Re-engineering government in Sri Lanka Key achievements, Lessons learned and the Road ahead Lalith Weeratunga Secretary to the Prime Minister

Background CINTEC initiated the first steps towards e-Government in Sri Lanka Much awareness was provided to various government departments and agencies on benefits of automation Assistance was provided to a number of government agencies to use electronic data bases and other automated procedures With the establishment of the ICTA and the launch of the e-Sri Lanka program, increase in activities towards a more focused e-government program Some government departments such as the Department of Immigration & Emigration have been success stories in automation. There is a keen interest on the part of the government to work towards a fully networked government.

ICT Leadership & Policy Making InformationInfrastructure Re-Engineering Government e-Society ICT Investment ICT Investment & Pvt. Sector Dev. & Pvt. Sector Dev. ICT HR ICT HR Capacity Building Technical Architecture Standards & Standards & Security ICTA’s 7 Programme Areas

Re-engineering Government Vision To provide citizen services in the most efficient manner by improving the way government works, by re-engineering and technologically empowering government business processes

Re-engineering Government Strategies Collaborate with administrative reforms regime and bring about a new governance framework that is enabled by ICT Create a “single window” for the citizens to access citizen services provided by the government Ensure public service personnel are imparted with appropriate ICT skills required for efficient e-Government Ensure that the stock of ICT equipment required for an efficient and effective e-government program is upgraded Making public services “truly citizen centric”: ensuring geographically non-discriminate delivery

Lanka Net Network connecting Ministries, Departments, Provincial Councils, District & Divisional Secretariats E-Gate Underlying platform providing common services such as hosting, system management, authentication, authorization, data interchange and payment gateways Government Call Centers ICT Support Services for Government Government Services for Public People Hub Registry of all citizen information, that will facilitate birth, death, marriage, voter registration E-Motoring Ensure efficient and speedy issue of motor vehicle driving licenses, transfer of ownership of vehicles e-Pensions Ensure speedy processing of pension applications by public servants e-Foreign Employment Facilitate the recruitment, registration and job application process easier for citizens seeking overseas employment e-HRM Make the records and process related to public service HRM easier to use Government Information Infrastructure E-Services Re-engineering Government Phase I – project components

Key achievements ICT Agency well established within government Strong working link established between the ICTA and the government’s Administrative Reforms Committee (ARC) Over 500 Chief Innovation Officers (CIOs) appointed, trained and involved in the business reforms process Management Reforms Cells (MRCs) established in every ministry, department and agency These cells have the CIO as a member Govt. business process review and reform underway Administrative Reforms Process has recognized ICT as a key intervention for its success Upgrading programs for CIOs begun and continuing well Placement of the ICTA under the Prime Minister

Lessons Learned (1) Government processes continue to be process driven rather than results driven, resulting in long delays. Most government processes are regulated by archaic laws thus resulting in cumbersome procedures. Most government agencies believe that e-government is merely automating the present work processes. Personnel in government are not ICT savvy and therefore use of ICT is not encouraged. High cost of BPR has discouraged government entities from undertaking any re-engineering programs.

Lessons Learned (2) Lack of sufficient funds and other technical resources has impeded growth in e-government activities. Lack of support infrastructure has been a discouraging factor in undertaking e-government initiatives. Inability of government to manage change has resulted in high resistance by public officials. Attitude and habits of citizens as well as public officials towards e-government initiatives are negative. Fear of loss of employment due to automation of work processes (=requires less people)

Lessons Learned (3) Lack of sufficiently trained personnel within government Inability to attract well trained people due to low public service salaries. High cost of automation and lack of public funding. Absence of a well-coordinated public sector reforms program leading to re-engineered work processes. Absence of the enabling legal framework

Road ahead (1) Re-engineering of government work processes with the objective of removing inefficiencies. Identifying government work processes that would offer high quality citizen-centric services and re-engineer/automate them. Providing appropriate ICT training to government personnel to remove the “technophobia.” Establishing the legal infrastructure that would enable electronic transactions Providing training to citizens through school and out-of-school situations.

Road ahead (2) Initially establishing high impact, high visibility e-government applications to enhance credibility (eg. e-motoring, e-pensions, e- passports etc.) Through a co-ordinated program undertake automation of work of the government agencies to avoid “islands of automation.” Placing high emphasis and according priority to e-government in the government’s donor-funds seeking agenda.

Factors favorable to e-governance Commitment Proactive Government Abounding IT skills in private sector Connectivity thro’ liberalization Administrative Reforms IT Architecture Computer savvy & literate population Framework for security Success Factors of e-governance