This presentation narrates various critical success factors in e-Governance projects (particularly in the Indian scenario). The presentation is shared with a hope that it turns out to be a useful guide to students / seekers in the e-Governance sector.

1. Critical Success Factors
in
e-Governance Projects
Mukund Nadgowda
Associate Professor and Head of Department (IT),
Kundal Forest Academy, Kundal, Sangli

2. We will share experiences of a few e-Governance applications.
These illustrations will help you understand how e-Governance
applications can be designed in many different ways for
achieving different types of goals and objectives.
We will discuss various delivery models that get round the
constraints of capacity and infrastructure.
We will then look into various Critical Success Factors that
play key roles in e-Governance projects.
Overview

3. Contents
• e-Governance: various perceptions and delivery
models
• Illustrations of e-Governance applications.
• Benefits from e-Governance for various stake holders
• Critical Success Factors in e-Governance projects
• Key Challenges in e-Governance in India
• Measuring impact and assessing readiness

4. Essence of e-Government
• Involves process of reform in the way Governments work,
share information and deliver services to external and
internal clients
• Clear intent of greater transparency in functioning
• Achieving greater efficiency
• On-line delivery of services to citizens/ businesses targeting
concrete benefits such as convenient access (time and place), reduced
transaction time, and lower costs.
• Harnesses information technologies such as WAN, Internet,
World Wide Web, and mobile computing to connect computerized
back-ends that enable process reform with front-ends that service
the citizens electronically.
(“Online” does not necessarily imply the Internet. It implies that transactions
access / update databases immediately to minimize errors and speed-
up processing. If applications are submitted electronically, the
movement and processing of documents is also done electronically.)
The resulting benefits could be more transparency, empowerment, greater
convenience, less corruption, revenue growth, and cost reduction.

5. Different types of applications
• Back-end automation of processes
– Payroll Accounting, Integrated Financial Management Systems,
Personnel Database
• Data gathering and MIS
– MIS and Monitoring and Evaluation Systems
• Electronic delivery of information and services
– G2C: Property registration, Municipal services, Drivers license, Land
records
– G2B: e-Procurement, Business Registration, Sales Tax, Online
customs
– G2G: Electronic work flow and file handling, Treasury
Computerization, Transfer and appointments.
• e-Participation
– Web sites for sharing information on budgets and expenditure in
federal and local Governments, e-discussion, e-voting

6. Key Outcomes
• Automation and Process Reform
– Reduce delay, less discretion, less mistakes, minimize face to
face contact, improve quality, improve efficiency
• MIS use by supervisors
– Detects inefficiency and corruption, monitor performance,
enhance accountability, improve processes
• Sharing information with public
– Builds transparency and trust, supports complaint process,
enables tracking, enhances accountability, involves civil
society, deterrent
• Intelligent Decision Support and audit
– Analyze data and build models to spot outliers

7. Choice(s) of Delivery Mode(s)
Environment
•Level of Trust
•Value of time
Characteristics of clients
•IT literacy
•Homogeneity
•Affordable access to Internet
•Spatial dispersion
e-Readiness
•Back end computerization
•Robust networks
•Laws for e-transactions
•Level of standardization
Characteristics of service
•Complexity
•Information intensity

8. Different Delivery Models
• Departments going online
– Citizens visit many departments, each one may be more efficient
– Could be a first step in the absence of high band width network
– Assisted; restrictive timings, single agency-complete service
• Conveniently located Community Service Centers
– Assisted counters manned by public / private agencies
– Services from single / multiple agencies under one roof: payment, licenses,
certificates
– Larger time window but not 24X7
• Self Service through a Portal
– 24X7, multiple agencies, partial service (like submitting applications)
– Back-end computerization and integration needed for data sharing
– High internet penetration, willingness and ability of citizens to use
– Security and mutual trust (builds with successful outcome)
– Usage builds up gradually. Adoption rate has to be driven.
• Access through mobile phones, Call centers, ATMs etc.

9. Delivery of Services - How Channels Differ
• Self use versus assisted by staff
• 24X7 operation versus restricted days and timings
• Services offered by single agency versus multiple
agencies from different levels of Government
• Online delivery of one step in a service versus the
entire tasks or several steps done in one go
• Location of access point: anywhere through
Internet, departmental counters, conveniently
located service centers, Internet kiosks

10. Four phases of e-Government

11. Scale and scope defined on many dimensions
• Targeted outcomes: automation, process reform,
effectiveness and transparency
• Coverage in terms of basket of services
• Extent of online support - for different stages
(processes) in delivery of a service
• Integration : horizontal (across agencies) and
vertical (levels of Government)
• Choice of channels to clients
• Reach across geography and economic strata of
citizens

12. Examples of e-Government Applications
• Property Registration, Land Records, MPSC, Rly.Reservations
• Integrated Service Centers for multiple services-eSeva, Bangalore one
• Municipality: Bangalore, Ahmedabad
• Income Tax online
• E-procurement
• New Business Registrations
• Customs online
• Integrated Financial Management System; computerized treasuries
• Appointment and Transfers in Karnataka and SmartGov in AP
• e-Chaupal, Akshaya, Drishtee in Rural India
• Lokvani (Sitapur)
• eBharat (National E-Government Program)

13. Benefits to Citizens
• Reduced transaction time and elapsed time
• Less number of trips to Government offices
• Expanded time window and convenient access
• Reduced corruption (need for bribes, use of influence)
• Transparency (clarity on procedures/documents)
• Less uncertainty in estimating time needed
• Fair deal and courteous treatment
• Less error prone, reduced cost of recovery
• Empowered to challenge action-greater accountability
• Levy of use charges

