Reforms of policies and administrative processes gain added force and effectiveness when they are designed with a presumption of the existence of IT-enabled capabilities. This talk will illustrate some of the key changes in the areas of Trade Facilitation and the work of the Judiciary that made successful use of mission-critical IT solutions so as to effect fundamental transformations to entire sectors of the Singapore economy – changes that have played a key role in making Singapore a good place to do business.

1. All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of a
prospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.
Leveraging IT
in the Design
of Reforms
Doing Business Reform in Africa
The World Bank
Mauritius, 13 Jan 2010
Tan Sian Lip
Vice President, Solutions & Consulting
CrimsonLogic Pte Ltd
Copyright 2010 1

2. Synopsis
Copyright 2010 2
Reforms of policies and administrative
processes gain added force and effectiveness when
they are designed with a presumption of the
existence of IT-enabled capabilities. This talk will
illustrate some of the key changes in the areas of
Trade Facilitation and the work of the Judiciary that
made successful use of mission-critical IT solutions so
as to effect fundamental transformations to entire
sectors of the Singapore economy – changes that
have played a key role in making Singapore a good
place to do business.

3. This talk IS & IS NOT about…
IS NOT about
Technology
IT Project management
IS about
Perspectives of what
eGovernment is – and
isn’t
Governance of IT in the
public Sector
“Architecture” Metaphor
Framing problems to
harness the transfor-
mative power of IT
Copyright 2010 3

4. Summary of eGovernment Challenges & Responses
“e”
Problems
“Gov”
Problems
“eGov”
Problems
Governance
Solve Real
ProblemsArchitecture
• Fact: Rapid Changes in
Technology & Organisations
• Challenge: How to design
services that evolve gracefully in
the face of inevitable changes
• Fact: eGov is a relatively “new”
govt concern
• Challenge: To get and to sustain
support from public & other
constituencies
• Fact: Govts have many semi-
independent parts & agendas
• Challenge: How to fulfill the eGov
promise of coordinated citizen-
friendly services?
• Choose compelling problems
that can be effectively
addressed with measurable
outcomes
• Invest in Change Management
to help both the governed &
the government through
inevitable changes so as to
achieve desired outcomes
• Structures, Rules, and Processes
to promote
 Cross Agency / Functional
Collaboration & Synergy
 Initiative
 Fundamental reexamination
of service goals & methods
• Anticipate, Welcome, and Design
for Change
• Invest in Architectures that buffer
against changes in
 Technology
 Organizational structure, rules,
roles, processes
Copyright 2010 4

5. All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of a
prospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.
Definitions
eGov &
Governance
Copyright 2010 5

6. Definitions …
eGovernment is the application
of IT to transform the way
governments work, to make
them friendlier and more
effective
It is not (just) a large portfolio of
technology projects
It is a large ongoing program of
activities involving public
administrators and technologists
in rethinking how government &
the public can work together,
and then applying technology to
effect the changes
Copyright 2010 6

7. Definitions …
eGoverment
Projects
Motivations
Government
(Governance)
Projects

Measures
Governance Supplies
Copyright 2010 7

8. Motivations
IT has great power to
create new patterns of
work & trust
Well executed
eGovernment Plans
enable societies to do
MORE with LESS
MORE
Work
Controllability
LESS
Bureaucracy
Overt/Intrusive Controls
Control
Facilitation
Old
Optimal
Mix
New (Higher)
Optimal Mix
Control-Facilitation
Curve without
effective use of IT
Global Competition
demands societies
(including their
governments)
operate in the
“magic” quadrant
Copyright 2010 8

9. Measures
Copyright 2010 9
Q: How is the success of an
eGovernment Project
measured?
A: How is the success of a
Government
(Governance) Project
measured?

10. Measures
Outcomes
Defined by local socio-
political consensus
Local Social/Political Issues
Accenture eGov Rankings
Report
Defined by Regional /
International context
International Trade,
Investment, Security
Treaties & Practices
World Bank Doing Business
Report
Difficulty with Outcome
Measures
Often hard to quantify
Proxies (e.g. Outputs) are
possible but could create
perverse incentives,
resulting in unintended
outcomes
Number of eServices /
web-sites
Number users / page-
views
Number of internet
subscribers
Use of output measures
should always be
interpreted in the context
of Governance-based
Motivations
Copyright 2010 10

11. Mindset for Use of IT in Public Sector
Heavily Invested in
Satisfying
Purposes of Domains
of Governance to be
affected
Outside-In (Citizen-
Centric) perspective
of effectiveness &
efficiency of
Government
Services
Lightly Invested in
Maintenance of
Existing Policies,
Programs, Structures
Informed by New
Possibilities that IT
brings
Determination to
Change things
Copyright 2010 11

