tomasz janowski. from electronic governance to policy-driven electronic governance

From Electronic Governance to Policy-Driven Electronic Governance

Evolution of Technology Use In Government

Tomasz Janowski

UNU-EGOV, Guimaraes, [email protected]

CEDEM ASIA, HONG KONG, 4 DECEMBER 2014, 2FROM EGOV TO POLICY-DRIVEN EGOV

AIM

1 To explain the evolution of technology use by government

2 To present a theory to explain this evolution

3 To postulate the next step in this evolution – Policy-Driven EGOV

4 To present some evidence in support of this postulate

5 To explain what the transition from EGOV to Policy-Driven EGOV entails

6 To put the transition in the big picture of the post-2015 UN development agenda


OVERVIEW

1 EVOLUTION How is technology use by government evolving?

2 THEORY How to explain this evolution?

3 NEXT STEP Is Policy-Driven Electronic Governance the next step?

4 SOME EVIDENCE Is diffusion of EGOV to different sectors happening?

5 TRANSITION AGENDA What does the transition from EGOV to Policy-Driven EGOV entail?

6 BIG PICTURE Post-2015 UN Development Agenda and Policy-Driven EGOV

7 CONCLUSIONS What are the highlights of this lecture?


EVOLUTION OF TECHNOLOGY USE IN GOVERNMENT

Two decades of research, innovation and development

GOALS CONTEXT TIME

Increasing the quality and efficiency of internal government operations

Delivering better public services across traditional and electronic channels

Facilitating administrative and institutional reform in government

Engaging citizens and other non-state actors in policy- and decision-making processes

Technological

Organizational

Socio-economic


STAGE 1: TECHNOLOGY IN GOVERNMENT

GOALS Establishing government portals

Automating administrative processes

Providing online access to public services

CHALLENGES Connecting agencies, citizens and businesses to the Internet

Ensuring interoperability of systems run by different agencies

Connecting legacy systems to other systems and the Internet

LIMITATIONS Technology can only deliver if accompanied by organizational change

Developing more mature services raises organizational issues

Technological development alone does not produce public value


STAGE 2: ELECTRONIC GOVERNMENT

GOALS Reengineering administrative processes

Enabling collaboration between government agencies

Offering services across agencies according to the needs of citizens

CHALLENGES Hierarchical organization, inward looking culture and lack of collaboration

Orientation on maintenance, not outcomes

Resistance to change

LIMITATIONS Higher service maturity may not lead to higher usage

Lack of public consultation and capacity building are sources of failure

Internal government transformation alone does not create public value


STAGE 3: ELECTRONIC GOVERNANCE

GOALS Utilizing social media to engage citizens in government decision-making

Making government data available for businesses to build public services

Integrating public, private and non-profit services into one service space

CHALLENGES Digital divide – gender, age, socio-economic, geographic, etc.

Lack of trust – citizens not trusting government, government not trusting citizens

Engaging non-state actors in public service delivery

LIMITATIONS Beyond better relationships – how to directly improve conditions for citizens?

o What local policy objectives to pursue?o How to pursue such objectives in given local conditions?o What is the impact of meeting such objectives on the local environment?


STAGE 1-3 CHARACTERIZATION

STAGES

CHARACTERIZATIONS

Transformation of

government?

Includes

non-state actors?

