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e-Government Digital leveraging innovative, efficient public services

Sofrecom, The Know-How Network

CONTENTS

page 3 Introduction

page 4 e-Government: digital is renovating

public services

page 6 e-Government: a vector for economic

growth and citizen satisfaction

page 8 e-Government maturity: measure and

progress

page 13 Key factors for success of your

digital transformation

page 16 Sofrecom, a strategic partner to

succeed your digital transition

page 22 About Sofrecom

“In tomorrow's ultra-connected

world, the boundaries between

physical and digital will become

increasingly blurred. We can expect to

see new solutions that improve the

well-being of our citizens, for example

in the fields of healthcare and

education.

Territorial authorities, industrial

partners, universities, start-ups and

small companies will invent new forms

of innovation, more agile and flexible

and more open to our environment.”

Stéphane Richard CEO, Orange

Authors: Samia Bendali-Amor: Head of the IT Consulting

Department and Government programme.

Hicham Saoud: Government Department Manager

Contributors: Jacques Solal: Projet Director

Fanny Millet: Marketing Manager

193 countries

100% of UN Member States

now propose online services

(up from 175 in 2003)

(UN e-Government Benchmark - 2016)

(UN e-Government

Benchmark - 2016)

Introduction

Disruptive technologies tend to radically

change practices and inverse existing trends:

Governments have always been rapid in exploiting

information technologies, but today Internet usage

is driven by individuals and businesses. In

particular, massive Internet usage via smartphones

made possible by telecom operators is having

enormous impact. We are seeing strong growth of

electronic commerce, discussion forums on social

networks and online learning and training

platforms.

In this context, all governments are seizing these

formidable technological opportunities to improve

the quality and efficiency of public services (while

rationalizing their cost), to revamp administrative

processes, and to better communicate with citizens

and businesses. They are launching innovate,

useful online services such as e-Healthcare, e-

Agriculture and e-Education.

Looking ahead, we see new challenges for

governments. In developed countries, the digital

transformations making our cities "smarter" must

be accompanied by "smart government", while

emerging countries must continue to develop the

fundamentals of electronic governance (e-

Government).

The growth and development of all nations

depends on the adoption of information and

communication technologies (ICT) in all economic,

social, environmental and cultural sectors.

This document aims to demystify the notion of e-

Government and to outline its main

implementation stages. It replies to a number of

basic questions: What is e-Government? Why do

we need it? What are its main challenges? What

role do ICTs play?

Drawing on its highly specialized expertise in ICTs in

general and e-Government in particular, Sofrecom

supports governments worldwide in their study and

implementation of digital transformation programs

intended to drive economic and social development

and to serve citizens.

03

E-GOVERNMENT: DIGITAL SERVING ECONOMIC DEVELOPMENT AND CITIZEN WELL-BEING


DEFINITION

The European Parliament defines e-

Government as "the use of information

and communication technologies in

public administrations, associated with

reorganization and acquisition of new

employee skills. Its goals are to improve

public services, strengthen democratic

processes and support government

policies."

E-Government: digital is renovating public services

E-Government creates a new relationship

between public institutions and citizens and

businesses.

In the past, all contacts took place at the

administrative counter of a government agency

staffed by an official working only on certain days

and at certain times and using paper forms

exclusively.

Thanks to modern ICTs, and notably wireline and

wireless Internet and a wide choice of

communication devices (PC, smartphone, tablet), it

is possible to offer citizens information and

interactive services 24/7 via electronic information

exchange and web applications. In big countries

with large rural populations, the benefits are

enormous, for in the past administrative obligations

involved several days of effort and long trips

between the citizen's home and a physical

government agency.

