Strategic Planning for Electronic Governance Adegboyega Ojo, Elsa Estevez Center for Electronic Governance post email tel fax url

P.O. Box 3058, Macau {ao,elsa}@iist.unu.edu +853 28712930 +853 28712940 http://www.iist.unu.edu

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Outline

Overview

what will be taught

Introduction

basic concepts and introduction to strategic planning

Process

process for developing an e-Governance strategic plan

Best Practices

e-Governance strategies of leading countries

Summary

summary of module

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Overview - Objectives

The course will teach: 1) core elements of an e-Governance strategy 2) how to design and conduct an e-readiness assessment exercise 3) how to develop the vision, goals and objectives for e-Governance 4) how to develop a portfolio of the required intervention programs 5) how to prioritize intervention programs 6) how to monitor and evaluate progress

Introduction

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Government Government is a collection of institutions that act with authority and create formal obligations. A Government may administer or supervise a state, a set group of people, or a collection of assets.

who are these institutions?

public agencies

what is the source of the authority?

people

who is under these obligations?

public agencies and people

why need a government?

societal development

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Governance 1) Governance is a set of processes, formal and informal, through which social action occurs. 2) It is also a guiding process through which societies make decisions, manage daily activities and interact to achieve their goals.

government vs. governance

government gets its work done through governance processes

governance only for government?

no, other organizations and groups engage in governance as well

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e-Government e-Government refers to the use by government agencies of information technologies (such as wide area networks, internet, and mobile computing) that have the ability to transform relations with citizens, businesses, and other arms of government [World Bank].

drivers

1) 2) 3) 4)

better delivery of government services to citizens improved interactions with business and industry citizen empowerment through access to information more efficient government management

benefits

1) 2) 3) 4) 5)

less corruption increased transparency greater convenience revenue growth cost reduction

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e-Governance e-Governance refers to the use of information and communication technologies to transform and support the processes and structures of a governance system.

observation

1) many definitions exist 2) the notion of e-Governance strictly depends on the perspective taken on governance

our view

1) e-Governance = e-Government + e-Democracy + … 2) e-Government is about public service delivery 3) e-Governance, while including e-Government, emphasizes participation, interaction and engagement of stakeholders in decision processes

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e-Government Maturity Specifies the level of maturity or development of e-Government.

Gartner

publish Î interact Î transact Î integrate

UNDESA

emerging Î enhanced Î interactive Î transactional Î networked

OECD

information Î interaction Î transaction Î and transformation

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Government Stakeholders A person, group or any entity that can affect or is affected by an action taken by government.

Typical government stakeholders: 1) citizens 2) businesses 3) government employees 4) government ministries, department and agencies 5) union leaders 6) community leaders 7) politicians 8) foreign investors

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Strategic Planning Strategic planning involves determining the required actions to achieve a desired vision considering the present state of an organization.

A strategic plan: 1) is a road map to lead an organization from its present state to its desired medium or long term future state 2) specifies the mission, vision, goals, strategies and objectives

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Strategic Planning Process Steps include: • analyzing the present environment – SWOT (Strengths, Weaknesses, Opportunities, Threats) • providing a vision statement • refining vision into goals • determining strategies using the outcomes of SWOT analysis and specified goals • formulating concrete and measurable objectives from strategies • communicating and reviewing the strategic plan

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Strategies Attributes of a good strategy: 1) builds on strength 2) resolve weaknesses 3) exploit opportunities 4) avoid threats with respect to specific goals Note: 1) implementing a strategy may unveil and cause new threats as well as opportunities 2) long term strategies therefore must be accompanied by periodic reassessments of strengths, weaknesses and opportunities and threats

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e-Governance Strategy A plan for the development of e-Governance specifying, among other things, the vision, goals, milestones, concrete initiatives, priorities, challenges and enabling policies for the e-Governance agenda as a whole.

1) a sound strategy is essential for any e-Governance initiative to succeed 2) strategy provides the roadmap for transforming a governance system into the desired state through ICT support 3) strategy must have the support of all major stakeholders

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e-Governance Strategy – Why? 1) creating the right policy and institutional framework from the start 2) maximizing the use of ICT initiatives within government 3) managing the increasing costs of ICT in government 4) mapping path from pilot experiments to sustainable, scalable systems 5) pursuing real economic development goals and not just technology 6) designing technology architecture (infrastructure, data and standards) for the public sector
        

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e-Governance Strategy Elements Key elements include: 1) definition of e-Governance 2) formulation and communication of the expected value of e-Governance 3) goals, objectives and targets 4) enabling and supporting policies 5) portfolio of initiatives and a process for executing them 6) methodology for e-Readiness assessment 7) business models for sustainability

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Tutorial Discussion

1) 2) 3) 4)

Who are the stakeholders of your organization? How does your organization create value for these stakeholders? How could your organization create more value to these stakeholders? Would e-Government enable the creation of more value?

Process

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Strategic Planning Process Major steps include: 1) assessing e-Governance readiness 2) elaborating the vision and expected contributions 3) formulating strategic goals 4) determining required interventions 5) setting the objectives 6) identifying priorities 7) establishing mechanisms for stakeholders involvement 8) determining monitoring and evaluation indicators 9) providing a business model

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Step 1: Readiness Assessment 1.

assessing readiness

2.

elaborating vision and expected contributions

3.

formulating strategic goals

4.

determining required interventions

5.

setting the objectives

6.

identifying priorities

7.

establishing mechanisms for stakeholders involvement

8.

determining monitoring and evaluation indicators

9.

providing a business model

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Assessing Readiness Readiness assessment investigates the following eight areas: 1.1

political conditions

1.2

regulatory framework

1.3

organizational conditions

1.4

human and cultural conditions

1.5

financial conditions

1.6

communication environment

1.7

technology infrastructure

1.8

data and information systems

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Political Readiness e-Governance requires strong commitments from political leaders, the private sector and civil society to carry out the necessary transformations.

