Transcript Document 7179844

E-Government: Key Entry Points
Subhash Bhatnagar
Advisor eGovernment, ISGIF, World Bank, Washington DC
[email protected]
(Adjunct Professor Indian Institute of Management,
Ahmedabad)
[email protected]
Can ICTs Make Governments Effective
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As a manager of Public Resources
As a provider of services
As a catalyst for development
As a beacon of hope for a better future for all
sections of the society
• Create TRUST in Citizens that expected out
comes will happen. Positive experience
reinforces TRUST
E-Government as an Entry Point for
Key Development Goals
• Improved management of public finances: Treasury and
IFMS and Publishing financial data
• Greater transparency and less corruption: Publishing
information, publishing decision outcome, making data
accessible, allowing on line tracking of applications, process
reform and automation to minimize discretion
• Private Sector Development: Improve interface with
business-registration, licenses, land, customs and tax
agencies
• Convenient and affordable services to all citizens: one stop
service centers for on-line delivery, Rural tele-centers; land
title, On-line municipal services.
Why E-Government as an Entry Point?
• Potential impact on reform goals has been demonstrated in
some developing country. Benefits realized and constraints
overcome.
• There is low hanging fruit (projects) and programs with
high pay off and risks. Not all countries are equally ready
but there is an appropriate intervention for every country
• Consensus amongst politicians to support e-government.
• Use of ICT requires a study of PROCESSES. Provides an
opportunity for redesign.
• Improving delivery of services has multiple benefits in the
short and long run. Builds TRUST in Government.
• Countries have initiated plans but there are many constraints
to be overcome where Bank’s help is being sought.
Approach to Identifying Entry Points
• Given the variability in terms of size, experience with ICT
usage, infrastructure, human capacity and development
priorities-- Bank’s interventions would have to be rooted in
country specific contexts
• Countries could be profiled as
– Early movers/late starters
– Poor e-government readiness/ partial readiness
– Leadership enthusiastic towards ICT/lukewarm
• Choose an entry point that is
– Aligned with Bank priorities for the country as reflected in CAS
and other assessments
– Catalytic, scalable and provides the best balance between benefits
and costs at acceptable levels of risks.
Successful Initiatives
in Tackling Corruption
• Issue of land titles in Karnataka
– 18 million titles issued earning a fee of 270 million (51% loans; 14% verify
mutation;16%courts)
– Small sample study quote reduction in corruption; Rs 700 million in bribes and
Rs 66 million in wages
• E-procurement in Chile, Korea
• Railway Reservation in India-5 billion passengers per yr
– 0.55 million bookings/day, 8520 trains, less than 10K on Internet
• Property Registration in Maharashtra
– 2.2 million documents and annual collection of Rs. 29 billion
– Only 8% said they paid bribes, only 40% relied on touts compared to 94% in
Karnataka.
• On-line Counseling for Teacher Transfer in Karnataka
• OPEN-on line tracking in Seoul Municipality
Successful Initiatives
in Delivery of Services
• Property Registration in Andhra Pradesh also in Maharashtra and
Karnataka
– Covers 3-400 offices all over the states
– 5.7 million documents, 3.6 million encumbrance certificates, 2 million market
valuation slips in AP
• Citizen Service Center (mobile), Bahia, Brazil
– 27 agencies, 550 services and 8 million transactions/year in 2002
– Mobile unit for 417 townships and 250,000 transactions/year
• eSeva center in Andhra Pradesh
– Used by 1.5 million citizens in one city and 1.5 million in smaller towns
– Collection of Rs 3 billion per month
• On-line services at Motor Vehicles Departments
• On-line services at Municipal Corporations
Potential Opportunities for Private Sector
Development
• New Business Registration: Jamaica, Jordan, China
• E-procurement:Mexico,Philippines,Bulgaria,Chile,
Korea, Rumania
• Customs on-line: India, Philippines, Jamaica
• Issue of municipal licenses -OPEN, South Korea
• Trade Facilitation in Tunisia
• Land title and Registration
• Example-Yemen Port City Development Project
Potential Opportunities for Effective
Management of Public Finances
• Treasury and Integrated Financial
Management Systems in 50 countries
• On-line customs in 70 countries
• Income Tax in Mexico, Singapore, India, Chile
• E-procurement in Mexico, Chile, Brazil,
Philippines, Korea, Rumania
Possible Entry Points for
Early Movers and Strongly Committed
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Integrated Web Portals
One Stop Urban Service Centers
Multi Function Rural Access Points
Single agency multiple service delivery
centers eg Municipalities, DMVs
Importance of Improving Service Delivery
Improving delivery of public services (where Government is the sole
provider) is very important for the ordinary citizen in many countries.
Citizens have lost trust in Government institutions because of repeated
negative experience of extortion of bribes, inefficiency and callousness.
Poor are the worst sufferers.
“Corruption has spread far beyond the limits of general administration to the police
and even the judiciary. … Rampant corruption in all walks of life has been
adequately proved by the various Commissions of inquiry set up from time to time
(1966).”
“Corruption is the largest single element to be found most in ….. All roads, from the
maternity hospital to the crematorium, smell of corruption. No individual is free from
it, no area can be found where corruption is not a ritual.” (2000) “
A PAC survey found that 33% of the urban poor in Bangalore, 26 % in Madras, 20
% in Ahmedabad, 12% in Calcutta and 6% in Pune had to pay a bribe to get a service
or solve a problem with a public agency and concluded that “corruption is a
pervasive phenomenon in India’s public services.”
