Bhatia.ppt presentation on e-governances

Designing and Implementing e-
Government Strategy
Deepak Bhatia

2
Agenda
 E-government – brief introduction
 E-government strategy – components
 Case study – e-Bharat
 What does all of this mean for the
World Bank

Why e-government?
“Everyone else is doing
it, so its probably
important and useful”
“Its hype”
“We don’t want to
fall behind all
others”
“We think it will provide faster, more
convenient government services”
“We think it will reduce costs for
individuals and businesses to deal
with government”
”We think it will reduce costs for
government (reduced data entry
costs, lower error rates)”
“We think it will
improve
democratic
process”
”To reduce corruption
and fight poverty”
”We need to reach out to a broader
part of population”
”We think it’s a tool for transformation of
public administration from bureaucracy to
service provider”

4
So what is E-Government?
 E-government is very simply about applying
information and communication technology
to all aspects of a government’s business
where it makes sense to improve efficiency
and effectiveness in the achievement of
policy and program outcomes

5
So why an E-Government strategy?
 To pursue real economic development goals not just “technology push”
 To create the right policy and institutional frameworks from the start.
 To maximize effectiveness of ICT initiatives within Government.
 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.

6
What is an e-government strategy?
1. Conceptual framework
2. Business case
3. Implementation Process
4. Measurement of results

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

8
Making a business case for E-Government
Strategy
a. Defining worthwhile goals
b. Demonstrating financial
feasibility and sustainability
d. Developing incentive scheme

9
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

10
 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: Financial Feasibility

11
 Individuals: skills upgrading,
professional development, increased
autonomy, international exposure
 Departments: Increased budgetary
control, organizational visibility,
economic rewards, e.g. share of
profits/savings, etc.
Business Case: Incentives

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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)

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• 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)

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• Develop time-bound implementation plan
• Secure stakeholder buy-in of
implementation plan
• Implementation the strategy in phases
• Measure and publicize progress
• Evaluate results and make course
corrections.

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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
E-Govt. Strategy: Measurement of results
Note – illustrative examples – there are other measures of
capabilitiy

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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
Business Case: Measurement of results

Example of e-government
strategy
NEGP - E-Bharat under
preparation

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 NEGP’s goal is the provision of improved, more
convenient government services countrywide through on-
line delivery at local service centers.
 NEGP is fully recognized as key part of national
development plans.
 Involves central and all state governments. Will be led
centrally and implemented locally.
 Will be implemented over an 8-year period (FY2006-2013)
at a cost of roughly USD 4 billion.
 To be supported by proposed USD 1 billion Bank project
in two phases
Example: NEGP - India’s e-Government
strategy

India’s NEGP : Scope of Outputs
E-Courts
Treasuries
National ID
National GIS for
planning
Other
EDI (customs & foreigh trade)
E-BIZ
E-Procurement
Commercial Taxes
Excise
Company affairs
Services to
Business
(G2B)
Common Services Centres:
Single-window public service
delivery points eventually
reaching all the 600,000
villages in India
 State Wide Area Network
SWAN: fiber optic
connectivity up to block level
Countrywide State Data
Centers
All India Portal
National E-Governance
Gateway
Land records
Property registration
Road transport
Agriculture
Municipalities
Panchayats
Police
Employment Exchange
Education
Health
Food Distribution &
other welfare programs
Income Tax
Passport, visa and
immigration
E-Posts
Services to
Citizens
(G2C)
Integrated
State
Central

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India’s NEGP: Criteria for selection of MMPs
 Measurably improved citizen/business service
delivery
 Ownership by line ministry/ state department
 Acceptable BPR & change management plan
 Solutions can be rolled out in 2-4 years
 emphasis on poor & rural communities
 Use of PPP solutions

21
India’s NEGP: Funding Sources
 Existing ministry budgets (3% national guideline for IT)
 Existing State funds
 Additional Central Assistance (ACA) from the central government
to the states.
 External financing from the Bank and other donors, with
harmonized administration procedures.
 Private financing through Public Private Partnerships (PPPs)
 User charges