Checklist: 1) commitment to good governance 2) awareness of the leverage of e-Governance to good governance 3) leadership to manage the required change and buy-in from stakeholders 4) national identity and perception of government 5) citizen and civil society’s participation in government affairs

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Regulatory Readiness 1) Essential for secure information exchange within government and between government, citizens, and businesses. 2) Necessary for creating economic conditions for accessible ICT infrastructure, services and equipment. Checklist: 1) privacy legislation 2) security standards 3) degree of liberalization of the telecommunications industry 4) positive fiscal environment for acquiring ICT equipment

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Organizational Readiness 1) e-Governance requires and causes evolutionary changes of institutional arrangements. 2) Guiding such transformations requires appropriate management and coordination. Checklist: 1) administrative structures and legacies 2) public administration reform 3) civil service reform 4) central coordination unit 5) inter-governmental relations 6) change agent and management

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Human and Cultural Readiness 1) Positive orientation, knowledge and skills are required within the public sector to initiate, implement and sustain e-Governance 2) Cultural aspects may cause overall resistance to change. Checklist: 1) culture, traditions and languages 2) attitude to change 3) educational levels 4) culture of information and knowledge sharing 5) ICT literacy and online users 6) organizational culture in the public administration 7) managerial skill in the public sector 8) service orientation of public administration towards its clients

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Financial Readiness 1) Start-up costs of e-Governance can be high. 2) Proper resource planning and access to innovative financing mechanisms is important and critical for e-Government sustainability.

Checklist: 1) available financial resources 2) resource allocation process 3) national income structure 4) access to alternative funding mechanisms 5) partnership with private sector 6) access to capital markets 7) mechanism for venture investment

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Communication Readiness 1) e-Governance needs to be understood and accepted by all stakeholders to ensure that its benefits flow to the society as a whole. 2) Communication with all stakeholders is therefore essential to the change processes inherent during the deployment of e-Government.

Checklist: 1) knowledge of all stakeholders 2) knowledge of stakeholders’ communication culture and channels to reach them 3) existence of a communication plan 4) awareness and understanding of ICT and e-Governance 5) information and knowledge sharing

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Infrastructure Readiness 1) Poor technological infrastructure is a major bottleneck for developing countries aiming to implement and maintain e-Government. 2) Legacy systems present significant challenges. 3) Demographic and geographic conditions affect the distribution of economic activities and consequently the provisioning of ICT infrastructure by both the government and the private sector. Checklist: 1) telecommunication infrastructure 2) penetration rates of telecommunication 3) urban versus rural demographic bias 4) software and hardware 5) IT standards

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EAC Infrastructure Readiness Countries

Online Population

Telephone (Fixed)

Telephone (Mobile)

PC /100 Persons

Population

Burundi

60,000 (2006)

31,100 (2005)

153, 200 (2005)

0.200 (2005)

8,390,505

Kenya

2,770,000 (2006)

293,400 (2006)

6,485,000 (2006)

0.700 (2005)

36,913,721

Rwanda

64,000 (2006)

22,000 (2005)

290,000 (2005)

0.000 (2005)

9,907,509

Tanzania

184, 3000 (2005)

169,135 (2007)

6,720,000 (2007)

0.600 (2005)

39,384,223

Uganda

750,000 (2006)

108,100 (2006)

2,009,000 (2006)

0.400 (2005)

30,262,610

[courtesy CIA Fact Book 2007 and UNDESA Global e-Government Report 2005]

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Data and Information Readiness Information systems, records and work processes must be in place to provide the necessary data to support e-Government.

Checklist: 1) legacy systems 2) available and accessible data 3) data collection procedures and data/information standardization 4) data and information quality and data security 5) capacity for data analysis and information utilization 6) information policy

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Notes on Readiness Assessment 1) e-Readiness assessment serves an advisory tool which aims at: a) raising awareness about the motivation and the prerequisites to establish a foundation for successful e-Governance b) identifying the weak-links in the environment for remedial action c) informing broad sectoral e-Government strategy and action plan d) providing a monitoring and evaluation tool 2) e-Readiness assessments should be carried out regularly using a consistent approach and collecting identical sets of data

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Tutorial Discussion

1) 2) 3) 4)

Are the eight dimensions sufficient for readiness? What other dimensions should be considered? How would you design a country-wide e-readiness assessment? Study the relevant UNDESA e-Government readiness survey questionnaires and state what modifications you think are desirable for their adoption in your organization.

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Step 2: Visioning Process 1.

assessing readiness

2.

elaborating vision and expected contributions

3.

formulating strategic goals

4.

determining required interventions

5.

setting objectives

6.

identifying priorities

7.

establishing mechanisms for stakeholders involvement

8.

determining monitoring and evaluation indicators

9.

providing a business model

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Vision An e-Governance vision is a medium or long term statement concerning broad goals which provides a roadmap and general guidance for institutional change.

1) must be clear, intuitive and simple 2) states what will be done and what will not be done 3) can be central or public agency specific 4) considers needs and opportunities 5) must be aligned with national development strategy 6) involves consensus building by stakeholders

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Example – Vision Statements Western Australian Government

A more efficient public sector that delivers integrated services and improved opportunities for community participation.

Government of Andhra Andhra Pradesh will leverage Information Technology to Pradesh attain a position of leadership and excellence in the information age and to transform itself into a knowledge society Danish Government

Digitalization must contribute to the creation of an efficient and coherent public sector with high quality of service, with citizens and businesses in the centre.

Mongolia

Establishing the information society and founding the knowledge-based society in Mongolia by enhancing extensive applications of ICT in all sectors of society. By 2012, Mongolia will become one of the top ten ICT developed countries in Asia.

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Visioning Steps in the vision building process include: 1) identifying and consulting stakeholders 2) allowing stakeholders to present or explain their own vision for eGovernance 3) draft a common vision based stakeholders’ visions 4) aligning vision with more general national and local development needs and opportunities 5) consolidating and agree on final vision

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Step 3: Strategic Goals 1.

assessing readiness

2.

elaborating vision and expected contributions

3.

formulating strategic goals

4.

determining required interventions

5.

setting objectives

6.

identifying priorities

7.

establishing mechanisms for stakeholders involvement

8.

determining monitoring and evaluation indicators

9.

providing a business model

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Strategic Goals Statements that set the direction for e-Governance based on the vision.

