Digital Government Strategic Framework 2019-2024 The 2019-2024 Tonga Digital Government Strategic Framework “Building A More Progressive Tonga Supporting Higher Quality of Life for All” 0 | PageDigital Government Strategic Framework 2019-2024 DIGITAL GOVERNMENT STRATEGIC FRAMEWORK 2019-2024 KINGDOM OF TONGA We are pleased to present the of Kingdom Tonga’s Digital Government Stretegle Framework (DGSF) for 2019-2014. The DGSF outlines Tonga’s long-term vision to institute and establish the Government os an innovative, enabling, and @ responsive 21* century Government. Technology hes chonged the way people communicate, work, and interect. Whether It Is through eiccess to Government services via the internet, interactions via social medic and mobile technologies, or receiving oid when requested, technology is being employed as on enabler to build and to strengthen services delivery. The DGSF vision is fo create o respensive and robust Government's decision moking through change management focused on improving the efficiency and effectiveness of Government services thus enabling a competitive business environment ond to create sustoinable development opportunities for the people of Tonga. This vision is ot the core of the DGSF. The people of Tonga have entrusted the Government to create efficiency through an integroted digital government that is responsive and has clarity of public services (such as in licensing, registration or taxes and duty), and ensuring the integrity of Information, date sources and system management. The DGSF focuses on providing enabling environment and technology and governance through change management tools to help make Government more efficient, agile and accessible. The fromework's goals and objectives are challenging. Considerable attention is given to the need for improving technology and information systems governance knowledge, developing and! aclopting principles, policies, and fromewerks needled to guide our information systems end Digital Government planning, ond measuring our success in attaining desired outcomes from DGSF objectives. Attaining those objectives will combine resources from within the Government, through collaboration with development partners such as international and biloteral organizations, partnering and outsourcing relationships with the privote sector to accelerate technology and knowledge trensfer to Tonga, and collaboration with other international Governments. We tasked Government leaders, agencies and their employees ond the people of Tonge to participate, contribute, and share ideas to ensure aill gosls and.ablectives of the DGSF are achieved, exceeded, and janq|, districts ond community levels and across public TI Pegelal Government Strategie Framework 2019-2024 INTRODUCTION The Tonga Digital Government Strategic Framework 2019 ~ 2024 sets the directions for the Government's use of Information and Communication Technologies (ICT) or digital technologies, with the ultimate intent of improving Government decision making, business process ond workflow efficiencies, improving the quality and timeliness of services for people of Tonga, while reducing the complexity and cost of Government services. ‘The Digital Government Strategic Framework promotes the use of ICT within Government ministries and ‘agencies, Thot promotion includes an aggressive trensition from paper-based transactions to digital Government. As Government data ond information is transitioned to a digital format Tonga will benefit from © new, moder model of ICT delivery for all agencies. This framework will enable a far more integrated, shared, accurate, timely, and inclusive information flow within and across all Government agencies. Digital Government, at @ concept, is a framework that provides strategie goals and supporting objectives to guide Government, and Public Enterprises, on what change management to pursue based on current legislations and the decision making processes and work flow required to improve thus creating the most value from investments in ICT. The outcome expected as a result of Digital Government implementation are grect benefits to citizens, business, as well as interaction between Tonga and Government agencies and among agen The DGSF and projects under this framework is led by the Prime Minister's Reform Task Force as approved by Cabinet! in on iterative process informed by the needs and capacity of each enterprises ct the divisional/department level, the ministry level and at the Government (National) level as prescribed by Figure 1 below. Where at the Cabinet Level, the Prime Minister's Reform Task Force leads in defining new Government processes and methodology, at the ministry and department levels, they follow up with re-design to align with the methodology developed ot the Cabinet level. At ICT level (of each ministry) the execution of ICT methodologies to streamline services and workflows are to be delivered. The DGSF provides high level strategic guidance for Government enterprises/agency on how to build and strengthen Government processes and workflows firstly, to support decision making and secondly, in ways thot contribute to the sustainable development of the people of Tonga. Part of the high-level strategic guiclance provided through the DGCF is expressed in the form of a system opprocch driven by a change management. Security of physical ICT infrastructure, protection of personal ond privecy information, and protection of nationel critical data are fundamental to all Digital Government strategie goals. The digital government security requirements follow several security principals including projection of confidential information, ensuring the integrity of data and information, end ensuring accessibility of information to those with velid need-to-know and proper security authenticetion and authorization. alPageDigital Government Strategic Framework 2019-2024 ment for the DGSF - PM's Reform Task Force! Figure 1: The Institutional Arran; The Digital Government strategic fromework is also closely aligned with the Tonga Strategic Development Framework (TSDF). No Digitel Government or ICT plan would be effective if not supporting a top level national strategy. The TSDF provides guidance in the form of eight National Outcomes intended to drive “inclusive ond sustainable development,” and 5 strategic pillars supported by 29 organizational outcomes. Tongo's DGSF hes five strategic goals which are designed to fulfil the requirements of cll TSF National ‘Outcomes and Organizational Outcomes. ‘While the scope of the DGSF is five years, itis expected the DGSF will be reviewed, and updated annually ‘05 needed to ensure the DGSF is current with new, emerging or changed technologies, organizations, and 81 PageDigital Government Strategic Framework 2019-2024 EXISTING DIGITAL CAPABILITY While Government ministries and agencies in Tonga have successfully developed supporting information systems to enable their individual business units, there are chellenges with integration of information and data sets for decision making, decision makers cecessing these information, weak coordination, sharing of Informetion across agencies and managing multiple, incompatible information systems. Without integration of information systems, it's difficult to see the ‘whole picture’ with its contributing components thus decision making is not fully informed. In addition, Facilitating @ “one stop" lifecycle processes ond records eccess for the public and business is also a challenge. Today, many Government agencies work independently, resulting in data systems and information which are potentially needed by other agencies, or external systems supporting business and citizen services. The result is often cuplicated data which does not follow o standard format, manval transfers of data req} intervention, loss of dote, and other vulnerabilities as indicated in Figure 2 below. Figure 2 The Issues with the Existing Decision Making Processes and Service Delivery I No single view of an | individual or ctizen a Lack of simphcity ne No transparency 46 Inconsistent citizen oe © enpetionces {ok One ciretiona servicing a c t Ls Por ize patiption whe inetd cota ce support contacts of Inconsistent access to f government data Ws" C Ditterent eGovernment ' serves channels Varyng levels of ICT maturity This DGSF intends to guide the Government of Tonga in addressing and eliminating these existing challenges through the use of information and communication technologies (ICTs) to build, strengthen and streamline Government's delivery of services and decision making processes ond workflow. The DGSF Is to involve all Government enterprises (agencies/sectors) and! all stakeholders from different sectors, organisation types and govemanee levels 4lPogelal Government Strategic Framework 2019-2024 A Digital Government processes and workflow are cross-cutting, actions must take place at all enterprises level, for example through targeted agencies or multi-agencies programs which deliver concrete results for the peoples of Tonge. The interlinking roles of agencies (including central agencies, health, education, water nd sanitation, social assistance, energy, agriculture, fisheries, forestry, culture, tourism, mining, environment, trade, transport ond infrastructure etc) ore recognised as components of the digital government strategic framework, The DGSF guidance are to be implemented as relevant to the respective priorities and needs of agencies /enterprises and stakeholders. Some actions may be better implemented at the ministry /department level and some would need to be further orticulated at the business, private sector or community level to suit context, priorities and needs of each individuel. 