On-Line Services for Citizens

Presentation for the 4th Forum on eGovernment Thursday Dec 4, 2008

“Une administration integree au service du citoyen”By Samia Melhem, Senior Operations Officer

and Chair of the eDevelopment Thematic GroupGlobal Information Communications Technology

www.worldbank.org/edevelopment

Three overlapping spheres of the transformation paradigm

Improving ServiceDelivery

Engaging with

citizens

Managing and Transforming the

Public Sector

Core set of principles

An emphasis on people and place

Government as enabler, broker and door opener not gatekeeper

Collaboration to enable co-production and co-governance

Devolution of service planning and delivery

Local engagement

Changing the way government works

Viewing the world through the lens of the citizen

Giving the citizen a voice about government services

Developing a choice of access

Providing convenient access

Provide a single face of government

Citizen Access and Transformation

The futureof Government is about

The transformation of public-sector internal and external relationships ...

Assisted by net-enabled operations, information, technology and communications

To optimize government service delivery, constituency participation and governance

Illustrations of E-Government Applications

• Registration of property deeds in Andhra Pradesh• Citizen Service Center (mobile), Bahia, Brazil• GYANDOOT: Community Owned Kiosks• Tax collection State Border Check Posts, Gujarat• Philippine Customs Reform• Chile’s Government Procurement System • Seoul’s anticorruption project

E-Government Applications

• Large Numbers in Service Delivery to citizens– there is internal competition– significant re-engineering has not been done– electronic payments are not handled– following E-Government delivery models are

emerging• Departments going on-line• Conveniently located Service Centers• Self Service through a Portal one stop shop

• Tax collection and e-procurement are popular. Only a few experiments focused on citizen voice

Departments going on-line• Stand alone/ different units interconnected• Initiatives likely owned by a department. Significant re-

engineering possible• A bottom up development takes place. No need 4 grand

strategy.• Kiosk based delivery is most popular• Few services are on line: utility payment, certificates

and licenses• Little integration across departments• Local Governments have the maximum potential• Privacy/security issues not major issues• Urban/Rural divide• Cost recovery models need to evolve• More can be done in health, education, transport,

Judiciary where Govt has a major delivery role

Shifting models

• New user interfaces• Information rich• Quick and efficient• Cross-agency coordination• Flexibility• New citizen voice

Traditional

• Single profession services• Hierarchical delivery chains• Traditional consumption• Silo-based government

Leadership

Leadership

Digital

Mobile?

Statistics

Conveniently located Service Centers

• Counters manned by Government functionaries run by public/private agencies

• Multiple services at each location: payment, licenses, certificates

• Not tightly coupled with the back end• Can quickly move traffic from departments to

service centers• Requires significant coordination between state

and local agencies.

Self Service through a PortalOne stop shop

• Value is delivered through wide scope of services eg life cycle support

• Paper forms and movement can be avoided• Requires Complete back end computerization and

Integration for work flow and data sharing• Assumes high internet penetration and willingness and

ability of citizen to use• Security and mutual trust (builds with successful outcome)

are important. Governments may perceive greater potential of misuse

• Usage build up may be more gradual than expected. Cost implications.

• Requires strong centralized leadership for extensive co-ordination

Services to business

• Tax collection (customs/excise/sales) and E-procurement are the key areas

• Internet infrastructure is not a bottleneck• Investments can be made as pay back is

quick through increased collection• Improves overall investment climate (Doing

Business Report, Morocco)• Standardization and off the shelf products

Canadian Common Measurement Tool – conceptual framework

Citizen location-centric approach

• Enhancing the opportunities for people to participate in shaping their communities

• Improving the speed and ease by which citizens can access government

• The need for operational collaboration between departments, jurisdictions and community agencies to improve quality of services

• The need for changes in core behaviours within the public service

The challenges….and the solutionsAnd customer

Prioritisation Considerations • Policy and program objectives • Business objectives • Marketing objectives • Size / complexity / integration of

business activities • Availability of resources / skills to

build distribution network • Cost considerations

Channel Management • Channel economics • Channel capability • Channel capacity • Channel preferences • Channel coverage • Scalability • Ease of channel integration

Customer Considerations • Number of customers • Customer location • Geographical dispersion • Language / cultural differences • Frequency of interaction • Average size / duration of interaction • Delivery expectations

(eg. convenience, speed, etc) • Relative familiarity • Access and skill of customer • Preferred mode of interaction

(eg person to person) • Stage in life / age • Social changes • Perceived risk / buyer experience • Need for support and advice • Compliance

Delivering Government Services (Access and Distribution)

