Appendix C. Checklist of Critical Success Factors - Public Review DraftThe Solution: Develop then manage and measure a clearly defined set of Critical Success Factors. Seek regular, independent review of performance against those critical success factors. Have mechanisms in place to assess risk and handle monitoring, recovery and roll-back.The Problem: Programs and projects which seek to deliver Transformational Government face significant risks to successful delivery. Clarity and insight into the consequences of transformation are needed. It is unrealistic to expect to get everything right first time and moving forward will be a process of continuous improvement. Systems are needed which allow the government organization to understand the current position, to plan, to move quickly, and to learn from experience. A conformant program needs to keep track of a core set of critical success factors throughout the lifetime of the program. There is now an increasing body of research which seeks to understand why some ICT‑enabled transformation programs succeed and why others fail. The TGF therefore recommends the following nine Critical Success Factors that reflect and respond to the findings of such research, validated with OASIS members around the world... These Critical Success Factors need to be taken on board by any government seeking to develop and deliver an effective Transformational Government program.OASIS Transformational Government Framework TCTGFTC_543adf8c-b887-11e3-8743-c8ad2a530574The Transformational Government Framework (TGF) is a practical "how to" standard for the design and implementation of an effective program of technology-enabled change at national, state or local government level. It describes a managed process of ICT-enabled change within the public sector and in its relationships with the private and voluntary sectors, which puts the needs of citizens and businesses at the heart of that process and which achieves significant and transformational impacts on the efficiency and effectiveness of government.John BorrasChair & EditorPeter F BrownEditorChris Parker Editor - CS Transform Limited_543adf8d-b887-11e3-8743-c8ad2a530574To provide a checklist giving more detail on the nine critical success factors referred to in the [CSF1] Critical Success Factors._543adf8e-b887-11e3-8743-c8ad2a530574Strategic Clarity_543b0690-b887-11e3-8743-c8ad2a5305741VisionClear vision_543b0691-b887-11e3-8743-c8ad2a5305741.a* Our vision has been developed collaboratively. * All stakeholders have a clear and common understanding of what our program is seeking to achieve. * This vision is underpinned by guiding principles on how we work together to deliver the vision in practice.Business CaseStrong business case_543b0692-b887-11e3-8743-c8ad2a5305741.b* We know what outcomes we want to achieve, and have established clear, evidence-based measures of success. * There is a clear and quantified baseline of the costs and performance of current service delivery systems across the government, against which we can compare the impact of the program.ResultsFocus on results_543b0693-b887-11e3-8743-c8ad2a5305741.c* We focus on taking concrete, practical steps in the short to medium term. * The program is delivering significant benefits to stakeholders (including citizens and businesses) now. * We are not spending money on technology before having identified the key organizational and business changes needed for it to help deliver our vision.Leadership_543b0694-b887-11e3-8743-c8ad2a5305742SupportSustained support_543b0695-b887-11e3-8743-c8ad2a5305742.aPolitical Leaders Senior Management* Political leaders and senior management are committed to the program for the long term.LeadershipLeadership skills_543b0696-b887-11e3-8743-c8ad2a5305742.bLeadership Team* Our leadership team has the skills needed to drive ICT-enabled business transformation. * Our leadership team has access to external support, including engagement with leaders of other transformational government initiatives.GovernanceCollaborative governance_543b0697-b887-11e3-8743-c8ad2a5305742.c* Leaders from all parts of our and other organizations involved in the program are motivated for it to succeed, and are engaged in clear and collaborative governance mechanisms to manage key risks and issues. * There is unambiguous accountability as to which partner has the lead role on each aspect of roadmap delivery.User Focus_543b0698-b887-11e3-8743-c8ad2a5305743Holistic ViewA holistic view of the city’s citizen and business customers_543b0699-b887-11e3-8743-c8ad2a5305743.aCitizens of Cities Business Customers of Cities* We have a whole-of-government view of the customers for our services, and understand their needs on a segmented basis. * Customer insight is informed by both on research and analysis of customer data. * Customer insight is pooled at a government-wide level, not managed within individual silos.DeliveryCustomer-centric delivery_543b069a-b887-11e3-8743-c8ad2a5305743.b* Citizens and businesses can access all our services through a one-stop-service. * This is available over multiple channels, but we use common web-based services to join it all up, provide a single view of the customer and reduce infrastructure duplication. * We are proactively working to encourage take up of services through digital channels, and to help those who are currently digitally excluded to benefit from these services.EmpowermentStakeholder empowerment_543b069b-b887-11e3-8743-c8ad2a5305743.c* We engage customers directly in service design and delivery. * We provide all stakeholders with access to public data and support to use it to create new commercial and public value.Stakeholder Engagement_543b069c-b887-11e3-8743-c8ad2a5305744ParticipationStakeholder