EGPA 2013 Luis Vidigal - Real Time Government

Real Time Government Portuguese challenges in electronic bureaucracy

Luís Vidigal

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40 years of Innova8on in Portuguese Public Administra8on

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EGPA 2013 – Luis Vidigal

ICT in Administra8ve Moderniza8on in the last 40 years

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!st place in Europe on e-‐Government

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Economic and social crises

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Economic and social crises

•  Unsustainable public finances •  Over-‐indebtedness •  Anemic economic growth •  Low produc8vity

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Portugal in April 2011 requested

financial assistance “Troika”

European Commission (EC) European Central Bank (ECB)

Interna8onal Monetary Fund (IMF)


Economic ac8vity and private consump8on

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Adjustment Programme


Financial assistance

8

Interna@

onal Crises

“Troika”


Unemployment in Portugal

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Interna@

onal Crises

Adjustem

ent P

rogram

me


The good news

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nd

The good news Real GDP – 2nd Quarter of 2013

(5)

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Source: BANCO DE PORTUGAL | Bole8m Esta`s8co


Poli8cal Dilemma

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Cons@tu@onal democracy

Blackmail by financial markets

? Cons8tu8onal Court No Elec8ons

State Reform during the Adjustement Programme

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The State is the only actor to promote Growth

The State is the only actor that can take the lead in iden8fying, enabling and steering the necessary pro-‐growth structural reforms, and in achieving the highest levels of excellence in the delivery of suppor8ve public services for business and ci8zens.

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


Growth Paradox

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

Necessary fiscal consolida@on

Financial Austerity

State

Squeeze


The promise “miracle” of “Troika”

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State

Growth


Efficiency op8ons

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Resources (inputs)

decrease and outputs increase

Resources remain the same and outputs increase

Resources increase but outputs

increase by an even larger amount

Outputs remains sta@c but resources decrease

Outputs decrease but

inputs decrease by an even

larger amount

State Automa@on

Growth

State Reduc@on •  reduc8ons in public

salaries and pensions •  sale of more public

assets

State

Austerity Pollie and Bouckaert (2011) Op@mis@c

Outcomes and Effec8veness Pessimis@c

Outputs and Efficiency


Efficiency op8ons

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Resources (inputs)

decrease and outputs increase

Resources remain the same and outputs increase

Resources increase but outputs

increase by an even larger amount

Outputs remains sta@c but resources decrease

Outputs decrease but

inputs decrease by an even

larger amount

Growth

State

Austerity Pollie and Bouckaert (2011) Op@mis@c

Outcomes and Effec8veness Pessimis@c

Outputs and Efficiency

IT providers are very op@mis@c

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

Managers from PA are very pessimis@c


A big Risk

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A destroyed, unmo8vated and inefficient state becomes an aerac8on

for illegali8es and corrup8on

Sovereignty eroded

•  external interven8on •  poli8cal discredi8ng •  devalua8on of the role of the state

•  etc.

Popula@on divided

•  young against old •  private sector against public sector

•  employed against unemployed

•  etc.


NPM in Portugal has been Upside Down

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NPM in Portugal is Upside Down

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D

Regulator Direct

Administra@on “bad and bureaucra8c”

I

Regulated Indirect

Administra@on “good and entrepreneurial”

?


NPM in Portugal is Upside Down

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B

Unskillful public Buyer

S

Skillful private Seller

EGPA 2013 – Luis Vidigal 23

B

Unskillful public buyer Public Losses

S

Skillful Private seller

Private Profits

The failure of Public and Private Partnerships (PPP)


Euphoria around ICT

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Unskillful public Buyer

Skillful private Seller

Wishful thinking


Agencies, Markets and Partnerships

More Authonomy

More Control and

Accountability

Yes, but…

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Challages for State Moderniza8on

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Administra8ve Reform

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Ci@zen-‐centric •  Whole of Government •  Joined up Government

Automa@on •  Digital Era Governance •  Real Time Government

e-‐Government Government Digital Service Government Transforma@on


Recentraliza@on in @mes of crisis

Public Private

Centraliza@on

Authonomy

Central integra@on and strengthening

of the State

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Recentraliza@on in @mes of crisis

Public Private

Centraliza@on of Informa@on

Authonomy and Accountability

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With ICT


A choice to scru@nize

Public Private

Centraliza@on of Informa@on

Authonomy and Accountability

Poli@cal op@on

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Holes in the Whole of Government

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Holes in the Whole of Government

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300 5 300 5

EGPA 2013 – Luis Vidigal 33

Administra8on by Network? Interoperability?