• To setup ICT- enabled CSCs in villages to deliver
multiple services to the villagers
• To deliver all possible G2C services through these
CSCs
• To promote public-private-partnerships (PPP) in
ownership and operation of CSCs
• To provide government subsidies calibrated to financial
sustainability of CSCs
India’s NEGP: Strategy for CSC Infrastructure

23
India’s NEGP: Strategy for Capacity Building
 Provide expert TA on project management
and procurement
 Support BPR plans of implementing
departments
 Finance extensive training program
 Nurture stakeholder/domain networks

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Levels of Capacity Needs- at State Level
P
R
O
G
R
A
M
M
E
Leadership & Vision
Program Development
Program Management
Project Development
Project Management
•Policy Formulation
•Committing Resources
•Taking hard decisions
•Preparing Roadmaps
•Prioritization
•Frameworks, Guidelines
•Monitoring Progress
•Inter-agency Collaboration
•Capacity Management
•Conceptualization
•Architecture
•Definition (RFP, SLA…)
•Bid Process Management
•Project Monitoring
•Quality Assurance
P
R
O
J
E
C
T

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

26
Proposed Institutional Framework – at State
level
State eGov Council (CM)
State Apex Committee (CS)
Departmental
Committee
SeMT
DIT
DeMT
State Government

Sourcing Capacities - Options
Role Task Source of Capacity
Within Govt. Outside
Council Leadership &
Vision
Policy Formulation
Resource
Commitment
50% 50%
Apex
Committee
SeMT
Program
Development
eGov Roadmap
Prioritization
Frameworks/
Guidelines
75% 25%
Program
Management
 Monitoring Progress
Interagency
Collaboration
Capacity
Management
30-50%
(tech +
domain)
50-70%
DeMT
Project
Development
Conceptualization
Architecture
Definition
50%
(domain)
50%
Project
Management
Bid Process
Management
Project Monitoring


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Implications for the World Bank

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But is our client interested?
 Strategic intent of a Government is signaled
by:
 Formally expressed interest
 Active planning: documents are available and have
been discussed internally; ICT deployment is a part
of PRSPs; e-readiness assessment done e.g.
through an Infodev grant
 Established government agency for ICT
development
 Strategy implementation already started

30
Bank ICT Assistance Strategy
 Assistance must be country-specific depending on
government commitment and country e-readiness.
 Given high risk of ICT investments, a careful
implementation strategy is a must
 For laggard countries, target ‘low hanging fruit’ projects
with high visibility, quick impact and easy
implementation.
 For more advanced countries—i.e. have already
implemented pilots-- the Bank can help in scaling up
those systems that best fit within the CAS

In the Bank , all types of public sector projects, have e-Gov in them
Improve administration structure
and processes, civil service
performance, public expenditure
management de-concentration ,
revenue collection and
accountability mechanisms.
E-
Gov???
Really??
?
Health
Systems
Modernization
Institutional Reform and
Capacity Building Projects
Enhance efficiency of the
Government’s decision-making
process for public procurement
and Documentation flow.
Trade facilitation and market
access
Lay groundwork for
effective health sector
policy making &
monitoring
Administration
Capacity
Building Projects
Supports improving the legal &
regulatory framework for public
financial management and new
Integrated IFMIS
Civil Service Reform and
Modernization

32
Why is this important for the Bank?
 Conservatively more than 50% of our projects involve
significant investments in ICT
 Most ICT project components involve e-Government initiatives
 Several countries envisioning comprehensive projects: e-
Lanka, India’s e-Bharat, e-Vietnam, e-Ghana, e-Peru
 Several regions working on an ICT strategy (SAR, EAP)
 Most of our clients are investing in this area anyway, it is
better the Bank has a strategy to manage that investment
and get better/wider impact from it

33
Who provides this support?
 ISG – e-government practice – applications,
e-government strategies
 GICT – telecom, policy, infrastructure, e-
agenda
 Legal - legal frameworks
 WBI – client training, distance learning
 Regional units – AFTQK, ECSPE
 Sectors – for domain knowledge especially
PREM

34
Closing thoughts
A country’s e-government strategy will need to be
calibrated to the country's situation in terms of
 PC & Internet penetration, (adequate technological
infrastructure)
 software development capabilities available locally,
 literacy levels (both conventional & IT),
 economic level (ability to pay),
 Legal framework
 languages prevalent, etc.
 preparedness and commitment of political,
administrative and technical leadership.

