This book discusses three levels of e-government and national strategies to reach a citizen-centric participatory e-government, and examines how disruptive technologies help shape the future of e-government. The authors examine how e-government can facilitate a symbiotic relationship between the government and its citizens. ICTs aid this relationship and promote transparencies so that citizens can place greater trust in the activities of their government. If a government can manage resources more effectively by better understanding the needs of its citizens, it can create a sustainable environment for citizens. Having a national strategy on ICT in government and e-government can significantly reduce government waste, corruption, and inefficiency. Businesses, CIOs and CTOs in the public sector interested in meeting sustainability requirements will find this book useful.
In this study of electronic systems in government, case studies are used to compare e-government across 21 countries. The goal of the research to see if there is a global convergence in the way governments use electronic information—and the findings suggest that most countries have much in common. In particular, concepts regarding service delivery, internal and external efficiency, and government networking were found to be similar across the sample governments.
Digital government is a new frontier of the development of electronic commerce. Electronic Government Strategies and Implementation is a timely piece to address the issues involved in strategically implementing digital government, covering the various aspects of digital government strategic issues and implementations from the perspectives of both developed and developing countries. This book combines e-government implementation experiences from both developed and developing countries, and is useful to researchers and practitioners in the area as well as instructors teaching courses related to digital government and/or electronic commerce.
Author: Executive Office Executive Office of the President of the United States of America
We live in an increasingly interconnected society, where the Internet has spawned tremendous improvements in efficiency and customer service. People use the telephone and the Internet to get service 24 hours a day, seven days a week. More than 60 percent of all Internet users interact with government websites. E-Government will save taxpayers a significant amount of money, while adding value to citizens' experience with government and better serving their needs. Consequently, the President has made "Expanding E-Government" integral to a five-part Management Agenda for making government more focused on citizens and results. Federal information technology (IT) spending in the United States will exceed $48 billion in 2002 and $52 billion in 2003. That level of IT spending provides enormous opportunities for making the transformation government into a citizen-centered E-Government. Indeed, a good portion of current federal IT spending is devoted to Internet initiatives, yielding over 35 million web pages online at over 22,000 web sites. But past agency-centered IT approaches have limited the government's productivity gains and ability to serve citizens. As highlighted in this report, the federal government is poised to transform the way it does business with citizens federal government check budget through the use of E-Government. This report presents the federal government's action plan for E-Government. The primary goals for the President's "Expanding E-Government" initiative are to: Make it easy for citizens to obtain service and interact with the federal government; Improve government efficiency and effectiveness; and Improve government's responsiveness to citizens. OMB Director Mitchell E. Daniels initiated an interagency E-Government Task Force (see Appendix A) to identify the action plan for implementing the President's E-Government initiative. Under the leadership of Mark Forman, Associate Director of Information Technology and E-Government, about 80 federal employees from across the federal government made up the Task Force (see Appendix B). The E-Government Task Force found that the federal government could significantly improve customer service over the next 18 to 24 months by focusing on 23 high-payoff, government wide initiatives that integrate agency operations and IT investments (subsequently, payroll processing was added as the 24th E-Government initiative). These initiatives could generate several billion dollars in savings by reducing operating inefficiencies, redundant spending and excessive paperwork. The initiatives will provide service to citizens in minutes or hours, compared to today's standard of days or weeks. Moreover, by leveraging IT spending across federal agencies, the initiatives will make available over $1 billion in savings from aligning redundant investments.
This book provides key strategic principles and best practices to guide the design and implementation of digital government strategies. It provides a series of recommendations and findings to think about IT applications in government as a platform for information, services and collaboration, and strategies to avoid identified pitfalls. Digital government research suggests that information technologies have the potential to generate immense public value and transform the relationships between governments, citizens, businesses and other stakeholders. However, developing innovative and high impact solutions for citizens hinges on the development of strategic institutional, organizational and technical capabilities. Thus far, particular characteristics and problems of the public sector organization promote the development of poorly integrated and difficult to maintain applications. For example, governments maintain separate applications for open data, transparency, and public services, leading to duplication of efforts and a waste of resources. The costs associated with maintaining such sets of poorly integrated systems may limit the use of resources to future projects and innovation. This book provides best practices and recommendations based on extensive research in both Mexico and the United States on how governments can develop a digital government strategy for creating public value, how to finance digital innovation in the public sector, how to building successful collaboration networks and foster citizen engagement, and how to correctly implement open government projects and open data. It will be of interest to researchers, practitioners, students, and public sector IT professionals that work in the design and implementation of technology-based projects and programs.
Strategic use of ICT has been viewed as an essential vehicle for socioeconomic development of a country nowadays. Most governments in developing countries have made remarkable strides in implementing ICT-based strategies, particularly e-Government projects, to improve the quality and efficiency of public services, strengthen intra-government information flows, promote accountability and transparency, procure goods and services fairly and efficiently, encourage citizens' participation in decision making processes, and inform citizens about government operations and services. While potential opportunities offered by e-Government are numerous, a comprehensive and coherent e-Government strategy is an essential constituent for successful implementation of projects. It enables all agencies to work in a consistent way by treating the state as a single enterprise. Without clear vision and strategic plan, governments may have difficulty in identifying what they need to do or how to prioritize actions.
This review is the first to analyse e-government at the country level using a revised framework designed to capture the new challenges faced by countries today. It highlights the richness of initiatives and actions taken by Denmark in relation to a number of areas.
The book is based on practical experience gained during the planning and execution of e-governance projects in India coupled with extensive research based on six national/multi-state-level agriculture related projects. It assesses e-governance projects in terms of desired project outcomes and analyzes performance from the viewpoints of three key groups – planners, implementers and beneficiaries. It highlights six constructs: extent of planning, comprehensiveness of strategy formulation, effectiveness of strategy implementation, changing situation, stakeholder competence levels and flexibility of processes, which are applied to reveal shortfalls in the existing planning and implementation system for e-governance projects in India. It also identifies a set of significant strategic variables influencing performance based on three independent opinion surveys of stakeholders located across the country, and uses these variables as the basis of strategic gap analyses of some major ongoing agriculture related projects. Furthermore it presents lessons learned from cross-case quantitative and qualitative analyses in the form of a generalized strategic framework for improving performance. Offering an overview of major e-governance projects, it uses several illustrative examples to address the underlying issues and to support the study findings and recommendations. It also presents a novel approach of building strategic alliances across related departments to achieve effective e-governance. The book will be of interest to the practitioners in government as well corporates who are engaged in planning and implementation of e-governance projects spanning across various layers of government. In Indian context, the learning issues are likely to trigger appropriate corrective measures for generating better value from the several flagship projects envisaged under the Digital India Programme. Further, it will interest the academic audience working on the strategic framework and constituting constructs. It will also benefit business students and application software architectures who aspire for a consulting career in the area of e-governance.