e-Governmente-Government

Internal PerspectivesInternal Perspectives

Internal PerspectivesInternal Perspectives motivationmotivation

– why do governments adopt an e-orientationwhy do governments adopt an e-orientation– why do departments/senior managers adopt an e-orientation?why do departments/senior managers adopt an e-orientation?

requirements requirements – what drives the standards governments must meetwhat drives the standards governments must meet– what must be done differently?what must be done differently?

challenges challenges – what problems must be overcome?what problems must be overcome?

perils perils – what hazards might be posed by this type of reorientation what hazards might be posed by this type of reorientation

Internal Perspectives – Internal Perspectives – Motivation of DepartmentsMotivation of Departmentsclient demandsclient demandsefficiency and effectivenessefficiency and effectivenesspolitical support for e-government strategypolitical support for e-government strategy interdepartmental leadershipinterdepartmental leadership

Internal Perspectives – Potential Internal Perspectives – Potential UsesUses

externalexternal– G2CG2C– G2BG2B– G2GG2G

internalinternal– communicationscommunications

IntranetsIntranets

– integrated human resource managementintegrated human resource management– e-procuremente-procurement

Internal Perspectives – Internal Perspectives – e-procuremente-procurementprocess costs for purchasing ordersprocess costs for purchasing orders

– currently $130 per ordercurrently $130 per order

anticipated return on e-procurementanticipated return on e-procurement– 300% (Deloitte Consulting)300% (Deloitte Consulting)

Internal Perspectives -- Internal Perspectives -- RequirementsRequirementsexternal demands driving approach to e-external demands driving approach to e-

governmentgovernment– e.g. private sector makes personalization the e.g. private sector makes personalization the

normnorm– ease of access – e.g. portalsease of access – e.g. portals

The Crossing Boundaries ProjectThe Crossing Boundaries Project

what boundaries do you think they are what boundaries do you think they are referring to??referring to??– interdepartmentalinterdepartmental– intergovernmentalintergovernmental

Internal Perspectives -- Internal Perspectives -- RequirementsRequirements improved accessimproved accessadequate infrastructureadequate infrastructure

– cooperationcooperation

Internal Perspectives – Internal Perspectives – Organizational RequirementsOrganizational Requirements

““Portals are not just a better way for customers to access Portals are not just a better way for customers to access their government; they are governments’ blueprint to a their government; they are governments’ blueprint to a new paradigm of operation.”new paradigm of operation.” Deloitte, 2001Deloitte, 2001

silo organizational structure transformed silo organizational structure transformed – networks – “collaborative clusters supported by centralised shared networks – “collaborative clusters supported by centralised shared

processes”processes”

two caveatstwo caveats– single window delivery is single window delivery is notnot new concept new concept– change in operation or organization?change in operation or organization?

is this just creating new silos?is this just creating new silos?

Internal Perspectives -- Internal Perspectives -- RequirementsRequirements improved accessimproved accessadequate infrastructureadequate infrastructure

– cooperationcooperation

appropriate program designappropriate program design

Internal Perspectives – Technical Internal Perspectives – Technical ChallengesChallenges technicaltechnical

– integrated infrastructureintegrated infrastructure ““federated architecture”federated architecture”

– IT workforceIT workforce– however...challenges are not however...challenges are not primarilyprimarily technical technical

Internal Perspectives – Political Internal Perspectives – Political ChallengesChallenges internal resistance?internal resistance?

– all organization changes (no matter how small) all organization changes (no matter how small) are are politicalpolitical

generate winners and losersgenerate winners and losers potential losers will resist changes!potential losers will resist changes!

Internal Perspectives – Political Internal Perspectives – Political ChallengesChallenges

interdepartmental cooperationinterdepartmental cooperation– ““...in the private sector significant changes in ...in the private sector significant changes in

organizational structure have followed technological organizational structure have followed technological investment. In governments, by contrast, technology investment. In governments, by contrast, technology investment has only led to increased transaction intensity investment has only led to increased transaction intensity and, in some cases, the slicing off of government activities and, in some cases, the slicing off of government activities to new forms. We have not seen the structure within to new forms. We have not seen the structure within government change – flattening the vertical nature of government change – flattening the vertical nature of government, decentralizing dealings with the public and government, decentralizing dealings with the public and centralizing policy, to mirror private-sector adaptations.”centralizing policy, to mirror private-sector adaptations.”

