information Age
Jean-Pierre Auffret Elsa Estevez
International Academy of CIO, USA U.N. University, Macao

2. Contents
Motivation for eLeadership and CIOs
CIOs and Government Institutional Frameworks
CIOs in Government – Roles and Potential
National Legislation and Policies to Promote
eLeadership
Developing a CIO System
Guide Posts for Facilitating eLeadership in
Government
International Collaboration for Developing
eLeadership in Government

3. Motivation for eLeadership and CIOs

4. ICTs Strategic Role
“After many years of rapid growth and demonstration of
its tangible benefits, ICT is now accorded a “strategic”
role in most economies. This prominence is bringing a
greater level of scrutiny of technology infrastructure
from various sections of society, as well as
international organizations. Ereadiness will advance,
but governments should take care to ensure that their
countries’ digital development proceeds in harmony
with their social, economic and political objectives.” -
Economist Intelligence Unit in “eReadiness Rankings
2009 – The Usage Imperative”

5. eGovernment
“eGovernment is about using the tools and systems
made possible by Information and Communication
Technologies (ICT) to provide better public services to
citizens and businesses. ICTs are already widely used
by government bodies, just as in enterprises, but
eGovernment involves much more than just the tools.
Effective eGovernment also involves rethinking
organizations and processes, and changing behavior so
that public services are delivered more efficiently to the
people that need to use them. Implemented well,
eGovernment enables all citizens, enterprises and
organizations to carry out their business with
government more easily, more quickly and at lower
cost.” - European Union

6. ICTs Strategic Role
IT is integral to organizational strategy - but is
also a key part of organizational day to day
operations.
IT is transformational – but also enables
organizations to provide existing services
better.
IT is specialized, but has broad impact.
Good IT Leadership is Good
Executive Leadership

7. Source: OpenSourceCommunity.org

8. Hon. Mutahi Kagwe, MP and Minister for
Information and Communication
Source: The Guardian February 2008

9. The IT Challenge –
New Technology
(Apple)

10. The IT
Challenge –
New
Technology

11. The IT Challenge –
Improving Service
and Operations
(Walmart)

12. Sao Paulo Timesaver

13. Sao Paulo Timesaver
Sao Paulo is one of the five
largest cities in the world
and has rapidly grown from
population of
approximately 3 million in
1960 to over 10 million
today.
Licenses, permits and
public services have
traditionally been provided
by different governments
(local, state and national),
different government
agencies and in different
locations.

14. Rankings, Indices and Stages
ICT eReadiness
Rankings
(Economist)
Connectivity and
infrastructure (20%)
Business environment
(15%)
Consumer and business
eGovernment Web Measure
adoption (25%) Index (U.N.)
Legal and policy Stage I - Emerging
environment (10%) Stage II - Enhanced
Social and cultural Stage III - Interactive
environment (15%)
Stage IV - Transactional
Government policy and
vision (15%) Stage V - Connected

15. Rankings, Indices and Stages
eGovernment
Readiness Index
(U.N.)
Composite comprised of
web measure index,
telecommunications
infrastructure index and
human capital index.
eGovernment Rankings
(Waseda University)
Based on 28 factors including
ICT Development network preparedness, national
Index (ITU) portal and CIO in government
Based on three
categories of factors –
access, usage and
skills.

16. Barriers and Challenges for
Successful eGovernment - OECD
Legislative and regulatory
Budgetary frameworks
Planning for technological change
Digital divide
Developing a roadmap for new technologies
Human capacity development
Fostering leadership for eGovernment
Public private partnerships
Cross agency coordination

17. CIOs and eGovernment Institutional
Frameworks

18. National ICT Policy Framework
Source: UNCTAD - Promoting Growth and Development through ICTs (2006)

19. National ICT Plans in
Developing and Transition
Countries 2006
No information available
Country in the process of developing a national ICT Strategy
Country with a national ICT Strategy
Source: UNCTAD - Promoting Growth and Development through ICTs (2006)