Strategic goals typically include: 1) social and economic development using ICT 2) effective delivery of quality public services, which are accessible and affordable 3) improved capacity of government in participatory and consultative decision making processes which progresses democracy 4) increased satisfaction of stakeholders through accountability, efficiency, effectiveness, and cost reduction 5) Coordinated and transparent policy design, policy implementation, policy maintenance, and policy review

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Example – Goals 1 Kenya

1) Improve collaboration between government agencies through reduction in the duplication of efforts, and enhance efficiency and effectiveness of resource utilization; 2) Improve Kenya’s competitiveness by providing timely information and delivery of government services; 3) Reduce transaction costs for the government, citizens and the private sector through the provision of products and services electronically; and 4) Provide a forum for citizens’ participation in Government activities. [Courtesy Vincent Okongo]

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Example – Goals 2 Danish e-Government Goals

1) Public sector must provide coherent services with citizens and businesses in the center. 2) e-Government must result in improved service quality and the release of resources. 3) Public must work and communicate digitally. 4) e-Government must be based on a coherent flexible infrastructure.

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Mongolia – Goals 3 Citizens

Provide citizen-centered services for improving citizens’ convenience, including: • provision of on-line public service • provision of multi-channel delivery

Businesses

Provide integrated information and service in each industry and enhancing the enterprise competitiveness including: • provision of one-stop public service • disclosure of administrative information and processes

Government

Standardization of administration processes and computerizing administration including: • computerization/automation of administration • integration of administration

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Tutorial Discussion

1) 2) 3) 4)

Do you know the major concerns of your stakeholders? As an internal stakeholder, what is your vision for your organization? State at least one strategic goal based on your vision? What is likely to be the major challenge in achieving this vision and the strategic goals?

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Step 4: Interventions 1.

assessing readiness

2.

elaborating vision and expected contributions

3.

formulating strategic goals

4.

determining required interventions

5.

setting objectives

6.

identifying priorities

7.

establishing mechanisms for stakeholders involvement

8.

determining monitoring and evaluation

9.

providing a business model

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Determining Interventions The creation of an enabling environment for the development of eGovernance based on the outcome of the e-readiness assessment, strategic vision, goals and objectives. Required intervention must consider the dimensions considered in the egovernance readiness assessment: 1) leadership 2) regulations 3) organizations 4) human resources 5) financial resources 6) communication 7) technology 8) data requirements

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Creating Leadership Leaders are a small group of e-Champions capable of providing political leadership with good understanding of the complexities of e-Governance.

Activities of this group include: 1) defining broad deliverables 2) setting priorities 3) mobilizing necessary administrative mechanism and resources 4) assisting to overcome resistance and legacies 5) sharing values and building consensus while possibly preserving cultures

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Example - Leadership United Kingdom’s e-Champions Network by IDeA – Improvement and Development Agency

• Each local authority in England and Wales should have two champions: one councilor and one officer. • Their job is to champion e-Government within the authority and ensure that the authority is on-track to meet the 2005 target for having services online. • All 388 English local authorities are now part of IDeA’s e-champion network. • Regular briefings and events on major issues and members of the network have access to useful reports and information as well as networking opportunities through events and online communities.

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Regulatory Framework New laws and regulations are required for e-Governance adoption.

Legal and regulatory measures typically cover: 1) data integration and sharing between public agencies 2) use of public information by third parties, especially private sector, safeguarding privacy and security 3) digital exchange and transactions between government agencies, citizens and businesses 4) recognition of digital exchange of information and digital transactions 5) reaching citizens affordably and enabling citizens to reach government affordably

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Example: Regulations Data Privacy United Kingdom

Data Protection Act, 1984, amended 1998 • protects personal privacy and enables international free flow of personal data by harmonization

Electronic Document USA

Electronic Freedom of Information Act Amendment 1996 • directs all federal agencies to use electronic information technology to foster public availability of electronic documents • grants individuals the right to access records in the possession of federal government

Electronic Signature European Union

Electronic Signature Directive 1999 • recognizes electronic signatures within the European Union and can be used as evidence in legal proceedings

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Mongolia - Regulations The legal framework for Mongolian ICT industry is developed based on the key findings as well as lesson learned from Korean legal framework.

Legal Framework Acts on Informatization Promotion • Framework Act on Informatization Promotion • e-Government Act • e-Petition Act • Act on Opening Administration Information

Acts on ICT Industry Promotion • Software Industry Promotion Act • Digital Contents Industry Promotion Act • Framework Act on eCommerce

to be model

Acts on ICT Infrastructure Construction • Framework Act on Informatization Promotion • Act on Resolution for Digital Divide • Privacy Promotion Act • e-Signature Act • Communication Security Promotion Act

[courtesy e-Government Master Plan

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Organization 1) Two prevalent models for implementing e-Governance: centralized and decentralized models. 2) Whichever model is adopted, central coordination is required through an agency which is either independent or nested within a ministry. Activities of central coordination: 1) coordinate the implementation of the e-Governance strategy 2) review e-readiness on a regular basis 3) coordinate advocacy and awareness campaigns 4) coordinate the use of seed funding for co-financing new and innovative pilot projects 5) provide advice on possible public-private partnerships 6) monitor, evaluate and report on progress made in e-Government

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Example - Organization USA (e-Government Act of 2002)

• Establishes an Administrator for the office of Electronic Government within the Office of Management and Budget. • Administrator assists OMB Director by implementing eGovernment and other initiatives provided in the act. • Establishes a CIO Council consisting of representation from CIO’s of all major federal agencies.

United Kingdom • (e-Government Unit of • the Cabinet Office) • •

formulates IT strategy and policy develops common IT components for use across government promotes best practices across government delivers citizen-centered online services

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Example – Cabinet Office of Kenya

[courtesy e-Government Master Plan in Mongolia]

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Future e-Government Organization

[courtesy e-Government Master Plan in Mongolia]

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Developing Human Capacity Public administration, citizens, businesses and local IT community must be equipped with the skills required for e-Governance.