participation_543b069d-b887-11e3-8743-c8ad2a5305744.a* All our stakeholders (users, suppliers, delivery partners elsewhere in the public, private and voluntary sector, politicians, the media, etc.) have a clear understanding of our program, how they can engage with it and how they will benefit from it.PartnershipsCross-sectoral partnership_543b069e-b887-11e3-8743-c8ad2a5305744.b* The program is engaging effectively with stakeholders in the public, private and voluntary sectors. * The program is delivering clear benefits for all stakeholder groups.Engagement Engagement with other transformation programs_543b069f-b887-11e3-8743-c8ad2a5305744.cTransformation Programs* Our program is engaging systematically with other transformation programs to learn lessons and exchange experience.Skills_543b06a0-b887-11e3-8743-c8ad2a5305745MappingSkills mapping_543b06a1-b887-11e3-8743-c8ad2a5305745.a* We have mapped out the skills we need to deliver the program, and have established clear plans for acquiring and maintaining them.IntegrationSkills integration_543b06a2-b887-11e3-8743-c8ad2a5305745.b* We have effective mechanisms in place to maximize value from all the skills available across the partners involved in delivery of the transformation roadmap.Supplier Partnership_543b06a3-b887-11e3-8743-c8ad2a5305746SuppliersSelectionSmart supplier selection_543b06a4-b887-11e3-8743-c8ad2a5305746.aSuppliers* Our procurement and contracting policies are aligned with smart procurement principles (focus on outcomes, open data, incentives for innovation and collaboration, avoidance of lock-in). * We select suppliers based on long-term value for money rather than price, and in particular based on our degree of confidence that the chosen suppliers will secure delivery of the expected business benefits.IntegrationSupplier integration_543b06a5-b887-11e3-8743-c8ad2a5305746.bSuppliers* We manage the relationship with strategic suppliers at the level of top management on both sides of the partnership, aiming to develop win-win alignment behind our vision and roadmap for transformation.Future-Proofing_543b06a6-b887-11e3-8743-c8ad2a5305747InteroperabilityUse interoperable, open standards_543b06a7-b887-11e3-8743-c8ad2a5305747.a* Wherever possible we use interoperable, open standards that are well supported in the market-place.DeliveryWeb-centric delivery_543b06a8-b887-11e3-8743-c8ad2a5305747.b* We use SOA principles in order to support all of our customer interactions, from face-to-face interactions by frontline staff to online self-service interactions.Agility & ResilienceDeploy technology using common building blocks._543b06a9-b887-11e3-8743-c8ad2a5305747.c* We deploy technology using common building blocks that can be reused to enable flexibility, resilience and adaptability.Service SharingShared services_543b06aa-b887-11e3-8743-c8ad2a5305747.d* We manage key building blocks as government-wide resources - in particular common customer data sets (e.g. name, address); common applications and application interfaces (e.g. authentication, payments, notifications); and core ICT infrastructure.Support & Maintenance_543b06ab-b887-11e3-8743-c8ad2a5305747.e* We have support and maintenance arrangements in place that can take over responsibility for assets developed and/or managed by stakeholders who leave the smart city’s ecosystem for whatever reason. * We have a process in place that can engage with replacement stakeholders when existing stakeholders deemed to provide value leave the smart city’s ecosystem or become disengaged.Achievable Delivery_543b06ac-b887-11e3-8743-c8ad2a5305748ImplementationPhased implementation_543b06ad-b887-11e3-8743-c8ad2a5305748.a* We avoid a "big bang" approach to implementation, reliant on significant levels of simultaneous technological and organizational change.ImprovementContinuous improvement_543b06ae-b887-11e3-8743-c8ad2a5305748.b* We expect not to get everything right first time, but have systems that enable us to understand the current position, plan, move quickly and learn from experience.RiskRisk management_543b06af-b887-11e3-8743-c8ad2a5305748.c* We have clarity and insight into the consequences of transformation and mechanisms to assess risk and handle monitoring, recovery and roll-back. * Our program benefits from regular external health-checks.Benefits Realization_543b2daa-b887-11e3-8743-c8ad2a5305749MappingBenefit mapping_543b2dab-b887-11e3-8743-c8ad2a5305749.a* Every aspect of our work and investment has clear line-of-sight through to the strategic outcomes being targeted by the program. * Every major delivery partner involved in the program has a clear and quantified view of the benefits that the program will deliver specifically for that partner. * The benefits that the program is seeking to achieve are documented in a strategic business case that has been agreed at senior level with all partner organizations who are accountable for delivering benefits in the business case.TrackingBenefit tracking_543b2dac-b887-11e3-8743-c8ad2a5305749.b* Clear baselines for all benefits have been established (that is, we know where we are starting from). * Measurable success criteria have been agreed for each benefit in the business case (that is, we know where we want to get to). * An effective measurement framework of key performance indicators is in place to track progress in delivering each benefit (that is, we know how well we are doing).DeliveryBenefit delivery_543b2dad-b887-11e3-8743-c8ad2a5305749.c* Governance arrangements are in place to ensure clear accountabilities for the delivery of every intended outcome.2014-03-192014-03-30http://docs.oasis-open.org/tgf/TGF/v2.0/csprd02/TGF-v2.0-csprd02.html#_Toc383535081OwenAmburOwen.Ambur@verizon.net