The Governmental CIO Office. The USA and UK model.

1
The Governmental CIO Office. The USA and UK
model.

• Dr. Calin M. Rangu
• CIO Council, CEO

2
Summary

• US principles and committees
• UK assumptions, challenges, approaches and
  structure
• UK blueprint, services and information principles
• Gartner recommendation

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USA STRATEGY PRINCIPLES

• An Information-Centric approachMoves us from
  managing documents to managing discrete pieces
  of open data and content which can be tagged,
  shared, secured, mashed up and presented in the
  way that is most useful for the consumer of that
  information.
• A Shared Platform approachHelps us work
  together, both within and across agencies, to
  reduce costs, streamline development, apply
  consistent standards, and ensure consistency in
  how we create and deliver information.
• A Customer-Centric approachInfluences how we
  create, manage, and present data through
  websites, mobile applications, raw data sets, and
  other modes of delivery, and allows customers to
  shape, share and consume information, whenever
  and however they want it.
• A platform of Security and PrivacyEnsures
  this innovation happens in a way that ensures the
  safe and secure delivery and use of digital
  services to protect information and privacy.

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USA

• The U.S. CIO and the CIO Council establish
  standards against which the success of all agency
  programs can be measured, including
• monitoring the year-to-year performance
  improvement of Federal Government programs
• attracting and retaining a high-performance IT
  workforce
• optimizing Federal Government information
  resources and investments
• aligning IT solutions with Federal enterprise
  business processes
• adopting and sharing best IT management practices
• managing risk and ensuring privacy and security

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USA (2)

• Currently, there are six CIO Council committees
• The Accessibility Committee ensures that agencies
  monitor their accessibility performance and
  consider a variety of internal controls, holding
  agency managers accountable for providing an
  accessible environment.
• The Strategy and Planning Committee develops
  policy, direction, and guidance to drive business
  process improvement, investment management, and
  technical decisions.
• The Management Best Practices Committee serves as
  a focal point for promoting information
  management/information technology (IM/IT) best
  practices within the Federal Government.
• The Information Security and Identity Management
  Committee collaborates on identifying
  high-priority security and identity management
  initiatives and developing recommendations for
  policies, procedures, and standards to address
  those initiatives.
• The IT Workforce Committee advocates for
  strategies to help develop and maintain an
  effective IT workforce.
• The Privacy Committee improves agency practices
  for the protection of privacy, serving as the
  interagency coordination group for Senior Agency
  Officials for Privacy (SAOP) and Chief Privacy
  Officers (CPO) in Federal Government.

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UK Assumption

• Government information and communications
  technology (ICT) has a really bad name. Much of
  this is unjustified.
• All big organisations whether in the public or
  private sector have examples of failure in
  delivering big ICT projects and programmes. In
  the public sector, the failures tend to be very
  public, while in the private sector, it is easier
  to keep them in decent obscurity. It is not
  obvious that the record of government is
  significantly worse than that of other big
  organisations.
• Government ICT is vital for the delivery of
  efficient, cost-effective public services which
  are responsive to the needs of citizens and
  businesses.
• We want government ICT to be open open to the
  people and organisations that use our services
  and open to any provider.

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UK Challenges

• projects tend to be too big, leading to greater
  risk and complexity
• departments, agencies and public bodies too
  rarely reuse and adapt systems which are
  available off the shelf or have already been
  commissioned by another part of government,
  leading to wasteful duplication
• systems are too rarely interoperable
• the infrastructure is insufficiently integrated,
  leading to inefficiency and separation
• there is serious over-capacity, especially in
  data centres
• procurement timescales are far too long and
  costly, squeezing out all but the biggest,
  usually multinational, suppliers and
• too little attention has been given at senior
  level to the implementation of big ICT projects
  and programmes, either by senior officials or by
  ministers. Similarly, senior responsible owners
  have rarely been allowed to stay in post long
  enough

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UK approach

• To address these challenges, we will do the
  following
• introduce new central controls to ensure greater
  consistency and integration
• take powers to remove excess capacity
• create a level playing field for open source
  software
• greatly streamline procurement and specify
  outcomes rather than inputs
• impose compulsory open standards, starting with
  interoperability and security
• create a comprehensive asset register
• create a cross-public sector Applications Store
• expect experts to stay in post until an
  appropriate break in the life of a
  project/programme and
• encourage boards to hold ministers and senior
  officials to account on a regular basis for the
  progress of ICT projects and programmes.

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UK model structure
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Objectives

• 1. Reducing Waste and Project Failure, and
  Stimulating Economic Growth
• Asset and services knowledgebase
• Open source
• Procurement
• Agile
• Capability
• 2. Using ICT to enable and deliver change
• Channel shift
• Application Programme Interfaces (APIs)
• Online government consultation
• Social media

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Objectives

• 3. Creating a common ICT infrastructure
• Open standards for data
• Reference architecture
• Open technical standards
• Cloud computing and applications store
• Public services network (PSN)
• Data centre consolidation
• End user device strategy
• Green ICT
• Information strategy
• Risk management regime

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UK IT Blueprint
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UK Services
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Information Principles
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Gartner recommends

• appointing a public-sector CIO who would report
  to the highest level and who would be directly
  responsible for enterprise wide assets and
  operations (including any shared services).
• the IT needs of different agencies can be grouped
  according to domain features. For example,
  various agencies deliver human services, yet all
  use processes based on case files. The government
  could thus appoint "domain CIOs" focusing on the
  data modeling, application and architecture needs
  for each domain. In turn, they would report both
  to the ministry sharing those domain features and
  to the overall CIO.
• This arrangement would strike a better balance
  between a centralized and a decentralized
  approach. However, the overall CIO should retain
  responsibility for reviewing and evaluating
  projects to establish priorities for independent
  initiatives.

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Thank you!

• Calin Rangu
• calin.rangu_at_ciocouncil.ro
• www.ciocouncil.ro