Transcript E-Governance: Can it help Governments Become SMART

On-Line Services for Citizens
Presentation for the 4th Forum on eGovernment
Thursday Dec 4, 2008
“Une administration integree au service du citoyen”
By Samia Melhem, Senior Operations Officer
and Chair of the eDevelopment Thematic Group
Global Information Communications Technology
www.worldbank.org/edevelopment
Three overlapping spheres of the
transformation paradigm
Managing and
Transforming the
Public Sector
Improving Service
Delivery
Engaging with
citizens
Core set of
principles
An emphasis on people and
place
Government as enabler, broker
and door opener not gatekeeper
Collaboration to enable coproduction and co-governance
Devolution of service planning
and delivery
Citizen Access and
Transformation
Viewing the world
through the lens of the
citizen
Giving the citizen a voice
about government
services
Developing a choice of
access
Local engagement
Providing convenient
access
Changing the way government
works
Provide a single face of
government
The futureof
Government is about
The transformation of
public-sector internal and
external relationships ...
Assisted by net-enabled
operations, information,
technology and
communications
To optimize government
service delivery,
constituency participation
and governance
Illustrations of E-Government
Applications
•
•
•
•
•
•
•
Registration of property deeds in Andhra Pradesh
Citizen Service Center (mobile), Bahia, Brazil
GYANDOOT: Community Owned Kiosks
Tax collection State Border Check Posts, Gujarat
Philippine Customs Reform
Chile’s Government Procurement System
Seoul’s anticorruption project
E-Government Applications
• Large Numbers in Service Delivery to citizens
–
–
–
–
there is internal competition
significant re-engineering has not been done
electronic payments are not handled
following E-Government delivery models are
emerging
• Departments going on-line
• Conveniently located Service Centers
• Self Service through a Portal one stop shop
• Tax collection and e-procurement are popular.
Only a few experiments focused on citizen voice
Departments going on-line
• Stand alone/ different units interconnected
• Initiatives likely owned by a department. Significant reengineering possible
• A bottom up development takes place. No need 4 grand
strategy.
• Kiosk based delivery is most popular
• Few services are on line: utility payment, certificates
and licenses
• Little integration across departments
• Local Governments have the maximum potential
• Privacy/security issues not major issues
• Urban/Rural divide
• Cost recovery models need to evolve
• More can be done in health, education, transport,
Judiciary where Govt has a major delivery role
Shifting models
Traditional
• Single profession services
• Hierarchical delivery chains
• Traditional consumption
• Silo-based government
Digital
• New user interfaces
• Information rich
• Quick and efficient
• Cross-agency coordination
• Flexibility
• New citizen voice
Mobile?
Statistics
Conveniently located Service
Centers
• Counters manned by Government functionaries
run by public/private agencies
• Multiple services at each location: payment,
licenses, certificates
• Not tightly coupled with the back end
• Can quickly move traffic from departments to
service centers
• Requires significant coordination between state
and local agencies.
Self Service through a Portal
One stop shop
• Value is delivered through wide scope of services eg life
cycle support
• Paper forms and movement can be avoided
• Requires Complete back end computerization and
Integration for work flow and data sharing
• Assumes high internet penetration and willingness and
ability of citizen to use
• Security and mutual trust (builds with successful outcome)
are important. Governments may perceive greater potential
of misuse
• Usage build up may be more gradual than expected. Cost
implications.
• Requires strong centralized leadership for extensive coordination
Services to business
• Tax collection (customs/excise/sales) and
E-procurement are the key areas
• Internet infrastructure is not a bottleneck
• Investments can be made as pay back is
quick through increased collection
• Improves overall investment climate (Doing
Business Report, Morocco)
• Standardization and off the shelf products
Canadian Common Measurement Tool
– conceptual framework
Citizen location-centric approach
• Enhancing the opportunities for people to
participate in shaping their communities
• Improving the speed and ease by which citizens
can access government
• The need for operational collaboration between
departments, jurisdictions and community
agencies to improve quality of services
• The need for changes in core behaviours within
the public service
The challenges….and the solutions
And customer
Customer Considerations
Organisational Considerations
Technological Considerations
·
Technological capability
·
Rate of technology change
·
Infrastructure/Architecture
Service Characteristics
• Priority of service
• WoG And Wocustomer focus
• Service complexity
• Extent of customisation
• Requirements of pre / post
interaction support
• Traditions / norms
• Preferred interaction style
• Desire for control over channel
activity
• Number of customers
• Customer location
• Geographical dispersion
• Language / cultural differences
• Willingness to work in partnerships /
alliances
• Frequency of interaction
• Perceptions of core skills /
competencies
• Delivery expectations
(eg. convenience, speed, etc)
• Character of current channel
relationships
• Relative familiarity
• Character of future channel
relationships
• Locus of power within the
