The Role of e-learning in e-government Implementation and Adoption

Manila, August 9 – 13, 2004

The Role of e-Learning in e-Government

Implementation and Adoption

Stephen W. Braim

Government Programs Executive

IBM Asia Pacific

The views expressed in this paper are the views of the author and do

not necessarily reflect the views or policies of the Asian Development

Bank Institute (ADBI), the Asian Development Bank (ADB), or its

Board of Directors, or the governments they represent. ADBI does

not guarantee the accuracy of the data included in this paper and

accepts no responsibility for any consequences of their use

.

Terminology used may not necessarily be consistent with ADB

official terms.

Government Transformation

ƒ

The Issue:

Governments are frozen in

industrial age structures, at risk of

becoming irrelevant and losing the

confidence of their citizens.

ƒ

The Opportunity:

Transition from an

industrial model of big government,

centralised & hierarchical to, adaptive,

Manila, August 9 – 13, 2004

Factors Impeding an Enabling e-government environment in Developing Countries:

UNPAN E-Government Global Survey

Lack of qualified technical support Implementation Problems Lack of Vendor representation

Lack of back-up systems / parts

Local Environment

Unfinished Projects Higher Maintenance Costs Underestimated Project Costs

Lack of recurring expenditure

Funding Arrangements

Insufficient Support

Isolation from sources of

technology

Shortage of Qualified Personnel

Lack of Professional Training

Human Resources

Inadequately Designed Systems Cost Over-runs

Insufficient Planning Unclear Objectives

Institutional Weakness

Consequences

Sym ptoms

Key Intersections

ƒ

Apply e-Learning to facilitate the cultural and organisational

challenges faced by governments in transforming their structures,

processes and internal employee culture to drive e-government

development.

ƒ

Effective deployment of e-learning in the community to raise the

level of technology and application user skills, therefore lowering

the cost of access and raising demand for e-government

applications and services.

ƒ

Effectively leverage investments in e-government platform

development to better implement e-learning platforms and

processes to complement learning frameworks within the formal

and informal education system.

Some Definitions.

An

e-government

uses technology

to deliver services based on

customer need rather than either

administrative convenience and by

transformation rather than

automation.

E-Government requires breaking down traditional boundaries

Effective e-Learning Drives This

Process

Public Safety and Justice

Postal Dept. of Revenue

Educati on Healthcare Social Services

e-Government

integrates

government

Traditional government functions in silos…

Public Safety and Justice

Postal Dept. of Revenue

Educati on Healthcare Social Services

e-Government

integrates

government

Summary: e-Government Implementation Parameters

- Vision (Strategy)

- Leadership

- Integration

- Funding/Finance

- Education/Skills

- Fostering Demand

- Channel Management

- Partnerships

- Change Management

- Business Adaptiveness

- Technology (OSS)

- Procurement

- Privacy - Security

- Legal Frameworks

- Review & Accountability

- Communications

- Open Standards

Some Definitions.

e-Learning

is the use of information

technologies to support and

conduct knowledge transfer,

extending the reach and

accelerating the pace of traditional

learning models.

Some Definitions.

Learning Transformation:

Changing

the way an organization addresses

learning strategy, processes and

supporting infrastructure. It includes

evaluating the impact of current

learning programs on human and

organizational performance, and

redesigning instructional processes,

A confluence of trends and events have created increased demand

for e-learning across all industries.

Knowledge

Economy

Wo

rld

Ev

en

ts

D

e

m

a

nd f

o

r

E

-Le

a

rnin

g

NCLB,

WDI

Aging workforce,

new generation of learners

Strict

limits

on travel

(9/11, SARS)

Learning as a

strategic lever

Demographics

Accelerated

Adoption of

e-Learning

Evolution and Convergence of Technology

(broadband, rich media, maturing KM and collaboration technologies…)

Eco

nom

ic D

own

turn

Focus

on cost

and ROI

Public

Polic

y

Knowledge

Economy

Wo

rld

Ev

en

ts

D

e

m

a

nd f

o

r

E

-Le

a

rnin

g

NCLB,

WDI

Aging workforce,

new generation of learners

Strict

limits

on travel

(9/11, SARS)

Learning as a

strategic lever

Demographics

Accelerated

Adoption of

e-Learning

Evolution and Convergence of Technology

(broadband, rich media, maturing KM and collaboration technologies…)