1 Technology in Government no no

2 Electronic Government yes no

3 Electronic Governance yes yes


OVERVIEW









THEORY: GLOBAL CHANGE DRIVERS

DISRUPTIVE TECHNOLOGIES

GLOBAL CHANGEDRIVERS

NEW GOVERNANCE PARADIGMS

Global economic crisis

Global energy transition

Population and demographics

Global health and pandemics

Science and technology

Globalization and migration

Unrest, conflicts and war

Governance 2.0

PRESSURE ON GOVERNMENT

INNOVATION


THEORY: PRESSURE ON GOVERNMENT

DISRPUTIVETECHNOLOGIES

GLOBAL CHANGE DRIVERS NEW GOVERNANCE PARADIGMS

PRESSURE ON GOVERNMENT

Fiscal austerity

Loss of legitimacy

Good policy is bad politics

Crisis of competence

Information overload Governance 2.0

Balancing security and privacy

Managing digital space

INNOVATION


THEORY: DISRUPTIVE TECHNOLOGIES


GLOBAL CHANGE DRIVERS NEW GOVERNANCE PARADIGMSPRESSURE ON GOVERNMENT

Social media

Cloud computing

Mobile technologies TECHNOLOGY-ENABLED INNOVATIONSoftware as service

Big data

Virtual worlds

Global digital identity

Governance 2.0


EGOV STRATEGY HIGHLIGHTS

SINGAPORE 2015 KOREA 2012 ESTONIA 2013

Next generation infocomm infrastructure

Public-private collaborative governance

One service space - public, private and third sectors

Innovation centers and entrepreneurship

Seamless and converged informatization

Paperless document management

Infocomm competency framework

Active response to adverse effects of informatization

Traceability of the use of one’s own data

Electronic health records Utilization-focused services Internet in rural areas

EUROPEAN UNION 2015 UNITED NATIONS 2010 WASEDA 2011

Improve (seamless) services to cater for different needs

Government data sharing based on open standards

Increase of social media applications for participation

Invite third parties in EGOV development

From readiness to development

Cloud computing and data center virtualization

Involve stakeholders in public policy processes

Agility to respond to more demands as revenues drop

Disaster management and business continuity

Reduce carbon footprint Citizen-centric practice Smart grid and green technology


THEORY: TECHNOLOGY-ENABLED INNOVATION

DISRPUTIVE TECHNOLOGIES


Social media

Cloud computing

Mobile technologies TECHNOLOGY-ENABLEDINNOVATIONSoftware as service

Big data Infocomm infrastructure

Virtual worlds Competency frameworks

Global digital identity Open government data

Citizen-centric practice Governance 2.0

One service space

Location-aware services

Government


NEW GOVERNANCE PARADIGMS

1 Connected Governance

Public sector management, involving cultural changes, that supports, models, understands and aspires to whole of government solutions [Connected Government, 2004, CISCO]

2 Participatory Governance

Empowering citizens to participate in public decision-making that affects their lives, and to achievemore transparent, responsive, accountable and effective governance [PG Exchange, 2012]

3 Mobile Government

Extending EGOV to mobile platforms, and delivery of location-aware public services and applications anytime and anywhere, which are only possible using mobile technologies.

4 Global e-Governance

Delivering public services to enable citizens and businesses to participate in the global economy, and to enable state actors to contribute to solving regional and global problems.

5 Local e-Governance

Emphasis increasingly shifting from the national-level to state- and local-level EGOV to ensure that the benefits are directly delivered to citizens and communities


THEORY: NEW GOVERNANCE PARADIGMS



Social media Collaborative governance

Cloud computing Participatory governance

Mobile technologies TECHNOLOGY-ENABLED INNOVATION

Mobile governance

Software as service Global e-governance

Big data Infocomm infrastructure Local e-governance

Virtual worlds Reuse of public information Agile governance

Global digital identity Citizen-centric practice EGOV4SD

One service space Governance 2.0

Readiness to development

Seamless mobile services

Chief Information Officers


VALIDATION: SINGAPORE STRATEGY 2015



Social media Collaborative government

Cloud computing Participatory government

Mobile technologies TECHNOLOGY-ENABLED INNOVATION

Mobile government

Software as service Agile government

Big data Infocomm infrastructure Local EGOV

Virtual worlds Reuse of public information EGOV4D







VALIDATION: EU 2015 STRATEGY

DISRUPTIVETECHNOLOGIES


Social media Collaborative government

Cloud computing Participatory government

Mobile technologies TECHNOLOGY-ENABLEDINNOVATION

Mobile government

Software as service Agile government

Big data Infocomm infrastructure Local EGOV

Virtual worlds Reuse of public information EGOV4D







OVERVIEW









EVOLUTION CONTINUES

GOALS CONTEXT TIME

Increasing the quality and efficiency of internal government operations

Delivering better public services across traditional and electronic channels

Facilitating administrative and institutional reform in government

Engaging citizens and other non-state actors in policy- and decision-making processes

Supporting policy and development goals in specific sectors and localities

Technological

Organizational

Socio-economic

Context-specific


STAGE 4: POLICY-DRIVEN ELECTRONIC GOVERNANCE

GOAL From improving the relationships between government and its constituencies

To improving conditions of these constituencies to develop themselves

CHALLENGE In order to fulfill its goal, EGOV cannot restrict itself to working on the national level or focus on addressing cross-sectorial issues alone.

APPROACH Focus on specific application environments:

o LOCATIONS: national, provincial and local levelso SECTORS: health, education, economy, environment, security, etc.

Tailor response to the needs and circumstances of this environment in terms of:

o choice of locally-relevant and/or sector-specific goals, o locally-acceptable and sectorally-feasible ways of pursuing such goals,o managing the impact of meeting such goals on the locations and sectors involved


STAGE 1-4 CHARACTERIZATION

STAGES

CHARACTERIZATIONS

Transformation of

government?