20. UNCTAD ICT Policy Review
Model Framework
Assessment of existing ICT master plan
Implementation &
ICT environment ICT policy framework Institutional framework
Objectives and priority areas
Transparent and continuous consultation
ICT uptake and & strategic approach Integration of ICT policies
use indicators ICT infrastructure development in national development
Legal and regulatory framework plans /PRSP
ICT infrastructure & access Institutional setup for
Access to & use of ICTs by ICT human resources/skills
Business development implementation of ICT plan
households and individuals
process with all stakeholders
ICT-related trade & investment Policy coordination
Use of ICTs by businesses Financial resources
ICT sector and trade in ICT policies
E-government Monitoring and evaluation
goods
Other ICT indicators Technological innovation (R&D)
Indicators of achievement – identification of success factors,
best practices, lessons learnt and challenges ahead
Policy recommendations
Revised ICT master plan/policies
Source: UNCTAD - Promoting Growth and Development through ICTs (2006)

21. eGovernment Institutions
OECD Countries (Christian
Vegez, OECD, 2006)
←More administrative control More political control→
1 2 3 4 5 6
Ministry with specific Ministry of Ministry of Ministerial Unit/group Minister
responsibility for IT Finance1 Interior/ Public board or created by or in within
Administration2 shared executive office executive
ministerial office
responsibility
Belgium Australia Germany Denmark Austria Portugal
Czech Republic Canada Greece Japan France
Italy3 Finland Luxembourg Korea Hungary
Poland Ireland Mexico Switzerland Iceland
Sweden The Netherlands Slovakia Turkey
New Zealand United
Norway Kingdom
Spain United States*
1. Have shared budget/finance and public administration portfolios.
2. Interior (Germany, Greece). Public Administration (Luxembourg, Mexico, Netherlands, New Zealand, Spain, Norway),
3. The Italian Ministry of Innovation and Technology shares some e-government responsibility with the Ministry of Public Administration.
Source : OECD country reports (February 2004), updated through end-2004.

22. eGovernment Institutions –
Another View

23. CIOs in Government – Roles and
Potential

24. The Ideal CIO
What do CIO’s do?
- Lead, Motivate, Build, Manage, Coordinate, Connect,
Plan, Structure

25. The Ideal CIO
U.S. Federal CIO Council - CIO Executive Council -
Core CIO Competencies Future State CIO C-Level
1.0 - Policy and Competencies
Organization Results Orientation
2.0 - Leadership and People and Organizational
Management Development
3.0 - Process and Change Team Leadership
Management Collaboration and Influence
4.0 - Information Change Leadership
Resources Strategy and
Planning Strategic Orientation
5.0 - IT Performance Commercial Orientation
Assessment External Customer Focus
6.0 – IT Project and Market Knowledge
Program Management
7.0 – Capital Planning and
Investment Control

26. The Ideal CIO
U.S. Federal CIO Council
Core Competencies
8.0 – Acquisition
9.0 - EGovernment
10.0 – Information Security
and Information Assurance
11.0 – Enterprise
Architecture
12.0 – Technology
Management and
Assessment

27. Ideal CIO – Differences in
Challenges in Public Sector and
Private Sector
Public Sector (National and Local Government)
-
Citizen service
Continuity
Political appointees
Citizen satisfaction metric
Private Sector
Customer sales and support
SOX compliance
Profit metric

28. The Ideal CIO
How has the ideal CIO evolved over time?
Early CIOs had roles similar to those of CIOs in early National ICT
Readiness stages. As ICT and its connection to strategy has
evolved, the ideal CIO has become more strategic and outward
facing.
And with the changing role – CIOs are part of executive team, where
early CIOs were more often “IT managers” and then “Vice Presidents
of Information Systems”.
Is CIO the proper title?
The CIO title may not reflect and be perceived of as a strategic
function.
Fairfax County, U.S.A. has enhanced the role and named it the
Deputy County Administrator for Information. (Day to day IT and
technology management is overseen by a CTO reporting to the
Deputy County Administrator.)

