Global Experience in E-Government: Opportunities and Challenges

1. Global Experience in E-Government:Opportunities and Challenges Subhash Bhatnagar As part of the Capacity Building Workshop under the Joint Economic Research Program (JERP)

2. In this session we will share experiences of a variety of eGovernment applications from many developing and some developed countries. These illustrations will help the participants to understand that e-government applications can be designed in many different ways for achieving different types of goals and objectives. We will discuss delivery models used by some developing countries that circumvent constraints of capacity and infrastructure. An overview of the status of e-government across developing countries will help the Kazakhstan government to benchmark itself. Critical Success Factors would be identified for the national level in designing e-government programs as well as at the project level for implementing specific applications.

3. Structure of Module • e-Government: different perceptions and delivery models • Illustrations of eGovernment applications from different countries. • Benefits from e-Government for various stake holders • Overview of eGovernment across developing countries. • Critical Success Factors in implementing e-Government? • Key Challenges in Implementing E-government in India • How to measure impact and assess readiness?

4. Essence of E-Government E-Government has the following essential components: Involves process of reformin the way Governments work, share information and deliver services to external and internal clients Clear intent of greater transparency in functioning Achieving greater efficiency On-line delivery of services to citizens/ businesses targeting concrete benefits such as convenient access (time and place) , less transaction time, and lower cost. Harnesses information technologies such as Wide Area Networks (WAN), Internet , World Wide Web, and mobile computing to connect computerized back ends that enable process reform with front ends that service the citizens electronically. On-line does NOT necessarily imply Internet. It implies that transactions access/ update data bases immediately to minimize errors and speed up processing. If applications are submitted electronically, the movement and processing of documents is also electronic. The resulting benefits could be more transparency, empowerment, greater convenience, less corruption, revenue growth, and cost reduction.

5. Different Types of Applications • Back end automation of Processes • Payroll Accounting, Integrated Financial Management Systems, Personnel Data Base • Data gathering and MIS • MIS and Monitoring and Evaluation Systems • Electronic delivery of information and services • G2C: Property registration, Municipal service,Drivers license, Land records • G2B: eProcurement, Business Registration, Sales Tax, On-line customs • G2G: Electronic work flow and file handling, Treasury Computerization, Transfer and appointments. • E-participation • Web sites for sharing information on budgets and expenditure in federal and local Governments, e-discussion, e-voting

6. Key Outcomes of Different Type of Applications • Automation and Process Reform • Reduce delay, less discretion, less mistakes, minimize face to face contact, improve quality, improve efficiency • MIS use by supervisors • Detects inefficiency and corruption, monitor performance, enhance accountability, improve processes • Sharing information with public • Builds transparency and trust, supports complaint process, enables tracking, enhances accountability, involves civil society, deterrent • Intelligent Decision Support and audit • Analyze data and build models to spot outliers

7. Characteristics of service: Complexity Information intensity Characteristics of clients: IT literacy Homogeniety Affordable access to Internet Spatial dispersion Choice of Delivery Mode Environment: Level of Trust Value of time E-Readiness: Back end computerization Robust networks Laws for e-transactions Level of standardization

8. Different Delivery Models • Departments going on-line • Citizen visit many departments, each one may be more efficient • Could be a first step in the absence of high band width network • Assisted; restrictive timings, single agency-complete service • Conveniently located Community Service Centers • Assisted counters manned by public/private agencies • Services from single/ multiple agencies under one roof: payment, licenses, certificates • Larger time window but not 24X7 • Self Service through a Portal • 24X7, multiple agencies, partial service (submit applications) • Back end computerization and Integration needed for data sharing • High internet penetration; willingness and ability of citizen to use • Security and mutual trust (builds with successful outcome) • Usage builds up gradually. Adoption rate has to be driven. • Access through ; Mobile Phones; Call centers; ATMs

9. Delivery of Services-How Do Channels Differ? • Self use versus assisted by staff • 24X7 operation versus restricted days and timings • Services offered by single agency versus multiple agencies from different levels of Government • Online delivery of one step in a service versus the entire tasks or several steps done in one go • Location of access point: anywhere through Internet, departmental counters, conveniently located service centers, Internet kiosks

10. Four phases of e-government • 2000-2005 • Transformation • Additional Features • CRM applications • Personalization • Polling and voting • E-market makers • Mission-Critical Service Delivery • Wireless access Increasing Citizen Value • 1998-2003 • Transaction • Additional Features • Enterprise portals • E procurement • Self service applications • 1997-2000 • Interaction • Additional Features • Intranets • Limited interactivity • Basic search • Linked sites • 1996-1999 • Presence • Features • .gov and .edu web sites • Information only Increasing Application Complexity Source :Gartner Dataquest (November 2000)

11. Scale and Scope Can be Defined on Many Dimensions • Targeted outcomes: automation, process reform, effectiveness (MIS and DSS) and transparency • Coverage in terms of basket of services • Extent of online support-for different stages (processes) in delivery of a service • Integration : horizontal (across agencies) and vertical (levels of Government) • Choice of channels to clients • Reach across geography and economic strata of citizens

