E govt Strategy in aspect of Cloud Computing
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Designing and Implementing e-Government Strategy
Deepak Bhatia
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Agenda
E-government – brief introduction E-government strategy –
components Case study – e-Bharat What does all of this mean for the
World Bank
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Why e-government?“Everyone else is doing
it, so its probably important and useful”“Its hype”
“We don’t want to fall behind all
others”
“We think it will provide faster, more convenient government services”
“We think it will reduce costs for individuals and businesses to deal with government”
”We think it will reduce costs for government (reduced data entry costs, lower error rates)”
“We think it will improve
democratic process”
”To reduce corruption and fight poverty”
”We need to reach out to a broader part of population””We think it’s a tool for transformation of
public administration from bureaucracy to service provider”
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So what is E-Government?
E-government is very simply about applying information and communication technology to all aspects of a government’s business where it makes sense to improve efficiency and effectiveness in the achievement of policy and program outcomes
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So why an E-Government strategy?
To pursue real economic development goals not just “technology push”
To create the right policy and institutional frameworks from the start.
To maximize effectiveness of ICT initiatives within Government. To manage the increasing costs of I&IT in government To generate savings by applying I&IT in backend processes or other
programmatic areas To map path from pilot experiments to sustainable, scalable systems To design technology architecture (infrastructure, data, standards)
for the public sector To integrate organizational silos and deliver citizen services through
common channels.
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What is an e-government strategy?
1. Conceptual framework2. Business case3. Implementation Process 4. Measurement of results
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Leadership
Policy & Institutional
Reform
Technology
Conceptual Framework for E-Government Strategy
GoalsDimensions Outputs
ECONOMY
SERVICE
EFFICIENCY
TRANSPA-RENCY
E-Governance:•Legal Framework,•ICT Policies - Standards
Client-Oriented Service Applications
Back-End Government Applications
Connectivity & Data Processing infrastructure
Financing
Institutional Infrastructure for Service Delivery
Human Resource Dev.
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Making a business case for E-Government Strategy
a. Defining worthwhile goals
b. Demonstrating financial feasibility and sustainability
d. Developing incentive scheme
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Business Case: Goals
To extend the reach of government services To promote equal access to government services To increase constituency satisfaction with
government services in particular: to reduce transaction costs for
citizens Survey of citizens in Ontario indicated that
citizens want – timeliness of response and right outcome (right information or completed transaction)
To reduce government costs
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Incremental investment financing– Justified by public goods nature of outputs or market failures related to infrastructure-type investments. For example, it is clear that there will be no competition for providing training to public servants unless the government pays. The same about the CSC infrastructure; unless government is willing to provide some seed capital and selective operational subsidies the private sector will not deploy the centers needed.
Cost sharing with business _ through PPPs based on real user fees or shadow transaction fees.
Redirection of line ministry HRD and ITC budgets. Savings accrued over time from BPR, automation and
outsourcing of client interface. Important to note that in initial stages costs to government may not be reduced (multiple channels, significant uptake)
Business Case: Financial Feasibility
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Individuals: skills upgrading, professional development, increased autonomy, international exposure
Departments: Increased budgetary control, organizational visibility, economic rewards, e.g. share of profits/savings, etc.
Business Case: Incentives
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E-Government Strategy: Process (1)
• Define vision and goals• Set up high level leadership task force
• Ensure consistency with economic development priorities
• Assess status quo and • Secure political support
• Establish stakeholder participation mechanisms (including demand)
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E-Government Strategy: Process (2)
• Put in place e-govt. management framework
• Assess priority needs for government services
• Secure funding
• Establish partnerships with private sector, where feasible
• Design technical, data sharing, and service delivery infrastructure.
• Prioritize projects (BPR first)
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E-Government Strategy: Process (3)
• Develop time-bound implementation plan
• Secure stakeholder buy-in of implementation plan
• Implementation the strategy in phases
• Measure and publicize progress
• Evaluate results and make course corrections.
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Output Indicators Infrastructure
Improvement in connectivity and data processing capacity
Governance E-government management framework in place Policy and regulatory framework in place
Institutional Capacity Geographical reach of government services Training imparted Business processes reengineered Number of Government systems operating at service
standards
E-Govt. Strategy: Measurement of results
Note – illustrative examples – there are other measures of capabilitiy
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Impact Indicators Constituency satisfaction with
government services (opinion surveys, citizen report cards)
Access by the poor and rural population
Client orientation in public service Data sharing across information systems transparency of government organization to
service recipients
Business Case: Measurement of results
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Example of e-government strategy
NEGP - E-Bharat under preparation
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NEGP’s goal is the provision of improved, more convenient government services countrywide through on-line delivery at local service centers.
NEGP is fully recognized as key part of national development plans.
Involves central and all state governments. Will be led centrally and implemented locally.
Will be implemented over an 8-year period (FY2006-2013) at a cost of roughly USD 4 billion.