Eco

nom

ic D

own

turn

Focus

on cost

and ROI

Public

Polic

y

Knowledge

Economy

Wo

rld

Ev

en

ts

D

e

m

a

nd f

o

r

E

-Le

a

rnin

g

NCLB,

WDI

Aging workforce,

new generation of learners

Strict

limits

on travel

(9/11, SARS)

Learning as a

strategic lever

Demographics

Accelerated

Adoption of

e-Learning

Evolution and Convergence of Technology

(broadband, rich media, maturing KM and collaboration technologies…)

Eco

nom

ic D

own

turn

Focus

on cost

and ROI

Public

Polic

y

E-Learning Challenges for e-Government

-

More than 75% of training is still being delivered

by traditional face-to-face classroom based

methods.

-

50% of employee skills become outdated in 3 – 5

years.

-

Over 50% of all US Government employees are

eligible to retire in the next 5 years – major

workforce restructure required.

E-Learning Challenges for e-Government

Skills and/or culture

: “the fear factor, lack of

understanding of what’s available, complexity

of finding information, uncertainty about the

cost of using services (either direct or

indirect), and loss of control associated with

not understanding how to find information or

use technology”.

E-Government Benefits Study, The National Office for

the Information Economy – Australia p6. March 2003.

E-Learning Benefits for e-Government

1. Eliminates the barriers that have historically prevented

people in different government departments acquiring,

on an equal basis, high quality education and support

services involving e-Government technology,

applications development, e-Government strategic

direction and cultural change.

2. Makes learning pervasive, continuous and relevant.

3. Propagates knowledge sharing through access to

expertise and collaboration between employees and

partners, and improving the performance and

Why Governments Care About e-learning.

Many employees require ongoing training to maintain skill

levels to meet job requirements

Human capital has replaced physical capital as the source

of organizational value

Extending learning beyond the enterprise can strengthen

relationships with partners, suppliers and customer

e-Learning has emerged as a game changer for how

organizations implement learning

Critical Success Factors for an e-Government Learning

Policy.

- Shared Vision

- Leadership Support

- Technology/infrastructure

- Content must be available

- Acceptance/embracing of e-Learning by stakeholders

- Economically funded and/or affordable

- Regulatory environment supportive and legal systems protective of

e-Learning processes sustainability

Governments need to transform from delivering services to

delivering value; skilled human resources are the foundation

for this transformation.

ƒ

Human capital management is a key element

:

Better strategic

decisions require ensuring employees have the information, time and

skills to make timely and better decisions.

Meeting the Challenge: President Bush’s Management Agenda

:

Address Human Capital Management suggests that agencies reshape

their organizations to meet a standard of excellence in attaining the

outcomes important to the nation.

ƒ

Agencies must adopt information technology systems to capture

some of the know ledge and skills of retiring employees.

ƒ

Agencies must make better use of the flexibilities currently in place

to acquire and develop talent and leadership.

ƒ

Assessments must determine tools to recruit,retain,and rew ard a

high-quality w orkforce

ƒ

Assessments must determine the statutory changes needed to

enhance management flexibility,permit more performance-oriented

compensation,correct skills imbalances

ƒ

Success depends on

having the right

information at the right

time to make the right

decision:

Integrated

e-Government plans require

knowing the impending skill

and knowledge gaps and

having plans to resolve the

shortage before they effect

operations

Training

Learning

• Event Oriented

• Training “At”

• Happens in a Classroom

• Focus on the Learner (Worker)

• Focus on Skills and Knowledge Gaps

• Analyzes Instructional Needs

• Develops Training Interventions

• Implements Training Solutions

• Evaluates Learning and Behavior

Traditional approaches to training are being replaced with

a continuous approach aimed at driving performance.

• Process Oriented

• Learning “With”

• Happens On-the-Job

• Focus on Work, Worker, and Workplace

• Focus on Performance Outcomes

• Analyzes Business Needs

• Develops Performance Interventions

• Implements Performance Solutions

• Evaluates Bottom Line Results

e-Learning as a key enabler of e-Government Success.