12. Examples of e-Government Applications • Property Registration; Land records (states in India), and Motor Vehicle Agencies (many countries) • Integrated Service Centers for multiple services-eSeva, Bangalore one, CS Center (mobile), Brazil, Center Link in Australia • Municipality: OPEN in Seoul, Ahmedabad • Income Tax on-line in Mexico, Singapore, Brazil, Jordan • E-procurement: Mexico, Philippines, Bulgaria, Chile, AP • New Business Registration: Jordan,Jamaica, China • Customs on-line: India, Philippines, Jamaica and 60 other countries • Integrated Financial Management System; computerized treasuries • Appointment and Transfers in Karnataka and SmartGov in AP • e-Chaupal, Akshaya, n-Logue, Drishtee in Rural India • Lokvani (Sitapur), CRISTAL-Argentina • eLanka, eBharat (National E-Government Program)

13. E-Government Benefits to Clients • Reduced transaction time and elapsed time • Less number of trips to Government offices • Expanded time window and convenient access • Reduced corruption-need for bribes, use of influence • Transparency-clarity on procedures/documents • Less uncertainty in estimating time needed • Fair deal and courteous treatment • Less error prone, reduced cost of recovery • Empowered to challenge action-greater accountability • Levy of use charges

14. Benefits to Agency • Reduced cost of delivering service-manpower, paper, office space • Reduced cost of expanding coverage and reach of service • Growth in tax revenue-coverage and compliance • Coping with growth in transaction volume • Improved image( service, corruption and fraud) • Improved monitoring of performance and fixing responsibility • Improved work environment for employees • Better quality decisions

15. Tackling Corruption Thru Egovernment • Introduces transparency in data, decisions/actions, rules, procedures and performance of Govt. agencies • Automates processes to take away discretion • Entry point for simplification of rules and reengineering • Makes decisions traceable- tracks actions • Builds accountability- greater access to information through web publishing-role of civil society • Provides documentation to citizens for follow up • Introduces competition amongst delivery channels • Standardized documentation of comments/ objections leads to effective supervision- through comparative indicators • Centralizes and integrates data for better audit and analysis. • Enables unbiased sampling for audit purposes

16. Assessment of Consulting Companies • Few “real life” examples of successful e government • Many examples of attractive web sites with “same old back office procedures” • Confusion between “a pretty website” and a successful portal • No “best in class” state or local e government solutions have gained widespread adoption • Governments, in their rush to the web, often underestimate their security, privacy,interface and infrastructure requirements • Citizens are becoming increasingly demanding customers (want more, not just faster service in exchange for convenience fees) • Migrating private sector “best practices” to public sector often fails to achieve desired results • Most Governments have not fundamentally changed their processes in any way, though some have automated a flawed process.

17. Overall Assessment • Impact not assessed through independent evaluation. • Limited scope and scale-implemented in a few departments • Service delivery has become efficient but impact on transparency and corruption is marginal • Focus on urban areas. Access points in rural areas is a key challenge. • Largely bottom-up, driven by reformist civil servants with some political support. Lack of central coordination. • Large number of Web sites are not used. Citizens unwilling to engage. Intermediaries are needed. • High enthusiasm for implementing e-government across political spectrum. Lack of understanding of implementation difficulties • Bulk of the applications are simple. Limited integration. Data sharing, scalability, security not adequately addressed. • Inadequate reengineering, a broader context of reform is missing.

18. Critical Success Factors • Strong Political and Administrative Leadership • Clearly identified goals and benefits • Significant Process Reengineering Required • Detailed Project Management • Ownership by people who are most affected • Adopt established standards and protocols – minimize customization • In-source Analysis ; Outsource design, software development, data preparation, training, etc. • Manage change process-unfreeze, move-refreeze • Invest in training all stake holders on application and its use • Explore Public Private Partnership • Create awareness of how things have changed for clients • Think Big, start small, evaluate and learn, scale up and evaluate

19. 20 % Technology 35 % Business Process Reengineering 40 % Change Management 5% Luck ! Enablers of e-Government Technology Process People

20. Risk Factors for Sustainability • Not implemented in a context of wider change/ administrative reform. • Inadequate ICT infrastructure, enabling policies • Poor costing or lack of resources-creeping commitments • Short tenure of implementers: hurried implementation • Management of change-resistance from vested interests. • Use of untested fancy technology. • Inadequate attention to monitoring and evaluation

21. Key Challenges in Moving Ahead • Designing Projects to Deliver Value • Making Projects Sustainable • Expanding the Coverage to Many Departments • Providing Services in the Rural Areas • Enhancing Impacting on Transparency and Corruption • Organizing for Scaling Up

22. Organization for Implementing E-government • A champion at the political level • Ministerial level co-ordination committees • A central support group • Departmental Champions and co-ordination committee • Institution for Training • Private sector partners

23. Centralized versus decentralized Approach

24. Role of the Central Support Group • Assessing and enhancing preparedness • Developing a strategy and implementation plan • Resources for re-engineering, application development and change management • Guidelines, standards and best practices • Developing public private partnership • Identifying departmental champions • Monitoring progress and impact • Overseeing a few key projects • Building/managing shared infrastructure

25. Was everyone wrong? Management by Objectives Reinventing Government End-to-end Solutions Is e-government just the next “new and greatest” government solution? OR Is it really going to make a difference? Devolution Reinvention Reengineering Reinvention Balanced Scorecard Zero Based Budgeting