Skills required by public administrations: 1) change management 2) program management 3) IT systems development 4) IT service management 5) IT outsourcing management 6) client relationship management

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Example – Capacity Development Italy

Skills for Managers Department of Public Administration in co-operation with Department for Innovation Technologies Two programs: 1) information society skills for top managers of state governments National School for Public Administration 2) management skills for middle managers of regional and local administration

USA

CIO University – Government sponsored training program Learning objectives in 12 broad topics: 1) policy and organizational 2) leadership /managerial 3) process/change management 4) performance assessment 5) project/program management, etc.

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Mongolia – Human Capacity 1 Key Findings for Education

• • • • • •

establish an e-School model to develop ICT human resource expert throughout Mongolia strengthen information education programs to close the regional gap in informatization needed to establish e-Mongolia need to provide people with various educational programs to increase the ICT usage prepare ICT education programs to educate ICT experts including instructors, civil servants and high-level people Need for equipment to provide on-line service properly and education of on-line service usage developing human capacity

Critical Information Requirement

•

establishment of ICT education programs and human resource development program

Strategy

•

Building infrastructure for e-Government

Project

•

ICT literacy and HRD program development

[courtesy e-Government Master Plan in Mongolia]

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Mongolia – Human Capacity 2 Project Objectives

• • •

Scope

• • • •

Expected Effects

• • •

to develop educational programs and provide study guide based on the trainees’ talents and abilities to provide the Cyber training course in order to expand the opportunity of education and increase effect of the education to enhance informatization mind of the people and promote professionalism of ICT personnel establishing ICT education policy by developing ICT education programs… expanding institutes and channels for informatization educati0n building a Cyber education center developing programs to educate ICT professionals distance learning is to save time and costs digital divide is to be closed by providing ICT education to the alienated class, such as low-income families and local residents educational association between academic institutes and businesses shall effectively educate ICT professionals who are human resource for the nations industrial development

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Financing Availability of funds determine the type of e-Government projects that can be carried out.

Issues to consider: 1) e-Government is cross-cutting, pooling of resources across agencies may be necessary 2) reward system could be developed for management and employees to stimulate the drive for e-Government 3) extra-budgetary resources should be considered, e.g. partnership with private-sector in infrastructure development and maintenance

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Funding Strategies Public Private Partnership

• government and private organizations share the costs, risks and benefits in e-Governance development

Outsourcing

• government invests directly but external enterprises carry out the development • government owns the system and has complete control

Issuance of Bonds

• bonds are issued by the government • returns from investment are use to offset bond

Advertising

• controlled traditional advertisement on the government web sites

GovernmentEnterprise

• project development is the responsibility of the enterprise • investment by enterprise is covered by transaction fees

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e-Gov Budget Figures United States

• USD 48.6 billion on ICT, 2002 • 0.5% of GDP

United Kingdom

• GBP 12.4 billion (~USD 22 billion) on ICT, 2003 • 1% of GDP

EU

• USD 1.3 billion, 2000 est. to rise to USD 4 billion in 2005

Singapore

• SD 1.30 (USD 822, 369 million), 2003 • 0.8% GDP

Taiwan

• NTD 36.2 billion (USD 1.04 billion), 2003 • 0.4% of GDP

Russia

• Rubbles 1.3 billion (~ USD 531, 353 million), 2003 • 0.01% of GDP [Courtesy Michael G. Mimicopoulos, UNDESA 2004]

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Mongolian Budget Security Plan

[Courtesy Mongolia e-Government Master Plan, 2005]

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Communicating Creating awareness and buy-in from all stakeholders.

Communication strategies entail: 1) creating interest and expectations towards the benefits of e-Government 2) addressing the interests of politicians, managers, employees, businesses and citizens 3) making stakeholders appreciate the change process 4) demystifying technological jargons 5) using media such as TV, radio, newspaper and billboard 6) organizing conferences, workshops and seminars can be helpful to raise political awareness and support

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Provisioning Technology Providing the necessary technology infrastructures.

Technology interventions include: 1) making fixed line telecommunication available and affordable 2) making mobile telecommunication available and affordable 3) obtaining technical assistance for access to international best practices to address technical constraints 4) developing the national ICT policy 5) teaming up with the private sector in resolving technical issues

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Provisioning Data Data is required at different phases of e-Governance implementation.

A number of actions must be taken to ensure data availability: 1) standardizing data across agencies to facilitate exchange 2) defining the roles and responsibilities of different agencies in the data standardization process 3) obtaining agreement on some key identifiers, for instance geographic locations, personal or institutional identifiers 4) ensuring that data capture is only through a single source 5) guaranteeing the safety and security concerns relating to data

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Example – Data Provisioning

USA

Data Reference Model (DRM) in Federal Enterprise Architecture (FEA): 1) DRM helps promote common identification, use and appropriate sharing of data across government in three areas: categorization, exchange and structure 2) DRM allows higher re-use of IT investments as a shared service within their own architecture 3) DRM is the major feature of the FEA and considered the most difficult model to develop

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Step 5: Objectives 1.

assessing readiness

2.

elaborating vision and expected contributions

3.

formulating strategic goals

4.

determining required interventions

5.

setting objectives

6.

identifying priorities

7.

establishing mechanisms for stakeholders involvement

8.

determining monitoring and evaluation indicators

9.

providing a business model

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Strategic Objectives Specific and measurable statements about strategic goals.

A strategic objective specifies: 1) specific action 2) extent of action 3) target for action 4) timeline for action Strategic objectives are related to the interventions and are implemented through programs and projects.