14. Benefits to Agency
• Reduced cost of delivering service-manpower,
paper, office space
• Reduced cost of expanding coverage and reach of
service
• Growth in tax revenue-coverage and compliance
• Coping with growth in transaction volume
• Improved image( service, corruption and fraud)
• Improved monitoring of performance and fixing
responsibility
• Improved work environment for employees
• Better quality decisions

15. Tackling Corruption through e-Gov
• Introduces transparency in data, decisions/actions, rules,
procedures and performance of Govt. agencies
• Automates processes to take away discretion
• Entry point for simplification of rules and reengineering
• Makes decisions traceable - tracks actions
• Builds accountability - greater access to information through web
publishing-role of civil society
• Provides documentation to citizens for follow up
• Introduces competition amongst delivery channels
• Standardized documentation of comments / objections leads to
effective supervision- through comparative indicators
• Centralizes and integrates data for better audit and analysis.
• Enables unbiased sampling for audit purposes

16. Assessment of Consulting Companies
• Few “real life” examples of successful e-Government
• Many examples of attractive web sites with “same old back office
procedures”
• Confusion between “a pretty website” and a successful portal
• No “best in class” state or local e-Government solutions have gained
widespread adoption
• Governments, in their rush to the web, often underestimate their
security, privacy, interface and infrastructure requirements
• Citizens are becoming increasingly demanding (want more, not just
faster service in exchange for convenience fees)
• Migrating private sector “best practices” to public sector often fails to
achieve desired results
• Most Governments have not fundamentally changed their processes in
any way, though some have automated a flawed process.

17. Overall Assessment
• Impact not assessed through independent evaluation.
• Limited scope and scale-implemented in a few departments
• Service delivery has become efficient but impact on transparency
and corruption is marginal
• Focus on urban areas. Access points in rural areas is a key
challenge.
• Largely bottom-up, driven by reformist civil servants with some
political support. Lack of central coordination.
• Large number of Web sites are not used. Citizens unwilling to
engage. Intermediaries are needed.
• High enthusiasm for implementing e-Government across political
spectrum. Lack of understanding of implementation difficulties
• Bulk of the applications are simple. Limited integration. Data
sharing, scalability, security not adequately addressed.
• Inadequate re-engineering, a broader context of reform is
missing.

18. Critical Success Factors
• Strong Political and Administrative Leadership
• Availability of funds and human resources
• Clearly identified goals and benefits
• Significant Process Re-engineering required
• Detailed Project Management
• Ownership by people who are most affected
• Adopt established standards and protocols – minimize customization
• In-source Analysis and outsource design, software development,
data preparation, training, etc.
• Manage change process-unfreeze, move-refreeze
• Invest in training all stake holders on application and its use
• Explore Public Private Partnership
• Create awareness of how things have changed for clients
• Think Big, start small, evaluate and learn, scale up and evaluate

19. Enablers of e-Government
20 % Technology + 35 % BPR / GPR +
40 % CM and CB + 5% Luck !

20. Risk Factors for Sustainability
• Not implemented in a context of wider change /
administrative reform.
• Inadequate ICT infrastructure and enabling policies.
• Poor costing or lack of resources-creeping
commitments.
• Short tenure of implementers and hurried
implementation.
• Management of change-resistance from vested
interests.
• Use of untested fancy technologies.
• Inadequate attention to monitoring and evaluation.

21. Key Challenges in Moving Ahead
• Designing projects to deliver value
• Making projects sustainable
• Expanding the coverage to multiple departments
• Providing services in the rural areas
• Enhancing impacting on transparency and
corruption
• Organizing for scaling up

22. Organization for implementing e-Government
• A champion at the political level
• Ministerial level co-ordination committees
• A central support group
• Departmental champions and co-ordination
committee
• Institution for training / CB
• Private sector partners

23. Centralized versus decentralized Approach
Type of Approach Strengths Pitfalls
Centrally
Coordinated and
executed e.g. UID
Can benefit from the authority of a strong
central leader
Can encompass all components of ICT
development
Leads to improved utilization of resources-
shared infrastructure
Adherence to standards facilitates data
sharing and integration
Donor coordination is easier
Scaling up pilots is easier
Projects can have a tighter fit with overall
development strategy
Lack of departmental ownership may
thwart significant changes
Local initiative and innovation
potential is curbed
Project becomes complex and
increases chances of implementation
failure
Decentralized e.g.
Many States in India
Departmental ownership-easier to re-
engineer and implement
Quicker to implement
Breeds innovative uses
Demonstration effect is quicker
Applications can evolve and improve quickly
Projects can benefit from attention of political
leadership-easier to de-bottleneck
Flexibility in administrative arrangements
Quality is hinged to the capability of
the champion
Sustainability can be hurt due to
change in leadership
Data sharing is difficult
Variable quality of design as
standards are not followed
Applications may be out of tune with
an accepted development plan or
direction of reform

24. Role of the Central Support Group
• Assessing and enhancing preparedness
• Developing a strategy and implementation plan
• Resources for re-engineering, application
development and change management
• Guidelines, standards and best practices
• Developing public private partnership
• Identifying departmental champions
• Monitoring progress and impact
• Overseeing a few key projects
• Building / managing shared infrastructure

25. Time to think…
Is e-Government just the next “new and greatest”
government solution?
OR
Is it really going to make a difference?

26. e-Governance is an investment for tomorrow…
…at today’s expense
Remember…