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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
Sofrecom, The Know-How Network
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: DIGITAL SERVING ECONOMIC DEVELOPMENT AND CITIZEN WELL-BEING
Sofrecom, The Know-How Network
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
ba
l C
om
pe
VV
ven
ess I
nd
ex 2
01
5-2
0
E-GOVERNMENT: DIGITAL SERVING ECONOMIC DEVELOPMENT AND CITIZEN WELL-BEING
Sofrecom, The Know-How Network
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
E-GOVERNMENT: DIGITAL SERVING ECONOMIC DEVELOPMENT AND CITIZEN WELL-BEING
Sofrecom, The Know-How Network
"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
E-GOVERNMENT: DIGITAL SERVING ECONOMIC DEVELOPMENT AND CITIZEN WELL-BEING
Sofrecom, The Know-How Network
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
E-GOVERNMENT: DIGITAL SERVING ECONOMIC DEVELOPMENT AND CITIZEN WELL-BEING
Sofrecom, The Know-How Network
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
E-GOVERNMENT: DIGITAL SERVING ECONOMIC DEVELOPMENT AND CITIZEN WELL-BEING
Sofrecom, The Know-How Network
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
E-GOVERNMENT: DIGITAL SERVING ECONOMIC DEVELOPMENT AND CITIZEN WELL-BEING
Sofrecom, The Know-How Network
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
E-GOVERNMENT: DIGITAL SERVING ECONOMIC DEVELOPMENT AND CITIZEN WELL-BEING
Sofrecom, The Know-How Network
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
Sofrecom, The Know-How Network
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
ldcontact.sofrecom@sofrecom.com
MAGHREB
Sofrecom Algeria
6, rue des Frères Kadri – Hydra
Alger, Algeria
� + 213 21 60 70 67
abderrahmane.arfa@sofrecom.com
Sofrecom Services Maroc
Technopolis
Bâtiment BO – 2nd floor
11100 Sala Aljadida, Marocco
� + 212 5 37 27 99 00
driss.katif@sofrecom.com
Sofrecom Tunisia
Immeuble Matrix
Rue du Lac Constance
Les berges du Lac
Tunis, Tunisia
� + 216 71 162 800
abdelkader.dali@sofrecom.com
MIDDLE-EAST
Sofrecom Middle-East
Dubai Internet City
Building 3, Office 103
P.O. Box 500425
Dubai, United Arab Emirates
� + 971 4 446 4792
elias.saab@sofrecom.com
ASIA
Sofrecom Indonesia
Graha Aktiva, 4th floor
JI. HR. Rasuna Said
Blok X- I Kav.3
Jakarta 12950, Indonesia
� + 62 21 52920350
jerome.santrot@sofrecom.com
Sofrecom Malaysia
C/0 MFCCI Business Centre
N°2A-6th floor, Plaza Sentral
Jalan Stese, Sentral 5
50470 Kuala Lumpur, Malaysia
� + 60 320355434
jerome.santrot@sofrecom.com
Sofrecom Thailand
Zuellig House, 5th Floor
1-7 Silom Road,
Silom, Bang Rak
Bangkok 10500, Thailand
� +33 6 32 64 05 28
jerome.santrot@sofrecom.com
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
veronique.paraiso@sofrecom.com
AMERICA
Sofrecom Argentina
Reconquista 609 – C10031BM
Buenos Aires, Argentina
� + 5411 45 15 90 00
adrian.hettema@sofrecom.com
Sofrecom Silicon Valley
Pascale Vieljeuf
� + 33 1 57 36 47 43
pascale.vieljeuf@sofrecom.com
23
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