Page 1 "Internet and the City" Barcelona, March 21st 2003 21.03.2003 Bertelsmann Stiftung Balanced E-Government Carolin Welzel Bertelsmann Foundation Germany

page 1

"Internet and the City" Barcelona, March 21st 2003

21.03.2003

Bertelsmann Stiftung

Balanced E-Government

Carolin Welzel

Bertelsmann Foundation

Germany

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21.03.2003

Agenda

The Begix-Model Hypothesis and “Emerging Insights” The Balanced E-Government Scorecard Pre-Summary: General tendencies and weaknesses

The Begix Tool Five Targets The Tool Analysis and basic recommendations

Ten Recommendations for “Good E-Government”

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“E-Government can be understood as engineering business processes concerning government and administration (Government) by electronic media (information and communication techniques)“

University of Speyer

“The term E-Government subsumes the measures of the public sector on the federal, state and local level, using the internet and other electronic media, to make administrative processes more transparent for citizens and companies and to optimize the internal data exchange.”


Definitions of Electronic Government

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E-Government

Combining electronic services and E-Democracy offerings

from public institutions

E-Government

Combining electronic services and E-Democracy offerings

from public institutions

E-Administration /

Electronic Service Delivery

Public institutions (legislative,

executive, judicial system)

employ

information and communication

technologies for their services

E-Administration /

Electronic Service Delivery

Public institutions (legislative,

executive, judicial system)

employ


technologies for their services

E-Democracy

Public institutions provide


technology-based information

services (transparency) to users

and allow influence / feedback

(participation) from private as well

as commercial users

E-Democracy

Public institutions provide


technology-based information

services (transparency) to users

and allow influence / feedback

(participation) from private as well

as commercial users



Balanced E-Government - What is it?

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Hypotheses and “Emerging Insights”

I. Successful E-Government programs show a balanced combination of electronic service delivery and E-Democracy. Currently, E-Government decision-makers, however, focus primarily on E-Administration.

I. Successful E-Government programs show a balanced combination of electronic service delivery and E-Democracy. Currently, E-Government decision-makers, however, focus primarily on E-Administration.

II. This focus on electronic service delivery might make it more difficult to introduce participatory elements in the future.

II. This focus on electronic service delivery might make it more difficult to introduce participatory elements in the future.

III. The internet allows a more direct way of self-organization of interested citizens independent of their location. New, linked public service networks are created – they complement the traditional political public and become relevant political players.

III. The internet allows a more direct way of self-organization of interested citizens independent of their location. New, linked public service networks are created – they complement the traditional political public and become relevant political players.

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IV. More participation adds to the complexity of administrative management processes, as influence from citizens as well as technical and financial requirements increase. A coordinating, accountable agency and long-term planning might eventually simplify implementation.

IV. More participation adds to the complexity of administrative management processes, as influence from citizens as well as technical and financial requirements increase. A coordinating, accountable agency and long-term planning might eventually simplify implementation.

V. Better service quality for citizens and business customers as well as improved administrative efficiency are the main benefits of E-Government programs. This will lead to increased customer satisfaction as well as to a better acceptance of the public sector. Cost reduction effects will show only in the medium to long run.

V. Better service quality for citizens and business customers as well as improved administrative efficiency are the main benefits of E-Government programs. This will lead to increased customer satisfaction as well as to a better acceptance of the public sector. Cost reduction effects will show only in the medium to long run.

VI. There is no international standard formula for the implementation of E-Government programs. There should be, however, some general principles for introducing E-Government services successfully.

VI. There is no international standard formula for the implementation of E-Government programs. There should be, however, some general principles for introducing E-Government services successfully.

Hypotheses and “Emerging Insights”

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Development of target

model and hypotheses

Development of target

model and hypotheses

Design of measuring systems

(scorecardcriteria,

level charts /BEGIX)

Design of measuring systems

(scorecardcriteria,

level charts /BEGIX)

1st Validationalong 60

best practice examples

(desk research) and

12 case studies

(face-to-face interviews)

1st Validationalong 60

best practice examples

(desk research) and

12 case studies

(face-to-face interviews)