What is eSeva?
• Service Centers were established by AP Government in
partnership with private sector to deliver on-line services
• Services: payments, issue of certificates, application for
documents from different agencies of state, local, central
government and private sector
• Number of counters operated by private contract staff
• Software that can process multiple types of transactions
• Immediate connection to a Central Web Server which in
turn communicates with departmental servers.
• eSeva started with one pilot center, expanded to 43 centers
in the city of Hyderabad, and later to 213 municipal towns,
and is now being taken to rural areas
eSeva in AP-One Stop Shop
eSeva is an economically sustainable service delivery
model which is catalytic and scalable, delivers
significant benefits to citizens and participating
agencies (service providers).
It has been catalytic in encouraging many different State
agencies to offer services by preparing the back end.
It has demonstrated that Government and Private sector can
work together in delivering services.
It has had some impact on petty corruption in electricity
department.
It has lead to greater transparency in a few agencies
Expansion into rural areas will need external support
Indicators of Success
• Growing transaction volume – Currently 1.6 million per
month in Hyderabad and 1.5 million in other towns
• Expanding network of access points
– 44 eSeva centers, 20 eSeva counters in banks, ATMs in Hyderabad
– Website (http://www.esevaonline.com)
– AP Online eSeva kiosks.
– SMS-based services: Billing information/payments (planned)
– 230 eSeva Centers in all 116 municipalities in the state
• Growing basket of services-136 currently (Federal/state
/Local Governments and Private Sector). Plans for 1600
services.
• Evaluation Reports indicate that citizen’s prefer eSeva over
departmental counters.
Electronic Delivery: Benefits to Citizens
• Expanded time window and efficient transaction processing
• Different ways of payment are possible
– e-Payments through credit cards on the Internet
– e-Payments through direct debit mechanism. Many participating
banks.
– Credit card at eSeva counters
– One check for several bills
• Fewer visits: many state, central and local govt. services
under one roof
• Location convenience with expanding network of channels
• Improved service because of competition amongst channels
• Good ambience, courteous service by private contract
operators, managed queues through electronic tokens
Challenges in Providing Services to
Rural and Urban Poor
• Can e-delivery help the poor? Poor pay the highest cost of
inefficiency.
• What kind of services are needed. Is there a demand?
• Creating viable access points is a key challenge. What can
we learn from many pilots?
• Infrastructure challenges to be overcome: high cost and
poor quality of telecom access, poor quality of electricity
supply. Research in needed in technology to reduce costs of
power and connectivity.
• Need for centralizing data. Authentication of documents is a
problem.
Issue of
Certificates
and Licenses
Rural Citizen
Delivery of
health &
educational
services
Access to Markets
Technology that
makes rural access
inexpensive and
robust
Applications that draw
a large cliental that
pays for the service,
ensuring economic
viability of the kiosk
Creating
Rural Access
Points
Content that empowers
rural citizens and
enables formation of
communities
NGOs and grass root
organizations that
catalyze and mange the
community building
process
Successful Scaling Up Requires:
• Success is likely in organisations with financial resources,
leadership, strong project management and ability to discover
services that are valued. Three models have emerged:
– Large private/public/cooperative sector companies operating
in rural markets may be able to derive sufficient value by
improving business processes. to make such centers viable
and scalable.
– Government services that are valuable can charge a user fee
for electronic delivery through privately owned telecenters.
– Intermediary organizations partner with providers of valued
service and rural entrepreneurs who create access points to
orchestrate the operations of a large network of kiosks.
• Successful experiments began with a few core services where
value that is monetized. Over time other services are included to
add value.
Funding for Rural Access Points
Size of Villages
Big
High
Economic
potential
Low
Small
Critical Success Factors
• Strong and visible political support.
• Independent, flexible agency to coordinate
• Reasonable ICT infrastructure, back-end
computerization and human capacity
• Use of a Public Private Partnership model and
informal relationship with private partners –
better coordination
• Robust technical design
Risk Factors for Sustainability
• Lack of political leadership, vision and strategy
• Not implemented in a context of wider change/
administrative reform.
• Inadequate ICT infrastructure, enabling policies
• Poor costing or lack of resources-creeping commitments
• Inappropriate definition of project goals and scope.
• Automation without process reengineering.
• Short tenure of implementers: hurried implementation
• Management of change-resistance from vested interests.
• Use of untested fancy technology.
• Inadequate attention to monitoring and evaluation
Entry Points for Bank’s Intervention
Data Standards, architecture
to promote inter-operability and
organization to coordinate
Planning
Phase-Task
Forces
Readiness
Assessment
Planning
Frameworks
Good Practices
Projects with
Working
Scalable
Pilots-Value
Models
of ICT
Quick wins-low
hanging fruit
Grants for Pilots
Evaluation
Framework
Pilot evaluation
Sharing best practice
Project Design
Models of Partnership
Evaluation framework
Procurement
Training
Replication
on Wider
Scale
Maturity
Integrated
ICT
Applications
Sharing best practice
Design of Implementation
Unit
Project management
Procurement
Training