5lPageDigital Government Strategic Framework 2019-2024 THE DIGITAL GOVERNMENT STRATEGY FRAMEWORK From the existing Government ICT capability to where Tonga would like to achieve in terms of building ICT capebility for the whole of Government, businesses and for the people of Tonga, this strategy is contributing to the achievement of the TSDP which providing a specific vision, oullines the principles thot would be upheld, and presents strategic goals to guide integreted and sustainable digital development and key objects to be implemented though the change mangement approach endorsed by the Prime Minister's Reform Tazk Force and the Government Enterprise Architecture Framework (GEAF). DIGITAL GOVERNMENT VISION Digital Government brings together the innovation and enobling aspects of technology with the business and life needs of citizens, business, ond Government. The Tonga Digital Government Strategic Fromework, 2019- 2024, provides a vision and strategic guidance for building © sustainable and efficient digital Government to accomplish Strategie Objectives established within the Tonge Strategie Development Framework (TSDF). more progressive Tonga supporting higher quollty of life for al jes seven key National Outcomes, for which the Digital Government Strategic Plan will goals and supporting objectives to help fulfil those outcomes. The key Notional Outcomes include: 1. A dynamic knowledge-based economy 2. Balanced! urban & rural development across the country 3. Empowering human development with gender equality 4, Responsive, good governance with strengthened rule of law 5. Successful provision ond maintenance of infrastructure and information technology ({T) & Effective lond ond environment management, with resilience to climote ond risk 7. Consistent advancement of our external Interests and security The Digital Government Strategie Fromework (DGSF) will elso support our unique cultural and traditional Tongan volves, which highlighted in the TSOF, ore considered and aligned with DGSF deiving principles, while ‘ensuring all Digitcl Government programs and goels encourage innovotive and enclsling solutions (alse refer ‘The DGSF Vision: “Digital Government in Tonga is dedicated fo creating responsive and robust Governments decision ‘making through change management focused on improving the efficiency and effectiveness of Government ' environment and to create sustainable development services thus enabling a competitive: busi ‘opportunities for the people of Tonga. 61 PageDigital Government Strategic Framework 2019-2024 Attachment A). Government's function is to serve the public through improving services provided to the people of Tonge. Digital Government combines technologies (ICT hardware and software), date (accuracy and timely], capacity [human resources ond skills), and sustainoble development {change management, es end regulatory frameworks, guidelines, code of practice etc,) with business process ond work flow improvements to facilitate the delivery of these services. governonce, pol Individual Strategic Goals, such Formal Politics Government 1s developing Digital Government, and principles Sharing, ore intended to help each agency become customer cond service focused, efficient, process driven, ond produce measurable outcomes. Implomentetion of the DGSF must focus on Improving agency processes, ond then connecting to the agency's Consumers lil society internal and external stakeholders through Four Perspectives on eGovernment ‘automated end demand-driven 2. Onn sre dvr se inteachon ath cutee services. 2 Unatitomoinesvernar tfc one tery of | eaacty tater puoi nought The DGSF aligns Government agency resources, including vision, business, processes, dota, opplications, technical infrastructure, end human capabilites to improve the quality of Government and citizen services by reengineering and simplifying business process, streamlining Government operations, and adopting standard Enterprise Architecture Framework. In the above chart, “Four Perspective on Digital Government, relationships between the Government, Government leadership, and consumers of Digital Government services are shown, The outcome of the chove chart would be a Digital Government Framework end Reference Architecture providing direction to develop information systems and data architectures which directly support eServices, as well as providing a context for transforming public administration through the use of digital technologies. The relations cbove, which provide basis for @ Digital Government framework, are cotegorized as: ‘* Government-io-Government (G2G). G2G refers to the interactions within and between Government agencies. G2G is dependent on the strategic goal of date and information sharing protocels and development of a service-oriented information systems architecture. 71PageDigital Government Strategic Framework 2019-2024 © Government-to-Business (G28). G2B refers to the stream lining of selected processes and workflows to enable efficient cnd effective performance of both businesses and Government. © Government to Public/People (G2P). G2P refers to the stream lining ond efficiency of selected Government processes and workflows that provide public services as routine part of interacting with Government. + Government-to-Employees (G2E). G2E refers to Government interactions with Government ‘employees, administration, payrolls, human resources, and employment status. Digital Government relies on implementation of Government processet workflows which are bated on © digitel representation of information and dete formerly based en paper or using predominantly manual processes, Digital Government facilitates the automation of processes, including the interconnections ond sharing of data and information between Ministries and agencies. The most important outcome will be the efficiency of automated workflows and processes supporting all four categories of Digital Government. From the business perspective, Digital Government is a way of introducing new channels of interaction between Government and consumers of its services, to moke interactions more convenient and simale to consumers, and less expensive for the provider of services. Successful adoption of Digital Government”, results in several business benefits, Including the following: Enabling timely access of decision makers to key data ond! informat evidence bosed decision making + Facilitating eppropriate access to Government data, information and procestes to all categories of Government eServices consumers, whether the general public, business, Government agencies, Government employees, or even other Government: © Access to Digital Government services can be provided on a continuous basis, 24x7x365 days per year. © @Services access is typicolly cheaper than traditional forms of interaction (e.g, requ physical access in person} for the consumers. © The cccess can be made simple by automating potentially complex workflows and process, including nevigating organizational complexities. * Improving operational characteristics of Government processes, including the following: © Decreasing the cost (in terms of time and input (paper and prins)) to Government of providing quality services to their consumers. © Decreasing the load on Government workers by eutometing and extending Gevernment business processes directly to eService consumers. © The reach of Digital Government services can be widened from initialized specialized groups to all consumers that have a need, and a right, to use the service without incurring substantial costs. The institutional crrangements provided by the Prime Minister's Reform Task Force also estoblished a Government Enterprise Architecture Framework (GEAF), [refer to Figure 3 below). which is being by this OGSF. The use of a GEAF within Tonga's Digital Government Strategic Framework has the following benefits: Bl PageDigital Government Strategic Framework 2019-2024 ‘* Improves alignment of information technology with the Government's missions, goals, and objectives. 55 operations. © Improves security, reliability and performance of the Government's information technology Infrastructure. + Improves nationwide service delivery and busi '* Improves nationwide data/information sharing and systems interoperability. + Allows more effective use of Government resources enabling consistent, effective and efficient delivery of eServices to all Government employees, people/communities, ond b Improves Government-wide information systems and data integration reducing duplicate physical data systems infrastructure, information silos, end both data and application redundancy. ses. Figure 3: Government of Tonga, Enterprise Architecture Framework (GEAF) ‘Notional Outcomes Priority Agenda 2018-2021 3 = MPs Report toGowt cepanmdntat P Priorities, Development Pians BYearterm & (MOA Corporate Pans, Budgets & Anus Management Pins to Support Development Hans The common denominator for achieving the Intended outcomes of the digital government is people. The digital government will impact how individual people do their work: their processes, job roles, workflows, reporting structures, behaviors and even thelr identity within the organization, Change management Is the ‘approach to driving adoption and usage so the digital government initiatives deliver expected results and outcomes. Here is why change monagement is important to lead in the implementation of the DGSF through projects (refer Figure 4 below). ol PageALIID0S/F1d03d 30104 9SE ULIOJOY WaISAS s,Wd te a sosudiua ad pue 364 * } sh suoneiodo, SIN quauunsay yUIqeD sd UALSINIA 3d MouNEORED | DYBIC OY 404 JLoMeUIDIY ay SP sulDISAg pOUIUIOAED eBURYD “+p sinb}g3s, structures, procedures, and This change management means defining and adopting corporate strategi technolagies to deal with change stemming from digital Government strategic gocls and objectives. Chenge management is the basis for achieving the vision of the DGSF. This Is the change thet leads, menages, and enables enterprises to accept new processes, technologies, systems, structures, and valves. Itis the set of «thet helps enterprises transition from their present way of working to the desired way of working - cctivit the Digital Government's vision. 