Conclusions, evaluation of case studies

Revised target model

Conclusions, evaluation of case studies

Revised target model

2nd Validation by expert council

2nd Validation by expert council

Review/Update

Measurement of Balanced E-Government: Overview – Course of Action

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Service Portfolio /Benefits

„What services are being offered?“

11 criteria

Efficiency

„What is offered, and in what quality?“

16 criteria

Participation„How can individuals

influence the decision-making processes?“

6 criteria

Transparency

„How transparent and accessible is E-Government

for individuals?“

5 criteria

Change Management

„How are public organizations adopting

E-Government (‚community-oriented‘)?“

9 criteria

dynamic criteria

static criteria

The Balanced E-Government Scorecard – Five segments with 47 criteria

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Set of criteria for „Transparency“Set of criteria for „Transparency“

Evaluation by deploying level charts

“track and trace” transactions“track and trace” transactions

active informationactive information

reactive informationreactive information

no acknowledgementno acknowledgement

no feedback at allno feedback at all

55

44

33

22

11

Levels and Level Characteristics

1 point1 point

0,75 points0,75 points



0 point0 point

Topicality of information

“Track and trace”/ transparency of transaction services

“Track and trace”/ transparency of legislative matters

Availability of service-specific directory („red pages“)

Technical illustration of political issues

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6153 51 3138

0

50

100

ServicePortfolio

Efficiency Transparency Participation ChangeManagement

BEGIX Average Values

E-Democracy

Ø 47

Quotations from InterviewsQuotations from Interviews

“E-Democracy is the poor cousin of electronic service delivery”

Don Tapscott, Toronto

“We are not even close to E-Democracy, we have to go a long way”Mayi Canales, Dept. of the Treasury,

USA

“We are only scratching the surface of E-Democracy yet”

Dan Chinock, Ex.Office of the President, USA

“We could do more. It’s so easy to talk about E-Democracy, it is much more difficult to do some-thing about it”Britta Lejon, Minister for Democracy

and Consumer Protection, Sweden

“E-Democracy is the poor cousin of electronic service delivery”

Don Tapscott, Toronto

“We are not even close to E-Democracy, we have to go a long way”Mayi Canales, Dept. of the Treasury,

USA

“We are only scratching the surface of E-Democracy yet”

Dan Chinock, Ex.Office of the President, USA

“We could do more. It’s so easy to talk about E-Democracy, it is much more difficult to do some-thing about it”Britta Lejon, Minister for Democracy

and Consumer Protection, Sweden

It is still a long way from delivering merely administrative services electronically to truly “Balanced” E-Government

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BEGIXØ

Fairfax Ontario

Canada

Virginia

UK-Online

Seattle

first.gov

Sweden

Tameside

HamburgEstland

Lewisham

Ø

2. Leaders of electronic service

delivery

2. Leaders of electronic service

delivery

3. “Best of the best”

3. “Best of the best”

1. Proficient E-Government cases with further potential

for improvement

1. Proficient E-Government cases with further potential

for improvement0 100

100

Zoomed part

Service Portfolio/

Efficiency/ Change Mgmt

Service Portfolio/

Efficiency/ Change Mgmt

Participation/ TransparencyParticipation/ Transparency

Total overview – three groups of best practice candidates

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BEGIX - Online

A strategic management tool for the self-evaluation

of E-Government projects

http://www.begix.de

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Tool for self evaluation and strategic development

“Compass function” for the public sector

Bertelsmann Foundation’s offer of service and dialogue

Creation of networks for the exchange of experience, expertise and cooperative learning

Long-term monitoring of the E-Government landscape, identification of trends and best practices

The Online Tool’s Five Targets

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BEGIX-Online:Results of the Self-Evaluation (N=241)

Self Evaluation - ComparisonAug. 02 / Nov. 02 / Jan. 03 / Mar. 03

1 2 3 4 5

Benefit

Efficiency

Participation

Transparency

ChangeManagement

Total (weighted)

Average 12/03/2003

Average 20/01/2003

Average 06/11/2002

Average 22/08/2002

5 = positive self-evaluation1 = negative self-evaluation

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Ensure TransparencyEnsure Transparency

Include the Users’ View

Include the Users’ View

Develop and Use Standards

Develop and Use Standards

Tailor-make your Financing

Tailor-make your Financing

Design your Processes thoroughly

Design your Processes thoroughly

Allow for Participation

Allow for Participation

Ensure Co-operationsEnsure Co-operations

11

33

66

44

22

55

77

Provide ServiceProvide Service88

Develop CompetenceDevelop Competence

Plan your MarketingPlan your Marketing

99

1010

Ten recommendations for “Good E-Government”

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Good e-Government first of all means no more than: good Government. A successful e-Government strategy is not possible within an obsolete administrative structure.