To be supported by proposed USD 1 billion Bank project in two phases
Example: NEGP - India’s e-Government strategy
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India’s NEGP : Scope of Outputs
E-CourtsTreasuriesNational IDNational GIS for planning
Other
EDI (customs & foreigh trade)E-BIZE-Procurement
Commercial TaxesExciseCompany affairs
Services to Business (G2B)
Common Services Centres: Single-window public service delivery points eventually reaching all the 600,000 villages in India State Wide Area Network SWAN: fiber optic connectivity up to block levelCountrywide State Data CentersAll India PortalNational E-Governance Gateway
Land recordsProperty registrationRoad transportAgricultureMunicipalitiesPanchayatsPoliceEmployment ExchangeEducationHealthFood Distribution & other welfare programs
Income TaxPassport, visa and immigrationE-Posts
Services to Citizens (G2C)
IntegratedStateCentral
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India’s NEGP: Criteria for selection of MMPs
Measurably improved citizen/business service delivery
Ownership by line ministry/ state department
Acceptable BPR & change management plan
Solutions can be rolled out in 2-4 years
emphasis on poor & rural communities
Use of PPP solutions
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India’s NEGP: Funding Sources
Existing ministry budgets (3% national guideline for IT)
Existing State funds
Additional Central Assistance (ACA) from the central government to the states.
External financing from the Bank and other donors, with harmonized administration procedures.
Private financing through Public Private Partnerships (PPPs)
User charges
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• To setup ICT- enabled CSCs in villages to deliver multiple services to the villagers
• To deliver all possible G2C services through these CSCs
• To promote public-private-partnerships (PPP) in ownership and operation of CSCs
• To provide government subsidies calibrated to financial sustainability of CSCs
India’s NEGP: Strategy for CSC Infrastructure
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India’s NEGP: Strategy for Capacity Building
Provide expert TA on project management and procurement
Support BPR plans of implementing departments
Finance extensive training program
Nurture stakeholder/domain networks
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Levels of Capacity Needs- at State Level
PROGRAMME
Leadership & Vision
Program Development
Program Management
Project Development
Project Management
•Policy Formulation•Committing Resources•Taking hard decisions
•Preparing Roadmaps•Prioritization•Frameworks, Guidelines
•Monitoring Progress•Inter-agency Collaboration•Capacity Management
•Conceptualization•Architecture •Definition (RFP, SLA…)
•Bid Process Management•Project Monitoring•Quality Assurance
PROJECT
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Program Management Overall Governance Structure- at National level (proposed)
Cabinet/ CCEA
Project Committees
Project Owners(Central Line Ministries
/ State Government)
Sub-Program Committees
Apex CommitteeExpenditure
Finance Committee
National e-GovernanceAdvisory Board(Chairman MCIT)
Project ApprovalProgramme Monitoring
NEGAP Strategy Setting
Working Group (Chairman Secy DIT)
Program Management Unit
DIT
Programme Secretariat
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Proposed Institutional Framework – at State level
State eGov Council (CM)
State Apex Committee (CS)
Departmental Committee
SeMT
DIT
DeMT
State Government
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Sourcing Capacities - OptionsRole Task Source of Capacity
Within Govt. Outside
Council Leadership & Vision
Policy FormulationResource Commitment
50% 50%
Apex Committee
SeMT
Program Development
eGov RoadmapPrioritizationFrameworks/ Guidelines
75% 25%
Program Management
Monitoring ProgressInteragency CollaborationCapacity Management
30-50%(tech + domain)
50-70%
DeMTProject Development
ConceptualizationArchitectureDefinition 50%
(domain) 50%Project Management
Bid Process ManagementProject MonitoringQuality Assurance
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Implications for the World Bank
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But is our client interested?
Strategic intent of a Government is signaled by: Formally expressed interest Active planning: documents are available and
have been discussed internally; ICT deployment is a part of PRSPs; e-readiness assessment done e.g. through an Infodev grant
Established government agency for ICT development
Strategy implementation already started
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Bank ICT Assistance Strategy
Assistance must be country-specific depending on government commitment and country e-readiness.
Given high risk of ICT investments, a careful implementation strategy is a must
For laggard countries, target ‘low hanging fruit’ projects with high visibility, quick impact and easy implementation.
For more advanced countries—i.e. have already implemented pilots-- the Bank can help in scaling up those systems that best fit within the CAS
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In the Bank , all types of public sector projects, have e-Gov in them
Improve administration structure and processes, civil service performance, public expenditure management de-concentration , revenue collection and accountability mechanisms.
E-Gov???Really???
Health SystemsModernization
Institutional Reform and Capacity Building Projects
Enhance efficiency of the Government’s decision-making process for public procurement and Documentation flow.
Trade facilitation and market access
Lay groundwork for effective health sector policy making & monitoring
Administration Capacity Building Projects
Supports improving the legal & regulatory framework for public financial management and new Integrated IFMIS
Civil Service Reform and Modernization
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Why is this important for the Bank?