11 | PeoeDigital Government Strategic Framework 2019-2024 DIGITAL GOVERNMENT PRINCIPLES Principles used within the DGSF are intended to guide the building on integrated digital government for Tonga through appropriate change management where decision mckings are based on evidences provided by correct data ond information ond @ culture for determining, designing and menaging of information systems as a core Government services. An example of this might be a principle of data ond information sharing. Any new system or application should follow the basic principle of designing data with the expectation the data will be shared among different Government agencies, as well as open data made avoilable to business and citizens. OF course, that also allows exception for data that must be protected ‘consistent with privacy laws or protection of sensitive Government data. ‘The DGSF includes the following inter-connected and mutvally re-enforcing basic principles that each information technology {IT) infrastructure project or information Systems (IS) project should consider prior to procurement: 1) Security 6) Accessibility 2) Connectivity 7) Customer Focus 3) Interoperability 8) Standardization 4) Portability 9) Redundancy 5). Innovation 10} Holistic (Whole of Government) Approach Principle 1 - Security This principle establishes a requirement thot Alll IT planning should include essurances of Confidentiality, Integrity, ane! Aveilaility with both informetion systems and physical data center and telecommunication systems, Conficlentialty is focused on ensuring privacy, or protecting citizens from unauthorized or inadvertent disclosure of their personal information to either unauthorized agencies — or into the general public. The international community has established @ wide range of confidentiality controls, with the most recent being the European Union's implementction of the General Dota Protection Regulation (GDPR]. All applications andl systems which collect or consume privacy-related data myst be able to protect that information from disclosure outside of a legal “need to know.” Integrity refers to the accuracy, timeliness, and completeness of information that is used internally, es well az shored with other agencies or the public. ISACAY provides criteria for ensuring the integrity and quality of dota collected, stored, ond consumed by an organization. Information Quality Criteria * Intrinsic Quality ~ the extent to which date volues are In conformence with the actual or true values. * Contextual Quality — The extent to whi epplicable to the task of the information user ‘and is presented in an intelligible end clear manner, recognizing that information quality depends on the context or use. 121 Page information iDigital Government Strategic Framework 2019-2024 ‘* Security and Accessibility ~ The extent to which informotion is protected, aveilable to those with need to know, of obtainable to those with a need to know. Ech of the above criteria is further decomposed to provide additional guidance and criteria for Areas such «05 the accuracy, objectivity interpretability, eurreney, completeness, relevancy, and disaster proofing of the data. Principle 2 — Connectivity This principle establishes a requirement that will gucrantee thot the digital government infrastructure will be capable of supporting the delivery of e-solutions and e-services to all citizens with the assurance that no one will be left behind. Connectivity is a state of being connected or interconnected. In computing It is the capacity for the interconnection of platforms, systems and applications. “A generic term for connecting devices to each ther in order to transfer data back and forth It often refers to network connections, which embraces bridges, routers, switches end gateways cs well as backbone networks", The dissertation behind this principle is rooted within our consensus that e-government is about good governance in service delivery to al citizens using ICT. Therefore, the totelity of e-government for cll citizens can only materialize when all islands of peoples are digitally connected using ICT. In conclusion, government should ensure that all service providers, telecommunication corriers end ISPs ere providing digital connectivity to all comers of all Islands in Tonge. with the guarantee that all citizens are connected with the declaration that “Internet Acces is Human Right” Principle 3 — Interoperability Governments should plan for interoperability os ¢ basic principle for developing date and informe: systems for a number of reasons. Digital Government interoperability leads te better decision-making. In most countries, policy mokers are faced not only with overlapping and uncoordincted data sources but olso with the absence of common terms of reference and means of representing these dota. This results in the time consuming and complex cost of comparing dota that is represented differently. Interoperability will allow dota compiled by dl agencies to be used together to moke beiter decisions. The second reason is thet interoperability allows for better coordination of Government agency programs ‘and services needed to provide enhanced services to citizens and businesses. If information about Government is easier to obtain, policy makers can design better projects and can more easily ovoid redundant or similar projects. Furthermore, policy- and decision-makers would have more information by which to evaluate the performance of agencies anc! the public services they del The third reason is that interoperability is the foundation of a citizen-centrie, one-stop delivery of services through a voriety of channels. As noted by the UK Digital Government Unit, “better public services tailored to the needs of citizen and business require the seamless flow of information across Government.” The fourth reason is that interoperability leads to cost savings and/or cost avoidance. By making systems ‘talk’ to one another, there moy be no need for new systems that were once deemed necessary. Further, demanding interoperability breaks reliance on single vendors ond yields choice for Governments in their purchases, upgrades and as they scale. 13 | PageDigital Government Strategic Framework 2019-2024 Principle 4 — Portability Data portability isthe ebilty for people to transfer their date across interoperable applications, ond across platforms. This ineudes the requirement to easily transfer dota to a new system or cpplication in the event ‘ond applicotion is changed, updated, supplier terminated / changed, or interoperability of data or oppli ion is required. An example of portability may be when planning disaster recovery and continuity of operations procedures or processes. Data and applications should be able to move between providers, different types of physical hardware, and be able to update in real or near real time. Another important aspect of portability is ownership of data. Government agencies may choose to outsource some applications and data set creation or storage to an outside or third party; given the availability of cloud technologies which may offer security and efficiency benefits. The Government of Tonge will retain ‘ownership of all national or country data produced either directly within Government owned ond operated resources, as well as any data produced under contract or license by a third party, regarcless of where those date are stored. That cata must be avollable either via interoperable applications, or for transfer to a new system of an exit from outsourced provider, or speci propristery application is necessary. Principle 5-Innovation All Government IT systems should encourage 1ovative solutions focusing on enabling benefits, cost -effective IT solutions, ond efficiency. Innovation requires maintaining an awareness of informotion technology and related service trends, identify Innovotion opportunities, and plan how to benefit from innovation in relation to Government ministry and agency business needs. AIL IT solutions should consider opportunities for business innovation or improvement which can be created by emerging technologies, services, or IT-enabled business innovation, as well as through existing established technologies. New systems should also support business and IT process innovation, external systems touch points (interoperability with other Government egencies) IT systems innovation may influence slrategic business planning when the edoption of a new technology, use of technology, or integration of data would enable better or new decision support within one or multiple Government agencies ~ or be extended into private Industry and to Principle 6 — Accessibility As referred to earlier, these principles are inter-connected and inter-related and various context of accessibility has been presented in other principles such cs in ‘security’ end 'eustemer focus". In the context of this OGSF ond in relation to the other principles, Principle 6 is supporting the Government to Public/People (G2P) services. It refers to the stream lining and efficiency of selected Government processes ond workflows that provide public services and to ensure ease of the Public accessing these key services. Information and