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e-Governance

e-Governance. Presentation to World Bank Workshop at New Delhi, June 09, 2010. Transforming the Government. Ashis Sanyal , Senior Director Department of IT, Govt. of India. Definition of e-Governance.

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e-Governance

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  1. e-Governance Presentation to World Bank Workshop at New Delhi, June 09, 2010 Transforming the Government AshisSanyal, Senior Director Department of IT, Govt. of India

  2. Definition of e-Governance • e-Governance is a spectrum of technology inspired strategies adopted by governance to achieve • Transformation and efficiency in their administration • Agile and responsive service delivery • Strengthened transparency and accountability • An enhancement capacity to function

  3. Desired outcomes from e-Governance Improved citizen service Capacity Development Citizens – “Knowledge Society” Government – “Information Workers” Businesses – “New Economy” Better integration of information Economic development Improved accountability / transparency Per Agency Benefits Reduced cost Improved reliability and quality

  4. Is there any distinction between e-Governance and e-Government ? e-Governance subsumes e-Government as Governance is a broader notion than government e-Governance refers to processes which use ICT for enabling transactions between stakeholders and the government e-Government reflects efficient delivery of services by using emerging technologies e-Governance concept encompasses the State’s institutional arrangements, decision-making processes, relationships between government and public e-Government reflects largely on improving administrative efficiency

  5. Features of Good Governance Equity & inclusiveness of all citizens Citizen-centric processes Responsiveness of institutions & processes to all stakeholders Greater participation by citizens Accountability of decision makers to the public Transparency through access to information Effectiveness & efficiency of processes and institutions Rule of Law – fair and impartial legal frameworks

  6. Benefits of e-Governance Greater Convenience Cost Reductions Increased Transparency Benefits of e-Governance Revenue Growth Less Corruption

  7. ICT & e-Governance Information and Communications Technologies (ICTs) are only an enabler in e-Governance. Governments can leverage the ICTs to deliver information and services to citizens.

  8. e-Government e-Government uses technology to transform relationships with Citizens Businesses and Other government agencies e-Government is Not about ‘e’ but about Government Not about computers & websites but about citizens & businesses Not about translating processes but about transforming processes

  9. Types of e-Government Applications Government to Citizen (G2C) Government to Business Enterprises (G2B) Government Government to Employee (G2E) Government to Government (G2G)

  10. Government to Citizen (G2C) - I G2C can be delivered either manually or online Benefits to citizens from online services Cost & time saving Better quality of service Easy access to information Multiple delivery channels Possibility of self service Less corruption

  11. Government to Citizen (G2C) - II Examples Issue of record of rights and mutation of land records Issue of driving licences Registration of property documents Delivery of various municipal services

  12. Government to Citizen (G2C) - III Empowering citizens through participation in decisions that affect them and through effective feedback and grievance redressal mechanisms Improving delivery of services to citizens through a single window delivery mechanism Objectives Enhancing transparency of Government activities Reducing administrative corruption

  13. Government to Citizen (G2C) - IV Lower costs of accessing services Enhanced quality of service and greater convenience Reduced time for obtaining service Direct Benefits Enhanced geographic coverage to reach larger segments of the population Lower Corruption

  14. Government to Business Enterprises (G2B) - I e-Governance provides considerable benefits to businesses, such as: Greater ease of doing business with Government – Single Window Concept Improved transparency and speed of services Better investment climate Hassle-free channels

  15. Government to Business Enterprises (G2B) - II Benefits of Government Tax collection Customs e-Procurement Investments in such systems have a quicker payback due to increased revenue collection

  16. Government to Government (G2G) - I G2G applications aim to improve data sharing and communication among Government agencies through: Automation of processes Electronic workflow Better monitoring of civil servants

  17. Government to Government (G2G) - II Key benefits Increased efficiency through automation of work Improved mechanisms for performance monitoring Higher productivity by interconnecting government offices / agencies by sharing data, documents and improve communication Significant reduction in costs due to paperless environment Reduction in administrative burden of decision makers More informed decisions by Government due to readily available, easily retrievable and effective analysis of information

  18. Government to Employee (G2E) - I Examples Online services of payrolls Tax information Pension related services Gradation list Information on General Provident Fund Account Administration related government orders / circulars / rules etc. Human resource training and development

  19. Government to Employee (G2E) - II Key benefits Empowering employees to manage their own transactions Significant reduction in administrative costs Increase transparency by providing vital, relevant information to government employees on matters related to their employment

  20. Evolution of Government Services Manual Service Islands (Client –Server / LAN) Connected Services (Wide Area Network) Seamless Services (Connected Government)

  21. E-Governance:Opportunities & Challenges

  22. Opportunities ine-Governance

  23. E-Governance provides opportunities to govern the least What are the elements to enable e-government services 20% Technology 35% BPR / GPR 40% Changing Organizational Behaviour Institutional Individual Legal 5% Luck ! Good governance is that which governs the least ! In the above scenario is there any sense to make bad processes work faster through technology ?