organisation
• Average size / duration of interaction
• Access and skill of customer
• Preferred mode of interaction
(eg person to person)
• Stage in life / age
• Social changes
• Rate of technology change
• Perceived risk / buyer experience
• Compliance considerations
• Need for support and advice
• Compliance
Delivering Government Services
(Access and Distribution)
Prioritisation Considerations
Political / Regulatory Considerations
• Policy and program objectives
• Political cycle
• Business objectives
• Marketing objectives
Channel Management
• Size / complexity / integration of
business activities
• Channel economics
• Availability of resources / skills to
build distribution network
• Channel capacity
• Cost considerations
• Channel capability
• Channel preferences
• Channel coverage
• Scalability
• Ease of channel integration
• Political / regulatory restrictions on
channel structure and functions
Empowering Citizens and
Communities
• Is right to information guaranteed
• Are the back end data systems geared to provide
meaningful information
• Do citizens trust Government information
• Access to media and its role
• Dealing with illiteracy: is technology the answer
• Role of empowered intermediaries
• Building appropriate content: effort in
understanding needs and delivery in local
language and idiom
A changing public policy
landscape
• A ‘quiet revolution’
• Citizens’ expectations of government
• Strategically
• Citizen focus & community
engagement by
focussed
government
• Individually
• Emerging technologies responsive
• Affordable,
• Connecting and empowering
people cost
effective
• Delivering public value…via
networked
• Locally
connected
government – interconnections
• Joinedwith
upthird
party providers, partnerships
government
Michael Kennedy
Peninsula Shire
Networked Government is becoming Mornington
the expectation,
not the exception.
It requires…a smart combination of people, process, technology, change
readiness and collaborative capabilities
The 3 waves
Transformed
Services
n
O
w
Impact of
ICT on
Government Strategic ICT
Government
‘e’ = embedded
& extended
Management
Government
Online
Efficient
Operations
• 24x7 access
• Websites
• Online
Services
• Governance - CIO/CTO/CrossCutting Committee
• Standardisation
• Shared Services
• Architecture & Standards
• Corporate Applications
• Focus on cost, efficiency and
quality , Re-centralisation of some
strategy and control
•
•
•
•
•
•
On demand services
Lego government
Decision Support
Information Sharing
Business Applications
Integrated Services
Putting the e-back into government
n
o
w
E-Shock: Collaborative Government
Policy and
Strategy
Sourcing and
Funding
Competencies
Net-Enabled
Operations
Interoperability
Infrastructure
Standards Agenda
Web Site Navigation — Information Sharing
Transaction Security — Authentication
Systems Interoperability — Metadata
Sourcing — Workforce Skills
New Media — Digital TV
Copyright © 2001
The What
Citizens and Businesses
Coordinated, integrated, services
Outputs
Common
Functions
DOJ
DHS
DIIRD
DPII
DOI
DSE
DVC
ICT
Financial Management
HR management
ICT management
Asset management
Grant Administration
DET
Common or shared infrastructure
DPC/
DTF
Local
Govt
Multi-enterprise perspective
Outcomes
Choosing an implementation approach
• Centralized, well-defined and controlled national
strategy versus bottom. Risks and merits of each
approach
• Should e-government come as the culmination of
public sector reforms (preceded by other efforts to
rationalize government activity, computerize backend operations, etc.) or launch e-government
applications, to serve as a catalyst for change?
• Public-Private partnership and the Role of
Government agencies.
• Importance of technological vs. political factors in
implementation of an E-Government strategy
Key Learning for Successful
Implementation
• Trial is important
– Think BIG, start SMALL and scale up
• Justification for projects
– Clarity about benefits. Many projects still see IT as an end.
• Raising resources (Bankable Projects)
– Poor are willing to pay: should deliver value
– Private sector involvement - BOOT, BOLT
• Organization to design, develop and implement
– Strong Internal Leadership across agencies
– Insource Analysis ; Outsource Design, Development
• Project management
– Rolling out to large number of sites
– Management of change
Specific areas of Technical assistance
• Assessing E-Government readiness
• Developing an E-Government strategy which outlines an
application portfolio.
• Assessing impact of E-government applications
• Design and building of secure data networks
• Design of Government on-line Portals
• Re-engineering administrative processes and reorganization of information ownership and flows to
promote sharing across departments
• Setting up certification authority, payment gateways and an
enabling e-commerce legislation
• Sourcing packaged solution for generic E-government
applications like e-procurement, on-line portals, processing
customs duty and property sale transactions.
• Software development, implementation and change
management
Training and Funding Assistance
• Training programs for Project leaders who can
define project deliverables, deal (negotiate) with
consultants and vendors and manage an
outsourced development process.
• Funding to build internet infrastructure, procure EGovernment solutions, get customized software
developed to implement applications.
– Programmatic loans for implementing an EGovernment strategy
– Loans for building networking and communications
infrastructure
– Seed loans/grants to SMEs, NGO to build kiosks in
rural and urban areas