Bertelsmann Stiftung

1. Bertelsmann Stiftung Balanced E-Government Carolin Welzel Bertelsmann FoundationGermany

2. Agenda • The Begix-Model • Hypothesis and “Emerging Insights” • The Balanced E-Government Scorecard • Pre-Summary: General tendencies and weaknesses • The Begix Tool • Five Targets • The Tool • Analysis and basic recommendations • Ten Recommendations for “Good E-Government”

3. Definitions of Electronic Government • “E-Government can be understood as engineering business processes concerning government and administration (Government) by electronic media (information and communication techniques)“ • University of Speyer • “The term E-Government subsumes the measures of the public sector on the federal, state and local level, using the internet and other electronic media, to make administrative processes more transparent for citizens and companies and to optimize the internal data exchange.” • Bertelsmann Foundation

4. Balanced E-Government - What is it? • E-Government Combining electronic services and E-Democracy offerings from public institutions Balanced E-Government • E-Administration / Electronic Service Delivery Public institutions (legislative, executive, judicial system) employ information and communication technologies for their services • E-Democracy Public institutions provide information and communication technology-based information services (transparency) to users and allow influence / feedback (participation) from private as well as commercial users

5. I.SuccessfulE-Government programs show a balanced combination of electronic service delivery and E-Democracy. Currently, E-Government decision-makers, however, focus primarily on E-Administration. II. This focus on electronic service delivery might make it more difficult to introduce participatory elements in the future. III. The internet allows a more direct way of self-organization of interested citizens independent of their location. New, linked public service networks are created – they complement the traditional political public and become relevant political players. Hypotheses and “Emerging Insights”

6. Hypotheses and “Emerging Insights” IV. More participation adds to the complexity of administrative management processes, as influence from citizens as well as technical and financial requirements increase. A coordinating, accountable agency and long-term planning might eventually simplify implementation. V.Better service quality for citizens and business customers as well as improved administrative efficiency are the main benefits of E-Government programs. This will lead to increased customer satisfaction as well as to a better acceptance of the public sector. Cost reduction effects will show only in the medium to long run. VI. There is no internationalstandard formula for the implementation of E-Government programs. There should be, however, some general principles for introducing E-Government services successfully.

7. Measurement of Balanced E-Government: Overview – Course of Action Development of target model and hypotheses Design of measuring systems (scorecard criteria, level charts / BEGIX) 1st Validation along 60 best practice examples (desk research) and 12 case studies (face-to-face interviews) Conclusions, evaluation of case studies Revised target model 2nd Validation by expert council Review/Update

8. dynamic criteria static criteria The Balanced E-Government Scorecard – Five segments with 47 criteria Change Management Service Portfolio /Benefits Efficiency „How are public organizations adopting E-Government (‚community-oriented‘)?“ „What services are being offered?“ „What is offered, and in what quality?“ 11 criteria 16 criteria 9 criteria Transparency Participation „How can individuals influence the decision-making processes?“ „How transparent and accessible is E-Government for individuals?“ 5 criteria 6 criteria

9. Evaluation by deploying level charts Levels and Level Characteristics 5 “track and trace” transactions 1 point 0,75 points 4 active information 3 reactive information 0,50 points Set of criteria for „Transparency“ Topicality of information “Track and trace”/ transparency of transaction services “Track and trace”/ transparency of legislative matters Availability of service-specific directory („red pages“) Technical illustration of political issues 0,25 points 2 no acknowledgement 1 no feedback at all 0 point

10. It is still a long way from delivering merely administrative services electronically to truly “Balanced” E-Government Quotations from Interviews BEGIX Average Values “E-Democracy is the poor cousin of electronic service delivery” Don Tapscott, Toronto “We are not even close to E-Democracy, we have to go a long way” Mayi Canales, Dept. of the Treasury, USA “We are only scratching the surface of E-Democracy yet” Dan Chinock, Ex.Office of the President, USA “We could do more. It’s so easy to talk about E-Democracy, it is much more difficult to do some-thing about it” Britta Lejon, Minister for Democracy and Consumer Protection, Sweden 100 53 51 38 61 31 50 Ø 47 0 Service Portfolio Efficiency Transparency Participation Change Management E-Democracy

11. Total overview –three groups of best practice candidates 3. “Best of the best” Service Portfolio/ Efficiency/ Change Mgmt 2. Leaders of electronic service delivery Ontario Fairfax Canada UK- Online Zoomed part BEGIX Virginia 100 Seattle Ø Sweden 1. Proficient E-Government cases with further potential for improvement first.gov Tameside Lewisham 0 100 Estland Hamburg Ø Participation/ Transparency