E-Government aims to improve the efficiency,

user-friendliness, transparency – and cost – of all

interactions between:

•different government agencies (G2G)

•government and citizens (G2C)

•government and businesses (G2B)

04

Get information Consult Request Declare

Pay Share

Get information Create a company

Declare social contributions

Make Payments

Hire employees

Governmental intranet

Digital workspaces for public agents Digitalization of

business processes

Domaines Benefits

G2C

G2B

G2G

•Request a copy of civil status documents

•Guide for administrative procedures

•Online complaints

•Make appointments online

•Pay taxes and duties online

•Driving License formalities

•Request a copy of a police record

•School/university registration

•Request a student grant online

•e-Participation platform

•Social declarations for employees

•VAT declaration and payment

•Tax declaration and payment

•Digitized public procurement

•Create/register companies online

•Digitized customs procedures

•Deliver authorizations, certifications and

accreditations

•Inter-administrative intranet

•Online Ministerial Council

•e-Parliament

•Collaborative messaging

•Integrated management of public spending

•e-Jobs site for civil servants

•e-Learning for civil servants

•Digital workspaces for civil servants

005



E-Government: a vector for economic growth and citizen

satisfaction

In recent times, all countries have been subjected to numerous factors impacting their socio-

economic equilibrium. Exploiting modern technologies, e-Government helps support sustainable

economic and social development.

Multidimensional challenges

Governments, despite their frequent budgetary

constraints, strive to respond to varied needs:

• Meet the increasing quantitative and qualitative

exigencies of citizens

• Improve territorial attractiveness

• Attenuate the digital divide

• Respond to growing demand for public

accountability and democratic participation

Digital serving national economic and social

development

Technological progress and new digital

communication modes make it possible to

transform the roles and operations of public

administrations, and they can make a real

contribution to socio-economic development by:

• Improving the quality of public services

• Making life easier for citizens, businesses and

government employees

• Increasing public transparency and citizen

involvement

• Modernizing the public administration

• Improving the performance, efficiency and

effectiveness of administrative processes

• Aiding growth of the national ICT industry

• Enhancing the country’s attractiveness and

regional and international reputation

08 08 06

CORRELATION BETWEEN E-GOVERNMENT AND COMPETITIVENESS

The World Economic Forum's "Global

Competitiveness Report 2015-2016" points to a

correlation between a country's competitiveness

and its e-Government development index. In other

words, countries with a highly developed national

digital policy tend to have a more competitive

economy.

The United Nations remarks1 that correlation does

not necessarily mean causality, yet it is reasonable

to suppose that a high level of ICT penetration and

adoption in the private and public sectors

(including e-Government) has positive impact on

competitiveness. By revolutionizing working

methods in all sectors, e-Government generates

conditions favorable for sustainable growth2.

1 United Nations e-Government survey 2016

2 United Nations e-Government Survey 2016

007

E-government Development Index (EGDI) 2016

(United Nations e-government benchmark – 2016)

Glo

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om

pe

VV

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ess I

nd

ex 2

01

5-2

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HCI1/3

TII1/3

OSI1/3

OSI-Online ServiceIndex

TII-TelecommunicationIndex

HCI-Human CapitalIndex

E-Government maturity: measure and progress

Although public service digitization is now underway

in most countries around the world (all UN Member

States now have a national website), we still

observe great disparity of digital maturity. The UN

publishes an index and a four-step methodology to

evaluate this maturity and the advancement in

deploying value-added e-services for the benefit of

citizens and public employees.

Government digital maturity: online services,

telecoms and IT infrastructures and human

capital

0.4992

The UN e-Government Development Index (EGDI) is

calculated from a weighted average of normalized

scores on three important aspects of e-

Government: online services, IT infrastructures and

human capital.

• The "Online Service Index" score is an

assessment of features related to government

online service delivery (websites, statistics,

documents, usage uptake, etc.).

• The "Telecommunication Infrastructure Index" is

an appreciation of the penetration in the population

of wireless and wireline infrastructures enabling

Internet access.

• The "Human Capital Index" takes into account

adult literacy and education enrolment and

attendance rates in order to assess the ability of a

national population to understand and adopt

Internet services.

0.4992 is the world average

value of the e-

Government

Development Index

(EGDI) in 2016.

The United Kingdom is

the top-ranked country

with an EGDI of 0.9193.

