Anat Lewin | Global ICT Department | World Bank Group

CONNECT • INNOVATE • TRANSFORM

e-BRs as part of broader e-Government

ICTWe’ve Come A Long Way

Basic

Registering a new company

Changing names / addresses

Changing board / management

Pledging property / raising capital

Checking firm for insolvency

Checking that a person has signature rights

Pay per use

Advanced Automatic feed of media news

on company viewed

Tracking companies of interest

Annual accounts data entered online by firm

Analysis and structuring of annual accounts data: aggregates, rankings by sector, profitability

Accountants / notaries can log in to digitally sign a firm’s docs

Private sector data firms can become competition to e-BRs when buying bulk

ICTAbout 40 Economies offer Electronic Services

• Singapore, Norway and India offer fully electronic business registration services;

• Mexico’s electronic company registration saves two weeks;• Bangladesh’s electronic company registration cuts time by almost

a month, increased registrations by 90 percent and name clearances by 80 percent;

• Singapore linked company and tax registration in a single online form;

• Pakistan’s e-Services project and digital signatures allow new companies to register and file tax returns online.

Source: Doing Business 2010

For e-BRs, What’s Our Wish List?

SocialSecurity

Business Registry

Land Registry

SecuredAsset

RegistryCar/Ship Registry

Interoperability of e-Gov online

services

Interoperability of databases, registries and services bring efficiencies and time / cost savings through One Stop Shops and Single Windows.

E-CustomsTrade DB

TaxRegistry

E-Procure-ment

InvestmentPromotion

Agency

How are things done today?

SILO

Implementation

Recent Example: Silos Don’t Work

• Ghana’s Budget and Public Expenditure Management System

• Funded by the World Bank, implemented by Government of Ghana -- US$30 million

• Incorporated 32 Ministries in 10 Regions and across 140 Districts

• However, not integrated with the rest of the government

• Being scrapped

• A new IFMIS system is now being implemented at a cost of US$54 million.

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We can implement post-facto interoperability, but we get a “Spaghetti of interdependencies” among Government applications. Difficult to maintain.

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The Business Unit-Driven Conceptual Framework for e-Government

Services to Citizens, Businesses, Government

Colla

tera

l Reg

istry

e-BR e-

Tax

e

-Tra

nspo

rt

Standards and Enterprise Architecture (SOA)

e-Cu

stom

s

Land

Reg

istry

e-Security

Shared Infrastructure, Services / Interoperability

Strategy, Policies, Laws, Regulations, Institutions, Knowledge

We can help you think through the Horizontals

You are a Vertical

DiagonalsPublic Private Partnerships, central-local, skills development

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How can we do things differently with new technologies?

Move to a situation in which technology allows you

to share services and infrastructure

Shared e-Gov Services:

Think Modular

ICTService-Oriented Architecture

Services: Before Services: After

Examples:

1. Same payment systems can be invoked by e-BR as by other applications2. Authentication check on a person invoked at civil registry3. Mapping services invoked to merge data with maps4. Credit Check invoked by e-BR and other applications

For e-BRs, What’s Our Wish List?

SocialSecurity

Business Registry

Land Registry

SecuredAsset

RegistryCar/Ship Registry

Interoperability of e-Gov online

services

Interoperability of databases, registries and services bring efficiencies and time / cost savings through One Stop Shops and Single Windows.

E-CustomsTrade DB

TaxRegistry

E-Procure-ment

InvestmentPromotion

Agency

“the Cloud”

Moldova is Preparing a Government Cloud

Shared cloud infrastructure can lead to cost reduction, efficiencies, access to the latest technologies, ability to quickly respond to fluctuating or transient demand, reduction of TCO, lower energy costs, added security, and a greener footprint.

UK Government is Creating a Private Government Cloud

• Could save up to £3.2bn a year from at least £16bn.

• About a dozen highly secure data centers, each costing up to £250m to build, to replace more than 500 presently used by central and local government, and police

• “Open source" software on local government's 4m desktop computers. Estimated cost savings per machine of £100 would total £400m across government.

