Transcript Designing and Implementing e

e-Government Strategy
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
2
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.
3
What is an e-government strategy?
1.
2.
3.
4.
Conceptual framework
Business case
Implementation Process
Measurement of results
4
Conceptual Framework for E-Government
Strategy
Dimensions
Leadership
Human
Resource Dev.
Policy &
Institutional
Reform
Technology
Financing
Outputs
E-Governance:
•Legal Framework,
•ICT Policies - Standards
Connectivity & Data
Processing infrastructure
Goals
TRANSPARENCY
SERVICE
Institutional Infrastructure
for Service Delivery
EFFICIENCY
Client-Oriented Service
Applications
Back-End Government
Applications
ECONOMY
Making a business case for E-Government
Strategy
a. Defining worthwhile goals
b. Demonstrating financial feasibility
and sustainability
d. Developing incentive scheme
6
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
7
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)
8
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.
9
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)
10
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)
11
E-Govt. Strategy: Measurement of results
Output Indicators

Infrastructure


Governance



Improvement in connectivity and data processing capacity
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
12
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
13
Levels of Capacity Needs- at State Level
•Policy Formulation
•Committing Resources
•Taking hard decisions
Leadership & Vision
P
R
O
G
R
A
M
M
E
•Preparing Roadmaps
•Prioritization
•Frameworks, Guidelines
Program Development
•Monitoring Progress
•Inter-agency Collaboration
•Capacity Management
Program Management
P
R
O
J
E
C
T
•Conceptualization
•Architecture
•Definition (RFP, SLA…)
Project Development
•Bid Process Management
•Project Monitoring
•Quality Assurance
Project Management
14
Program Management Overall Governance
Structure- at National level (proposed)
NEGAP Strategy Setting
National e-Governance
Advisory Board
(Chairman MCIT)
Cabinet/ CCEA
Project Approval
Programme
Monitoring
Working Group
(Chairman Secy DIT)
Programme Secretariat
Program Management Unit
Apex Committee
Expenditure
Finance
Committee
Project Owners
(Central Line Ministries
/ State Government)
Sub-Program
Committees
DIT
Project
Committees
15
Proposed Institutional Framework – at State
level
State Government
State eGov Council (CM)
State Apex Committee (CS)
DIT
SeMT
Departmental
Committee
DeMT
16
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
17