12. The Issue of Alignment
Architecture
that is robust & extensible will to facilitate the translation of
purposes into concrete (e)Gov services
•Increased speed of delivery
•Higher consistency
•Lower costs & risks
Purposes
Programmes
Policies
Aligning Policies & Programmes with
Core Purposes helps to achieve
• Better outcomes
• Better prioritization & (more)
optimal resource-allocation
Copyright 2010 12

13. Achieving Alignment
All Major Stakeholders must be
represented and involved
Voice – competence and internal
authority
Power & Commitment – to commit on
behalf of their organisations
Project/Programme Sponsors should
represent the main stakeholder (there
is often a clearly identifiable one)
Steering Committees should provide
guidance in the form of
Clear statements of purposes
Clear-eyed assessments of current
reality
Rigorous understanding of desired
outcomes
Flexibility on solution-paths
Problem Solving & Conflict Resolution
Working Committees should be
empowered and tasked to
Reexamine status quo in the light of
guidance from Steering Committees
Plan and effect changes to existing
structures – soft & hard according to
practical constraints
Knowledge of IT Programme
Management should be a
prerequisite
Roles & Responsibilities of different
parties in an IT Project/Programme
Typical pitfalls
Mechanics of Project/Programme
Management
Copyright 2010 13

14. All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of a
prospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.
eGov
Architecture
Copyright 2010 14

15. eGovernment & “IT Architecture”
IT Architecture Disciplines (EA/SOA)
assume
A coherent set of business objectives
as the highest “architectural” level –
Business Architecture (BA)
BA is the ultimate “court of appeal” for
resolving priority and design conflicts
in lower architectural layers
It’s hard to talk about the Business
Architecture (BA) for an entire
government
Governments have MANY BA’s
because any government is a large
diverse set of concerns
Some of them are shared
Many are not
But they can be aligned
EA and SOA’s are more suitable for
specific agency / shared services, or
where a single BA can be articulated
It’s possible to talk about Technical
Architectures (TA) but
Links to BA(s) will necessarily have to
be looser than theory would prefer
TA will have to be versatile enough to
adapt to many and fast-evolving BA(s)
BUT the discovery of opportunities to
share parts of a TA is an ongoing
challenge that needs
Ongoing discipline of discovering how
eServices & IT Infrastructure can be
shared
Institutionalized framework for making
the sharing as easy as possible
Copyright 2010 15

16. eGov Architecture & Building Design
Copyright 2010 16

17. eGov Master Planning & Urban Planning
Copyright 2010 17

18. eGov Master Plans & Urban Planning
Urban Planning
Development Guide Plans
Definition of Zones & uses of land within
those zones
Allowed uses
Building / Architectural Codes
Aesthetics
Safety
Transport
Roads,
Rails
Shared Utilities / Services, Public
Spaces
Drains
Parks
Water
Sewage
Electricity
Telecoms
eGovernment Master Plans
Laws & Policies
ETA, Computer Abuse Act
Accountabilities & Roles in eGov
Projects/Programmes
Standards & Practices
Documentation of Interfaces
(Protocols Data Definitions)
Enterprise Architecture
Protocols for sharing data
System Design & Implementation
Programme & Project Management
Human Capacity Building
External (Public) e-Enablement
Public IT Literacy
IT-Industry Development
Civil Service understanding of IT
Project Management
Strategic Impact of IT
Shared Services / Infrastructure
Data-Centres
Service Desks
Telecommunications Infrastructure
Shared Data & Services (individuals,
businesses, land, property)
Shareable “Higher” layers of IT systems
Security Architecture, Infrastructure,
Administration
Copyright 2010 18

19. Snippets of Legal Foundations …
Legal recognition of electronic records
6. For the avoidance of doubt, it is declared
that information shall not be denied legal
effect, validity or enforceability solely on
the ground that it is in the form of an
electronic record.
Electronic signatures
8. (1) Where a rule of law requires a signature,
or provides for certain consequences if a
document is not signed, an electronic
signature satisfies that rule of law.
(2) An electronic signature may be proved
in any manner, including by showing that a
procedure existed by which it is necessary
for a party, in order to proceed further with
a transaction, to have executed a symbol
or security procedure for the purpose of
verifying that an electronic record is that of
such party.
Requirement for writing
7. Where a rule of law requires information
to be written, in writing, to be presented in
writing or provides for certain
consequences if it is not, an electronic
record satisfies that rule of law if the
information contained therein is
accessible so as to be usable for
subsequent reference.
Formation and validity of contracts
11. (1) For the avoidance of doubt, it is
declared that in the context of the
formation of contracts, unless otherwise
agreed by the parties, an offer and the
acceptance of an offer may be
expressed by means of electronic
records.
(2) Where an electronic record is used in
the formation of a contract, that contract
shall not be denied validity or
enforceability on the sole ground that an
electronic record was used for that
purpose.
from the Singapore
ELECTRONIC TRANSACTIONS ACT
(CHAPTER 88)
emphasis mine
Copyright 2010 19