ICTTechnology is Not the Problem.

• Weak institutions need strong champions in both BR and e-Gov agency, and pressure from above, e.g. Head of State’s office

• Officials lacking capacity build capacity and empower “doers”

• Institutions traditionally not connected create collaboration among agencies

• Turf issues resolution from top

• Local – National challenges resolution from top

• Need reasonable budget and sensible PPP

ICTeGov Institutional Models

• Decentralized model – Shared Responsibility among Ministries– Germany, Sweden, France, Finland

• Coordination under President’s/PM’s/Head of State office– UK, Italy, Japan, US, China

• Lead ministry (e.g. Finance, ICT, Economy, Planning, Public Admin.)– Canada (Treasury), Israel (Finance),

Australia (ICT), Slovenia (ICT Ministry), Russia, Brazil

• ICT Agency within the Civil Service– Ireland, Singapore, Estonia, Bulgaria,

Korea• ICT Agency as a Public-Private Partnership

– National Institute of Smart Government in India

– Information and Communications Technology Agency (ICTA) in Sri Lanka

• Board of Directors drawn from government, private sector and the academia

Each has advantages and disadvantages.

Elements Required:

• A powerful champion (an individual and an office)

• Enforceable interoperability framework and standards

• Coordination and knowledge sharing across ministries

• Accreditation Agency and digital signature laws

• Revenue streams• Change Management• Enterprise Architecture• Data Management Centers

ICTThe World Bank’s Experience

Larger Projects1. Kenya. US$157 million for pro-competitive regional communications

infrastructure, regional policy harmonization, enabling environment, e-Government applications. Several phases, from 3 – 25 countries.

2. Vietnam. US$96 million for implementation of the National ICT Strategy, enterprise architecture, e-applications, capacity building.

3. Mexico. US$80M for IT-enabled services industry development. 4. Romania. US$60 million for developing e-Government, Broadband and

Knowledge Economy.5. Ghana. US$57M for e-Government and IT-enabled Service Industry.6. Sri Lanka. US$53M for developing e-Government, Broadband, IT industry

and e-society.

Smaller Projects7. Organization of Eastern Caribbean States. US$7 million for regional e-

Government applications that use economies of scale. 8. Rwanda. US$10 million for Government reengineering, e-Government

applications, and rural access.

Keep in Mind

ICTFuture trends: Mobile phones are the single largest service delivery platform in the world

Collateral Registry

Civil R

egistry

Business Registry

e-C

ust

om

s

Motor Vehicles Registry

Land

Reg

istr

y

Credit Rating

e-Taxation

Largest EverDelivery Platform> 4 Billion Mobile Phones in Developing Countries

ICTThinking about Mobile and Location Services

Business Registry Interoperability Throughout Europe

Ukraine

Italy Belgium

CzechRep.

Germany

Interoperability of common data

fieldsEstonia

Austria

Latvia

Denmark

Interoperability model for Business Registries across Europe: 23 members including Czech Rep, Estonia, Latvia, Lithuania, Macedonia, Serbia, Slovenia, and Ukraine. www.ebr.org

Thank you

alewin@worldbank.orgGlobal ICT Department

World Bank

Additional Slides

ICT

US$80 million: IT Industry Development Project

Development ObjectiveTo foster the creation of jobs in Mexican IT Companies by improving competitiveness and efficiency through access to:– A larger supply of trained personnel– Technologies– Quality standards and global marketing networks of MNCs– Private debt financeComponents– Human skills development– Strengthening of IT Clusters– Financing of IT Industry– Supporting Infrastructure– Outsourcing of Government Services– Strengthening of Legal and Regulatory Framework

Country Examples: Mexico

ICTCountry Examples: Sri Lanka

Development ObjectiveTo promote: (i) the Use of ICT to enhance growth, employment and equity through affordable access to means of information and communication; (ii) access to and use of public information and service on-line by citizens and businesses; and (iii) competitiveness of private sector, particularly of knowledge industries and SMEs

Components– ICT policy, Leadership and Institutional development Program– ICT HR development and Industry Promotion Program– Backbone Communications Infrastructure– Telecenter Development Program– Reengineering Government Program– e-Society Program

US$57 million: E-Sri Lanka Development Project

ICTUS$41 million: eGhana

Development ObjectiveTo develop the IT Enabled Services industry, and contribute to improved efficiency and transparency of selected government functions through e-government applications.

