Audit of the key ICT project federal GEVER programme Federal Chancellery
During the first stage, two new GEVER (electronic records and process management) products were procured in an open WTO tender within the framework of the two-product strategy (federal GEVER WTO ... procurement project). CHF 1.6 million was spent on these. The departments and Federal Chancellery (departments/FCh) had to choose one of the two products within three months of the contract being awarded. ... ... Advanced process management system's cost-effectiveness and deadlines at risk ... Ever since 1990, sequential controls and file management have been part of the Federal Administration's IT landscape (GEVER business administration). Significant obstacles have to be overcome ... in order to ensure the successful creation and introduction of GEVER. Previous efforts did not have any widespread success and led to a diverse GEVER landscape. The federal GEVER project has now laid ... the foundations for simplification and centralisation.
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Results of the development of the state’s information systems
The National Audit Office has repeatedly audited the management and development of the state’s information technology (IT) area in the last ten years. The last audit was performed in 2005. After that ... , several measures have been implemented in the state to organise the development better and to guarantee that the systems are compatible. This audit gives an opinion of the results of development project ... management and the state’s coordination mechanism in this process. ... ... Success and failure depend on preparation ... Conclusions of performance IT audit based on a sample of government projects: business portal, land register, e-police, fire safety monitoring system, childcare information system and the document ... management system of the Defence Forces. Key problems and discussion with auditees are presented.
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Lessons learned from government ICT-projects
This audit has been performed on request of the Dutch parliament. Some newspapers mentioned government losses of four to five billion euro's on a yearly bases. These news items caused the parliament ... to request this audit. The audit has been performed in only 5 months time and consisted of the re-use of earlier performed audits. We have 'recycled' earlier findings about ICT-projects. ... 'Expensive' does not always mean 'High Quality', so... do not feed the spiral ... Excellent analysis of systemic errors commited when designing Government IT projects. The report aims at the essence of problems which are encountered far from information technologies - in: politics ... , business, psychology... Do not be mislead by date of report, it is evergreen for all who really want to know why IT projects fail.
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Report to on the user-friendliness and user involvement in the development of e-government services in Denmark
The e-government user-friendliness requirements are divided into five overall categories: language, design and flow, data and functionality, and accessibility. 1) The objective of the study ... is to provide an assessment of the authorities’ efforts to ensure that e-government services are user-friendly. The report answers the following questions: - Have the authorities involved the users ... in the development of the e-government services? - Have the authorities conducted post-launch assessments of the user-friendliness of the e-government services, and do the contracts with the suppliers of the solutions ... ... User-friendliness of public services should be consistenty required and tested ... The Danish Rigsrevisionen is of the opinion that the user-friendliness of the services can be improved if the authorities meet all the requirements of the Danish Agency for Digitisation concerning ... the matter. The audit covered user-friendliness related problems in case of five systems, before and after the launch. The systems take-up was also considered, as well as communicating with citizens who ... are unable to use digital services.
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Quality of public services in information society in 2010
The National Audit Office found that irrespective of a few positive changes, the quality of provision of public services in information society has not improved significantly in comparison to 2007 ... . Information about the services is still difficult to find on websites and people who use public services must still submit unjustified documents, proof of facts or go to administrative agencies in person ... . A positive example is registration of a person’s place of residence, which has become considerably easier and user-friendlier than in 2007 as a result of the development of the state portal. <br/> 2007 Audit ... ... The quality of public services has been improved but still isn’t good enough ... Irrespective of a few positive changes, the quality of provision of public services in information society has not improved significantly in comparison to 2007. Information about the services ... is still difficult to find on websites and people who use public services must still submit unjustified documents, proof of facts or go to administrative agencies in person.
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Digital transformation in government
Support exemplars, provide consistent guidance... and do not lose focus As the NAO states: Government faces significant challenges in providing public services. While many government services are now available online, public administration is struggling to manage more complicated programmes and to improve the complex systems and processes that support public services.
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Use of consultants and temporary staff
New skills needed in a longer term UK NAO: Used well, consultants and temporary staff can be an important source of specialist skills and capabilities that are uneconomic for departments to maintain in their permanent staff. Since 2009-10, the government has used spending controls to reduce its use of consultants and temporary staff, and by 2014-15 spending had fallen by £1.5 billion. However, spending has increased by between £400 million and £600 million since 2011-12, suggesting that this was more of a short-term reduction than a sustainable strategy. In the longer term, departments will need to develop workforce, skills and capacity plans to reduce their dependence on external skills. They will need to improve their strategic workforce planning to determine where they can deploy existing staff, where they need to recruit, and where they need to engage temporary resources. Without this, departments cannot demonstrate that they are achieving value for money from the use of consultants and temporary staff.
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