communication technologies (ICT) accessibility barriers are systemic and reach alll sectors of ‘Government services and businesses. This principle recognises the accessibility barrier and calls for the development of ICT to be flexible enough to accommodate the needs and preferences of the broadest range 14|Poge2019-2024 of users, regardless of the limitations of the ICT Infrastructure while also considering the other principles of this framework. Five considerations In the design for accessibility with reasonable accommodation are important: Content is organized ond presented appropriote to the interests, needs and preferences of end users; Aesthetics of the design accommodate the needs and preferences of diverse users; Accessibility of the design benefits all users as well as users with special need: 17 of the design allows users to access, navigate, search and leave the intuitively ond without barriers; ‘+ Sustainability of the design is based on content management that affords flexibility to accommodate needs and preferences of diverse users. Principle 7 ~ Customer Focus All Digitel Government systems cre designed to meet specific business requirements, with defined outcomes. Systems may be designed to meet Government to Government (G2G), Government to Business (G28}, or Government to Public (G2P) initiatives and requirements. This requires IT planners and solutions architects to fully understand what provides value to Government cand extemal stakeholders, whether it be in delivering better agility nd innovation to Government agencies, or providing a better quality of to citizens. The quality of digital services the Government provides determines cur reputation and trust as an institution. It profoundly affects the customer experience our citizens hove in working for, ancl engaging with, the Government. cond Customer-centric Government means that agencies respond! to customer needs, moking it easy to share information and accomplish importont and routine tasks. It requires a high-stondard ensuring timely dota, relevant content, simplicity in transactions with the Government, ond seamless (end-to-end) intera: with Government agencies that are easily accessible and understood. ‘The Government must strive to provide an “anytime, anywhere, on any device” environment when interacting with the Government. The world has become 24x7 hours per day, 365 days per year, is service-oriented, ‘and technology-driven. Our citizens expect to be able to Interact with websites, applications, marketplaces, ‘and Government whenever it is convenient, without disrupting work, study, child care, or other life-cri tes. ciple 8 - Standardization Stondards provide egencies and innovators with @ commen language or platform that feciltates interoperability, simplifies trensactions, end enables people to work togelher toward greater common goals that cut across agencies, disciplines, ond even borders. In the context of Tonga, standarcization will include: ‘© IT Procurement # Security Stendards + Common Applications * Data Standardization (including single-source, authoritative data) + Plotform Standardization (including Cloud Computing, Data Center Consolidation, and Telecommunications) 151 PogeDigital Government Strategic Framework 2019-2024 © Process Standards Referenced standards may include both formal international standards (e.g,, ISO, NIST, IEEE, etc.), or locally developed standards unique to the Tonga environment. While each agency within the Government will have unique requirements and supporting applications / date, meny applicetions such es office automation, finance, human resources, procurement, geospatial information systems, endl document management con and should be standard across all agencies, with emphasis on using a single platform to support all agencies. Principle 9 — Redundancy This principle establishes @ requirement that will guarantee that the digital government e-services will be totally independent of the infrastructure that will support the delivery of e-solutions and eservices to all citizens with the essurance theit no one will be left behind. In Engineering, Redundancy is the inch of extra components which are not strictly necessary to functioning, in case of failure in other components. “Network redundancy is primarily implemented in enterprise ne!work infrastructure to provide @ reduncant source of network communications. It serves as a backup mechanism for quickly swapping network operations onto redundant infrastructure in the event of unplanned network outages"!.”" The dissertation behind this principle is rooted within our consentus that e-government is about good governence in service delivery to all citizens using ICT. Therefore, the totality of e-government for all citizens can only materialize when there is a guarantee of minimal to no downtime of e-government services to citizens ft any event whether it is natural disaster or manmade disaster. In conclusion, government should ensure that all service providers, telecommunication carriers and the distributed data centers are providing a redundancy mechanism in place to ensure that cll e-government services are totally independent of the infrastructure in any unforeseen event of a natural or man-made disaster. Redundaney Is also erucial for identifying Data Center Tier Levels Industry Standards. Principle 10 ~ Holistic (Whole of Government) Approach AILIT and Digital Government initiatives should acknowledge and be aware of potential impact on G2G, G28, G2P Set ssl aaa touch points. As Tonga continues to ca develop additionel Digital Government tools, such as Notional Enterprise Architecture and Interoperability Framework, greater governance processes and guidance will help Government egency leadership be ‘aware of the impact ony IT-related initiotive will have both internelly, es well os externally to Government, business, and to the public. A Holistic Government and Change Mancgement Approaches will help solve the current silos of data within some Complexity and Value in Shares Gavernment If Service Implementation bmreeagency : i 16 | PageDigital Government Strategic Framework 2019-2024 ministries andl agencies which create data ond information redundancy and fragmentation in Government. Change Management would guide organisations on how to manage faster, more complex, more interdependent and more cross-functional change thet the DGSF recommended. Being able to deliver results, con multiple changes allows on organization to achieve their strategie vision end thrive in today's changing landscape. Applying change management enables orgenizations to deliver results on each change more effectively and build competencies that grow the organization's capecity to tackle the changes required. This approach will also enable ond encourage different Government agencies to implement better information sharing as needed to facilitate Digital Government and service provision and reduce the burden Con citizens in term of running around different agencies to authenticate documents and clearances", Tonga will use © phased approach implementing shared IT services, s0 © base of information, business, and technical systems interaction knowledge is developed between Government agencies, parters, vendors, and suppliers. I7|PageDigital Government Strategic Framework 2019-2024 DIGITAL GOVERNMENT STRATEGIC GOALS Strategic goals ore broad areas of change which may represent culture, technology, education, infrastructure, environment, efficiency, quality of life, or other potential long-term evolutions which may take many years to fulfil, Strategic gocls will establish the “big pleture” on how Tonga wil move forward in establishing © Government information and communication technology (ICT) driven environment to ereate value for Government to Government (62G), Government to business (G28), and Government to people/public (G2P) technology-driven interactions. The Digital Government and Information Architecture Principles described in the previous chapter provide a set of guidelines to help ensure successful National and Organizational Outcomes os listed in the TSDF, and Strategic Goals in the DGSF. Strategic goals ore supported with measurable and specific objectives, or organizationel outcomes, which provide tasks needed to fulfill the goals. The DGSF provides a set of strategic goals aligned with the Tonge Strategie Development Framework (TSDF) focused on enabling the people of Tonga to reach their full development potential Objectives are also put into timelines, of schedules defining when o specific objective task is initiated ond completed. The combined “calendar” of goals end supporting objectives will fit within the 5-year DGSF cycle. Tonga’s Digital Government Strategic Goals for 2019 - 2024 are: Strengthen and Build Governance through Change Management Implement Digital Government Across All Government Agencies and Activities Promote Data Shoring and a Service-Oriented Information Systems Architecture 1 2 3. Advance Digitol Inclusion for All 4 5. Enhance Public Engegement Strategie goals are more generic and high-level than specific organizational outcome objectives. Strategic ‘g00ls will al have to suppert the standard Government goals of creating optimal valve from ICT-related investments at a menageable cost, end an acceptable level of investment and operational risk. Ace We Getting the Beef? Each of the obove Strategic Goals is supported by several objectives, which provide the building blocks for accomplishing the Strategic Goals. eGovernment. Value Audit Cycle Iris also necessary to fully understand the “triggers” and “pi points” Government agencies encounter in the course of business and be prepared to adapt the DGSF in annual or future iterations