Components• Enabling Environment: Capacity building, support to the National

Communications Authority, sector policies, revision to the FOI framework• Support to Local ICT Businesses and ITES in Ghana : ITES capacity building,

establishment of a program between educational institutions and businesses, promotion strategy, grants

• eGovernment Applications and Government Communications: IT architecture, Government Investment support, training, and study on PPPs (e.g. tax modernization).

Country Examples: Ghana

ICT

US$ 11 million: ICT Infrastructure Development Project

Development ObjectiveTo increase the coverage and use of ICT services among the rural community (telephony, internet access, access to e-government services) in order to increase incomes in rural Mongolia

Components• Subsidies to telecom operators to provide access in rural areas, through an

output-based competitive subsidy program; • Public-Private partnerships in the delivery of e-government services; • Policy and Regulatory capacity-building for ICT sector reforms.

Country Examples: Mongolia

ICTSuggested e-BR M&E Indicators

Sample Outcome Indicators

• Implementation of e-BR services that are most in demand by citizens and businesses

• Growth of number of e-registrations / e-transactions on e-BR site

• Interoperability among government databases

• Effective Use of Public-Private Partnerships (PPPs)

• Quality indicators: increases in usability, functionality and accuracy of e-BR services; increase in access to relevant information

• Quantity indicators: increases in coverage, scope or number of services

Sample Impact Indicators

• Quality: User satisfaction with e-BR (survey)

• Efficiency: cost savings to government, businesses

• Efficiency: time savings to government, businesses

• Governance: Increase in transparency and responsiveness of government; reduction of corruption.

• Re-investment of net profits

• Reduction of environmental foot print (paper-less government)

M&E of e-BRsInputs • Annual costs to public sector of running the business registry (before and after

implementing the online e-BR platform)• Annual costs to the private sector partner (if any) of running the business

registry (before and after implementing the online e-BR platform)• Total Investment costs of implementing the online e-BR platform (public plus

private investment)• Private investment in e-BR reform (% of total investment)• Projected number of years until investment costs will be recouped• Actual number of years until investment costs were recouped

Outputs • Number of registered users of the business registry (# of login accounts) per year

• Number of information downloads per year• Number of information uploads per year• Annual revenues of the e-BR operations• Annual profits of the e-BR operations (government +private profits)

M&E of e-BRsOutcomes • Cost of a basket of typical annual transactions with the business registry

before and after the reform• Average processing time for (a) business registration, (b) business de-

activation before and after implementing the online platform• Waiting time to process a transaction before and after the reform (includes

average time needed to reach business registry office, queues, follow-up visits to same or other governmental offices, etc)

• Processing time for a rush-order transaction before (if it was possible then) and after implementation of the online platform

• Number of interlinked e-government services (of different agencies) before and after reform

Impact • Annual savings for the registry of moving the business registry transactions online

• Annual savings of firms moving business registry transactions online • Private sector’s satisfaction with the business registry before and after

automation (survey)• Annual number of new business registrations (before and after implementing

the online e-BR platform)

ICT

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Our Role

• Bank policy advice in 105 countries: a major contribution to liberalization, private sector participation and mobile revolution

• Contributed towards generating US$16bn private sector investment between 1997 and 2006 in IDA countries alone

• Financing US$4bn for 203 projects including US$1.5bn in 32 IDA countries for 84 projects

• Mobilizing another US$2bn• Contributed to 225 million new

mobile subscribers

WORLD BANK IFC

infoDEV

• Mainstreaming agent of ICT through recognized research and toolkits• Research on Open Access models: a major shaper of 2nd generation policy

reforms for backbone infrastructure• Enabling agent for 105,000 new MSME entrepreneurs through the incubators’

network