e-Government Internal Perspectives

Assessing the Trend “Is there a trend towards e-government? I think there is. Is it a strong trend? I wouldn’t say so. What we’re seeing is the beginning, and we have a long way to go.” Tony Grant Managing Partner Andersen Consulting “Is there a trend towards e-government? I think there is. Is it a strong trend? I wouldn’t say so. What we’re seeing is the beginning, and we have a long way to go.” Tony Grant Managing Partner Andersen Consulting

Internal Perspectives motivation motivation – why do governments adopt an e-orientation – why do departments/senior managers adopt an e- orientation? requirements requirements – what drives the standards governments must meet – what must be done differently? challenges challenges – what problems must be overcome? perils perils – what hazards might be posed by this type of reorientation

Internal Perspectives – Motivation of Government demands from citizens demands from citizens efficiency and effectiveness efficiency and effectiveness – gov’t will be smarter and faster as a result of sharing information across departmental boundaries – HOWEVER... large up-front investment large up-front investment costs to be first costs to be first –bear greater risk –obsolete technology which was initially more expensive

Internal Perspectives – Motivation of Government efficiency and effectiveness efficiency and effectiveness – Manitoba’s Better Systems Initiative (BSI) launched 1997 launched 1997 $500,000 per week by 2000 $500,000 per week by 2000 slowed down after Deloitte report slowed down after Deloitte report “Essentially, the project hasn’t yet delivered a great deal of what it had promised to deliver. When you look at what has been accomplished, there isn’t a whole lot there.”Peter Strum, Deloitte “Essentially, the project hasn’t yet delivered a great deal of what it had promised to deliver. When you look at what has been accomplished, there isn’t a whole lot there.”Peter Strum, Deloitte

Internal Perspectives – Motivation of Governments citizen demands citizen demands efficiency and effectiveness efficiency and effectiveness political support for e-government strategy political support for e-government strategy – “Around the world, governments are committing to deliver services on-line as a policy imperative, not based on dollars-and- cents benefit calculation.”PWC 2001

Internal Perspectives – Motivation of Governments “We will make the information and knowledge infrastructure accessible to all Canadians by the year 2000, thereby making Canada the most connected nation in the world. This will provide individuals, schools, libraries, small and large businesses, rural and Aboriginal communities, public institutions, and all levels of government with new opportunities for learning, interacting, transacting business and developing their social and economic potential.”Throne Speech 1997 “We will make the information and knowledge infrastructure accessible to all Canadians by the year 2000, thereby making Canada the most connected nation in the world. This will provide individuals, schools, libraries, small and large businesses, rural and Aboriginal communities, public institutions, and all levels of government with new opportunities for learning, interacting, transacting business and developing their social and economic potential.”Throne Speech 1997

Internal Perspectives – Motivation of Governments “Improving Canada’s information infrastructure will support the exchange of ideas and the conduct of business over computer networks, connect Canadians to the information highway, and accelerate the adoption of electronic commerce. The Government will take steps to make Canada a centre of excellence for electronic commerce and encourage its use throughout the economy; re- introduce legislation to protect personal and business information in the digital world and to recognize electronic signatures; and provide increased access to high-speed Internet service for classrooms and libraries…”Throne Speech 1999 “Improving Canada’s information infrastructure will support the exchange of ideas and the conduct of business over computer networks, connect Canadians to the information highway, and accelerate the adoption of electronic commerce. The Government will take steps to make Canada a centre of excellence for electronic commerce and encourage its use throughout the economy; re- introduce legislation to protect personal and business information in the digital world and to recognize electronic signatures; and provide increased access to high-speed Internet service for classrooms and libraries…”Throne Speech 1999

Internal Perspectives – Motivation of Governments “The Government will become a model user of information technology and the Internet. By 2004, our goal is to be known around the world as the government most connected to its citizens, with Canadians able to access all government information and services on-line at the time and place of their choosing.” Throne Speech 1999 “The Government will become a model user of information technology and the Internet. By 2004, our goal is to be known around the world as the government most connected to its citizens, with Canadians able to access all government information and services on-line at the time and place of their choosing.” Throne Speech 1999

Internal Perspectives – Motivation of Goverments “The government will continue to work toward putting its service on-line by 2004, to better connect with Canadians.” Throne Speech 2001 “The government will continue to work toward putting its service on-line by 2004, to better connect with Canadians.” Throne Speech 2001

Internal Perspectives – Motivation of Departments client demands client demands efficiency and effectiveness efficiency and effectiveness political support for e-government strategy political support for e-government strategy interdepartmental leadership interdepartmental leadership

Internal Perspectives – Potential Uses external external – G2C – G2B – G2G internal internal – communications Intranets Intranets – integrated human resource management – e-procurement

Internal Perspectives – e-procurement process costs for purchasing orders process costs for purchasing orders – currently $130 per order anticipated return on e-procurement anticipated return on e-procurement – 300% (Deloitte Consulting)

Internal Perspectives -- Requirements external demands driving approach to e- government external demands driving approach to e- government – e.g. private sector makes personalization the norm – ease of access – e.g. portals

e-Government – Potential Uses e-information e-services (basic) e-services (advanced) single portal accesssingle portal access integrated e-servicesintegrated e-services e.g. address change e.g. address change customized service pointcustomized service point

Internal Perspectives -- Requirements external demands driving approach to e- government external demands driving approach to e- government infrastructure infrastructure – cooperation

Internal Perspectives – Organizational Requirements “Portals are not just a better way for customers to access their government; they are governments’ blueprint to a new paradigm of operation.”Deloitte, 2001 “Portals are not just a better way for customers to access their government; they are governments’ blueprint to a new paradigm of operation.”Deloitte, 2001 silo organizational structure transformed silo organizational structure transformed – networks – “collaborative clusters supported by centralised shared processes” two caveats two caveats – single window delivery is not new concept – change in operation or organization? is this just creating new silos? is this just creating new silos?

Internal Perspectives -- Requirements external demands driving approach to e- government external demands driving approach to e- government infrastructure infrastructure – cooperation program design program design

Internal Perspectives -- Challenges technical technical – integrated infrastructure “federated architecture” “federated architecture” – IT workforce

Internal Perspectives -- Challenges interdepartmental cooperation interdepartmental cooperation – “Crossing jurisdictional boundaries – as the public would like – will be more difficult, positive rhetoric notwithstanding.”PWC 2001 – “...in the private sector significant changes in organizational structure have followed technological investment. In governments, by contrast, technology investment has only led to increased transaction intensity and, in some cases, the slicing off of government activities to new forms. We have not seen the structure within government change – flattening the vertical nature of government, decentralizing dealings with the public and centralizing policy, to mirror private-sector adaptations.” Schachter 1999