20. Copyright 2010 20
eGovernment
Service
Citizens
Government
Employees
Government
Policy-Makers
Businesses

21. Copyright 2010 21
Citizens
Government
Employees
Businesses
Government
Policy-Makers
Ministry/Agency Responsibility
Central Government Responsibility
Data Mining Analysis Risk Mgmt/Audit
Data-Warehousing
Network/Security Infrastructure
DeliveryChannels
DeliveryChannels
Information Exchange & Service Integration
Ministry1 Ministry2 Ministry3
Agency1 Agency2 Agency3
Central Transaction & Data Services
Citizen
Registry
Cadastre Biz Reg
Data Centre Call Centre
Network/Security Infrastructure
Network/SecurityInfrastructure
Network/SecurityInfrastructure

22. Copyright 2010 22
Citizens
Government
Employees
Businesses
Government
Policy-Makers
Data Mining Analysis Risk Mgmt/Audit
Data-Warehousing
Network/Security Infrastructure
DeliveryChannels
DeliveryChannels
Information Exchange & Service Integration
Ministry1 Ministry2 Ministry3
Agency1 Agency2 Agency3
Central Transaction & Data Services
Citizen
Registry
Cadastre Biz Reg
Data Centre Call Centre
Network/Security Infrastructure
Network/SecurityInfrastructure
Network/SecurityInfrastructure
Ministry/Agency Responsibility
Central Government Responsibility
Public Private Partnerships

23. All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of a
prospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.
Choosing (eGov)
Problems to Solve
Copyright 2010 23

24. Fundamental (e)Government Constraint
Copyright 2010 24
There are never
enough
resources to
design & build
all possible
eServices

25. eGovernment Master Planning Problem
Copyright 2010 25
Which eServices
do we Build?

26. Which eServices to Build?
from Citizens’ & Businesses’ points of view - first
Internal (government) considerations follow
Copyright 2010 26
Those that have
the
best impact
on
Citizens &
Businesses

27. Key Perspective & Starting Point
Outside-In
Citizen-Centricity
Service Orientation
Customer Oriented
Friendly
Convenient
Enabling
Copyright 2010 27

28. Desired Output from Planning
Prioritized List of
(integrated) eService
Opportunities &
Concepts
Single-Electronic-Window
One-StopNon-Stop
AnytimeAnywhere
Convenient
Transparent
Many Agencies
One Government
Copyright 2010 28

29. Effectively Addressing Real Felt Needs
List of
Prioritised
eServices
Supported
ProjectsSABLE Budget
Execute
Projects
Potential
eServices
Copyright 2010 29
SABLE: Sectorial Analysis by Life Events method

30. Sponsors, National Priorities
Relevance
Criteria of Success
Justification
Basis for
• Citizen-Centric Integrated eService Design
• Cross-Agency Coordination
Existing Government Services Base lined, i.e. measured for
• Effectiveness of existing services
• Cost-to-serve
• Cost of compliance
Sharing of internal Gov eServices & IT Infrastructure
Selecting Good Problems to Solve
Constituents
(Citizens/Businesses)
Life Events
Group Related
Government Services
Baseline Performance
of Current Service Groups
Imagine & Measure Alternative
Integrated Scenarios
Sector
Prioritize
Create Design for Alternative Configuration of Services
Measure by same criteria as Existing Configuration
Rank eService opportunities
| benefit (Alternative) – benefit (Existing) |
illustration of the SABLE (Sectorial Analysis by Life Events method)
Copyright 2010 30

31. Role of IT in Reforms
Facilitator of
Transparency
Operating with less
dependence on human
discretion
Public Access to Policies &
Regulations
Reliable records of transactions
Efficiency
Speed, Number of people
served, Concurrency
Effectiveness
More timely & less overtly
intrusive controls
More relevant/targeted
policies & controls resulting
from better information
More facilitation of citizens’
goals
Enabler of
New Public Service Concepts
Anytime, Anywhere
One Stop, Non-Stop
Many Agencies, One
Government – uniformity of
service experience
Integrated eGov SEW
New Administrative Methods
High-Throughput Automated
STP (Straight Through
Processing)
“Portfolio of Risk” Risk-
Management Approach to
Controls
Central Control / Monitoring of
Distributed Concurrent
Processes
Automated Collection &
Processing of Regular Statutory
Declarations
Analysis of Massive amounts of
data
examples are illustrations only, list is not exhaustive
Copyright 2010 31

32. All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of a
prospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.
Examples that
integrate eGov
concepts
Single Electronic
Window
Copyright 2010 32