E-GOVERNMENT PERFORMANCE RANKINGS WORLDWIDE AND BY REGION

REGIONAL TOP E-GOVERNMENT PERFORMERS

TOP E-GOVERNEMENT PERFORMERS

United Kingdom

Australia

Republic ok Korea

Singapore

Finland

Sweden

Netherlands

New Zeland

Denmark

France

Africa

Americas

ASIA

Europe

OCEANIA

Mauritius

Tunisia

United States of America

Canada

Republic of Korea

Singapore

United Kingdom

Finland

Australia

New Zealand

UNITED NATIONS E-GOVERNMENT SURVEY

Every two years since 2003,

the United Nations

Department of Economic and

Social Affairs (UNDESA)

conducts a worldwide

comparative study of e-

Government maturity.

The prime function of these

surveys is to update the e-

Government status of all UN

Member States. This provides

a useful benchmark that helps

decision-makers to identify e-

Government benefits and

challenges and to guide their

digital governance policies.

The reports also highlight

emerging trends, issues,

innovative practices, and e-

Government development

challenges and opportunities.

009



"ONLINE SERVICE INDEX": THE E-GOVERNMENT MATURITY MODEL

To compare the maturity of online services, the

UN has developed a four-phase maturity model.

Phase 1: Internet presence

The first stage is the Administration's Internet

presence: the government creates a static "shop-

window" site presenting essentially institutional

information (administration, elected officials,

managers, administrative and other services) and

practical information (opening hours, phone

numbers, procedures, etc.).

Phase 2: Interactivity

This stage consists in enhancing the informational

portal that formerly provided only static information

by adding interactive communication tools such as

forums, information request forms, email contacts

for different services, etc.

Phase 3: Administrative transactions

More than just a communication and interaction

tool, the Administration's Internet portal now

becomes a distribution channel for public services;

it enables people to fulfill their administrative

obligations online. These administrative procedures

may be partial or total. In the first case, only some

of the necessary steps are automated, whereas in

the second case the entire process is

dematerialized.

Phase 4: Integration

This is the final, mature stage of the e-

Administration program. Integration covers various

aspects such as the integration of back-office

information systems (businesses applications) with

information systems managing contacts with

citizens. It also concerns the notion of "service

packaging" by which various public processes are

grouped at a single point of entry for users.

16 16 18 10

A large majority of governments have today reached stage 2 (interactivity), but the transition to stages

3 (transactional) and 4 (integration) is complex. An end-to-end approach involving all necessary

specialists is vital: technical infrastructures, legal, interoperability, e-payment, e-signature, etc.

111



12

Key factors for success of your digital transformation

Our experience acquired in numerous e-

Government projects worldwide has enabled us to

identify 10 key factors successful national digital

transformation.

Political leadership

Political will is absolutely imperative to drive a

country's digital transformation. Developing e-

Government is not just a technical challenge: it

requires a paradigm shift that overturns traditional

public management practices. It is vital that the

chosen approach enjoys the full support of the

highest authorities in order to converge the efforts

of all stakeholders (elected officials, administration

staff, public employees, citizens, enterprises,

associations, universities, etc.) and thereby

guarantee the nationwide consistency of the e-

Government approach.

Strategic vision

Implementing a digital administration strategy

presents political, human, organizational and of

course financial challenges. Electronic

administration cannot be simply imposed by

legislation; it must be prepared, since its success

requires that all these challenges be addressed in

parallel. Adaptating and preparing the new

ecosystem is a prerequisite. This means defining

clear goals, an action plan and a budget for the e-

government program. To neglect this phase would

imperil the allocated investments.

"Think big but start small"

The feasibility of an e-Government program

depends on the technical possibilities and on

current usages and habits of citizens and civil

servants. Projects should be developed over the

long term ("think big"). They can be conceptualized

in several ways that can evolve over time.