Schachter 1999Schachter 1999– ““Crossing jurisdictional boundaries – as the public would Crossing jurisdictional boundaries – as the public would

like – will be more difficult, positive rhetoric like – will be more difficult, positive rhetoric notwithstanding.”notwithstanding.” PWC 2001PWC 2001

Internal Perspectives – Political Internal Perspectives – Political ChallengesChallengesbarriers to interdepartmental cooperationbarriers to interdepartmental cooperation

– interdepartmental politicsinterdepartmental politics different functions/mandatesdifferent functions/mandates turf protectionturf protection

– accountability concernsaccountability concerns why do we have “silos” in government?why do we have “silos” in government?

Internal Perspectives – Political Internal Perspectives – Political ChallengesChallengesbarriers to interdepartmental cooperationbarriers to interdepartmental cooperationbarriers to intergovernmental cooperationbarriers to intergovernmental cooperation

– ““By their very nature, ICTs are hostile to the By their very nature, ICTs are hostile to the partitioning of the political world which is so partitioning of the political world which is so important for federal states.”important for federal states.” Gibbins, 2001Gibbins, 2001

– cooperation on portal delivery raises all the age-old cooperation on portal delivery raises all the age-old difficulties of federal-provincial cooperationdifficulties of federal-provincial cooperation

– will generate some resistancewill generate some resistance differ by program areadiffer by program area differ by province (e.g. Quebec)differ by province (e.g. Quebec)

Internal Perspectives – Political Internal Perspectives – Political ChallengesChallenges

barriers to interdepartmental cooperationbarriers to interdepartmental cooperation barriers to intergovernmental cooperationbarriers to intergovernmental cooperation channel-switching places organizational structure channel-switching places organizational structure

in questionin question– competition within a departmentcompetition within a department– e-business disconnects location of citizens and service e-business disconnects location of citizens and service

providersproviders– some delivery partners (e.g. private license issuers) some delivery partners (e.g. private license issuers)

may be “disintermediated” because citizens prefer may be “disintermediated” because citizens prefer electronic serviceelectronic service

Internal Perspectives -- Internal Perspectives -- ChallengesChallengesbarriers to interdepartmental cooperationbarriers to interdepartmental cooperationbarriers to intergovernmental cooperationbarriers to intergovernmental cooperationchannel-switching places organizational channel-switching places organizational

structure in questionstructure in questioncost-savings through workforce reductionscost-savings through workforce reductions

– ““Public sector managers are reluctant to commit Public sector managers are reluctant to commit to such large cost reductions.” to such large cost reductions.” PWC 2001PWC 2001

Internal Perspectives – Political Internal Perspectives – Political ChallengesChallenges there will be obstacles to adoption of e-there will be obstacles to adoption of e-

government technologies/approachgovernment technologies/approachadoption will be unevenadoption will be uneven

– across timeacross time– across policy areasacross policy areas– across departmentsacross departments– across jurisdictionsacross jurisdictions

Internal Perspectives -- PerilsInternal Perspectives -- Perils

security/privacysecurity/privacy increasing cross-departmental cooperation (esp. sharing increasing cross-departmental cooperation (esp. sharing

of data) will generate concerns for security and privacyof data) will generate concerns for security and privacy

choice and coercionchoice and coercion reducing overlap through cooperation may generate reducing overlap through cooperation may generate

concerns regarding coercion/reducing choiceconcerns regarding coercion/reducing choice ““Realizing potential savings will require active Realizing potential savings will require active

encouragement of channel switching, whether through encouragement of channel switching, whether through advertising, differential fees, or downgrading of service advertising, differential fees, or downgrading of service in existing channels.”in existing channels.”

PWC 2001PWC 2001

– NETFILENETFILE

Internal Perspectives -- PerilsInternal Perspectives -- Perils

security/privacysecurity/privacychoice and coercionchoice and coercionprogram effectiveness and qualityprogram effectiveness and quality

new program design criteria – outside in, seamless new program design criteria – outside in, seamless access, etc.access, etc.

not the same as program effectivenessnot the same as program effectiveness

Internal Perspectives -- PerilsInternal Perspectives -- Perils

security/privacysecurity/privacychoice and coercionchoice and coercionprogram effectiveness and qualityprogram effectiveness and qualityaccountabilityaccountability

– results-based accountabilityresults-based accountability– ““citizen as customer”citizen as customer”