1. e-Government Strategy

2. What is E-Government?
E-government is about applying information and communication technology(ICT) to all aspects of a government’s operations, where it makes sense to improve efficiency and effectiveness in the achievement of policy and program outcomes

3. So why an E-Government strategy?
To pursue real economic development goals
To define the right policy and institutional frameworks from the start.
To maximize effectiveness of ICT initiatives within Government sectors.
To manage the increasing costs of I&IT in government
To generate savings by applying I&IT in backend processes or other programmatic areas
To map path from pilot experiments to sustainable, scalable systems
To design technology architecture (infrastructure, data, standards) for the public sector
To integrate organizational silos and deliver citizen services through common channels.

4. What is an e-government strategy?
Conceptual framework
Business case
Implementation Process
Measurement of results

5. Conceptual Framework for E-Government Strategy
Outputs
Dimensions
Goals
Leadership
E-Governance:
Legal Framework,
ICT Policies - Standards
TRANSPA-RENCY
Human Resource Dev.
Connectivity & Data Processing infrastructure
SERVICE
Policy & Institutional Reform
Institutional Infrastructure for Service Delivery
EFFICIENCY
Technology
Client-Oriented Service Applications
ECONOMY
Back-End Government Applications
Financing

6. Making a business case for E-Government Strategy
a. Defining worthwhile goals
b. Demonstrating financial feasibility and sustainability
d. Developing incentive scheme

7. Business Case: Goals To extend the reach of government services
To promote equal access to government services
To increase constituency satisfaction with government services
in particular: to reduce transaction costs for citizens
Survey of citizens in Ontario indicated that citizens want – timeliness of response and right outcome (right information or completed transaction)
To reduce government costs

8. Business Case: Financial Feasibility
Incremental investment financing– Justified by public goods nature of outputs or market failures related to infrastructure-type investments. For example, it is clear that there will be no competition for providing training to public servants unless the government pays. The same about the CSC infrastructure; unless government is willing to provide some seed capital and selective operational subsidies the private sector will not deploy the centers needed.
Cost sharing with business _ through PPPs based on real user fees or shadow transaction fees.
Redirection of line ministry HRD and ITC budgets.
Savings accrued over time from BPR, automation and outsourcing of client interface. Important to note that in initial stages costs to government may not be reduced (multiple channels, significant uptake)

9. Business Case: Incentives
Individuals: skills upgrading, professional development, increased autonomy, international exposure
Departments: Increased budgetary control, organizational visibility, economic rewards, e.g. share of profits/savings, etc.

10. E-Government Strategy: Process (1)
Define vision and goals
Set up high level leadership task force
Ensure consistency with economic development priorities
Assess status quo and
Secure political support
Establish stakeholder participation mechanisms (including demand)

11. E-Government Strategy: Process (2)
Put in place e-govt. management framework
Assess priority needs for government services
Secure funding
Establish partnerships with private sector, where feasible
Design technical, data sharing, and service delivery infrastructure.
Prioritize projects (BPR first)

12. E-Govt. Strategy: Measurement of results
Output Indicators
Infrastructure
Improvement in connectivity and data processing capacity
Governance
E-government management framework in place
Policy and regulatory framework in place
Institutional Capacity
Geographical reach of government services
Training imparted
Business processes reengineered
Number of Government systems operating at service standards

13. Business Case: Measurement of results
Impact Indicators
Constituency satisfaction with government services (opinion surveys, citizen report cards)
Access by the poor and rural population
Client orientation in public service
Data sharing across information systems
transparency of government organization to service recipients

14. Levels of Capacity Needs- at State Level

15. Program Management Overall Governance Structure- at National level (proposed)
NEGAP Strategy Setting
National e-Governance
Advisory Board
(Chairman MCIT)
Cabinet/ CCEA
Programme Monitoring
Project Approval
Apex Committee
Expenditure Finance Committee
Working Group
(Chairman Secy DIT)
Project Owners
(Central Line Ministries
/ State Government)
Program Management Unit
Programme Secretariat
Sub-Program Committees
Project Committees
DIT

16. Proposed Institutional Framework – at State level
State Government
State eGov Council (CM)
State Apex Committee (CS)
Departmental
Committee
DIT
SeMT
DeMT

17. E-Government: Lessons of experience
E-Government cannot perform as a substitute for governance reform
E-Government must address the rural urban divide
Manage expectations: e-government is not a magic bullet
Translating promises to benefits involves difficult organizational changes.
There is no “one size fits all” strategy: the context needs to be understood
Balance top direction and bottom up initiative
Avoid large failures; deliver early results
Organizations.
Markets.
Employment.
Competitive Strategies.
Innovation.
Financial and other services.
Regional Development.
Human Development.