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And Finally
 E-Govt is a multi year commitment. Even if technology can
be rapidly implemented organizational change takes time
and use patterns change even more slowly.
 E-Government offers tremendous opportunities for
improving service delivery, efficiency and transparency in
government
 High risk of e-government projects require careful design
 Client countries increasingly require this type of assistance
from the World Bank
 Finally – while e-Govt is important it is a means to an end,
and not an end in and of itself (its about the ‘g’ and not the
‘e’)

36
Credits – Contributors and
Reviewers
 Government of
India - DIT
 Åke Grönlund
 Elisabet Rosengren
 Seda Pahlavooni
 Subhash Bhatnagar
 Mark Dutz
 Tenzin Dolma
Norbhu
 Joan McCalla
 Eduardo Talero
Contributors Reviewers

37
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

38
E-Government: Lessons of experience
 Identify priority interventions that are capable of
exploring a country’s competitive advantage,
delivering cross-cutting positive impacts
 Promote partnerships between government,
private sector, civil society and donors
 Avoid technology focus: ensure complementary
investment; skills, organizational innovation and
incentives are crucial for making technology work
 Emphasize training and capacity building

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Country Experiences: UK
 Focus on improving government services for citizens
 Priority on ‘high impact’ areas -
 Take-up of services must be the key driver of investment and the key performance
indicator.
 Create competitive pressure
 Open up electronic delivery of government services to the private and voluntary
sectors.
 Do not make exclusive contracts for front-end delivery Ð avoid private sector
monopolies.
 Let electronic delivery compete with traditional delivery inside government.
 Make the Internet the backbone to ESD, but allow multiple entry routes.
 Reward innovation, accept some failure
 Get going quickly, and keep learning from mistakes.
 Set ambitious goals, informed by citizen preferences.
 Begin with prototypes that can be built quickly and tested.
 Quickly scale up successful prototypes for launch.
 Be ruthless in weeding out unsuccessful government e-venture
 Push for efficiency savings
 Wherever possible ESD should substitute rather than complement traditional delivery.
 Determine the trade-off between trust and income (e.g. advertising) for each service.

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Country Experiences - Australia
 Agency e-government programs are more likely to be successful
when:
 Executive-level support has been obtained from the CEO and senior
agency staff
 Agency staff are committed to the broader concepts of e-
government
 Recognition exists that people wish to deal with government
through a variety of channels, and service delivery strategies are
tailored accordingly
 Potential awareness is heightened by promoting availability of
online programs to people
 Legislation and authentication issues have been resolved
 Confidence has been raised through electronic signatures
 Models for effective inter-agency collaboration have been built and
proven
 Momentum is maintained through better integration of enterprise,
work, information, application and technology architectures with
and among agencies

41
Country Experiences - Canada
 Canada regularly surveys citizens and businesses
about their attitudes and needs--more so than any
other country.
 Canada also actively markets its E-government
services. It advertises on TV and radio, ad in airline
magazines and newspapers to get citizens to use its
portal
 Canada, like many nations, has a national CIO, given
the necessary muscle to drive standards and create a
common E-government offering

42
Country Experiences - Singapore
 To pull down silos, you need a big stick
 Vision of "many agencies, one government" became mantra
 The Ministry of Finance was sole authority in approving
funding for e-government projects
 IDA managed central IT and telecom infrastructure and
defined national policy, standards and procedures
 All e-services followed same security, electronic payment and
data exchange mechanisms, by regulatory and policy
mandate
 While Internet technology was an enabler, people made it
happen, through strong e-leadership  Deputy prime
minister launched the plan in 2000 "to be a leading e-
government to better serve the nation in the digital
economy."

New Zealand e-Government Architecture

Sri Lanka e-Government Architecture

India e-Government Architecture

Australia e-Government Architecture

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