e-Governance Vision and

Strategy

ASHFAQ AHAMMED.P PGDeG 2015-16

IIITMK-Technopark

Understanding e-Governance Strategy

• What is a ‘Strategy’ in simple terms?

• It is a plan of action for achieving the defined goals and objectives.

• Is a road map to lead an organization from its present state to its desired

medium or long term future state.

• Government Strategy/Plan

• Five Year Plan by Planning Commission of India

• National/State/Department Action plans for achieving the

national/state/department level goals and objectives…

‘e-Governance Strategy’ is an approach or a plan of action stating how Information

Technology will be leveraged in achieving the stated goals and objectives..

Elements in e-Government Strategy

Performance Management Framework ( M & E )

Funding/Financial Resources

Institutional Structures and Management Framework (Programme Management)

Implementation approach and plan

Stakeholders/ Services/ Delivery Channels

Objectives & Benefits

Vision

Vision and

Objectives

Strategic

planning/

implementation

plan

What?

How?

When?

Who?

How far have we

gone?

With what?

e-Governance Vision A vision statement should:

Be clear and simple

Reflect the specific conditions and ambitions of the organization

State what will be and will not be done

Consider needs and opportunities

Be aligned with overall development strategy

Involve consensus building by stakeholders

Steps in building vision statement includes:

Identifying and consulting stakeholders

Understand problems, needs and expectations of Stakeholders

Draft a common vision based on stakeholders needs and expectations

Aligning vision with more general local development needs and opportunities

Consolidating and agree on final vision

Examples…

eBiz – Establish One-stop-service delivery centre for G2B Services in India, provide services in

simplified and convenient manner and thereby improving the investment climate in the country

“ NeGP Vision

“Make all Government services accessible to the common man in his locality, through common service delivery outlets and ensure efficiency, transparency & reliability of such services at

affordable costs to realize the basic needs of the common man.”

e-Governance Objectives

• Should flow from e-Governance vision..

• e-Government should not be considered as a business goal or objective

by itself. Rather, it is a means to achieve business goals or objectives

• e-Government objectives should be established along two dimensions:

- Adding benefits to the customers

- Adding benefits to the organization itself

• An objective is a specific and usually quantifiable statement of program

achievement

• Should have measurable criteria for achieving success

Defining e-Governance Objectives

For Citizens (General Objectives)

• Streamlined, standardized electronic

information gathering and access

• Reduce the time to access relevant

information

• Enable citizens to find benefits and

determine eligibility

• Reduce the time for citizens to find

information on opportunities,

schemes, benefits etc.

• Electronic delivery of services

• Convenient, any time and anywhere

services

For Citizens (Specific Objectives)

• Provide Passport to citizens in 3

business days

• Instantaneous payments of taxes &

bills online through kiosks

For Businesses (Broad Objectives):

• Convenient & simplified processes for

establishment, operations, expansion of

businesses

• Minimize burden on businesses through

online forms/services

• Reduce time for filing and complying with

regulations

• Increased and equal access to business

opportunities with Government

For Citizens (Specific Objectives):

• Instantaneous access to Information

Services

• Business Registration in 5 Working

Days

• Online Filing of Returns etc..

For Department (Broad

Objectives):

• Reduced administrative burden and

Increased employee productivity

• Information reuse across and within

departments

• Cost effectiveness in operations

For Department (Specific):

• Minimize direct interaction between

department & citizens

• Reduce cost of procurement by 50%

• Migrate to 75% online service delivery by

2008

• 0% of transactions at Department

counters for payment of taxes, duties etc..

Key Considerations for Vision and Objectives Definition

• To be developed based on extensive interactions with

stakeholders, not based on board room discussions

• To be developed from stakeholder needs, not by department

thoughts

• Stakeholders include:

Customers (citizens, businesses..) served by the government

Employees of organization delivering the services..