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Example 1 – Danish Objectives

Danish e-Government objectives for the goal: public sector must provide coherent services with citizens and businesses in the centre

By the end of 2006: • at least 60% of the population uses the public sector’s digital services (2003: 40%) • at least 95% of all businesses use the public sector’s digital services (2002: 72%) • at least 60% of all public authorities receive at least a quarter of all documents from citizens and businesses in digital form (2003: citizen 15 percent, businesses 21%)

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Example 2 – Nepali Objectives Stage 4 Value portal Value-networked Value-chain creation 2011

Stage 3 Transaction Transacting Multi-channel service Fully integrated Gov.-wide collaboration system Knowledge-based administration system Cross-agency BPR Stage 2 Interacting Partially integrated in cluster Internal BPR

2007

Stage 1 Publishing Isolated from other agencies No process innovation

On-line public services Standardization of information sharing platform Information sharing system Organization of e-Government [courtesy eGMP proposal]

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Mongolia - Strategies and Projects Government to Citizen

Strategy

Projects

• providing on-line public services • diversification on service channel

• • • •

government representative portal passport management system real estate registration system social insurance system

[courtesy e-Government Master Plan in Mongolia]

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Mongolia - Strategies and Projects Government to Business

Strategy

Projects

• opening administration information and process • providing one-stop public service

• • • •

recruitment and employment information system e-Customs e-Procurement business registration and approval management system • intellectual property management system

[courtesy e-Government Master Plan in Mongolia]

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Mongolia - Strategies and Projects Government to Government Strategy

Projects

• computerization of government administration • integration of government information system • standardization of government administration

• • • • • • •

national identification system e-Tax immigration management system e-Educational administration system administration portal (e-Approval, e-Document) enterprise architecture integrated government-wide information system

[courtesy e-Government Master Plan in Mongolia]

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Step 6: Prioritizing 1.

assessing readiness

2.

elaborating vision and expected contributions

3.

formulating strategic goals

4.

determining required interventions

5.

setting objectives

6.

identifying priorities

7.

establishing mechanisms for stakeholders involvement

8.

determining monitoring and evaluation indicators

9.

providing a business model

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Criteria for Prioritizing e-Governance cannot be introduced through a single initiative, but through small achievable steps which can build success and credibility.

Criteria for prioritization include: 1) available resources 2) value potentials 3) sustainability 4) impact on social, economic and governance dimensions Priorities must be people and development centered and defined within the context of government vision and objectives.

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Mongolia – Priorities 1

Emergency

consideration on policy, requirements of users, and phase

Effect/Impact

consideration on the objectives and other factors to implement the project

Technological Realization

consideration on the technological level and capacity to implement the project

Institutional Realization

consideration on the law and regulation to implement the project

Importance

Feasibility

[courtesy e-Government Master Plan in Mongolia]

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Mongolia – Priorities 2 Importance Feasibility Order Project Effect/ Technological Institutional Emergency Impact Realization Realization 1 government representative portal 8 9 8 8 2 passport registration system 7 7 6 7 3 real estate registration system 7 7 7 7 4 social insurance system 6 8 7 6 5 recruitment/employment info system 7 6 6 7 6 e-Customs 7 7 8 7 7 e-Procurement 6 7 7 6 8 business registration and approval… 7 7 7 6 9 intellectual property management… 6 7 7 7 10 national identification system 9 9 7 7 11 e-Tax 7 8 8 7 12 immigration management system 7 7 8 7 13 e-Educational administration system 7 8 8 7 14 administration portal 9 8 8 6 15 enterprise architecture 8 8 7 6 16 integrated gov.-wide information… 9 9 8 8 1-4: G2C, 5-9: G2B, 10-16: G2G

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Mongolia – Priorities 3

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Mongolia – Priorities 4

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Impact of Possible G2C Services Service

Economic Impact/Benefits

Social Impact/Benefits

Governance Impact/Benefits

employment opportunities

reduced advert and communication cost

easier access to information on job opportunities

openness, higher degree of fairness

reduced transaction cost easier (standard) application social security contributions

reduced transaction cost

easier to receive benefits

transparency

land registration

reduced transaction cost

easier to transfer properties

rule of law, transparency

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Impact of Possible G2B Services Service

Economic Impact/Benefits

Social Impact/Benefits

Governance Impact/Benefits

custom declaration

lower transaction cost

ease of declaration with online help

accountability and transparency

timely declaration lower thresholds for small sized firms social contributions for employee

reduced transaction cost

easier to comply with rules

timely payment received electronically

transparent application with online support

increased coverage access to sociodemographic and other government databases

new business opportunities

greater use of information for new service opportunities for planning and provision government of services for both public and private organizations

transparency

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Impact of Possible G2G Services Service

Economic Impact/Benefits

Social Impact/Benefits

Governance Impact/Benefits

computerizing core business of government

reduction in transaction cost

employment opportunities

accountability

decentralized data processing with integrated access to virtual data warehouse

counter corruption counter corruption

speedier processing

data reuse can lead to significant cost savings

ease of use to data

security

eliminates redundancies

privacy

cost of digital data capture is low

transparency speeds up operation

e-Procurement in Government

lower transaction cost

increased use of existing capacity within government

transparency

competition with private sector service provider

competitiveness in cross agency service delivery

accountability

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General Principle Have the big picture, start with some quick wins, consolidate fast. development

1

3

2

start small

think big

scale fast

time

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Step 7: Involving Stakeholders 1.

assessing readiness

2.

elaborating vision and expected contributions

3.

formulating strategic goals

4.

determining required interventions

5.

setting objectives

6.

identifying priorities

7.

establishing mechanisms for stakeholders involvement

8.

determining monitoring and evaluation indicators

9.

providing a business model

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Identifying Stakeholders’ Roles Identifying and filling stakeholders roles is important for assigning responsibilities. Typical stakeholders roles: project team

those who will directly work on e-Governance projects

suppliers

suppliers of technologies, resources and expertise

operators

agency employees who will operate the e-Governance systems

champions

entities to drive and seek justification for the projects

sponsors

entities paying for the expense and efforts for the projects

owner

management of the agency that will own and use the system

others

others with significant influence on the project

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Example - Stakeholders 1)

Office of the President, Chief Executive and ministry/agency in charge of eGovernment

2)

Legislature or parliament

3)

Government agencies

4)

Political parties

5)

Citizens

6)

Unions

7)

NGOs

8)

Traditional leaders

9)

Research institutions

10) International agencies

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Step 8: Monitoring and Evaluation 1.

assessing readiness

2.

elaborating vision and expected contributions

3.

formulating strategic goals

4.

determining required interventions

5.

setting objectives

6.

identifying priorities

7.

establishing mechanisms for stakeholders involvement

8.

determining monitoring and evaluation indicators

9.

providing a business model

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Levels There are numerous levels for monitoring and evaluation activities during the implementation of e-Governance.

