E - Strategy For Devlopment

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Dr M. Aghdasi

Associate Prof. of IETarbiat Modarres University

Information Technology Engineering Dept.

e-Government, e-Reform

eStrategy for Development

Day1 Session 2

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What is eGovernment?

eGovernment The use of technology (particularly

the Internet) to improve effectiveness and responsiveness to

constituents

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eGovernment is not computerization of Government activities

eGovernment is transforming government for better serving citizens and industries through

reforming processes and structure of government business

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“Within the next five years [e-government] will transform not only the way in which most public services are delivered, but also the fundamental relationship between government and citizen. After e-commerce and e-business, the next Internet revolution will be e-government.”

Source: The Economist, “A Survey of Government and the Internet,” June 24, 2000, p. 3.

- The Economist (June 24, 2000)

The next Internet revolution will be e-government

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Benefits of transforming to eGovernment

Increased productivity and reduced costs achieved using Internet-based technology.

$110 Billion in savings via US eProcurementSame for EU

Enhanced citizen's access to government information and services

Increased citizen participation in the democratic process

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Supply oriented

Strategic Shifts in Public Service Delivery

Demand oriented public service delivery1

8

CollectiveTailor-made public service delivery

2Functional3

Holistic public service delivery

Fragmented4 Integrated public service delivery

Specialised5 General public service delivery

Reactive6

Proactive public service delivery

One service counter

Passive citizenparticipation

“Multichanneling” in public service delivery

Active citizen participation٧

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from supply oriented to demand oriented public

service delivery

Focussing on the needs and demands of citizens instead of policy makers

Strategic Shifts in

Public Service Delivery

1

Netherlands :EOS- Program Proactive rental subsidy

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from collective to tailor-made public service

delivery

Gearing services to the specific individuals needs and demands instead of to groups of customers or citizens

2

Strategic Shifts in


USA: Do It Yourself (DIY)

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from functional to holistic public service delivery

transforming the organisational design of service delivery to coherent policy issues instead of to be bounded to the judicial or politico-administrative determined borders of government organisations

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Strategic Shifts in


Australia: www. Fedcourt.gov.auBelgin: www.fgv.be

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from fragmented to integrated public service

delivery

Implementing single window policies geared to question patterns of citizens instead of based on existing laws, regulations and organisational structures

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Strategic Shifts in


Singapore: eCitizenVictoria : Multi-Service Express

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from specialised to general public service delivery

Offering citizens logical and coherent 'hyperlinks' to all relevant issues whenever he contacts a government agency for a specific service. For instance, when applying for a social security benefit the citizen is also provided with information on training facilities (in order to return to the labour market) or rent subsidy regulations

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Strategic Shifts in


Singapore: Smalclaim.gov.sg

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from reactive to proactive public service delivery

•Taking into account the future demands and needs of citizens up to the situation wherein citizens are automatically informed or provided with services

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Strategic Shifts in


Netherlands:Quality CardSingapore: eCitizen

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from passive citizen participation (“consumption”) to active citizen participation (“prosumption”) in

public service delivery

Taking into account the merge of different citizens roles: the participant role in the 'production' of policy tends to merge with the customer role –which has to do with giving citizens (customers) more influence on policy programs, towards letting him fulfil the role of co-producer or co-director of policy programs

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Strategic Shifts in


Estonia: TOM , Today I decideDirect participation in public policy making

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from one service counter to “multichanneling” in public

service delivery

From one service counter to “multichanneling” in public service delivery (offering citizens different types of channels or windows – digital or physical – in order to let him choose the most suitable one when expedient

Strategic Shifts in Service Delivery

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Most eGovernment Solution are MultichannelDifferent website, Both online delivery and in office delivery

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Research Findings & Lessons LearntGovernance Comes of Age

• eGovernment is not primarily a technology programme, it is also a change programme

• Progress of eGovernment implementation has a strong correlation to leadership, political will, commitment to deliverables, and accountability for results

• Innovative leaders have struck the right balance between political leadership and administrative simplicity

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Research Findings & Lessons LearntRealising the Vision: Common Themes

1. eGovernment is increasingly viewed as just one of the range of tools that can be applied to meet the many challenges faced by Governments

2. The citizen is at the center of the vision, but other key stakeholders are also considered

3. Collaboration with the Private Sector is a stated goal

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The Nature of Government :Citizen as Stakeholder

The Business of Government :

Citizen as Customer

The roles of eGovernment and citizen

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TOWARDS ONE-TO-ONE MARKETING

“In the 1980s, we saw in every individual a

customer. In the 1990s and beyond, we

ought to see in every customer an individual.”

Jack Welch,CEO, General Electric

Quotes

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• From Product-centric to Customer-centric

The basic Premise of CRM:

The customer always comes first

The Meaning of CRM

CitizenPublic service

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Research Findings & Lessons Learnt CRM: From Citizen to Customer

• Importance of CRM has been elevated in Government service delivery and eGovernmentleadership

• CRM allows agencies to create an integrated view of the customer

• CRM will form the differentiator in building customer relationships through reorganizing service delivery around customer intentions

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CRM Examples from the Leaders:Intentions-based Approach

• Singapore’s www.gov.sgcontinues to set the standard for an intentions-based design central portal

• Based on user intentions during his/her life journey– Birth

– Education

– National Service

– Job Search

– Career advancement

– Retirement

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CRM Examples from the Leaders:Customer Segmentation

Customer segmentation

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CRM Examples from the Leaders:Customer Segmentation

Customer segmentation

• Segmentation by:– OASIS for individuals

– BASIS for business users

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Summary: egovernment is not irreversible magic

• E-Government can advance the agenda on Governance reform, transparency, anti- corruption, empowerment. It is NOT a panacea

• Potential is recognized but Implementation is difficult. Gains are real but risks need to be understood. Challenge is to promote wide spread use in areas where benefits outweigh risks.

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• Situate in a broader framework of reform. Identify all pressure points and reengineer to remove discretion, simplify procedures and put out as much information in public domain. Incentive structure is also important.

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• Create competition in delivery channels

• Build other forms of benefits for those who loose power and income

• Co-opt civil society to build accountability