and updates of the strotegie plan. NeWie Doing ‘ham the Right way? This opproach will allow the Government more agility in determining the best direction for Digital Government projects, such as when @ major technology shift, such as virtualization and cloud computing, offer clear benefits which may require & re-architecting of existing IT systems. Managing innovation is a critical component of any Wl PogeDigital Government Strategic Framework 2019-2024 governance framework, as without a culture of innevation, organization, including Government agencles, may lose the confidence of consumers (Government, Private Sector and Civil Society) In cases where the Government does not have the resources to complete objectives, consideration will be given to establishing partnerships with Tongan clomestic firms, international firms, foreign Governments, and non-Governmental or not-for-profit organizations which may provide the means to accelerate to fulfill objectives within the TGSF. For example, today the Tonga Secure Government Network (SGN) wos constructed and Is operated by Tonga Communications Compony (TCC), 6s is the Government Consolidated Dote Center. If partnerships or outsourcing opportunities are considered, and the Government does not need to internally solve all Digital Government goals and objectives, then Government information systems mangers and staff will be able to focus more time and resource on adding value to existing eServices and systems, while preparing for the implementetion of new end future systems. Additional areas of partnerships and cooperation may be in professional training, technical and engineering assistance, security monitoring, application and data integration, end! development of policies adapted to Tonga besed on international stendards ond best-practices. In addition to helping accelerate successful outcomes to DGSF objectives, partnerships have a longer losting benefit of providing skils, knowledge, expertise ond experience, and the resources to further encourage change through business innovation. Technology and business triggers are a constant, ond partnerships with resources capable of identifying, evaluating, informing, and aligning opportunities will bring additional tools to both consicler change bringing additional value to the Government business, as well as address any pain- points or shortfalls in existing eServices within the Digital Government program. ‘Areas which may be addressed in future versions of the DGSF include Blockchain ond the Internet of Things (loT). For the 2019-20242019-2024 DGSF, such early stage developing technologies may not be feasible for adoption in the short term, but as each review of the DGSF is conducted, and strategie goals for education, standardization, ond infrastructure provide a more capable and robust environment, those topics moy become higher priorities and provide a basis for changing, adapting, or updating the DGSF. Partnership and Outsourcing Risk Risk associated with partnerships and outsourcing arrangements vary, based on the nature of the relationship and delegation of operational responsibilities, as well as other arecs such as ownership of information systems ond data assets, service level agreements (SLAs), change management, and the availability and feosil @ vendor or partner exit strategy. jons based on several factors, including: Risk menagement for Digital Government systems require deci * Government Culture (© Risk Tolerance, or the limits the Government sets on potential risk or risk scenerios © Risk Appetite, or the accepted amount of risk the Government is willing to accept under normal conditions ‘+ Compliance end Regulations (e.g,, Privacy, Data Sovereignty] * Potenticl Impact of Loss Events Wl PogeDigital Government Strategic Framework 2019-2024 © Potential Impact of Failed or Non-Performing Projects Bosed on the above factors, decision makers in agency business units, or at o policy level, can make risk decisions based on the following high-level options: 1. Risk Avoidance — Risk Avoidance is o decision made to discontinue or exit « project or program bosed on the belief the Government, partner, or outsourcing vendor cannot sufficiently protect a project, or operate o project. The Government determines the risk of loss or disruption to the Government and citizens is too high, cannot be transferred or shared, not cost-effective, ond is unacceptable. 2. Risk Mitigation ~ The Government would implement controls or actions to avoid loss events, failure to perform, or as common in most information systems - security controls. 3. Risk Transfer or Risk Sharing ~Risk Sharing mecns reducing risk by transferring or sharing a portion of risk, This is done when on organization may not have the resources, skills, or competences in @ particular area such os project management, operations, security, or other required component of program and project development. Standard forms of Risk Sharing includle insurance, partnerships, and outsourcing. 4. Risk Acceptance ~ do nothing and accept the risk For the Tonge! Digitel Government program, initial ond continuing risk menagement, analysis, review, andl ecsion making I: critical. There ore many international stondords and best practices available to use os reference in managing Digital Government-reloted risk. Those include (not limited to}: '* ISO 31000 / ISO 20000 / ISO 27005 {ISO Risk Mat Standard) '* NIST SP 800-30/37/39 (Guide for Conducting Risk Assessments) ‘+ MoR Fremework (Mgt of Risk Framework - UK Government OCG) ‘© COBITS for Risk + COSO ERM (Comm of Sponsoring Orgs of the Treadway Commission) Tonge will develop and implement risk management within oll Digital Government activities adapted to the Tonge environment based on one or more of the above standards (Goal 3) and (also refer Attachment 8). 20 | PogeDigital Government Strategie Framework 2019-2024 GOAL 1 -STRENGTHEN AND BUILD GOVERNANCE THROUGH CHANGE MANAGEMENT Governance refers to the establishment of policies, and continuous monitoring of their proper implementation, by the members of the governing body of any organization, including Government. Governanet organizational leadership with their primary duty of enhancing the prosperity ond viability of the organize includes mechanisms needed to balance the powers of With all governance models the primary objectives are for the Government to create value for Tongan stakeholders through creating benefits for the citizens, reducing or optimizing risk in netionel investments and programs, and optimizing or creating the most value from national resources, including ICT-related investments. Specific eGovernance objectives are reviewed by and approved by the Governance St stoffed by representatives from different ministry ond agency stokeholders. ring Committee. The steering committee Is Governance adds ICT-enabled capobilities to the traditional process of organizational governance. With the implementation of ICT in the governance process, reporting and monitoring functions within the governance process becomes much more accurate ond timely. Those capabilities may be described as “governance enablers,” which eccording to ISACA may Principles, National Policies, ond ICT Frameworks ‘© Formal and mature functional processes Explaining eGovernance ‘eGovernance i the transformation of Government to provide efficient, converlent and transparent services 10 citizens and businesses through Information one Communieation Technology (ICT). "eGovernance, however, isnot really the use of IT in governance but as @ tool to ensure good governance. ‘eGovernance does not mean proliferation of computers and ‘accessories: its basicaly a political decision which calls for discipline, attitudinal change in officers and employees, and massive Government process re-engineering” (51M, From eGovernonce to Oper Goversance") Jude: © Organizational structures (such as consolidation of data centers end ICT management) * Culture, ethics, and behavior (as eppropriate for Tonga) * Data and Information ‘+ Services, Infrastructure, ond Applications ‘© People, Skills, and Competencies ‘eGovernance supports a standard governance model, which will include: ‘© Ensuring alignment of the Di stakeholder business strategies jtal Government Strategic Plan with other ICT plons, the TSDF, and ‘+ Ensure commitment of executive management within Ministries and Government Agencies for making ICT-related decisions ‘Ensuring adequate principles, policies, directives, ond other needed guidance are in place to develop implementation ond governance processes al PegeDigital Government Strategic Framework 2019-2024 Ensure the delivery of ICT services is in line with stokeholder requirements, and expectations © Measuring 1al Government performance against expected outcomes All the above goals and high-level supporting objectives will be backed by data-driven processes, which will also include utilities to direct the structured implementation of IT systems, reporting on performonce, and monitoring outputs to ensure compliance with governing policies and regulations. Additional support for the eGovernance process will be through the use of the Tong Enterprise Architecture, Information Exchange Model, Interoperability Fromework , Continuity of Operation Plan (COOP/BCDR], and other related policies os presented in Figure 5 below. Figure 5: eGovernance Integrated Frameworks Tonga TS0F “Tonga cr stategy “Tonga Enrprice Architecture soa Info systemsArchitecture _BCDR Tonga Tonga lem bata arcecture GIF Infrastructare Data Center Consolidation Internet of Things Neyer Phyl Systems All supporting Digital Government policies, architectures, frameworks, ond standards will support the entire strategie guidence stack, cis shown in the above figure. Those items are discussed further in Strategic Goal 4 - Data Sharing and a Service-Oriented Information Systems Architecture. Goal One Objectives Digitol Government requires online or electronic digital public services that are inclusive by default for the widest possible audience (universal design), accommodating a broad range of needs and abilities - including the elderly ond citizens with disabilities, delivered locations in the country which may not currently have eecess to Internet. 