We consider the following levels during implementation: 1) implementation plan level 2) project plan level

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Implementation Plan Level Monitoring: • tracks the amount of resources committed for implementing eGovernment. Evaluation: • measures the impact on the implementation of the outcomes and of key indicators of progress • measured through both quantitative and qualitative performance indicators

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Project Plan Level Monitoring: • examines the linkages between inputs used for implementation of activities and the direct deliverables • systematic approach to allow quick review of project performance Evaluation: • measures the impact of deliverables on the performance of the organization where the project was implemented

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Indicators for e-Governance Two categories of qualitative and quantitative performance indicators can be identified to measure e-Governance progress.

1) overall classification of government institutions based on the level of transformation attained 2) more qualitative measures directly relating to broad outcome areas: a) economic b) social c) governance

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Indicator Set 1 Time

Indicators

after 12 months

• number of government departments that have started digitizing their basic data • number of local governments that have established web presence

after 3 years

• number of institutions and local governments that are in each maturity levels – informational, one-way interactive, two-way interactive, and transactional

after 5 years

• number of institutions that conform to the government portal

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Indicator Set 2 – Economic Outcomes

Performance Indicators

alternative and more cost effective delivery of services

• % reduction in transaction and overall operating costs • % of transactions performed on-line

redeployment and rebalancing of the civil service

• number of personnel retrained • increased number of staff with new required skills • ratio of professional staff to general service staff

increase in employment

• % unemployed • % employed in ICT related industry • online job market established

improved revenue collection on taxes and service levies promotion of internal and external investment

• on-line taxation system in place • % increase in tax coverage • % increase in tax revenue • business registration system • % increase in foreign direct investment • % increase in internal investment

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Indicator Set 2 – Social Outcomes

Performance Indicators

increased access to quality education

• • • •

e-learning systems in place teacher ICT education programme in place number of schools with ICT education number of schools with Internet access

improved educational management capacity

•

education management information system

better delivery and access to health services

• •

tele medical services in place telemedicine service system

improved health management capacity

• •

number of medical doctors connected online integrated hospital information system

improved social welfare

•

% increase in eligible households and individuals entitled to social welfare

move to development oriented and • • people centered service delivery culture •

% increase in customer satisfaction % increase in people using on-line services availability of personalized portals for citizens and businesses

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Indicator Set 3 - Governance Outcomes

Performance Indicators

greater accountability and transparency in public administration

• • •

% of government business processes open to the public (tendering, procurement, recruitment, etc.) on-line availability of government’s budget, expenditure on-line access to government reports, documents

better coordination and • cooperation between government agencies

sharing of government data and information across agencies

improved communications and public relations

• • •

availability of online interaction with public % of people interacting with government online timely response by government

greater public participation

•

posting policy drafts online for public participation in policy development process

enabling legal infrastructure

• •

legislation available online, with explanatory notes legislation in place to deal with e-documentation, erecord keeping, e-authentication, e-signature, etc. legislation in place concerning e-protection, privacy, and cyber crime

•

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Nepal - Indicators

Current

1st Phase (2008)

2nd Phase (2011)

UN government index

126

100

80

Visit for getting services

90%

70%

< 40%

Connectivity of government agencies

Isolated

Ministry level

All agencies

Connection method

Dial-up

xDSL, LAN

High speed

Indicators

[courtesy eGMP proposal]

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Step 9: Business Model 1.

assessing readiness

2.

elaborating vision and expected contributions

3.

formulating strategic goals

4.

determining required interventions

5.

setting objectives

6.

identifying priorities

7.

establishing mechanisms for stakeholders involvement

8.

determining monitoring and evaluation indicators

9.

providing a business model

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Developing a Business Model A plan for ensuring the sustainability of e-Government in terms of resources and adoption.

A business model includes: 1) how e-Government solutions would be developed – outsourcing versus internal development 2) funding options for provided services - pay-as-you-go, bonds, transaction fees, partnership with third parties, etc. 3) how to ensure take up of the various e-Services to be offered 4) how to attract the participation of private sector in the continued development of the e-Governance

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Example – Business Model Hong Kong Hong Kong’s Electronic Service Delivery Scheme is a mutually SAR beneficial relationship between the government and an operator. Parties Involved: 1) Government • enhance backend system • pay per transaction fee after reaching a pre-agreed transaction level 2) Operator • develop, operate and maintain the infrastructure and front end services • put up commercial services and advertisements in the portal

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Strategy Imperatives Strategy must consider services, technology, processes and people.

1) services must be accessible, affordable and user-friendly 2) technology must be reliable, scalable and interoperable 3) processes must be re-engineered, collaborative, integrated and trustworthy 4) people must be trained, oriented and carried along

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Tutorial Discussion

1) Which criteria do you consider when prioritizing potential e-Governance initiatives in your organization? 2) List three services that could be offered electronically by your organization to citizens and businesses. 3) What type of impact are services listed in question 2 likely to have? 4) Identify a set of useful economic, social and governance indicators for monitoring the development of services listed in question 2.

Best Practices

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Case Studies – Leading Countries Global E-Government Readiness Report 2005 Country

E-Readiness

E-Participation

United States

(1) - 0.9062

(3) - 0.9048

Denmark

(2) - 0.9058

(7) - 0.7619

Singapore

(7) - 0.8503

(2) - 0.9841

South Korea

(5) - 0.8727

(5 - tie to Canada) - 0.8730

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United States

1.

United States

2.

Denmark

3.

Singapore

4.

South Korea

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United States – Vision The strategic vision is to reform government operations – how it goes about its business and how it treats the people it serves.

Guiding Principles: 1) citizen centered – not bureaucratic and agency-centered 2) result oriented – producing measurable improvements for citizens 3) market based – actively promoting innovation e-Government is one of the five key elements of the President’s Management Agenda and Performance Plan.