Organizacional “Peopleware” (Will)

Informacional / Semantics “Infoware” (Línguage)

Technological “ Software” and “Hardware” (infrastructure)

It is here that everything fails

Joined up…!

Whole of…!

Transform…!

Digital…!


Interoperability for service

Seman@c Interoperability

Technological Interoperability

Organizacional Interoperability

Basic Process Citizens Enterprises

Electronic Bureaucracy Yes or No?

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Ver8cal Silos Plenty of Power and Vanity

Manifesto again

st

Electronic Bur

eaucracy


Horizontal Silos Plenty of “Fat” and Waste

Manifesto again

st

Electronic Bur

eaucracy


Common Resources and Services (SOA)

Sharing Data and Services “Government by Network”

Territory People Enterprises Vehicles

Ask Once

Use Many


Debureaucra@za@on reducing democra8c guarantees

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Bureau

cracy

Democra@c Guarantees

Risk Zone


Debureaucra@za@on accelera8ng services

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Electron

ic

accelera@o

n

Democra@c Guarantees

Manifesto in fav

our of

Electronic Bur

eaucracy

Real Time Government

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Informa8on sharing

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Degree of Informa@on

sharing

Quality of service

Finish all cer8ficates and vouchers!

You have to take me a proof of who you are

You have to take me a proof that you don’t

have debts to the State

Cer2ficates and vouchers are a web

services from data bases

Ask once Use many

Proof us that you are not a criminal


Finish all cer8ficates and vouchers!

Who are you?

People Enterprises Territory Vehicles


Remove arbitrariness

The real Law is in the algorithm Recover •  Accountability •  Coordina8on •  Transparency •  Equality •  Impar8ality

New Weberian and post NPM


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

Remove arbitrariness

“Zero Licensing”


Ministry 1 Ministry 2 Ministry 3 Ministry n

Time Cost Quality

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

Dep. A

Dep. C

Dep. n

Closed NPM Entrepreneurship What Strategy

What leadership

Audiences

Life Events

x x x x

x x x x

x x x x

x x x x

x x x x

x x x x

Reality of “to be” (Closed)

Norma8

vity of “shou

ld be” (Shared)

A wider horizontal vision of public services

Closed “Consultocracy” Denis Saint Mar8n (2000; 2007)

Dep. B

Coproduc@on of value John Alford (2009)


NPM Mother and

cruel stepmother of

e-‐Government

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Structures and Processes

Structures

Processes

In Out

A dual role


Cri8cal success factors for e-‐Government in Portugal

1. Strategic vision 2. Poli8cal support 3. Ci8zen-‐orienta8on 4.  Inter-‐departmental vision 5. Opera8onal leadership ("champion")

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


Reinven8ng the wheel A long and much expensive way


Extend 8me and space as soon as possible

Tim

e

Space


Strategy and Leadership Balancing the power and the evidence of the protagonists

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Solitary Stars and

Galaxy

Service and credibility from the top


Where are the savings?

Inputs Outputs Outcomes €

Efficiency Effec@veness

To much Reduce 558 M€ / year

on ICT Value for money

Very lifle

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Problem or Solu@on

?


Cost Redundancies Disintegration Incoherencies

Incompatibilities Conflicts of Power

Waste …

Investment Interoperability

Sharing Reutilization

Transparency Speed Rigour

…

Cost or Investment?

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Blackout!

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



Thank you [email protected]

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Documents

EGPA 2013 Luis Vidigal - Real Time Government