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Designing and Implementing e- Government Strategy Deepak Bhatia

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Page 1: E govt Strategy in aspect of Cloud Computing

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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