Includes

non-state actors?

Location- and

sector-specific?

1 Technology in Government no no no

2 Electronic Government yes no no

3 Electronic Governance yes yes no

4 Policy-Driven Electronic Governance yes yes yes


OVERVIEW









EGOV FOR SOCIAL SUSTAINABILITY














































EGOV FOR ENVIRONMENTAL SUSTAINABILITY
























EGOV FOR ECONOMIC SUSTAINABILITY
























EGOV FOR SUSTAINABILITY TRANSITION


OVERVIEW









TRANSITION CHALLENGES

1 Research

Shortage of research and understanding about developing EGOV in specific locations/sectors

2 Tools

Absence of EGOV policy and development tools adapted to the requirements and conditions in particular locations/sectors

3 Capacity

Shortage of human capacity within locations/sector to be able to build and utilize such tools

4 Networks

Lack of models of engaging universities and other non-private actors in EGOV initiatives

5 Transition

Incremental development is difficult - different nature of transitions: earlier transitions – widening application context, transition from EGOV to Policy-Driven EGOV – narrowing application context


CHALLENGE 1: RESEARCH

Growing experience and body of research on how to plan, develop and sustain EGOV initiatives in general.

Scarce studies and cases of how EGOV initiatives are being deployed in different locations and sectors.

Scarce research into theories, methods and tools for location- and sector-focused EGOV development.

Some of the probing questions are:

o In what aspects is the choice of a particular location/sector affecting EGOV development? o Which stages – planning, design, implementation, operation, sustainability – are affected and how? o How to adapt location- and sector-independent instruments to particular locations and sectors? o How to transfer adaptation experience between locations and sectors?

A focused research effort is required to develop a better understanding of location- and sector-aware EGOV and to explore and answer these and other relevant questions.


CHALLENGE 2: POLICY INSTRUMENTS

Each location and sector comes with own set of conditions, goals and acceptable ways of pursuing such goals given the conditions, EGOV must rely on location- and sector-specific policies and instruments.

For example:

o applying generic one-size-fits-all EGOV maturity stages like e.g. information, interaction, transactions and data-sharing to track progress in EGOV development (the higher maturity, the better) may be appropriate for some countries but not for others

o measuring the performance of EGOV should rely on the indicators that reflect locally-defined policy goals, not on the one-size-fits-all generic benchmark instruments

o context-aware benchmarking would allow locations or sectors to learn from their peers – locations and sectors in similar development conditions, or leaders – locations and sectors most successful in pursuing the relevant public policy goals

A focused research, development and policy efforts are required to build, apply and institutionalize the use of such instruments.


CHALLENGE 3: HUMAN/INSTITUTIONAL CAPACITY

Critical to successful planning and implementation of Policy-Driven EGOV:

o knowledge of the local or sectorial conditions, o ownership of the local or sectorial development goals and o awareness of locally- or sectorially-acceptable ways of pursing such goals

However, the capacity to engage in such planning and implementation is increasingly scarce for lower levels of government and within different sectors.

A focused effort is required to build human and institutional capacity:

o at the local level, choosing the right level to balance effectiveness and efficiency of the response, and promoting collaboration between levels.

o to refocus EGOV initiatives from cross-sectorial issues to sectorial issues to address the needs of health, education, security, economy, environment and other sectors.

Location- and sector-specific EGOV education programs are also required to enable a new generation of government leaders, managers and experts to emerge.


CHALLENGE 4: STAKEHOLDER NETWORKS

The outcomes of EGOV depends on government being able to engage citizens, businesses, academia, non-profits and other non-state actors in various network forms aimed at formulating and pursuing location- and sector-specific development goals through EGOV initiatives.

Within multi-stakeholder EGOV networks:

o academia could contribute to planning and design of EGOV initiativeso the private sector could contribute to development and implementationo the non-profit sector would ensure the delivery of benefits from EGOV initiatives to the target group

of stakeholders, thus contributing to their sustainability

As part of such networks, local and sector-specific universities have a key role to play in:

o formulating location- and sector-specific policies o constructing development instruments to support such policieso building local capacity to apply such instruments

In addition, such networks could also facilitate the transfer of local-level and sector-specific EGOV innovations within and between countries, thus contributing to accelerating local development.