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United States - Goals Specific goals outlined by the US Government: 1) simplify work processes to improve service to citizens 2) use annual budget process and other OMB requirements to support eGovernment implementation 3) improve project delivery through development, recruitment and retention of qualified IT workforce 4) continue to modernize agency IT management around citizen-centered lines of business 5) engage agency leadership to support e-Government project implementation

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United States – Major Challenges leadership support

strengthening the connections between Lead Agencies, Partner Agencies, CIO's towards cooperative implementation of projects

parochialism

addressing current policies and budget practices that reinforces “small-hat” agency centric thinking

funding

providing more resources in general (dollar and staff) and make the budget process more transparent and effective

communication

providing better understanding of the inter-relationship among the e-Government initiatives and improving the interfaces between OMB and Lead Agencies

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United States - Initiatives govBenefits.gov

a single point of access to determine eligibility for government benefits and services

recreation one-stop

online access to information on recreational sites

IRS free filing

free online preparation and electronic tax filing

online access for loans

online access to locate loans

USA services

government-wide citizen and customer service

e-rulemaking

participation in high-quality, efficient rule making process

geospatial one-stop

federal and state agencies access to map related data

consolidated health informatics

enable communication between federal heath enterprises

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United States – Initiatives (cont) G2C

GovBenefits.Gov, Recreation One-Stop, IRS free filing, Online Access for Loans, USA Services, e-Rulemaking*

G2B

e-Rulemaking*, Expanding Electronic Tax Products for Businesses, Federal Asset Sales, International Trade Process Streamlining, OneStop Business Compliance, Consolidate Health Informatics

G2G

Geospatial one-stop, Disaster Management, SafeCom, E-Vital, E-Grant

G2E

e-Training, Recruitment One Stop, Enterprise HR Integration, eClearance, e-Payroll, e-Travel, Integrated Acquisition Environment, eRecords Management

Horizontal e-Authentication

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United States – Readiness

tele-density

fixed lines – 268 million (2005) or 900/1000 people mobile cellular – 219,400,000 (2005) or 735/1000 people

internet

internet users – 205,326,680 (2005) or 688/1000 people

literacy figures

age 15 and above that can read and write (2003 est.) - 99%

population

301,139,947 (July 2007 est.)

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Denmark

1.

United States

2.

Denmark

3.

Singapore

4.

South Korea

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Denmark - Vision Digitalization must contribute to the creation of an efficient and coherent public sector with a high quality of service, with citizens and businesses in the centre.

1) Five signposts drawn-up to monitor the realization of the vision. 2) A set of specific targets are specified for each of the five signposts.

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Denmark – Signposts 1,2 Signpost 1: Public sector must provide coherent services with citizens and businesses in the centre 1) at least 60% of the population uses public sector’s digital services 2) at least 95% of all businesses use the public sector’s digital services 3) at least 60% of all public authorities receive at least a quarter of all documents from citizens and businesses in digital form Signpost 2: e-Government must result in improved service quality and the release of resources 1) at least 75% of all digitalization projects release resources, and at lest 25% do so on a large 2) the level of satisfaction of citizens and business with quality of public services is increased

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Denmark – Signposts 3, 4 Signpost 3: The public sector must work and communicate digitally 1) at least 80% of all public authorities receive at least a quarter of all documents sent by other public authorities in digital form (2003: 37%) 2) at least 60% of all public authorities can communicate securely in digital form with other public authorities, citizens and businesses 3) at least 60% of all authorities utilize electronic case management Signpost 4: e-Government must be based on a coherent and flexible infrastructure 1) no more than 15% of all public authorities state that the absence of common public sector is a significant obstacle (2003: 30%) 2) no more than 15% of public authorities state that the lack of common public sector standards is a significant obstacle 3) a total of at least 1.1m digital certs have been issued to citizens, workers and businesses

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Denmark – Signpost 5

Signpost 5: Public sector manager must lead the way and ensure that their own organizations are capable of realizing the vision: 1) no more than 10% of public authorities state that lack of political will and clear goals is a significant obstacle 2) at least 75% of all digitalization projects lead to simplification of working practices, and at least 25% do so on a large scale

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Denmark – Major Challenges lack of familiarity with the vision and strategy

in-depth knowledge of the vision and strategy is not wide-spread.

wide-spread “bunkerculture”

existing culture does not support inter-organizational approaches and actions.

unresolved “sow-harvest” issues

improvements in efficiency that follow a digitalization process may be harvested by other organizations.

lack of managerial commitment and skills

poor management insight into business thinking and familiarity with project management.

one-sided IT thinking

generally too much focus on technical aspects of IT without due regard to organizational issues.

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Denmark – Initiatives G2C

income tax declaration, job searches by labour offices, social security contributions, personal documents, car registration, application for building permission, declaration to the police , public libraries, certificates request and delivery, announcement of moving, health related services.

G2B

social contributions for employees, corporate tax declaration, notification, VAT declaration and notification, submission of statistical offices, customs declaration, environment-related permits, public procurement.

Horizontal

portal, e-Identification infrastructure, e-Procurement infrastructure, joint electronic document management system (FESD).

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Denmark - Readiness

tele-density

fixed lines – 3,487,800 (2004 Est.) or 630/1000 persons mobile cellular – 5.168 Million (2004) or 940/1000 persons

internet

internet users – 3,762,500 (2005) or 69%

literacy figures

age 15 and above that can read and write - 99%

population

5,450,661

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Singapore

1.

United States

2.

Denmark

3.

Singapore

4.

South Korea

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Singapore - Vision

To be an Integrated Government (iGov) that delights customers and connects citizen through Infocomm. It is a government that works as one, across organizational boundaries, to reap synergies and exploit new opportunities in all aspects, whether in providing information that engages citizens, or being intelligent and interactive in fully understanding customers need to deliver quality services that delight them.

