implementation

HUL 291: Electronic Governance

P. Vigneswara IlavarasanMS 624 | [email protected]://egroups.google.co.in/egov_iitd

Vignesh 1

Presenter

Presentation Notes

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mailto:[email protected]

Framework

• Vision statement and plan• Front office• Back office• Possible pitfalls

2Vignesh

Vision statement and plan

Vision statements• Broader• Provides directions

• Uniting common goals

E‐gov objectives• Applies to any unit / size

• More concrete

3Vignesh

Presenter

Presentation Notes

- Objectives can be at any level

Front office

Online services• Stages in egov: from ‘info’ to ‘interactions’

• Quality service• Citizen centric channel integration

Citizen engagement• balancing privacy, trust, security & access

• When to engage? | Who? | How?

• Accessibility• Consultation & Public participation / deliberations

4Vignesh

Presenter

Presentation Notes

When to engage? – agenda setting stage of policy cycle, some during monitoring Who? – depends – geographic, differing target groups How – integration of all possible ICTs Consultation & Public participation à epetitions, less govt. do.,

Akshat

Highlight

This is like for websites of governments there are several stages. 1. first only information giving.. .. final stage. having two way interactions with the people.

Back office• Organizational change• Leadership• Central co‐ordination• Collaboration• Skills• Public‐private partnerships• Managing risk and cost• Monitoring and evaluation

5Vignesh

Presenter

Presentation Notes

Organizational change – use of ICTs in offices leads to productivity, efficiency, savings, blurring old boundaries between two units shifting power dynamics challenges –internal resistance, supportive HR, legal, privacy policies Leadership championing the cause of egov., political leadership, at all levels, as a coordination tool challenges in terms of skills Central co-ordination information sharing and coordinating across various unit to avoid duplication, NOT decision making, facilitate coordination, frameworks and standards, Requirements :- decentralized units, peer review, e-procurements, budget funding Collaboration seamless service, serving customers through multiple points, various govt. units collaborate, technical interoperability, cluster of agencies with common clusters, Implications à budget, coordination, uniform content creation, accountability, audit scrutiny Role of managers & egov coordinators à develop shared vision, formal cooperative mechanisms, incentives for collaboration, customer-focused clusters, internal governance frameworks Ensuring skills IT skills, Info management skills, Info soc skills, mgmt skills Doing the needful skill development and training, long time investment & process, outsourcing, Role of egov coordinators – increase awareness of the need, standardized assessment, shared training needs, Public-private partnerships for à govt can focus on core policy & business values, specialized skills from private partners, risk sharing, reduce upfront funding, faster economies of scale, possibilities of innovation, knowledge exchange Types à contractual, established, just execution, Challenges à accountability, scrutiny, & audit, specification of outputs, risk sharing, managing relationships, exclusion of some vendors, Managing risk and cost project failures common in private sector as well, public management systems are different & complex; budgeting for risk, making into smaller modules and implementing, selection of well proven technologies, clear responsibilities, employee engagement, risk identification, Monitoring and evaluation use of proven tools, some of them are private, problems in evaluations arise due to lack of clarity in objectives, stake holders, tools etc., issues in evaluation à evaluation framework before initiation, reflect goals of the project, results available to evaluators, unbiased & independent, mix of qual &quant indicators, include direct & indirect costs & benefits, periodic evaluations Benchmarking at the national level needs to accommodate various different local units, international benchmarking – difficult process, comparison of selected statistics, à cost-benefit analysis, assessing demand and service quality

Akshat

Highlight

1. Like when we implement ICTs all the people even inside the office have to be accountable for all there deeds. This brings about a crucial change in the organization. 2.

Akshat

Highlight

For ICT implementation leadership is very important. For eg. the leader for UIDAI is nandan nilekani, if at sometime he leaves then the whole UIDAI project would be in trouble.

Akshat

Highlight

There are problems in collaborations. 1. if you do collaborations between the government offices it might create intra-governmental conflicts. 2. if you do collaborations in the form of deliberations with the public then whole lot of new problems come into picture like.: = whom to include and to whom not to = how to study the responses

Akshat

Highlight

This is a very important consideration. Here we have to see that once we implement an e-gov project, then how we should monitor it. and also even that on what basis? Like the example of access to the services of government index. On this index India, scores low.

Possible pitfalls

• Effective project management• Problems with the technology• First mover disadvantage• Budget constraints

6Vignesh

Presenter

Presentation Notes

Budget constraints – Think big, start small & scale fast – will not work

Pitfalls..cont.

• Sacrificing vision for cutting costs• Implementation is a complex process• Political interference• Individual privacy as a barrier• Poor / over use by citizens cost/service inefficiency

Vignesh 7

References• Organisation for Economic Co‐ operation and Development. (2003). The e‐Government Imperative, OECD E‐Government Studies, Paris, France. (Ch.4)

• Emailed..

Vignesh 8

• Thank you!

ClarificationsQuestions

Comments

Vignesh 9

implementation

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