Conservatively more than 50% of our projects involve significant investments in ICT
Most ICT project components involve e-Government initiatives
Several countries envisioning comprehensive projects: e-Lanka, India’s e-Bharat, e-Vietnam, e-Ghana, e-Peru
Several regions working on an ICT strategy (SAR, EAP)
Most of our clients are investing in this area anyway, it is better the Bank has a strategy to manage that investment and get better/wider impact from it
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Who provides this support?
ISG – e-government practice – applications, e-government strategies
GICT – telecom, policy, infrastructure, e-agenda
Legal - legal frameworks WBI – client training, distance learning Regional units – AFTQK, ECSPE Sectors – for domain knowledge
especially PREM
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Closing thoughts
A country’s e-government strategy will need to be calibrated to the country's situation in terms of
PC & Internet penetration, (adequate technological infrastructure)
software development capabilities available locally,
literacy levels (both conventional & IT), economic level (ability to pay), Legal framework languages prevalent, etc. preparedness and commitment of political,
administrative and technical leadership.
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And Finally E-Govt is a multi year commitment. Even if technology
can be rapidly implemented organizational change takes time and use patterns change even more slowly.
E-Government offers tremendous opportunities for improving service delivery, efficiency and transparency in government
High risk of e-government projects require careful design Client countries increasingly require this type of
assistance from the World Bank Finally – while e-Govt is important it is a means to an
end, and not an end in and of itself (its about the ‘g’ and not the ‘e’)
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Credits – Contributors and Reviewers
Government of India - DIT
Åke Grönlund Elisabet
Rosengren Seda Pahlavooni
Subhash Bhatnagar Mark Dutz Tenzin Dolma
Norbhu Joan McCalla Eduardo Talero
Contributors Reviewers
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E-Government: Lessons of experience
E-Government cannot perform as a substitute for governance reform
E-Government must address the rural urban divide
Manage expectations: e-government is not a magic bullet
Translating promises to benefits involves difficult organizational changes.
There is no “one size fits all” strategy: the context needs to be understood
Balance top direction and bottom up initiative Avoid large failures; deliver early results
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E-Government: Lessons of experience
Identify priority interventions that are capable of exploring a country’s competitive advantage, delivering cross-cutting positive impacts
Promote partnerships between government, private sector, civil society and donors
Avoid technology focus: ensure complementary investment; skills, organizational innovation and incentives are crucial for making technology work
Emphasize training and capacity building
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Country Experiences: UK
Focus on improving government services for citizens Priority on ‘high impact’ areas - Take-up of services must be the key driver of investment and the key performance
indicator. Create competitive pressure
Open up electronic delivery of government services to the private and voluntary sectors.
Do not make exclusive contracts for front-end delivery Ð avoid private sector monopolies.
Let electronic delivery compete with traditional delivery inside government. Make the Internet the backbone to ESD, but allow multiple entry routes.
Reward innovation, accept some failure Get going quickly, and keep learning from mistakes. Set ambitious goals, informed by citizen preferences. Begin with prototypes that can be built quickly and tested. Quickly scale up successful prototypes for launch. Be ruthless in weeding out unsuccessful government e-venture
Push for efficiency savings Wherever possible ESD should substitute rather than complement traditional
delivery. Determine the trade-off between trust and income (e.g. advertising) for each
service.
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Country Experiences - Australia
Agency e-government programs are more likely to be successful when:
Executive-level support has been obtained from the CEO and senior agency staff
Agency staff are committed to the broader concepts of e-government
Recognition exists that people wish to deal with government through a variety of channels, and service delivery strategies are tailored accordingly
Potential awareness is heightened by promoting availability of online programs to people
Legislation and authentication issues have been resolved Confidence has been raised through electronic signatures Models for effective inter-agency collaboration have been built
and proven Momentum is maintained through better integration of
enterprise, work, information, application and technology architectures with and among agencies
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Country Experiences - Canada
Canada regularly surveys citizens and businesses about their attitudes and needs--more so than any other country.
Canada also actively markets its E-government services. It advertises on TV and radio, ad in airline magazines and newspapers to get citizens to use its portal
Canada, like many nations, has a national CIO, given the necessary muscle to drive standards and create a common E-government offering
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Country Experiences - Singapore
To pull down silos, you need a big stick Vision of "many agencies, one government" became
mantra The Ministry of Finance was sole authority in approving
funding for e-government projects IDA managed central IT and telecom infrastructure and
defined national policy, standards and procedures All e-services followed same security, electronic payment
and data exchange mechanisms, by regulatory and policy mandate
While Internet technology was an enabler, people made it happen, through strong e-leadership Deputy prime minister launched the plan in 2000 "to be a leading e-government to better serve the nation in the digital economy."
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New Zealand e-Government Architecture
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Sri Lanka e-Government Architecture
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India e-Government Architecture
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Australia e-Government Architecture
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