CHALLENGE 5: TRANSITION

Different nature of the transitions:

o From Phase 1 to Phase 2 – expand the application contexto From Phase 2 to Phase 3 – expand the application contexto From Phase 3 to Phase 4 – narrow (localize or specialize) the application context

Given this difference, it is difficult to carry out the transition from EGOV to Policy-Driven EGOV by building incrementally upon earlier phases. The transition requires investment into:

1. research and innovation including location- and sector-specific EGOV research2. policy support including development of location- and sector-specific EGOV policies and instruments 3. location- and sector-specific EGOV capacity at both individual and institutional levels4. network development including multi-stakeholder location- and sector-specific EGOV networks

It also requires running controlled experiments in applying EGOV to various location- and sector-specific policy goals, and to develop and validate theories while learning from such experiments.


OVERVIEW









UN SYSTEM THEMATIC CONSULTATIONS NATIONAL CONSULTATIONS

UN System Task TeamHigh-Level PanelOpen Working GroupEtc.

Conflict and FragilityEducationEnergyEnvironmental SustainabilityFood SecurityGovernanceGrowth and EmploymentHealthInequalitiesPopulation DynamicsWater

83 countries including:

o governments,o civil society,o the private sector,o media, universitieso think tanks

GLOBAL ONLINE CONVERSATION

worldwewant2015.orgMY World survey

POST-2015 DEVELOPMENT – AGENDA


What can we learn from MDGs?

Strengths

o focusing on a limited number of concrete human development goalso improved policy monitoring/accountability due to clear goals, targets and indicatorso promoting concrete action and making goals explicit in the national development policies

Weaknesses

o focusing on the goals but not enough on the means of achieving them o not accounting for local circumstances and differences in conditions between countrieso lack of consultation and ownership-building, leading to donor-driven agenda

POST-2015 DEVELOPMENT – LESSONS LEARNT


What are the key development challenges to which the post-2015 should respond?

o Social – 1 billion of people are undernourished o Social – 28% of the population is covered by social protection systemo Social – Income and wealth inequalities increase within and between countrieso Economic – 1 billion of people are international or internal migrantso Economic – 1 billion of the world’s population lives in slumso Economic – Financial, food and energy crises show interconnectedness of the world’s economy, etc.o Environmental – Carbon dioxide emissions increased by 40% between 1990 and 2008o Environmental – The incidence of natural disasters increased five times since 1970so Security – 20% of the world’s population lives under violence, insecurity or fragilityo Security – Countries affected by violence or fragility did not achieve a single MDG, etc.

New development pathways are needed that encourage creativity and innovation in the pursuit of inclusive, equitable and sustainable growth and development.

POST-2015 DEVELOPMENT – CHALLENGES


POST-2015 DEVELOPMENT – VISION

What should be the vision for post-2015 development?


How should post-2015 development be carried out?

Post-2015 development should:

recognize the diversity of contexts within and among countries

not prescribe specific development policies but support priority setting

leave space for national policy design and adaptation to local settings

ensure high policy coherence at global, national and sub-national levels

rely on development enablers within and across dimensions

facilitate transformative change:

‒ in existing patterns of production and consumption,

‒ in management of natural resources and

‒ in mechanisms of governance

POST-2015 DEVELOPMENT – AGENDA


How should post-2015 development be carried out?

Post-2015 development should: Policy-Driven EGOV

recognize the diversity of contexts within and among countries X

not prescribe specific development policies but support priority setting

leave space for national policy design and adaptation to local settings X

ensure high policy coherence at global, national and sub-national levels

rely on development enablers within and across dimensions X

facilitate transformative change:

‒ in existing patterns of production and consumption,

‒ in management of natural resources and

‒ in mechanisms of governance X

POST-2015 AGENDA VERSUS POLICY-DRIVEN EGOV


OVERVIEW









CONCLUSIONS

1 The use of technology in government is evolving, from technology in government, through electronic government and electronic governance, to policy-driven electronic governance

2 The evolution can be explained by global change drivers that cause pressure on governments, that respond by applying and innovating with new technologies, that cause new governance paradigms to emerge

3 There is evidence to show that policy-driven EGOV is the next stage in the evolution but the transition from EGOV to Policy-Driven EGOV requires a focused research, policy, capacity building and network building effort

4 Policy-Driven EGOV is well-aligned with the forthcoming Post-2015 UN Development Agenda and could serve as an important enabler for this agenda

Thank you for listening.

Any questions?

Tomasz Janowski

[email protected]

tomasz janowski. from electronic governance to policy-driven electronic governance

Government & Nonprofit

policydriven egovstage

hong kong

cedem asia

public value

governmentengaging citizens

nonprofit services

lackof trust citizens

institutional reform