29. The U.S. CIO Today
Majority of CIOs have had careers in IT.
41% report to the CEO, 23% to the CFO and 16%
to the COO.
On average, CIOs stay in their roles
approximately four years.
Source: CIO Magazine – 2008 State of the CIO

30. The U.S. CIO Today – How Do
They Spend Their Time?
Function Head Transformational Business Strategist
Managing IT crises Leader Developing and
Developing IT Redesigning refining business
Talent business processes strategy
Improving IT Aligning IT with Understanding
operations business strategy market trends
Improving system Cultivating IT and Developing external
performance business customer insight
partnerships Developing
Security
management Leading change business
Implementing new innovations
Budget
management systems and Identifying
architecture opportunities for
Mapping IT strategy competitive
to enterprise differentiation
strategy Re-engineering and
developing sales
channels
Source: CIO Magazine – 2008 State of the CIO

31. The U.S. CIO Today – How Are
They Perceived?
39% of corporate managers believe the influence of CIOs is
increasing.
33% of corporate managers believe that CIOs are involved in major
corporate decisions.
And corporate managers believe that important attributes for CIOs
are:
• Leadership (94%) • Team building (80%)
• Ability to execute and • Consensus building
meet deadlines (89%) (68%)
• Collaboration and • Technical breadth and
communication (88%) depth (55%)
• Vision (85%) • Raw intellect (53%)
• Innovation (81%) • Sales orientation
(35%)
Source: Information Week –
August 5th,2008

32. The U.S. CIO Today – Major
Obstacles (Survey of Corporate
Managers)
IT is still perceived as a cost center (70%)
Responsibility of ongoing IT maintenance (57% )
Lack of technology vision by top management (41%)
Inability to attract and retain top business technology
talent (31% )
Risk averse corporate culture (29%)
Business executives involvement in technology
strategy (22% )
Diminished influence of the CIO in the senior
management ranks (20% )
Source: Information Week –
August 5th,2008

33. Can CIOs Succeed?
Operational success is a baseline for strategic
success:
Projects on-time and on budget
Systems online
Applications user oriented.
Strategic success elevates role of CIO and
leads to greater organizational success:
Describing IT and technology in terms of value to the
organization
Developing strong organizations
Using technology as basis for organizational and
business innovation.

34. National Legislation and Policies to
Promote eLeadership

35. Philippines

36. U.S. Clinger Cohen Act of 1996
Established CIOs and IT management
processes in government including
oversight by Office of Management and
Budget and establishment of CIO Council.
Motivations – implementations of ineffective
information systems, inadequate planning
and assessment of new information
systems, outdated approaches to procuring
information technology, insufficient
attention to enhancing business processes
in advance of investing in information
technology.

37. Macao

38. Macao

39. Thailand

40. Developing a CIO System

41. Developing an ICT System –
Fairfax County
Best practices, examples of good CIOs
Fairfax County

42. Developing a CIO System
eProcurement – A System Look from the
Project Perspective
CIO Councils
Broadening to Include the Private Sector
Government, Private Sector, NGO and
University Roles
CIO Education

43. eProcurement Background and
Objectives - A System Look from a
Project Perspective
Increase transparency and efficiency in
government procurement
Transform procurement processes
Facilitate economic development
Lower procurement costs comprised of price
reductions and administrative cost savings

44. eProcurement Readiness
Survey – Criteria for Success
(World Bank 2006)
Government leadership and planning
Direct and supporting legislation
Regulation
Infrastructure and technology
Industry and business development
Procurement management
Environmental influences
Current eProcurement initiatives

45. eProcurement Stages (World
Bank 2006)
Information Transaction Integration
Procurement Document Online
Policies download qualification
Procurement Online Contract
law clarification management
Procurement Electronic bid Supply chain
regulations submission management
Procurement Online bid Systems
policies opening integration
Online request
for quotation
Electronic
catalogs
Reverse
auctions

46. ChileCompra

47. CIO Councils
Established CIOs and IT management
processes in government including
oversight by Office of Management and
Budget and establishment of CIO Council.
Motivations – implementations of ineffective
information systems, inadequate planning
and assessment of new information
systems, outdated approaches to procuring
information technology, insufficient
attention to enhancing business processes
in advance of investing in information
technology.

48. U.S. CIO Council

49. Broadening to include the Private Sector -
Public Private Partnerships and the
Division of Risk
100% 0%
Government Private
Risk Risk
0% 100%
Complete Public PPPs Concessions Privatisation
Government Procurement
Source: OECD (2008) Public-Private Partnerships: in Pursue of Risk Sharing and Value
for Money

50. OECD Public Private
Partnership Best Practices
Affordability
Value for money
Fiscal rules and expenditure limits
Risk sharing
Competition and transparency
Regulatory
Institutional capacity
Public sector benchmarking
Political support

51. Governance Challenges –Guidebook for Promoting
Good Governance in Public – Private Partnerships - U.N.
Economic Commission for Europe
The interests of stakeholders are not always taken into
account in developing PPPs.
Some governments undertake PPPs without an overall
PPP policy.
PPPs are complicated and require new skills.
Legal processes in many countries are insufficient.
Parties are unable to agree on an allocation of risk.
There are sometimes management gaps in ability to
develop select partners in a neutral and transparent
manner.
Citizens are often insufficiently consulted in the PPP
process.
PPPs should contribute to sustainable development and
protection of the environment.