Political / Regulatory Considerations • Political cycle • Political / regulatory restrictions on

channel structure and functions

Service Characteristics • Priority of service • WoG And Wocustomer focus • Service complexity • Extent of customisation • Requirements of pre / post

interaction support • Rate of technology change • Compliance considerations

Organisational Considerations • Traditions / norms • Preferred interaction style • Desire for control over channel

activity • Willingness to work in partnerships /

alliances • Perceptions of core skills /

competencies • Character of current channel

relationships • Character of future channel

relationships • Locus of power within the

organisation

Technological Considerations · Technological capability

· Rate of technology change

· Infrastructure/Architecture

Empowering Citizens and Communities

• Is right to information guaranteed• Are the back end data systems geared to provide

meaningful information• Do citizens trust Government information• Access to media and its role• Dealing with illiteracy: is technology the answer• Role of empowered intermediaries• Building appropriate content: effort in understanding

needs and delivery in local language and idiom

• A ‘quiet revolution’

• Citizens’ expectations of government

• Citizen focus & community engagement by government

• Emerging technologies

• Connecting and empowering people

• Delivering public value…via networked government – interconnections with third party providers, partnershipsA c

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Networked Government is becoming the expectation, not the exception.

It requires…a smart combination of people, process, technology, change readiness and collaborative capabilities

A changing public policy A changing public policy landscapelandscape

• Strategically focussed

• Individually responsive

• Affordable, cost effective

• Locally connected• Joined up

governmentMichael Kennedy

Mornington Peninsula Shire

• Strategically focussed

• Individually responsive

• Affordable, cost effective

• Locally connected• Joined up

governmentMichael Kennedy

Mornington Peninsula Shire

The 3 waves The 3 waves

Impact of ICT on

Government

• Governance - CIO/CTO/Cross-Cutting Committee

• Standardisation• Shared Services• Architecture & Standards• Corporate Applications• Focus on cost, efficiency and

quality , Re-centralisation of some strategy and control

• 24x7 access• Websites• Online

Services

Efficient Operations

Transformed Services

Strategic ICT Management

Government

‘e’ = embedded & extended

GovernmentOnline

• On demand services• Lego government• Decision Support• Information Sharing• Business Applications• Integrated Services

nOw

nOw

Putting the e-back into govPutting the e-back into goveernmrnmeentnt

now

now

Standards AgendaWeb Site Navigation — Information Sharing

Transaction Security — AuthenticationSystems Interoperability — Metadata

Sourcing — Workforce SkillsNew Media — Digital TV

E-Shock: Collaborative GovernmentE-Shock: Collaborative Government

CompetenciesNet-Enabled OperationsPolicy and

Strategy

InteroperabilitySourcing and Funding

Copyright © 2001

Infrastructure

The WhatThe What

Common or shared infrastructure

Outcomes

Coordinated, integrated, services

DOJ DHS DIIRD DPII DOI DSE DVC DETDPC/DTF

LocalGovt

Outputs

HR managementICT management

Asset managementGrant Administration

Financial Management

CommonFunctions

ICT

Citizens and Businesses

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Choosing an implementation approach

• Centralized, well-defined and controlled national strategy versus bottom. Risks and merits of each approach

• Should e-government come as the culmination of public sector reforms (preceded by other efforts to rationalize government activity, computerize back-end operations, etc.) or launch e-government applications, to serve as a catalyst for change?

• Public-Private partnership and the Role of Government agencies.

• Importance of technological vs. political factors in implementation of an E-Government strategy

Key Learning for Successful Implementation

• Trial is important– Think BIG, start SMALL and scale up

• Justification for projects– Clarity about benefits. Many projects still see IT as an end.

• Raising resources (Bankable Projects)– Poor are willing to pay: should deliver value– Private sector involvement - BOOT, BOLT

• Organization to design, develop and implement– Strong Internal Leadership across agencies– Insource Analysis ; Outsource Design, Development

• Project management– Rolling out to large number of sites– Management of change

Specific areas of Technical assistance

• Assessing E-Government readiness• Developing an E-Government strategy which outlines an

application portfolio.• Assessing impact of E-government applications• Design and building of secure data networks• Design of Government on-line Portals• Re-engineering administrative processes and re-organization of

information ownership and flows to promote sharing across departments

• Setting up certification authority, payment gateways and an enabling e-commerce legislation

• Sourcing packaged solution for generic E-government applications like e-procurement, on-line portals, processing customs duty and property sale transactions.

• Software development, implementation and change management

.

Training and Funding Assistance• Training programs for Project leaders who can

define project deliverables, deal (negotiate) with consultants and vendors and manage an outsourced development process.

• Funding to build internet infrastructure, procure E-Government solutions, get customized software developed to implement applications. – Programmatic loans for implementing an E-

Government strategy– Loans for building networking and communications

infrastructure– Seed loans/grants to SMEs, NGO to build kiosks in

rural and urban areas