E-learning is the game changer

e-learning will…

•

Change

the way people

acquire new skills and

access knowledge

•

Eliminate

barriers that

have prevented people from

accessing high quality

education

•

Enable

organizations to

be more responsive in a

changing environment

by making learning:

•

Pervasive

• Available anytime, anywhere

• Driven by context and

delivered “on demand”

•

Continuous

• Blend of formal and informal

• Lifelong

•

Relevant

• Just in time vs. just in case

• Compelling and personalized

•

Collaborative

• Access to expertise and

knowledge

• Collaboration with employees

and extended enterprise

to deliver results:

•

Faster time to

performance

•

Increased productivity

•

Competitive

advantage

•

Cultural change

e-learning will…

•

Change

the way people

acquire new skills and

access knowledge

•

Eliminate

barriers that

have prevented people from

accessing high quality

education

•

Enable

organizations to

be more responsive in a

changing environment

by making learning:

•

Pervasive

• Available anytime, anywhere

• Driven by context and

delivered “on demand”

•

Continuous

• Blend of formal and informal

• Lifelong

•

Relevant

• Just in time vs. just in case

• Compelling and personalized

•

Collaborative

• Access to expertise and

knowledge

• Collaboration with employees

and extended enterprise

to deliver results:

•

Faster time to

performance

•

Increased productivity

•

Competitive

advantage

•

Cultural change

e-Learning is helping to transform governments.

ƒ

Professional and fundamental

skills training

ƒ

Competency development

ƒ

ISV/ERP/ Custom Application

rollout support

ƒ

Performance support

ƒ

Leadership and management

development

ƒ

New process training

ƒ

Compliance Programs

ƒ

Occupational safety/EHS

ƒ

Service methodologies

ƒ

Citizen Service

transformation support

ƒ

Process knowledge

ƒ

Services tools training (e.g.,

Siebel)

ƒ

Workforce development

ƒ

Self Service education

Workforce Transformation

Citizen Education

Service Optimization

ƒ

E-procurement training

ƒ

Partner awareness and training

ƒ

Training to support virtual supply

chain activities

ƒ

ERP education

Significant challenges remain.

ƒ

Establishing learning accountability

ƒ

Finding or creating compelling digitized

content

ƒ

Selecting the ‘best’ tools and implementing

a reliable, scalable infrastructure

ƒ

Targeting learning investments to yield ROI

ƒ

Addressing organization and culture issues

Learning challenges fall into three major categories.

•

The establishment of an

enterprise

approach

to learning with the goal of

integrating and aligning learning with

organizational priorities

•

The development of high-impact,

targeted learning initiatives

focused on

performance improvement

•

The implementation of an

open, reliable,

and scalable infrastructure

to support

learning initiatives that can be easily

integrated with other enterprise systems

Enterprise

Learning

Infrastructure

for Learning

Targeted

Learning

Enterprise

Learning

Infrastructure

for Learning

Targeted

Learning

Governments struggle to link employee development

programs and strategies to core competencies and

mission-critical functions.

ƒ

Organizational success depends on employee development, but

many organizations are not proactively providing skill development

opportunities

ƒ

Many efforts are focused on basic computer and technical skills

ƒ

Very little development is strategically aligned to job-related skill

requirements

ƒ

The so-called soft skills: communications, quality management,

customer relationship, etc. are now viewed as mission critical.

However, efforts in these areas are the first to go when budgets

require tightening

Organizations are applying new thinking to their targeted

learning programs – using a combination of blended

learning, KM and collaboration.

ƒ

Organizations are combining traditional,

structured learning programs with

collaboration, mentoring, coaching and

knowledge management

ƒ

Broader access to learning and collaboration

technologies is breaking down barriers to

learning from others and will present

opportunities for adoption at the enterprise

level

ƒ

More performance-based learning programs

- driven by B2E portals - are being asked for

instead of traditional “learn-then-do”

programs

Interaction

Information

1

Information

Interaction

2

1

Information

Interaction

2

1

2

The Commonwealth of Pennsylvania deployed a targeted learning

solution as part of a major organizational process transformation.

The Commonwealth's Imagine PA

Project, is a comprehensive

approach to redesign, streamline,

and standardize key processes in

the current administrative functions

across all 53 state agencies for

accounting, budgeting, human

resources, payroll and

procurement.

Learning tools such as simulation

and self directed e-learning

courses are being used to train

employees on new processes and

tasks