33. eService Design
Single Electronic Window
Inadequate eService Design Paradigm
Single point of entry to achieve a completed
transaction with the Government
Copyright 2010 33
LackofPlannedIntegration
leadstoProliferationof“eService”Silos
Send digitally Approval/Rejection
Agency 1
Send digitally Approval/Rejection
Agency 2

34. eService Design
Single Electronic Window
A Better (More Demanding) Definition
Single point of entry to complete
multiple transactions with
multiple Stakeholders
Copyright 2010 34
Integrationdrivenbyusers’needs
Send digitally
Approvals
Agency 1
Rejections
Requests

35. World’s first nationwide trade clearance system
Integrates 35 controlling units’ requirements
Before TradeNet After TradeNet
Processing time/permit 2 – 7 days 1 min or less
Fees charged S$10 – S$20 S$3.30
Number of documents 3 – 35 docs 1 eForm/eDoc
Documents processed approx. 10,000 more than 30,000
TradeNet
Copyright 2010 35
®

36. Estimated savings of about USD48 million to the entire community
Provides seamless interconnectivity between commercial and regulatory
systems
Next (10 yr) phase of Singapore’s first Public Private Partnership (PPP) model for
eGovernment service
TradeXchange – Building on TradeNet
Copyright 2010 36

37. CORENET
Launched in 1995 to streamline fragmented regulatory
processes in the Construction Industry.
Electronically links up construction & real estate stakeholders (govt.
approving agencies, qualified professionals, citizens, developers
etc.) to 1 central hub for the exchange of information & data.
Participating Agencies
Application Forms
Turn Around Time
12 16
700+
102 days
231
38 days
2001 2009
Copyright 2010 37

38. Online Business Licensing System (OBLS)
Facilitates up to 80% of
business licensing
needs
New applications
Renewals
Updates
Termination of licenses.
Reduced
Application time to less
than 1 hour
agency’s processing time
from
21 to 8 days
OBLS
User AgenciesApply licenses from
multiple agencies
Copyright 2010 38

39. INTEREQ
Enables law firms to submit legal requisitions to 8 government
agencies to obtain legal requisition replies, as part of the
conveyancing process.
Legal
requisition
replies
improved
to 3 days
Copyright 2010 39
Legal
requisition
replies
improved
to 3 days
Land
Transport
Authority
INTEREQ
Rapid
Transit
System )(
Building And
Construction
Authority
Urban
Redevelopment
Authority
Inland
Revenue
Authority
Land
Transport
Authority
( )Street
Work
National
Environmental
Authority
( )
Environmental
Health
Department
Public
Utilities
Board
( )
Water
Reclamation
(Network)
Department
National
Environmental
Agency
( )
Pollution
Control
Department

40. Impact of GCNet (Ghana Community Net)
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3
Month
Percentage
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
Volume
< 2 hrs
> 2hrs < 1 day
1 - 2 days
> 2 days
Volume
2004
Clear identification of roles
and responsibilities in
clearance process .
Accurate, consistent and
real-time statistics
Recognised as best practice
by WCO and World Bank
Total Revenue - Tema
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
MioGHC
2002
2003
2004
Immediate & substantial
decrease in clearance time
– factor of 5
Immediate substantial
increase in Government
revenue – 35%
Catalyst for change
Copyright 2010 40

41. Summary
Leverage Traditional Strengths
Governance Structures &
Accountabilities
Governance Objectives
Select High Payoff Problems to Solve
Things that keep people from getting
on with what they really care about
Occasions where IT can really make a
difference
Policies & methods built upon
outmoded presuppositions
Institutionalize the ongoing search for
such opportunities to make a
difference
Build Foundations
Data Processing
Automate Collection
Automate Retrieval
Equip policy-makers and
administrators to Re-imagine &
Redesign Policies & Administrative
Methods
Systematically try to share resources,
data, and services in new projects
eService Design & Project Execution
Focus on & Measure outcomes –
before and after the project
Presume and design-in IT-usage into
Redesigned Processes
Weave Change-Management into
Project Plans
Softer Issues should be planned into
Projects, covering changes to
Policies
Administrative Structure &
Machinery
Public Skills & Perceptions
Plan to keep up with changes in the
long-term
IT support structure
Administrative review
Copyright 2010 41

42. Definitions …
eGovernment
ge
>> eg
Copyright 2010 42

43. All rights reserved. ‘CrimsonLogic’ and the Shell Device are trade marks of CrimsonLogic Pte Ltd. All information contained in this presentation is disclosed to you on the basis of a
prospective business relationship and is proprietary to CrimsonLogic Pte Ltd and may not be used, disclosed or reproduced without the prior written consent of CrimsonLogic.
www.crimsonlogic.com
PublicSectorGroup@crimsonlogic.com
Copyright 2010 43