21 PageDigital Government Strategie Framework 2019-2024 Digitel Inclusion also requires our citizens to have the skills and knowledge needed to fully navigate Digital Government services. This will require additional formal Government programs to ensure students and adults have access to digital literacy skills development. Digital inclusion is @ holistic approach, aware that increasing the readiness of citizens and businesses in using eServices and programs requires development of specialized training for citizens and business. 1.1 Establish an Digital Government governance model. ICT Governance models end frameworks are becoming a standard requirement among Governments. Most Gevernments ere adopting, and adopting, fromeworks based on ISO 38500 and/or ISACA’s CORITS. The extent of adoption or modificatios dependent on the scope of Digitol Government activities. 1.2 Ensure all required policies, legislation, and regulations are in place as needed to ensure full commitment and delegation of responsibility For the governance process. This also requires the assignment of authority to the IT Governance process, and a defined organizetional structure, and definition of the roles which a formal Governance process is required. 1.3 Establish and maintain a risk management program. Risk management will Focus on optimizing risk for all Government internal and other external stakeholders. The main domains within IT risk management include IT benefits end enablement, IT program and project delivery, and! IT operations and serv delivery. The expected outcomes of the IT risk management program are to reduce the probability ond consequences of ony event which moy impact Tonga Digital Government systems, infrastructure, or services. 1.4 Establish Digital Government Architectures (Enterprise Architecture, Interoperability Framework, SOA, Information Exchange Model). To meet basic governance requirements of evaluating, directing, ond ‘monitoring (EDM) ICT ond Digital Government activities and planning requires supperting information systems architecture, standards, and frameworks. An architecturel view of the Digital Government ‘environment establishes @ basis for governance functions (EDM), including alignment of Digital Government systems and infrastructure with Government of Tonga strategic gools (TSDF). 1.5 Establish eGovernance evaluation and monitoring processes and requirements. Engage with Government agency stakeholders to establish and maintain a monitoring approach to define the objectives, scope ond method for measuring impact and effectiveness of Digitol Government performance, service delivery, and contribution 10 TSDF ond Digital Government objectives. 1.6 Implement eGovernance training program for all levels of management. Effective governance requires knowledge in the structure end implementation o the governance process. There ore several governance certification programs, such as the ISACA Certified in the Governance of Enterprise IT (CGEIT), and formal governance training in COBITS, a globally recognized framework in governance, risk, and compliance. ing and education in All agency IT managers and business will benefit in formal awareness t governance concepts ond process. 1,7 Ensure Information Systems compliance with all Tonge and International law and regulations, including privacy and protection of national information. Most IT systems ore dependent at some level fon externel factors such as privacy laws, environmental laws, security, safety, and in some cases international laws and regulations. All Digital Government information systems must be in compliance with all Tongen laws end regulations relative to Government Information and Communications Technology. 231 PogeDigital Government Strategic Framework 2019-2024 GOAL 2 -IMPLEMENT DIGITAL GOVERNMENT ACROSS ALL GOVERNMENT AGENCIES AND ACTIVITIES Digital Government comes in many different forms, ranging from the digitization of paper records and processes, to the automation of oli Government processes and public services. Digitel Government is a prerequisite to other Digital Government Strotegic Goals, as without digitizction of dote, interoperability, automation of services, and information sharing is not possible. Information systems require robust underlying infrastructure, including data center resources, applications, and communications. The DGSF provides objectives which establish an IT infrostructure architecture, Including the need for data center consolidation, transition to stendardized virtual or cloud computing resources, disoster recovery facility with backup resources, and @ secure Government communication network. As the infrastructure objectives are fulfilled, then Digital Government development activities will Focus on creeting value in Government information systems supporting Government workflows, processes, and ‘expected National or Organization Outcomes. The DGSF acknowledges that It Is difficult to quickly change the processes and media that has supported the country for many years in the past. It also acknowledges that technology-driven “triggers” present many opportunities to improve accuracy of Government end public dete, reduce the lag of Government and public services, and enable new services and efficiencies. The Tongan Government will srive to adopt an “informetion-Centric” approach, focusing on creating and storing accurate, relevant, timely, and secure data which can be used as input to better processes ond decision support, 24 | PageDigital Government Strategic Framework 2019-2024 Figure 6 Government Decision Making Flow Government Integrated Decision Flow Monae erinet Monat ven ok i Q Uieaes ‘peretons is Wonbats iss, ete MoaCats t Face Mon Dats aveuture onersthe “ech Dota created by one agency should be available, as needed, and as passes security and need to know, to other agencies for their decision making or workflow process. Under the Cabinet are the enterprises, ministries and agencies level. A few is listed in Figure 6. The list on the far right are examples of any of the government agencies or Ministries. At @ digital level, all dota collected by agencies, including future Internet of Things (loT) data, should be ossociated with meta data end published in en online catalogue which all agencies can review to determine the availability of existing single-source, authoritative data. With digitization of existing processes, and collection of lot ond other unstructured data, the Government will further establish c means and architecture for supporting the principles of interoperability and openness, making data assets avallable (when passing checks for a “need to know” and security] for use within ‘agencies, between aigencies, and whenever possible access extended to the private sector, or extended to citizens. This approach will reinforce the principle of focusing on customer needs, whether internal to the Government, or to private Industry and citizens. Putting the customer first means quality information is accessible, current ‘and accurate. It also means coordinating across agencies to ensure citizens can easily interact with Government information and services, find the information they need, and complete transactions with the Government at a level of efficiency equal to their experiences interacting with the private-sector. The key enabler for Digital Government is an established common platform. This platform is composed of mony different components, ranging from the physical underlying infrastructure needed to operate Digital Government services, to applications and data systems which provide Digital Government automation and citizen or business interaction with Government. Those components include (not limited to}: © Government Secure Telecommunications Network (GSN) © Centralized Government Dato Center * Government Cloud Computing Wl PageDigital Government Strategic Framework 2019-2024 + Common Information Systems Enabling Uniities © Common, Cross-Agency Applications Disaster Recovery and Continuity of Operations ‘+ One Stop Customer Support Center Goal Two Objectives ‘The main desired outcome from the Tonga Digital Government Goal is to provide information and services that uiers need, both Government and citizen, delivered anytime, anywhere, ord through the most efficient, effective, and responsive ane! responsive method / platform possible. 2.1 Transform and simplify the way Government does business through digitization, innovation, and automation of Government processes. Digital Government relies on data in « digitel format. Digitized dota accelerates date transitions to Information, and actionable knowledge for decision makers, os well 5 formatting inputs into reports or documentation needed by citizens and business. The digitization process will be driven by a Tonga Government Digital Services Implementation Plan, which will guide the digitization transition for all Government agencies. 2.2 Replace paper-based forms with online forms. Paper-based forms have many shortfalls, ranging from the need for physical archives to maintain paper records, to inhibiting automation of Government workflows and processes. Citizens, private industry, and Government agencies should be enabled to crecte inputs to Government processes, and receive outputs from processes from any location, at any time, «5 needed to perform actions needed to interface with Government. 