IS3037 10

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IS3037 - 10

• How should a Government go e?
• The Gov-2-eGov Challenge.
• Future eGov directions

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Recall from Lecture 2

• eGovernment is NOT just about web-enabling as
  many services as possible.
• People are not going to use services simply
  because they are available.
• .gov could follow the .com pattern of failures.
• There has to be a compelling set of reasons to
  support citizen use.

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Moreover

• eGov is not easy
• It involves significant
• Re-engineering and Change
• Long term planning (France spent several years
  planning identifying priorities before
  implementing)
• Investment
• Training and skilling of personnel
• Marketing efforts
• Visionary leadership is essential
• Backed up by practical excellence

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Integration

• Is critical!
• Between strategy and technology
• Between government and citizens
• Between regular government and eGovernment
• Between applications visible to the citizens and
  back-end databases
• if quality, value-adding eGov services are to be
  enabled.

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Accentures Stage Model

• Tracked the progress of various eGovernments
  world wide
• Methodology (interviews / scoring model using 100
  questions)
• Results
• early leaders to the late followers
• innovative contenders to the excellent performers
• those who are left far behind

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Accenture

• intends to help government leaders chart their
  future paths more effectively
• But Accentures reports are primarily
  descriptive,
• not predictive
• They use historical measures rather than future
  orientations

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Accentures eGov Maturity Model

• Publish, interact, transact Accenture I
• Publish, interact, transact, transform Accenture
  II
• Online Presence, Basic Capability, Service
  Availability, Mature Delivery, Service
  Transformation Accenture III
• Stage transitions are characterised by hurdles
  followed by plateaux
• To move to the next stage, a government has to
  do something different (cf. Gersicks
  Punctuated Equilibrium Theory)

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Accenture's Five-Stage Plateau Model of
eGovernment Maturity
Service Transformation
Mature Delivery
Service Availability
Basic Capability
Online Presence
Time
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Transitioning along the Stages

• Is higher always better?
• Which stages are easy, which ones difficult to
  master?
• Which ones are inexpensive, which ones expensive?
• Political comfort?
• Social acceptance?

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Punctuating the Equilibrium

• In moving to the fifth level, Canada for instance
  demonstrated these differences in its
  application of leading edge practices, such as
  involving customers in service development and
  identifying/focusing on high value services.
• Could that happen in Hong Kong? Or China? Or
  Zimbabwe?

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Strategic Alignment

• Henderson/Venkatraman (1993)
• Model to explain the interaction between
• business and IT strategy
• and the
• corresponding organisational and IT structures,
  processes, and systems (including value system)

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Original Alignment Model 4 Areas

• Business Strategy
• Scope What business are we in?
• Distinctive competencies What do we concentrate
  on doing well?
• Governance What external business
  relationships/JVs do we depend on?
• IT Strategy
• Scope What technologies support/create business
  opportunities?
• IT or systemic competencies What IT features
  create business advantage?
• IT Governance What external relationships do we
  depend on?
• Organization Infrastructure
• Structure/culture What is the structure/culture?
• Processes What are the organizations key
  processes?
• Skills What HR does organization have/require to
  achieve competencies?
• IT Infrastructure
• Architecture What are organizations choices of
  platforms, hardware, software, network, etc.?
• Processes What are organizations IT processes
  (development, etc.) ?
• Skills What skills do IT staff require?

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Strategic Alignment Model (Henderson
Venkatraman)
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eGovernment Alignment Model

• An integrated model that combines the insights of
  both the maturity and the strategic alignment
  perspectives

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Alignment Based Maturity Model

• While the eGovernment Strategic Alignment model
  illustrates the relationships, it does not
  demonstrate how eGovernments develop.
• Thus, there is a need for an eGovernment maturity
  model which is also aligned to strategy.
• This model illustrates the different paths that
  governments may take as they move towards
  fully-fledged eGovernment.

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1 eGovt Rhetoric
2b eGovt Vision
2c Systems Focus
2a Strategic Vision
3c eGovt Automation
3a Strategic Plan
3b IT
Planning Gap
4 eGovt Integration
5 eGovt Transformation
- Preferred Path
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1 Govt Rhetoric

• Having a strategy
• Communicating the strategy to key stakeholders
• Demonstrating executive leadership

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2 The Vision

• An eGovernment vision
• This is what we want to do with eGovernment.
• This is how the e adds value.
• A strategic vision
• This is where the government is going.
• These are our strategic directions
• Systems focus
• We have started to web-enable services
• Here is how these services add value

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3 The Plan

• Strategic Plan
• Integrating plans for traditional and
  e-government
• Moving the civil service forwards
• eGovernment Automation
• eGovernment systems and vision are in place
• Here is how they add value for citizens together
• IT Planning gap
• We have some systems in place, and a general
  strategic direction, but no clear sense of where
  the eGovt is going.

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4 eGovernment Integration

• The strategic plans are in place
• We are rolling out systems to web-enable
  services.
• Everything is following a schedule
• We have mechanisms for feedback citizen input.

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5 eGovernment Transformation

• We are transforming government itself.
• We are making government more effective, more
  efficient.
• We are revolutionising the relationship with
  businesses and citizens.
• We are constantly looking for new ways to
  introduce innovations.
• Change is the only constant.

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6. Beyond eGovernment

• At this stage, the e is no longer important,
  because everything is e.
• Citizens routinely use online services.
• The government provides many services in online
  mode only.

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eGovernment Futures

• Innovations are going to come thick and fast
• Some will be locally specific, others may be
  universal.
• Some government departments need to compete with
  private sector firms so they need to innovate
  faster.
• Coming up next some examples of current
  innovations.

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Revenue Customs

• Many people have to pay
• Elimination of low value (manual) processes can
  enable agencies to redeploy resources to enforce
  compliance and improve quality of service
• The number of online tax related transactions is
  increasing rapidly, as is the revenue obtained.

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Revenue Customs Examples

• http//bp.ato.gov.au
• Australian Business Portal
• http//tva.dgi.minefi.gouv.fr/index.jsp
• French tax filing payment
• Mandatory for companies with more than 15 M Euros
  revenue/year.
• 61.4B Euros (50 of total) of VAT declared and
  paid online by 50,000 companies

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• http//www.ir.dgi.minefi.gouv.fr
• Online filing and immediate tax receipt
• Digital signatures/certificates
• 600,000 online submissions in 2003.
• Online and telephone help.
• Canada www.ccra-adrc.gc.ca
• 43 of personal income tax returns filed online
• Taxation data centre closed 1350 staff redeployed

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• Swedens Virtual Customs Office
• www.tullverket.se
• Electronic customs payments for registered
  businesses
• Lookup facility for tax codes, rates of duty, for
  any goods.

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Postal Services

• Need to compete with private service providers
• Reduction of monopoly status
• Increase in offer of personalised services
• Getting into the ISP game

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Examples

• www.posten.se
• Item tracking (like FedEx)
• www.royalmail.com/portal/rm/onlinepostage
• Print stamps from a computer
• Design your own stamps

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Justice Immigration

• www.moneyclaim.gov.uk
• Claiming payments online
• Paying fines online
• Automatic processing
• www.inburgeringsloket.nl
• Immigration portal for new residents of The
  Netherlands