For each project it is indispensable to define a

flexible action plan and a demonstrational

approach ("start small") that allows Ministries and

Administrations to recognize the benefits for them

and therefore adhere durably to the project while

maintaining the motivation and energies necessary

to drive progress.

Comprehensive change management

The strategic orientations of the program must be

decided through a consensual process that aims to

arrive at a viewpoint and goals shared by all

stakeholders: policy decision-makers,

administrative managers and their staff, and

citizens (individuals and businesses). In practice,

this requires comprehensive and participative

change management.

Political Leadership

Stratregic vision

"Think big but start small"

Comprehensive change

management

Connectivity

Social and technological

watchdog activities

Legal and institutional

framework

Modernizing government

information systems

013



Connectivity

Nationwide connectivity is the indispensable

technological foundation on which digital

government is built. Today's wireline and wireless

network technologies can support all G2G, G2C and

G2B usages. The reach and quality of the

telecommunication and IT technical infrastructures

strongly impacts the development of usages and

therefore the efforts to reduce the digital divide.

Many different development actions are possible.

The choices depend on the technological maturity

and needs of each country:

• Deploy high-speed optical fiber networks.

• Harmonize public communication means by

creating convergent (VoIP type) telephone networks

and common messaging servers.

• Roll out a national and international IP network

to provide Internet access.

• Build datacenters to host IT equipment and

application servers, portals and shared centralized

platforms.

• Define a charter imposing standard web 2.0

technologies.

• Build databases to store information, plus

Electronic Document Management (EDM) systems

to manage information life cycles from creation to

final destruction.

Social and technological watchdog activities

To facilitate and speed e-Government, a social and

technology intelligence effort is essential in order

to:

1. Identify socio-economic trends favorable to

digital government.

2. Identify the services best able to meet the needs

of Administrations and their users.

3. Gage and place the country's e-Government

development relative to that elsewhere, and

monitor this comparison over time.

To ensure the complete success of this activity, the

monitoring system must first be defined and set up:

selection of generalist and specific sources,

investment bank reports, consultants, social

networks, field feedback, data collection and

analysis, prospective, anticipation and market-

watch activities, information management, etc.

Once this is done, the operation of the system by

teams of expert can be organized. Finally, durable

change management is essential.

Legal and institutional framework

In addition to technical aspects, e-Government

requires a legal and institutional framework. A

governance ecosystem must be created at every

level in the Administration: central, sectorial and

local in order to supervise digital transformation

projects. The legal framework must be adapted to

the specificities of the digital economy in general

and electronic governance in particular: electronic

transactions, e-commerce, access to and protection

of personal data, electronic archiving, electronic

signature, cybersecurity, and so on.

Modernizing government information systems

Computerization of the State is indispensable to

accompany e-Government. All Administration

functions and activities (register of births,

marriages and deaths, finance, human resources,

education, health, social, etc.) are potential

candidates for digitization in order to allow them to

propose online services (including mobile access)

for citizens and businesses.

The success of these transformations depends

heavily on the quality of the information systems,

and above all on the coherence of their

environment and their ability to interoperate.

14

To meet this challenge, many countries have

adopted modern IT engineering methods based on

the "Enterprise Architecture" approach.

Human capital

E-Government imposes major changes on everyone

involved: elected officials, government employees,

citizens and enterprises. Successful digital

transformation depends on the ability of the

ecosystem to assimilate these changes, which is

why capacity building and change management are

so important.

Useful actions include:

• Popularization of ICT usage.

• Training for employees.

• Introduction of ICTs in primary-school, high-

school and university education courses.

• Development of professional ICT training.

• Promotion of social dialog (in view of the impact

of ICTs on jobs and skill requirements).

Communication

As for all federating national strategies, the vision

and purpose of e-Government must be accepted by

everyone across the entire ecosystem: citizens,

businesses and public employees.

Internal and external communication is

indispensable to assure the involvement, adhesion

and commitment of all digital governance players.