◦ To be developed to address the current challenges and future needs

◦ To take learning’s/inputs from similar situations and initiatives in India and

world wide…

Identifying Stakeholders/Services/Delivery Channels

1.Stakeholders

Customer Segmentation

Citizens

Businesses

Partners (suppliers and other government agencies)

Key Customer needs to be considered

Easy Access – single & reliable access to information & services

Clear Accountability – for delivering the services

Integrated view of customers - no longer be required to submit the same

information/ documents repeatedly

2.Services

Identifying Stakeholders/Services/Delivery Channels

Government service categories

G2C (Government to Citizen)

G2B (Government to Business)

G2G (Government to Government)

G2E (Government to Employees)

Information Services

Transaction Services

Each government service consist of a sub-set of:

Services of government are generally categorized into:

Information Services

• Includes those services that solely provide ‘information’ to customers and

does not involve processing of any transactions or documents.

• Information services have relatively simple back-office operations and

can be easily be E-Government-enabled

◦ Transaction Services

Transactional Services: includes those services where customers

require specific actions to be taken by the department.

Transactional services mandate a higher degree of customer interaction

and more complex delivery operations than informational services.

Registration of a Company

Information Services Transaction Services

How to register company? Receipt of application forms and payments

Forms and documents needed for registration Processing of application and registration

Applicable payments? Issuing registration certificate

Status of registration processing?

Example

Service Category Service Delivery

Channels

How to register company? Information Website/Call Center/Dept

counter/CSC

Forms and documents needed for registration Information Website/Call Center/Dept

counter/CSC

Applicable payments? Information Website/Call Center/Dept

counter/CSC

Status of registration processing? Information Website/Call Center/Dept

counter/CSC

Receipt of application forms and payments Transaction Website/Call Center/Dept

counter/CSC

Processing of application and registration Transaction Internal to government

Issuing registration certificate Transaction Website/e-mail/Dept

counter/CSC

Channels

Department counters

Internet/Portal

Call Center

Kiosk (CSCs)

Mobile computing etc…

Primary Channels

Internet & Kiosks

Secondary channels

Call Center & Department

Counters

Extended Reach

Mobile computing etc.

Selection of delivery channels is

a critical element…. identifying

portal and internet as a service

delivery channel as the

primary channel for citizens in

rural parts of the State is a

bad choice…..

Internet penetration in villages

and rural parts is LOW

Identifying Stakeholders/Services/Delivery Channels

Implementation Approach and Plan

The four widely discussed implementation models are:

1.Big bang

The e-Governance project is launched across the location for all the

functions at the same time. All users move to the new system on a given date.

2.Phased rollout

Changeover occurs in phases over an extended period of time. Users

move onto new system in a phased manner.

3.Parallel adoption

Both the legacy and new system run at the same time. Users learn the

new system while working on the old.

4.Pilot and rollout

A small(sample) part of the project is implemented for testing purposes

before the complete project rollout is done.

Programme Management Framework

• A well planned programme or project management office with right

resources, skills and infrastructure can substantially improve the likelihood of

project success

• Programme management office should consist of cross-functional teams

with direct and strong executive management support

• e-Government implementation efforts are generally distributed as follows :

- 10% technical infrastructure implementation

- 30% software development and system integration

- 50% change management

- 10% Other activities

• Change management should focus on four key people segments - suppliers,

business partners, customers and employees.

• Programme management should appoint strategic partners for advice and

counseling on technical and business issues.

• Programme management should follow a phased approach with clear

deliverables and regular check-points.

Funding and Financial Resources

Consultancy Services

(Strategy development, process reengineering, systems design, business model

development, vendor selection, programme management, Quality assurance,

M & E, change management…)

Software Design, Development and Maintenance

(Custom development, ERP implantation, operations and maintenance of

software…)

IT Infrastructure creation and maintenance

(Data Center, Network, end user infrastructure…)

Performance Management Framework

• Performance management allows government decision makers to

establish specific objectives and measure the progress towards

achieving them.

• Performance management is specially critical for e-Government due to

the following :

- Large investment required by e-Government

- Virtual nature of e-Government

- Collaborative aspects of e-Government

• In e-Government, performance management should focus on three key

dimensions :

- Tracking the progress of e-Government implementation

- Tracking the value added to customers

- Tracking the value added to the organization itself