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Singapore - Targets

1) 8 out of 10 users are satisfied with the overall quality of e-services 2) 9 out of 10 users would recommend transacting with government through e-services 3) 8 out of 10 users are very satisfied with the level of clarity and usefulness of information published online on government policies, programmes and initiatives

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Singapore – Strategic Thrusts

Identified 4 strategic thrusts: 1) increasing reach and richness of e-services 2) increasing citizens’ mindshare in e-engagement 3) enhancing capacity and synergy in government 4) enhancing national competitive advantage

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Singapore – New Initiatives There are three major initiatives under the iGov2010 plan: Unique Establishment Identifier

• establishing a Unique Establishment Identifier (UEI) for establishments in place of the use of multiple identifiers.

m-Government

• driving the implementation of m-services and the deployment of central infrastructure for m-services • ensuring a consolidated approach by government agencies towards the implementation of m-services

Singapore Government • providing a blueprint covering Business Area Enterprise Architecture Architecture (BA), Information Architecture (IA), Solution Architecture and Technical Architecture (TA)

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Singapore – Past Initiatives G2C

eCitizen Portal, Online Tax Filing eCitizens cover: culture, recreation and sports, defense and security, education, learning and employment, family and community development, health and environment, housing, and transport and travel

G2B

TradeNet (EDI System), Online Government Procurement

G2G

E-Court of Justice, Pay Per Use Electronic Toll Booths

G2E

Pac@Gov (pay and claim portal for payroll services), PRAISE (promotion, ranking and appraisal system), TRAISI (training administration system on the intranet for ministry of education staff)

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Singapore - Testimony

Singapore’s huge success in e-Government is attributed to the close cooperation between Government agencies, private sector, academia, research institutes, community groups, civic and voluntary organizations.

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Singapore - Readiness

tele-density

fixed lines – 1,847,800 (2005) or 410/1000 persons mobile cellular – 4,256,800 (2005) or 950/1000 persons

internet

internet users – 2,421,800 (2005) or 540/1000 persons

literacy figures

age 15 and above that can read and write - 92%

population

4,492,150 (July 2006 est.)

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South Korea

1.

United States

2.

Denmark

3.

Singapore

4.

South Korea

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South Korea - Vision

To become the “World’s Best Open e-Government” as follows: 1) increase on-line public services to 85% 2) rise into top 10 ranking in the world for business support competitiveness 3) reduce visits for civil service applicants to 3 visits per year 4) raise the utilization rate of e-Government programs to 60%

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South Korea - National Goals

1) 2) 3) 4)

build a democracy with the people build a society of balanced social growth contribute to an era of peace and prosperity in northeast Asia GNP per capita of USD 20,000

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South Korea - Goals

Achieving the vision requires to: 1) innovate the way government works 2) innovate civil services 3) innovate information resource management 4) reform the legal system

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South Korea – Agenda / Programs Goal 1: Innovate the way government works 1. Establishing e-working process

1. digitalizing document processing procedures 2. comprehensive informatization of national and public finance 3. realizing local e-Government 4. building e-Auditing system 5. realizing e-National assembly 6. building integrated criminal justice service system 7. comprehensive informatization of HR management 8. e-Diplomacy system 9. real-time management of national agenda

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South Korea – Agenda / Programs

Goal 1: Innovate the way government works 2. Expanding Sharing of Administrative Information

10. expanding of administrative information sharing

3. Service Oriented BPR

11. developing Government Business Reference Model

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South Korea – Agenda / Programs Goal 2: Innovate civil services 4. Enhancing Civil Service

12. enhancing internet-based civil services 13. integrated national disaster management service 14. advanced architectural administrative information system 15. integrated tax service 16. integrated national welfare service 17. comprehensive food and drug information service 18. comprehensive employment information service 19. internet-based administrative judgment service

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South Korea – Agenda / Programs Goal 2: Innovate civil services 5. Enhancing Business Support Service

20. single-window for business support service (G4B0) 21. integrated national logistics information service 22. e-Commerce service 23. comprehensive foreigner support service 24. support for exporting e-Government solutions

6. Increasing Electronic Citizen Engagement

25. increasing on-line citizen participants

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South Korea – Agenda / Programs Goal 3: Innovate Information Resource Management 7. Comprehensive Standardization of Information Resource

26. building a government-wide NCIA 27. strengthening e-Government communications networks (e Gov Net) 28. establishing government wide ITA

8. Strengthening Information Security System

29. building information security system

9. Strengthening Information, 30. restructuring informatization organizations and Organizations and personnel Personnel Goal 4: Reforming the Legal System 10. Legislation

31. reforming the legal system for e-Government and security

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South Korea - Readiness

tele-density

fixed lines – 23.745.000 (2005) or 486/1000 persons mobile cellular – 38.342.000 (2005) or 785/1000 persons

internet

internet users – 33.900.000 (2005) or 694/1000 persons

literacy figures

age 15 and above that can read and write - 97.9%

population

48,846,823 (July 2006 est.)

Summary

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Strategic Planning Summary 1) a clear vision understood by all stakeholders is the first step 2) the strategic planning process should involve all major stakeholders 3) readiness assessment is one of the most crucial aspects of strategic planning as it establishes the current state of the organization 4) readiness assessment must implicitly determine the strength, weakness, opportunities and threat of the organization 5) strategies are determined based on readiness assessment results as well as the strategic goals 6) stakeholders involvement throughout the whole process is critical 7) a business plan is essential for the sustainability of e-Governance

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Strategic Planning Process Nine activity areas shown: • e-readiness assessment may be carried out in parallel with vision and goal elaboration (1, 2, 3) • required interventions are the strategies derived through the e-readiness results and available goals (4) • setting priorities helps the formulation of effective and viable objectives (5, 6) • providing a business plan and determining control mechanisms (7, 8) • strategic plan must be communicated to all stakeholders (9).

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Major Sources of Information UNPAN

Virtual library of e-Governance and Public Sector Reports E-Readiness Questionnaires for Central, Agency and Civil Society

UNDESA

Global e-Government Readiness Reports Plan of Action for e-Government Development

OECD

E-Government Imperative

InfoDev

E-Government Handbook for Developing Countries

E-Government Strategy Documents for: • United States, New Zealand, Singapore, Denmark, Pakistan, Western Australian Public Sector

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Acknowledgement We wish to thank: 1) 2) 3) 4)

East Africa Community and its member states Canadian e-Policy Resource Center E-Government Directorate, Office of the President, Republic of Kenya All participants participants for supporting the event.