19 data sets from flat files, spreadsheets, and word processing documents into data itis not availoble. Digital Government is 2.3 Transition exi base and tabular data. Data and Information have little value 1 bosed on the premise that Government processes and workflows will have real-time access to hist dota, “in-motion data,” and cross-agency date as input to reporting, decision support, and predictive cnalytics. Dota and information contained in individual files or o formet that is not accessible to decision support ond reperting will dilute the accuracy and validity of decisions. 2.4 Establish a platform for electronic payments. The world is moving towards digitel currencies. This will be more opparent as millennial: and younger generations bring their exposure and adoption of online services into their professional and personal lives. Government and the private sector will find the ability to adopt digital payments available enytime, or anyplace via the Internet an expected part of their prevent ond future plans, providing much greater payment efficiencies, better documentation, greater cceuracy, and timeliness in their interactions with Government. 2.5 Transition all Government agencies to Secure Government Network (SGN). Tongo’s Ministries and agencies currently connect to each other, and internally within the agency, using public Internet services. This presents high operotional and security risks by not having « communications technology standard, standard vendor service agreements, as well as security risks from exposing Government data to the public Internet, The SGN will clso allow much better end-user performance allowing implementation of jovative applications and services. more efficient, i 2.6 Develop o National Digital Government Security Standard. Digital Government Security must comply with Notional Security Standards to ensure the Confidentiality, Integrity, ond Availability of dato and services for all citizens, business, ond Government agencies. 26 | PageDigital Government Strategie Framework 2019-2024 2,7 Extend the Digital Government platform to all Government offices, public education facilities public health care facilities, and public safoty facilities throughout the country by 2024. All agencies which create data, analyze deta, refer to data and information, or use date for decison making must be connected 10 the GSN, The GSN is the conduit connecting Government agencies to the national dota centers, standardized cloud computing resources, and commen applications needed to create a fully integrated ICT utility needed to susport Digital Government. 2.8 Establish a single web portal to provide a ‘Single Window" fo access all Government services. Accessing Government services will be both intultive, and simple, to accelerate adoption by all users within the Government ond private sector. This is done through a fully integrated Single Window, or Web Landing Page, which will guide all users to their desired service or information source. W\lPogeDigital Government Strategic Framework 2019-2024 GOAL 3 -ADVANCE DIGITAL INCLUSION FOR ALL igitol Inclusion Alliance (NDIA), Digitel Inclusion refers to the activities necessary to ensure that all individuals and communities, Including the most disodvantaged, hove access to end use of Information end Communication Technologies (ICTs). Digital Literacy, o component of I Inclusion, is further defined as “the ability to use information and communication technologies to find, evaluate, create, and communicate information, requiring both cognitive and technical skills.” A digitelly literate person, according to NDIA, will: * Possesses the variety of skills — technical and cognitive = required to find, understand, evaluate, create, and communicate digital information in a wide voriety of 3 Aspects of Digital Inclusion + ACCESS: Availabilty ond formate | ‘Affordability, Design for Inclusion + Is able to use diverse fechnologies appropriately ene! a PaebE hes effectively to retrieve information, interpret resulls, and ¢ ADOPTION: Digltal tneraiey fudge the quality of that information; SINR eA peas + Undorstand the relationship between technology, life-long Devalseeen eekesiion Heath learning, personcl privacy, and stewardship of ieee eetecae information; Engagement, Social Connections © Use these skills ond the appropriate technology to ‘communicate end collaborate with peers, colleagues, family, and on occasion, the general public; andl + Use these skills fo actively participate in civic society end contribute to a vibrant, informed, and engaged Dita ehskn Survey community. Tonga recognizes the rapid advencement of countries cround the world in adopting and developing new technologies, and absorbing those copobilities advantage of the potential of not only Digital Government services, but also have the intellectual and technology tools to compete in a technology-driven global economy, Tonga must set digital Iteracy and digital inclusion os national priorities. to day-to-day life. For the people of Tonga to toke full It is also clear that simply providing financial support to educational institutions and Government agencies will not successfully meet the challenges of either digital literacy or digital inclusion. Both require long term planning for in many cases changing the culture, individucl perceptions of the valve of information technology, ‘and most importent ensuring that our younger generations are not inhibited by 0 “the digital divide” which if ‘Tonga is not competitive, our young will not ke able to realize the potential a rapidly advancing globel ‘economy reliant on a highly educated ond copable workforce. Digital literacy is not exclusive to the generall public. In ¢ 2017 survey conducted by ISACA*, only 53% of business leaders believed they were digitally literate, having a solid understanding of technology, and the potential benefits and risks of employing technology. awl PageDigital Government Strategie Framework 2019-2024 “Organizations with digitally lrerate leadership are more open to taking risks, more clearly see the benefits of emerging technologies, and are more likely to initiate pilots to thoroughly vet these technologies.” While digital literacy is not synonymous with technical knowledge or expertise, hoving a solid understending ‘owareness of the potential benefits technology triggers ond innovations moy bring to Government will further enable ministry and agency leadership to make informed, risk aware decisions on how to implement and exploit information systems for the benefit of thelr organizations and end users — both Government and the public. 291 Page| Government Strategie Framework 2019-2024 Goal Three Objectives Digital Government requires online or electronic digital public services that are inclusive by default for the widest possible audience (universal design), accommodating « brood range of needs and abilities - including the elderly and citizens with disabilities, delivered locations in the country which may not currently have access to Internet. Digital Inclusion also requires the people of Tonga to have the skills and knowledge needed to fully navigate Digital Government services. This will require additional formal Government programs to ensure students and adults have access to digital literacy skills development. Star Assessment of Digital inclsion with User Needs, Not Government ‘Needs Strive for simply Don't Create eServices Which Exchide Users Based on Gender, Ecucation, Motiiate Users Create Systems that Users Care About — “SK and lds Vale to Theives Ensure Secuty of Personal ‘nformation Users Require Complete Confidence in the Government's Abily to Protect Personal information Dri) eter Cec} Digtalinclusion Policies Requie Calaboration and Input from — ‘Government and Citaens x Focus on High Valu, Low Risk |e eServce Plots Integrate Dial Leracy Skis and duction into the Basie Education Process ete Aha ir ga Goren Dl Sh Geen ic cpproach, aware that increasing the readiness of citizens and businesses in using eServices ond programs requires development of speciolized training for the general public ond business. 301 PageDigital Government Strategie Framework 2019-2024 3.1 Ensure affordable mobile or wireless Internet access, at a minimum, is available to all Tongans by 2021. All Digital Government services, by th service benefits. This is also considered enabling infrastructure for all Digital Inclusion initiatives in Tonge, regardless of use in connecting to Government services, or for all other business and quality of life cctivities. nature, require Internet access to take advantage of 3.2 Incorporate digital literacy skills development into all educational programs by 2021 establishing basic levels of digital literacy needed for school graduates to successfully enter the workforce. As an approach in education curriculum design, digital literacy and digital skills needed for students ond for the public to participate or compete in the digital world. Gaining exposure and knowledge in digitel skills in schoo! will also have the continuing impact of providing the tecit knowledge and experience required to gain muli-literacy needed to function throughout their lives in work, quality of life, and security. 