52. Government, Private Sector,
NGO and University Roles
Government
Developing eGovernment success oriented regulation and
legislation
Developing career paths
Striving for competitive salaries and benefits
Elevating and codifying the role of CIO
Supporting IT and CIO education
Private Sector
Providing and promoting training and education
Developing co-op programs
Developing certifications
Fostering Public – Private partnerships

53. Government, Private Sector,
NGO and University Roles
NGOs
Fostering a government leader, policy maker and CIO dialog
Convening roundtables
Facilitating exchange of best practices
Institutionalizing initiatives.
Universities
Offering CIO and eGovernment degree programs
Conducting research and fostering exchange of best practices
Developing partnerships with government and industry
With support of all sectors, CIOs
and eGovernment begin to attain their promise.

54. CIO Education
CIO universities and related education are a key
component of government and private sector CIO and IT
human resources development.
In early National ICT Readiness stage countries – CIO and human
capacity building provide a foundation for government IT and a
catalyst for the IT private sector.
In later National ICT Readiness stage countries, CIO education
combines best CIO practices and current theory together with
context to provide a solid background for CIO leadership.
Life-time learning and CIO networking increase the
educational possibilities and assist in developing and
maintaining a strong cadre of IT leaders.

55. CIO Education
U.S. Federal CIO University – established in
1997, first graduating class in 2000.
Seven partner universities
Mix of public sector and private sector students
Tailored curriculum covering the Federal CIO Council
Core Competencies
UN University
Waseda University
Thamassat University, Thailand
Bandung University, Indonesia
De LaSalle University, Philippines

56. International Collaboration for
Developing eLeadership in
Government

57. International Academy of CIO
International Academy of CIO (IAC)
Promoting development and exchange of CIO and CIO
Council best practices
National chapters in Japan, Thailand, Philippines,
Taiwan, Indonesia, U.S. , India and Switzerland; planned
chapters in Vietnam, Russia, China and Korea; and
discussions and partnering with additional countries in
Asia, Central and South America, Europe and Africa.
Partnerships with U.N. University and World Bank.

58. International Academy of CIO
New Initiatives – Global
Accreditation Center
The IAC Global Accreditation Center (GAC) aims to promote and
enhance the development and quality of CIO and Executive IT
Leadership programs in developing countries. Through a network
of partnerships with universities, private sector corporations,
governments and NGOs, the IAC GAC develops metrics for quality,
curricula and best practices for the CIO and Executive IT
Leadership education field.
The IAC GAC supports CIO and Executive IT Leadership programs
and their ongoing continuous improvement efforts by facilitating a
voluntary peer review program evaluation process based upon
these metrics. The IAC GAC further supports CIO and Executive IT
Leadership programs by connecting program administrators and
educators to colleagues around the world who have similar goals of
providing quality CIO education consistent with meeting current
and future eGovernment challenges.
(IAC)

59. International Academy of CIO
New Initiatives – Global
Resource Center
To supplement the GAC efforts for regions and countries that are
beginning to develop CIO and Executive IT Leadership programs in
advance of accreditation, the IAC is developing the Global
Resource Center (GRC) as part of the IAC GAC. The IAC GRC will
address considerations of enabling policies, regulations and
structures for CIO and Executive IT Leadership; and will champion
the adoption of enabling policy, regulatory, organizational and
technology frameworks for cross agency and cross ministry
coordination.
The IAC GRC is going to make available conceptual models for
developing CIO and Executive IT Leadership programs; standard
curricula for CIO education in the public sector targeted at
developing countries at different stages of eGovernment and ICT
development; guidelines for tailoring standard curricula to local
needs and circumstances; and educational modules to implement
concrete curricula. The materials of the IAC GAC will be vetted and
subject to standards on format and quality.

61. Open City Portal