private public partnerships for e government june 18 2002
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Private - Public Partnerships for E-Government June 18, 2002. Gary Cameron Vice President - Federal Gov’t Bell Nexxia [email protected] “A friend showed me this really neat program for our government!”. Secure Channel Vision within GOL. Access Options. Info. Transactions .

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private public partnerships for e government june 18 2002

Private - Public Partnershipsfor E-GovernmentJune 18, 2002

Gary Cameron

Vice President - Federal Gov’t

Bell Nexxia

[email protected]

slide3
Secure Channel Vision within GOL

Access Options

Info

Transactions

Citizen/Business Map

PKI

Federal Departments

Provincial Ministries

Secure

Channel

Municipal Departments

Non-Profit Agencies

  • Responding to…
  • Individuals
  • Businesses
  • Community Needs

Private Sector Organizations

  • Internet
  • Telephone
  • Kiosk
  • Over the Counter
  • Access for the disabled
  • Access, Security, Authorization, Authentication, Privacy, Inter-Communication, Data integrity, Non-repudiation, Intelligent brokering
slide4
GOC

Network Infrastructure

Security & e-Commerce

Security & e-Commerce

Bell-led ‘Team BCE’ Consortium

Systems Integration

PKI

Prime

Contractor

e-Comm

sustainability of e gov t projects tied to scope of business case
Sustainability of e-Gov’t Projects Tied to Scope of Business Case

Potential Service Improvement

Service Transformation

Increasing Value

GOL Applications

Common Services & Applications

Secure Channel Infrastructure

Potential Cost Savings

  • Most tangible value from e-Gov’t is in Service Transformation
  • Business Req’ts ----> Business Architecture -----> Technology Architecture
    • Dept Program areas critical in defining e-Gov’t solutions
successful private public sector partnerships
Successful Private-Public Sector Partnerships

Key Attributes

  • Delivery of tangible value to stakeholders
    • citizens, public service & private sector
  • Shared Goals, and Governance to deliver
  • Executive commitment to making project work
  • A solid business case
    • recognizing different Public/Private sectors business drivers

Public Sector

Private Sector

  • Return to shareholders - ROI
  • Reuseability/Replicability
  • Risk Management
  • Leveraging Core
  • Competencies
  • Legislation
  • Obligations to Citizens
  • Operational constraints
  • Cost effectiveness

Collaboration

Comfort Zones

  • Collaborative initiatives viable when ‘comfort zones’ overlap
achieving sustainability requires a viable business case
Achieving Sustainability Requires a Viable Business Case

Elements of a successful business case

For the Public Sector

For the Private Sector

  • One or more of:
  • Cost savings
    • From economies of scale and avoidance of duplication
    • From service transformation
  • Improved client service for citizens and businesses
  • Meeting public policy requirements
  • Stimulation of service fees (eg: charge for a passport)
  • All of:
  • Good potential for a return that is commensurate with risk
  • Defined market with “critical mass”
    • Sufficient size to warrant investment
  • Clear “rules of engagement”
    • Scope
    • Policy environment
    • Well-defined roles and responsibilities
  • Fit between customer requirements and capabilities / strategy

Driver

Private Sector business case dependent on Public Sector business case

design principle
Design Principle

High

Willingness to Accept Risk

Low

High

Level of

Management

Accountability

Low

Private Sector willingness to accept risk increases with mgmt. accountability

slide9
Strapping the GoL Strategy to Old Business Process,

Will Not Achieve GoL.

Why You Need Secure Channel First;“Infrastructure before E-commerce”

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