3.3 Provide citizen and business assistance and mentorship to assist business and private sectors in accessing Digital Government services with a combination of intelligent call centers, support kiosk: remote locations, and service center desks ot individual ministries or agencies serving citizen needs. Lower Income people ond communities in under-served areas ond vulnerable communities, or who have not been afforded the opportunity to gain digital literacy skills, must not be prevented from accessing Digital Government services. While the younger generation will bring their newly acquired digital literacy skills to the home, all citizens hove the right to improve their quality of life through assured access to Digital Government services. bility to Digital Government services for the people of Tonga, including those with A process must be in place to ensure all citizens can access Digital Government services vic Intermet connections using personal computers, smart phones, or Government-provided resources, itis also portant to ensure citizens with disabilities can toke advantoge of eServices by expanding service Interfaces to accommodate citizens with mobility, visual, and eudio limitations. 3.5 Establish policies for information systems and citizen eServices which are all inclusive, gender noutral, and do not discriminate based on economic or social status. Demographics must not contribute toa “digital divide” which would favor individuals in @ specific demographic over others when accessing oF allempting to access eServices. All citizens have the right to equal access. 3.6 Promote adult and professional education programs to develop Enterprise Architecture, Governance, ‘and management-oriented ICT capabilities. Di not a technical planning and management process, rather it is 0 framework and architecture which if executed will allow Government 1ol Government to be more efficient, and better serve the needs of Tong's citizens. Professional education will promote better alignment between Government Ministry and agency business objectives ond support ICT systems ‘ond infrastructure, 311 PageDigital Government Strategic Framework 2019-2024 GOAL 4 —PROMOTE DATA SHARING AND A SERVICE-ORIENTED INFORMATION SYSTEMS ARCHITECTURE Most organizations will classify data and information os two of the most valuable assets the organization con manage. The value of that data or information increases when data is Input into decision support systems, cllowing Government agencies to make foster and more accurate decisions based on single source cuthoritative dota, possioly from several different agency sources, supporting business processes and producing ectionable outcomes, Traditionally, Government of Tonga Agencies only focused fon supporting internal business processes with independent systems, often with proprietary formats and system interfaces. The result was that each Government agency worked within “information silos,” where date and information was not directly available to other agencies which needed to input cross-agency date. Examples may Include be Government human resources, finance, customs, health, and others which depend on cross-agency information flow to make effective decision. The strategic goal of data shering and a service-oriented Impact of Data Center Consolidation and Cloud Computing on Digital Government ‘As Government of Tonga Ministries ond Agencies begin the centralized, consolidated data conter, vshg @ private Government cloud computing environment, additional benefits and tools wil help accelerate development and deployment OF integrated Digitol Government services. fronton into @ The consolidated environment will provide & ‘common standard for mony applications, such information system architecture (SOA) will look at a range of methods to create business process efficiencies, greater decision-making capability and accuracy, and reduce the cost and complexity of information systems. (85 geospaticl information systems, document management, detabases, and information flow, Including the Implementation of o Government Enterprise Service Bus to help Interconnections and facilitate automation of The implementation of shored services in the Government of Tonga will enable Goverment agencies to adopt shared approaches to service delivery across agency mmission, support, ond IT commodity areas. A “Shared-First” approach to ICT resources by Government agencies will improve business process performance, increase return on ICT investment, and possibly most important - promote innovation. te duplication of ICT By adopting shared deta and information system services, agencies may further elimi cost structures, reduce risk, accelerate procurement of resources and services, implement new capabilities, and innovate in @ rapid and cost-efficient manner. To achieve these gools, agencies must be oware of availoble shored services, resources, and platforms so the agencies will indude consideration for shared services in their individual strotegic ond investment planning addition to the objectives added in the DGSF. processes — 321 PageDigital Government Strategic Framework 2019-2024 ‘A mojor benefit implementing a SOA is information systems agility. Rather than focusing oll efforts on individual applications, the focus is directed towards the value of data. Once the source, format, location, cond semantics of agency date is understood, Government business processes can be more effectively designed, applicetions selected, and principles of data shoring complied with. “A service-oriented architecture (SOA) is a style of software design where services and data are provided fo the other system components by application components, enabled through « communication protocol over a network, Communications between systems are most commonly completed via an enterprise service bus (ESB), which facilitates access to services end date by connecting services with a need fo know, and successful cuthentication and authorization. The basic principles of service-oriented architecture are independent of vendors, products and technologies. A service is « discrete unit of functionality thot can be accessed remotely and acted! upon nd updated independently, such as the Ministry of Finance retrieving « customs declaration statement online.” Government of Tonga Ministries and agencies should always go through a beste decision process when considering a new or updated IT system to determine potential external touch points. This includes systems and data directly produced or collected by the originating agency, data required from other cgencies, ancl data locally produced which is needed for export or te be made aveilable to other agencies. step 1: Inventory, Benchmark ard Assess ‘Curent internal Function entity tap 3: Analyze Legacy Potential shared ‘Services t Shared service Providers Service Providers Decision Go/No Go ‘Stop 6: Negotiate Inter Stop 7 Post ‘Agency Agreements Deployment Operations ane Service Levels {and Menagament Steps: Fund shared serees | Shared Service Implementation Deci: ion Steps The Tonge Enterprise Architecture Framework(EAF) will help Government of Tonga agencies better understand the process and expected cutcomes of designing any information system. The EAF will also help support the fundamental principle of designing systems which are whole of Government aware. As noted, many governance ministries and agencies continue to operate independent date center server rooms or small Data Centers. To be most effective, this shared services and Service-Oriented architecture strategy will also encourage ministries and agencies to decommission small and mostly end of life resources 331 PogDigital Government Strategie Framework 2019-2024 cond tronsition their existing applic: centrolized Government data center facility. ns, date, ond communications infrastructure to @ consolidated ond In cdldition, the Consolidated Data center environment will also offer all Government agencies cloud computing resources and interconnection or interoperability tools. The Consolidated Data center will also ensure disaster recovery and continuity of operations for Government agencies for use of the backup data center environment. However, itis understood that many Government agencies will need to go through the tran: make their IT environment ready for consolidation. For many IT managers there is a perception that transitioning into @ Consolidated Data center, or even cloud resource, wi result in security shortfalls or loss of control. Ministeyof Ministry of nisy of Bureauof Ministry of Finance Agriculture Defence —Statistics_——Education Electronic Mall Office Automation Human Resources Management £ ecountiog 4 8 eer fo i Geospatial formato ystems (68) National 7 EB ehaget Ministry and agency leadership within the Government of Tonge must be aware of, and support, the DGSF, shared services strategy, or itis unlikely individucl ministries ond agencies will enthusiastically adopt a shared services strategy or SOA. Adopting o shared services strategy requires executive support at the Minister and CEO level of each Ministry cand egency. A centralized Ministry, such os MEIDECC, cannot be expected to drive or set the culture for other line ministries ond agencies, but can ensure other executive leadership understands the value of a shared services and SOA strategy, and the risk of not supporting the strategy. Questions we can ask when preparing to embork on the shared services journey may include”: '* Does a sponsor or champion exist within the Ministry or Agency who Is willing to lead the transition 10 a shared services environment and SOA? What Is their level of involvement ancl commitment? '* Are there multiple user groups or Government business areas, internally and externally within the agency, impacted by the transition? © Is the organization ready to give up the “we are unique” point of view? its 0 get onboard? Have end users and stakeholders been involved in considering the change? Is there agency leadership to push organization sub- 34 | Page