015



Sofrecom: a strategic partner to succeed your digital transition

Sofrecom has capitalized on its long experience of

serving telcos and public organizations worldwide

to develop its "e-Government Framework", a

methodology to define all the components of a

holistic, structured, durable e-Government

approach. We support our clients from A to Z,

starting with the joint construction of an overall

plan and reinforcement of e-Government

foundations and ending with deployment of

solutions.

OUR FOUR-STEP APPROACH

1. Build the vision

The success of your project requires a shared

understanding of the challenges and prioritization

of the goals. The vision must take into account

legal, economic, administrative, technological,

human and cultural traditions.

A digital government strategy must define e-

Government orientations over a period of 5 to 10

years. It must cover the services proposed to users

(citizens, enterprises and civil servants) and all

projects or prerequisites necessary for developing

online administrative services.

SOFRECOM’S E-GOVERNMENT FRAMEWORK

16

2. Build the foundations

The chosen development paths are translated into

short and long-term action plans, backed by

Sofrecom’s commitment to deliver on time. Your

governance is rational and you remain in control of

your transformation.

• Governance and organization

• Legal framework

• Norms and standards

• Telecom and IT infrastructures

3. Deploy the solutions

During the project, know-how is transferred

progressively through daily contact between our

consultants and the customer's personnel. The end

of the project is marked by a formal transfer of

tools and methods.

4. Manage change and develop skills

E-Government is not just about technologies, it also

requires managerial transformations which induce

organizational changes that could impact public

employees’ motivation and team dynamics. For this

reason, it is important to establish effective social

dialog and internal and external communication in

order to:

• Boost personnel skills, motivation and

commitment at all levels in the organization, in

accordance with your strategic orientations.

• Secure the support of citizens and businesses.

• Skills • Motivation

• Involvment

• Vertical Solutions (Health, Education, Agriculture…)

• Digitisation • e-Services

• Networks • Data Center • Cloud • ITN Securit

• e-Gov vision

• e-Gov Master plan

Capacity Building

Connectivity & Infrastructure

Digital Solutions

Digital Strategy

017



Standards & Best

Practices

Skills &

Know-How

End-to-End

Vision

e-Gov End-to-End Vision

Layers coverage: Strategy, Business, Network, IT

Capacity Building

Sofrecom Group

Orange Group & Skill centers

Partners : Expertise France, SofrePost, Softeam

EXAMPLES OF E-SERVICES

18

Our international experience

Sofrecom's experts have assisted 20 African and

Asian governments during e-Government definition

and implementation projects. Examples include:

• Definition of an e-Government strategy: we

supported a government define its 5-year e-

Government plan and break this down into well-

defined, ready-to-go projects (project manager,

contributors, calendar, action plans, etc.). This

country now boasts one of the most advanced e-

Government programs in Africa.

• Creation of governance instances as part of an

e-Government program in Asia: we supervised the

creation of governance entities and processes in

the program roadmap in order to ensure that

projects are efficient and durable.

• Network infrastructure deployment for an e-

Government program: our work covered the

broadband strategy, audit of existing

infrastructures (networks, data centers), optical

network design and rollout, infrastructure

modernization, rollout supervision, and know-how

transfer.

• Specific application developments: design and

testing of an application to register births via

cellphones in rural Africa; system for

dematerialized customs procedures; development

of a mobile app dedicated to driving offences in

Morocco (see the box).

MOBILE APP TO CONSULT DRIVING

OFFENSES IN MAROCCO

The Moroccan Ministry of Equipment

and Transport asked Sofrecom to

develop an application to allow drivers

to consult, via their phone and in real

time, any infringements of road traffic

regulations that they might have

committed.

The application dubbed "Driving

Offences" is accessible in Arabic and

French via any smartphone or tablet.

It enables drivers to:

•Check whether they have committed

any offences,

•Be notified by mobile phone of any

offences, and see their remaining

driving license points.

•Contact the Administration by e-mail

to report any apparent bugs in the

application and even make

improvement suggestions and report

driving offences committed by public

transport drivers by calling the call

center directly (4646).

