2What 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
3So why an E-Government strategy? To pursue real economic development goalsTo 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 governmentTo generate savings by applying I&IT in backend processes or other programmatic areasTo map path from pilot experiments to sustainable, scalable systemsTo design technology architecture (infrastructure, data, standards) for the public sectorTo integrate organizational silos and deliver citizen services through common channels.
4What is an e-government strategy? Conceptual frameworkBusiness caseImplementation ProcessMeasurement of results
5Conceptual Framework for E-Government Strategy OutputsDimensionsGoalsLeadershipE-Governance:Legal Framework,ICT Policies - StandardsTRANSPA-RENCYHuman Resource Dev.Connectivity & Data Processing infrastructureSERVICEPolicy & Institutional ReformInstitutional Infrastructure for Service DeliveryEFFICIENCYTechnologyClient-Oriented Service ApplicationsECONOMYBack-End Government ApplicationsFinancing
6Making a business case for E-Government Strategy a. Defining worthwhile goalsb. Demonstrating financial feasibility and sustainabilityd. Developing incentive scheme
7Business Case: Goals To extend the reach of government services To promote equal access to government servicesTo increase constituency satisfaction with government servicesin particular: to reduce transaction costs for citizensSurvey of citizens in Ontario indicated that citizens want – timeliness of response and right outcome (right information or completed transaction)To reduce government costs
8Business 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)
9Business Case: Incentives Individuals: skills upgrading, professional development, increased autonomy, international exposureDepartments: Increased budgetary control, organizational visibility, economic rewards, e.g. share of profits/savings, etc.
10E-Government Strategy: Process (1) Define vision and goalsSet up high level leadership task forceEnsure consistency with economic development prioritiesAssess status quo andSecure political supportEstablish stakeholder participation mechanisms (including demand)
11E-Government Strategy: Process (2) Put in place e-govt. management frameworkAssess priority needs for government servicesSecure fundingEstablish partnerships with private sector, where feasibleDesign technical, data sharing, and service delivery infrastructure.Prioritize projects (BPR first)
12E-Govt. Strategy: Measurement of results Output IndicatorsInfrastructureImprovement in connectivity and data processing capacityGovernanceE-government management framework in placePolicy and regulatory framework in placeInstitutional CapacityGeographical reach of government servicesTraining impartedBusiness processes reengineeredNumber of Government systems operating at service standards
13Business Case: Measurement of results Impact IndicatorsConstituency satisfaction with government services (opinion surveys, citizen report cards)Access by the poor and rural populationClient orientation in public serviceData sharing across information systemstransparency of government organization to service recipients
15Program Management Overall Governance Structure- at National level (proposed) NEGAP Strategy SettingNational e-GovernanceAdvisory Board(Chairman MCIT)Cabinet/ CCEAProgramme MonitoringProject ApprovalApex CommitteeExpenditure Finance CommitteeWorking Group(Chairman Secy DIT)Project Owners(Central Line Ministries/ State Government)Program Management UnitProgramme SecretariatSub-Program CommitteesProject CommitteesDIT
16Proposed Institutional Framework – at State level State GovernmentState eGov Council (CM)State Apex Committee (CS)DepartmentalCommitteeDITSeMTDeMT
17E-Government: Lessons of experience E-Government cannot perform as a substitute for governance reformE-Government must address the rural urban divideManage expectations: e-government is not a magic bulletTranslating promises to benefits involves difficult organizational changes.There is no “one size fits all” strategy: the context needs to be understoodBalance top direction and bottom up initiativeAvoid large failures; deliver early resultsOrganizations.Markets.Employment.Competitive Strategies.Innovation.Financial and other services.Regional Development.Human Development.