  24. Then what we should do ? Allocate adequate time, effort & fund To re-engineer processes To changing organizational behaviour We have to build capacity within for doing above We have to have commitment at the highest level

  25. e-Government provides opportunities to advance the agenda of good governance Transparency Efficiency Fiscal Reforms Anti Corruption Empowerment Poverty reduction

  26. Governance Business Model is changing Business Changes Technology Changes Change Agent New Governance Business Model Cost Reduction & Control Centers of Expertise Increased Flexibility Downsizing/ Restructuring Access to Technical Skills Cash Flow/ Capital Assets Training

  27. Governance Environment is changing High Cost / Low Productivity Functions Non-Core Competency Functions Layered Functions Highly Leveragable Functions Outsourcing is the new “Mantra”

  28. There are Opportunities to change Government Environment - I Paradigm Shift in Procurement Processes Service procurement against Product procurement ICT Imperatives – Government Online Technology GPR Change Management Legal Changes

  29. There are Opportunities to change Government Environment - II Public - Private Partnership is the key ? Public i.e., Government has to be the driving force behind partnership Given the scale of required resources, PPPs are necessary to enlist private funds for public projects

  30. There are Opportunities to change Government Environment - III PPP for core government functioning Structuring of Front-end Structuring of Back-end Middleware for all Technical, Financial and Management parameters Sustainability through PPP business models for reduction of cost of delivery of services

  31. Public Private-Partnership for changed Governance Business Model Combining accountability with efficiency Pace of Implementation Resource Sharing Complexity & size of project Weathering the storm Creating stakes outside system of Governance

  32. ICT can leverage PPP more efficiently Private participation in ICT projects can enable scarce government resources to be used for other social services Can improve efficiency of ICT use by bringing in innovative project design Would delegate activities and risks to those best able to bear them – tasks and functions from outside rather than performed in-house Sharing of knowledge, infrastructure, data Opportunity to Use of specialist services Give longer term flexibility Increases capabilities and capacity

  33. Challengesine-Governance Implementation

  34. Key Challenges for Government Putting in place the right policies and strategies Creating, sustaining and strengthening the necessary institutional mechanisms Ensuring robust and appropriate funding streams Resistance from vested interests Creating and nurturing administrative and political capacities and structures to drive projects Getting multiple organizations and people to work together Creating, training, empowering, incentivizing and stabilizing project leaders ICT Infrastructure

  35. Proper Conceptualization and Planning Deploy adequate skill and expertise for proper conceptualization and planning Allocate financial resources for Project Development Indicate clear objectives, define intermediate milestones and identify ultimate deliverables Assess feasibility, risks and strategize Thrash out Implementation Plan

  36. Envisioning Realistic Mission Strategize the Mission keeping in view of the limitations of Govt. processes. Address the procedural, departmental, legal and even the constitutional constraints in the project implementation plan. Propose solutions which are practical and achievable Avoid gap between Vision and Reality Manage the stakeholders’ aspirations efficiently

  37. Understanding Governance well to implement e-Governance Appreciate the government processes and the institution of governance Try to fit solutions in the governance needs subject to Governance Process Re-engineering Realize that Governance is a complex structure having social, economic and political ramifications of every decision it takes

  38. Top Leadership to Initiate Reform Lower strata adopted well so far Example: Railways, Public Sector Banks, Postal Services Institutionalize the on-going reform process to remain unaffected with change of guard Impart skills at the top levels to make them efficient ‘Change Agents’ Break the bottleneck at the Top of the Bottle

  39. Designing the Solutions as per the Need Do not allow vendor-driven solutions to shadow or override your needs Acquire requisite basic skills and expertise to understand your needs for hardware, software, databases, operating systems etc.

  40. Focusing on Governance rather than ‘e’ Appreciate that e-Governance is not about IT Remember that e-Governance is about 20% Technology 35% Govt. Process Re-engineering 40% Change Management 5% Luck Focus on governance elements move, IT as an enabler for improved governance

  41. Identification of the Stakeholders Identify all the Stakeholders in the project Adopt outside-in approach rather than inside-out approach Consult all stakeholders to capture their needs to make it win-win for every one of them

  42. Designing the Project with Realistic Timelines Estimate the efforts properly to arrive at realistic timelines for the deliverables Allow adequate time for training and adoption by stakeholders Do not compromise quality in racing for unrealistic timelines After all, Rome was not built in a Day!

  43. Institutionalization of Project Institutionalize the project processes after it is initiated by a Champion Establish Project/ Program Management Units, wherever feasible

  44. Avoiding Procedural Loops Design carefully the project processes Sometimes project approval processes take more time than implementation Establish Empowered Committee, wherever feasible in place of long approval processes

  45. Encouragement to Reformers Adopt a policy to encourage Reformers Carefully discourage “Doubting Thomases” Incentivise lower level operating staff, wherever feasible

  46. Necessity of Back-office e-Governance Address all the issues of back-office e-Governance at the planning stage Integrate the back-office applications with front-office deliverables

  47. Sustainable Business Model Design a sustainable business model, always Adopt appropriate PPP model, wherever feasible Technology, Manpower, Other resources Understand PPP to clarity PPP is not Public Money for Private Partners ! Appreciate the meaning of Partnership

  48. Think Big, Start Small, Scale Fast Do not initiate the Project for high-scale implementation Do not take up Big Bang approach which proposes radical changes in the processes leading to high level of resistance and constraints One needs to warn up before taking a race !

  49. Adequate Stakeholder Consultation Consult Stakeholders as much as possible to capture their perception and expectation Do not neglect any advocacy coming externally and even internally Accommodate all suggestions as far as feasible to increase acceptability of the project at a later stage

  50. Centralized Initiative, De-centralized Implementation Design ownership of the project appropriately Carry out detailed Feasibility Study Integrate necessary linkages for federal, state and local level governance activities Initiate Pilot implementation with detailed Plan roll-out in phases

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