1

Evaluate all current processes and responsibilities.

Harmonise process optimisation and the increasing use of electronic means

Increase efficiency, public service, cost reduction

First Steps

Strategy

Goals

Design processes

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Review your processes with focus on - increasing efficiency- topic relations (in alignment with customer perspective)

1

Simultaneously define in a strategic masterplan- concrete measures,- goals,- period of time.

Order your priority list by - possibilities to implement changes- public demand

Review Processes

Create responsibilities and new hierarchies

Leave space for development in your plans

Think online and offline at the same timeJoined thinking

Create a List of priorites

Define a masterplan

Flexible planning

Adjust hierarchies

Design processesMeasures

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A crucial precondition for participation is transparency. This is by no means an end in itself. Transparency rather reflects a new way of understanding of state and administration. The opportunities of new media add a real dimension to it.Thus information becomes comprehensive.

2

carefully structured, easily accessible and comprehensible disclosure of internal decision-making processes and acts of administration

Creation of transparent structures and processes

Gain in trust, increase of acceptance and frequency of usage, easing of citizen contact

First Steps

Strategy

Goals

Create transparency

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Make the structure and processes of administration transparent in order to increase citizens‘ understanding

2

Increase the willingness to pay fees by publishing exact fees and costs of administrative acts

Give citizens the option to always track-and-trace the status of their requests

Disclose process information

Endeavour transparent bidding procedures and use the opportunities of E-Procurment.

As part of the creation of transparency you should include the process of policy- and decision-making.

Include decision-making

Track-and-trace

Transparent fees

Disclose procurement information

Create transparencymeasures

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E-Government is a dynamic concept aiming for an increase of flexibility in the apparatus. To meet this demand it is essential to let the user take part in developing and extending the service portfolio.

4

Obtain customer information through survey Check usage of services

Adapt the development strategy to the target groups‘ needs

Coordinate the process of Change Management regularlyImprove the acceptance of the services on the long term

First Steps

Strategy

Goals

Integrate users

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Conduct regular surveys with clearly focused user groups

4

Form suitable structures of co-operation to exchange data with other developers of E-Government services and applications

Evaluate the survey results on a regular basis and let them influence the process of your internal change management

Institutionalise Surveys

Take advantage of the knowledge of your customers, e.g. through consultations

Ease the access to your online-services with specialised training and public terminals

Accessibility

Exploit the results

Organise data transfer

Exploit customer knowlwedge

Integrate usersmeasures

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Although obstacles and challenges throughout the process of implementation of E-Government vary in every community, county, ministry, a lot can be learned from each other. Structures, processes and dealing with customers are always quite similar.

6

Develop close ties between administrative departments and different levels of administration (Public Pulic Partnerships)

Compare your offers with others Cooperate with potential target groups

Procure synergies in development and financing

First Steps

Strategy

Goals

Foster cooperations

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Get new impulse for your ow2n services by comparing your offer with - international examples- national „competitors“- NGOs- commercial websites

6

Make use of local, regional and national cooperations to conduct experiments and launch test projects

Form steering groups with important social actors, to share experiences and examine set goals.

Watch competitors

Networking

Use coalitions

Foster cooperationsmeasures

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The process of implementing E-Government is of concern for everybody: mayors, administrative heads, employees in the administration

9

Parallel process of restructuring, also creation of competences and responsibilities

Cushion the concerns about the preservation of the scope of individual organization and scepticism towards new technology by involving all the affected

Encourage members of staff to accept the new structures and motivate them to take part in the development

First Steps

Strategy

Goals

Build up competence

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Make sure that there is transparent coordination and clear competence

9

Adapt communication structures to the new work process

Build structures of competence on all levels, including every employee

Competence coordinate

Interconnect your employess to enable the transfer of knowledge

Train employess according to their competence

Motivate employess with incentives like bonus-offers, certificates, additional responsibilities

Offer incentives

Structures on all levels

Adapt communication

Train employees

Net knowledge

Build up competencemeasures

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Bertelsmann Stiftung

Thank you for your attention!

Carolin [email protected]


Germany

Documents

Page 1 "Internet and the City" Barcelona, March 21st 2003 21.03.2003 Bertelsmann Stiftung Balanced E-Government Carolin Welzel Bertelsmann Foundation Germany