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"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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"Internet and the City" Barcelona, March 21st 2003
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.”
Bertelsmann Foundation
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
information and communication
technologies for their services
E-Democracy
Public institutions provide
information and communication
technology-based information
services (transparency) to users
and allow influence / feedback
(participation) from private as well
as commercial users
E-Democracy
Public institutions provide
information and communication
technology-based information
services (transparency) to users
and allow influence / feedback
(participation) from private as well
as commercial users
Balanced E-Government
Balanced E-Government
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
0,50 points0,50 points
0,25 points0,25 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]
Bertelsmann Foundation
Germany