•Access the portal of the General

Treasury of the Kingdom of Morocco to

pay fines.

This app is part of a much broader

program called "Digital Morocco" that

aims to promote digital administration

services by facilitating procedures and

giving citizens better access to

information;

019



Many Sofrecom consultants have acquired solid experience at Orange in the design and

implementation of e-services for the French government.

20

Specialized expertise thanks to very close relations with our parent

company, Orange

Sofrecom has successfully completed projects in more than 100 countries over the last 50 years. As an

Orange Group company, it has access to all the technological innovations of Orange R&D centers.

Innovative Services

021


About Sofrecom

Sofrecom, an Orange subsidiary, has developed

over 50 years unique know-how about operators’

businesses, making it a world leading specialist in

telecommunications consultancy and engineering.

Its experience of mature and emerging markets,

combined with its deep understanding of the

structuring changes affecting the telecoms market,

make it a valued partner for operators,

governments and international investors. In recent

years, 200 major players in over 100 countries

have entrusted strategic and operational projects

to Sofrecom.

In the ongoing digital revolution, Sofrecom assists

its customers’ digital transformation, boosting their

operational performance and service

differenciation. It has developed highly innovative

approaches to specific challenges such as

customer experience management, B2B, smart

services, security, m-banking, e-government and

change management.

Sofrecom’s strengh lies partly in its diversity, with

1400 consultants and experts of more than 30

nationalities working in 11 agencies around the

world.

In 2015, Sofrecom earned the AFNOR Diversity

Label for its policy of proactively promoting

professional diversity, equality and non-

descrimination.

Sofrecom is above all a network of men and

women, a powerful network of know-how and

expertise that ties its personnel to customers,

Orange experts and industrial and local partners.

Sofrecom’s Know-How Network is also the

guarantee of effective transfer of know-how and

skills for sustainable transformation based on

internationally certified methodologies. Sofrecom, The Know-How Network

EUROPE

Sofrecom S.A.

24, avenue du Petit Parc

94307 Vincennes Cedex, France

�+33 1 57 36 45 00

[email protected]

MAGHREB

Sofrecom Algeria

6, rue des Frères Kadri – Hydra

Alger, Algeria

� + 213 21 60 70 67

[email protected]

Sofrecom Services Maroc

Technopolis

Bâtiment BO – 2nd floor

11100 Sala Aljadida, Marocco

� + 212 5 37 27 99 00

[email protected]

Sofrecom Tunisia

Immeuble Matrix

Rue du Lac Constance

Les berges du Lac

Tunis, Tunisia

� + 216 71 162 800

[email protected]

MIDDLE-EAST

Sofrecom Middle-East

Dubai Internet City

Building 3, Office 103

P.O. Box 500425

Dubai, United Arab Emirates

� + 971 4 446 4792

[email protected]

ASIA

Sofrecom Indonesia

Graha Aktiva, 4th floor

JI. HR. Rasuna Said

Blok X- I Kav.3

Jakarta 12950, Indonesia

� + 62 21 52920350

[email protected]

Sofrecom Malaysia

C/0 MFCCI Business Centre

N°2A-6th floor, Plaza Sentral

Jalan Stese, Sentral 5

50470 Kuala Lumpur, Malaysia

� + 60 320355434

[email protected]

Sofrecom Thailand

Zuellig House, 5th Floor

1-7 Silom Road,

Silom, Bang Rak

Bangkok 10500, Thailand

� +33 6 32 64 05 28

[email protected]

AFRICA

Sofrecom Ivory Coast

7, avenue Noguès

Immeuble BSIC, 5th floor

01 BP 5754 Abidjan 01

Ivory Coast

� + 225 20 30 59 46

� + 225 47 32 77 87

[email protected]

AMERICA

Sofrecom Argentina

Reconquista 609 – C10031BM

Buenos Aires, Argentina

� + 5411 45 15 90 00

[email protected]

Sofrecom Silicon Valley

Pascale Vieljeuf

� + 33 1 57 36 47 43

[email protected]

23


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