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

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.

What is an e-government strategy? Conceptual framework Business case Implementation Process Measurement of results

Conceptual Framework for E-Government Strategy Outputs Dimensions Goals Leadership E-Governance: Legal Framework, ICT Policies - Standards TRANSPA-RENCY Human Resource Dev. Connectivity & Data Processing infrastructure SERVICE Policy & Institutional Reform Institutional Infrastructure for Service Delivery EFFICIENCY Technology Client-Oriented Service Applications ECONOMY Back-End Government Applications Financing

Making a business case for E-Government Strategy a. Defining worthwhile goals b. Demonstrating financial feasibility and sustainability d. Developing incentive scheme

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

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)

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.

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)

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)

E-Govt. Strategy: Measurement of results Output Indicators Infrastructure Improvement in connectivity and data processing capacity Governance 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

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

Levels of Capacity Needs- at State Level

Program Management Overall Governance Structure- at National level (proposed) NEGAP Strategy Setting National e-Governance Advisory Board (Chairman MCIT) Cabinet/ CCEA Programme Monitoring Project Approval Apex Committee Expenditure Finance Committee Working Group (Chairman Secy DIT) Project Owners (Central Line Ministries / State Government) Program Management Unit Programme Secretariat Sub-Program Committees Project Committees DIT

Proposed Institutional Framework – at State level State Government State eGov Council (CM) State Apex Committee (CS) Departmental Committee DIT SeMT DeMT

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 Organizations. Markets. Employment. Competitive Strategies. Innovation. Financial and other services. Regional Development. Human Development.