12. BEGIX - Online • A strategic management tool for the self-evaluation • of E-Government projects http://www.begix.de

13. The Online Tool’s Five Targets Tool for self evaluation and strategic development “Compass function” for the public sector Bertelsmann Foundation’s offer of service and dialogue Creation of networks for the exchange of experience, expertise and cooperative learning Long-term monitoring of the E-Government landscape, identification of trends and best practices

14. BEGIX-Online:Results of the Self-Evaluation (N=241)

15. Design your Processes thoroughly Ensure Co-operations 6 1 Tailor-make your Financing Ensure Transparency 7 2 Allow for Participation Provide Service 8 3 Include the Users’ View Develop Competence 9 4 Plan your Marketing Develop and Use Standards 5 10 Ten recommendations for “Good E-Government”

16. 1 Design processes Good e-Government first of all means no more than: good Government. A successful e-Government strategy is not possible within an obsolete administrative structure. Goals Increase efficiency, public service, cost reduction Harmonise process optimisation and the increasing use of electronic means Strategy First Steps Evaluate all current processes and responsibilities.

17. 1 Design processesMeasures Review Processes Review your processes with focus on - increasing efficiency- topic relations (in alignment with customer perspective) Create a List of priorites Order your priority list by - possibilities to implement changes- public demand Define a masterplan Simultaneously define in a strategic masterplan- concrete measures,- goals,- period of time. Flexible planning Leave space for development in your plans Joined thinking Think online and offline at the same time Adjust hierarchies Create responsibilities and new hierarchies

18. 2 Create transparency A crucial precondition for participation is transparency. This is by no means an end in itself. Transparency rather reflects a new way of understanding of state and administration. The opportunities of new media add a real dimension to it.Thus information becomes comprehensive. Goals Gain in trust, increase of acceptance and frequency of usage, easing of citizen contact Strategy Creation of transparent structures and processes First Steps carefully structured, easily accessible and comprehensible disclosure of internal decision-making processes and acts of administration

19. 2 Create transparencymeasures Disclose process information Make the structure and processes of administration transparent in order to increase citizens‘ understanding Track-and-trace Give citizens the option to always track-and-trace the status of their requests Transparent fees Increase the willingness to pay fees by publishing exact fees and costs of administrative acts Disclose procurement information Endeavour transparent bidding procedures and use the opportunities of E-Procurment. Include decision-making As part of the creation of transparency you should include the process of policy- and decision-making.

20. 4 Integrate users E-Government is a dynamic concept aiming for an increase of flexibility in the apparatus. To meet this demand it is essential to let the user take part in developing and extending the service portfolio. Goals Coordinate the process of Change Management regularly Improve the acceptance of the services on the long term Strategy Adapt the development strategy to the target groups‘ needs First Steps Obtain customer information through survey Check usage of services

21. 4 Integrate usersmeasures Institutionalise Surveys Conduct regular surveys with clearly focused user groups Exploit the results Evaluate the survey results on a regular basis and let them influence the process of your internal change management Organise data transfer Form suitable structures of co-operation to exchange data with other developers of E-Government services and applications Exploit customer knowlwedge Take advantage of the knowledge of your customers, e.g. through consultations Accessibility Ease the access to your online-services with specialised training and public terminals

22. 6 Foster cooperations Although obstacles and challenges throughout the process of implementation of E-Government vary in every community, county, ministry, a lot can be learned from each other. Structures, processes and dealing with customers are always quite similar. Goals Procure synergies in development and financing Strategy Compare your offers with others Cooperate with potential target groups First Steps Develop close ties between administrative departments and different levels of administration (Public Pulic Partnerships)

23. 6 Foster cooperationsmeasures Watch competitors Get new impulse for your ow2n services by comparing your offer with - international examples- national „competitors“- NGOs- commercial websites Networking Form steering groups with important social actors, to share experiences and examine set goals. Use coalitions Make use of local, regional and national cooperations to conduct experiments and launch test projects

24. 9 Build up competence The process of implementing E-Government is of concern for everybody: mayors, administrative heads, employees in the administration Goals Encourage members of staff to accept the new structures and motivate them to take part in the development Cushion the concerns about the preservation of the scope of individual organization and scepticism towards new technology by involving all the affected Strategy First Steps Parallel process of restructuring, also creation of competences and responsibilities

25. 9 Build up competencemeasures Competence coordinate Make sure that there is transparent coordination and clear competence Structures on all levels Build structures of competence on all levels, including every employee Adapt communication Adapt communication structures to the new work process Train employees Train employess according to their competence Offer incentives Motivate employess with incentives like bonus-offers, certificates, additional responsibilities Net knowledge Interconnect your employess to enable the transfer of knowledge

26. Bertelsmann Stiftung Thank you for your attention! Carolin Welzel carolin.welzel@bertelsmann.de Bertelsmann FoundationGermany