Single Window Systems
In the OIC Member States
105
 The private-public model SW usually has a stable financial situation and makes profits that
can be injected into the system’s upgrade. User fees may however be criticised because the
SW services are perceived as public service.
 The public model where government assumes funding of investment and operating expenses.
This model does not rely on the user fees and can therefore offer good services at little costs
of the end-users. A problem occurs if the government wants to phase out funding for does not
provide funding for upgrades and investment.
2. Skills and Knowledge Gap
Human capacity and knowledge resources are critical components for SWs, in particular given the
constantly changing technological environment. SW operators faces challenges because A big
knowledge gap exists with regards to the capacity for business processes analysis, which is
necessary in the design and implementation phase as well as to monitor performance of a system.
And may furthermore be difficult for SW operators to recruit and retain sufficient and adequately
trained staff, in particular IT staff. The IT environment is fast changing and knowledge needs to be
continuously updated to provide for innovation and ability to integrate new services. The return of
investment into IT training is very high as they have a critical role for maintaining the system.
Policy Options
1. Costs Assessment Methodology
Costs need to be properly assessed and monitored in a comprehensive manner including
procurement, development, operation, personnel, training, logistical support and engagement of
assets. A realistic costs assessment using an accepted international methodology such as TOC can
better guide investment and resource allocations at different levels of budgeting.
2. Value Added Services
Some SW divide their services into services that are subsidized by the government as a “public
good” and others that are paid for by the end users.
3. Skills Training
To address human resource constraints during peak and general times, internal and external IT
resources can be combined where possible and appropriate to cover skills and knowledge and be
able to cope with peak time requests.
SW operators can also use vendor support actively for training and transfer of knowledge and
design a training plan, with resources allocated to it, for maintenance and upgrading of skills.
SW can introduce a business process management methodology, which is comprehensible for both
IT and operational staff and staff needs to be trained in Business Systems Analyst, Business
Requirements Analyst, and Business Process Analyst.