E-Government in Europe From Online Services to an E-Transformation of Government

1. E-Government in EuropeFrom Online Services to an E-Transformation of Government LOGON Conference, Warszawa 25 – 26 April 2005 Dr. Klaus Lenk Professor of Public Administration University of Oldenburg lenk@aon.at http://www.uni-oldenburg.de/verwaltungswissenschaft/

2. Main Arguments • A transformation toward new forms of public governance is already taking place • E-government is now becoming the most important driver for this transformation, helping to attain goals of “good governance” • There is no “one best way” of such a transformation; national and regional traditions are important for successful E-Government projects • The challenge for local and regional government consists in a good management of the transformation

3. E-Government is More than a Fashion • Information technology opens up new opportunities for organising business processes and for designing institutions in the public sector • E-Government so far did not yet show its full potential. In a narrow way, it often focused on online transactions with citizens instead of making use of the „enabling“ potential of information technology for modernising the public sector • E-Government is now losing its character as a technological fix, becoming the main instrument of transformation of the public sector

4. The Perspective of an „E-Transformation“ of the Public Sector • Modern principles of public management are a first step • Information technology is „enabling“ new types of business processes • New ways of producing services and administrative decisions will lead to a changed organisational and institutional framework. (Information technology can be used to re-inforce the existing structures, but this effect dominates only at early stages of development) • The fragmentation of local, regional and national administrative bodies will be mitigated by more cooperation and information sharing

5. Demands on the Public Sector of Tomorrow • Efficiency is no longer the only value to be served by government institutions • „Good Governance“ criteria suggest a wider range of goals. They include: • Democratic decision-making about public affairs • Effectiveness in executing legislation and decisions • Transparency of government action • Accountability • Capacity building and resilience • ...and also efficiency

6. Reform Opportunities • The main significance of E-Government is that of an „enabler“ to attain these goals • Constitutional values and principles of good governance can be served by innovative socio-technical solutions • Democratic policy-making is becoming easier • A „single-window“ administration (one-stop government) is possible in many ways

7. Integrated E-Government as the Next Step after Online Services • An emerging architecture of public services • Service delivery in Front Offices (both virtual and physical) • Service production in Back Offices • Seamless connections allowing „single-window“ service • Integration „behind the screen“ as facilitator: • Data and document sharing within the limits drawn by concerns for personal privacy • Integration across business processes

8. No „One Best Way“ to Integrated E-Government! • Consultants, Technology Vendors and International Organisations tend to recommend the same solutions worldwide. But are problems the same all over the world? • OECD Policy Brief on Public Sector Modernisation, October 2003, p.6: „The mistaken perception that countries share a common problem is often accompanied by the idea that there is a [range] of solutions available, any or all of which will be beneficial. This misconception, peddled under the label of “best practice”, has had tragic consequences in some developing countries „

9. Different Problems Ask for Customised Solutions • National and regional administrative systems have their own history • The difference is very marked between continental European and Anglo-Saxon systems • Administrative culture may be more or less open to change • The transition to a modern public sector may be more or less advanced • E-government projects have to take these differences into account, otherwise they will fail (often despite some apparent success according to criteria set by their proponents)

10. Some Critical Success Factors • Problem-driven E-Government projects are more likely to succeed than technology-driven ones (Do not follow „best pracitce“ uncritically!) • Generous funding is not always beneficial. It may lead to implementing sub-optimal solutions • Room for experimentation during the conception and implementation of projects • A good problem perception by managers and political leaders • Viable business models

11. Change Management as Difficult Here as Elsewhere • Launching reform initiatives often brings political advantages to actors who thereby establish a reputation of reform-mindedness. It is much more difficult to carry such reforms through. • Implementation remains the Achilles heel of administrative reforms • Behavioural and cultural change is often crucial • Timely information of staff and the public about reform goals and steps • Routinisation (the incorporation of an innovation into daily practice) is the most critical stage of a reform process.

12. Informed Leadership as Crucial Element for Success • Training of administrators is particularly important: Politicians and public sector decision-makers should be fully aware of opportunities and risks associated with Information Society Technologies • Senior managers and politicians need to acquire knowledge about • strategies and tools for reform, including e-government • recurring pitfalls and “stumbling stones” of innovation processes in the public sector • the contextual factors which decide about success and failure in their respective countries

13. What Has to be Done Now • Provide competent and proactive leadership! • Join up efforts and institutions! The momentous changes in public governance prompted by eGovernment require joint efforts by all levels of government, also involving industry and the research community • Don‘t forget the people! Take stakeholder interests and cultural diversity into account, develop qualifications, involve people...

14. What will the Public Sector Look Like after the „E-Transformation“? • The predominant role of territory for structuring jurisdictions draws to an end • A farewell to the Napoleonic structure of the executive branch of government? • Democratic decision-making will gain ground • New roles for local and regional government (responsiveness to citizens, more local democracy, less involvement in the production of public goods...)

15. Thank you for your attention! Any further questions? Contact: lenk@aon.at