E-Government Best Practices A Practical Guide

transcript

E-Government Best Practices

A Practical Guide

Final Report

May 18, 2001

Murali Chidurala, Peter Kaminskas, Samir Pathak, Anjali Sridhar, Segev Tsfati

Faculty Advisor: Prof. David Darcy

Agenda

Introduction

Framework of Analysis

Implementing e-Gov initiatives

Questions

The Team’s Task

GSA’s Office of Electronic Government

Create an “implementation handbook” – a practical e-government project implementation manual

Stove-pipe View of Government

Agency A Agency B Agency C

Multiple agencies needed for

complete solution

Common Face of Government

Service provided to Customer

Agencies pool resources & information

Methodology- Project Life-Cycle

Partial applicability to e-government projects:

* Obstacles * Marketing

* Resources * Politics

* Legislation * Leadership

* Innovation * Environment

SelectPlan

AnalyzeDesign

MaintainImplement

Why would a project fail?

“Politics as usual”

Lack of visionary leadership

Lack of resources

Organizational culture

Wrong technology

Need and customer focus lost

Baseline e-gov Initiative

Clear mandate

Budget and resource allocation

Committed project management

Sound planning; clear goals

External validation

Guaranteed customer base

Emerging Trends in e-Government

Public-Private

PartnershipsAlliances w/

Stakeholders

Small ScaleWorking Groups

End User Focus

Influential Factors

Political Environment

Transparency

Budgeting

Planning

Leadership

Stakeholders

Technology

Innovation

Implementation Map

Budgets

Innovation Zone

Leadership HorizonLeadership

Planning Stakeholders

“Transparency”

Demo/Deliverables

Obstacles

External Environment

Other Agencies End Users Private Interests Public Interests

Evaluating

Technology

Executive Legislative Directive Mandate

Withinthe

Organization

At thePolitical

OutsideEntities

Marketing

Perceived Need

Implementation Map Leadership

Perceived Need

Critical Success Factors – Leadership

Link political environment and Leadership

Idea champion

Understands the Business

Innovative and encourage creativity

Rally stakeholders

Implementation MapPlanning

Planning

Perceived Need

Plan projects with consideration of stakeholders

Identify purpose of project & end-users

Create function-based plan

Examine use of public-private partnerships

Map detailed implementation process

Do not reinvent the wheel

Critical Success FactorsPlanning

Technical Plan:

Develop systems evaluation plan

Explore processes to reduce paperwork

Allow for multiple functionalities

Ensure easy scalability, maintenance & transferability

Critical Success FactorsTechnical Plan

Training & Communications Plan:

Public awareness and marketing plan - create brand awareness

Training plan for employees

Pilot systems with feedback mechanisms

Identify stages for focus group input

Develop evaluation plan

Critical Success FactorsCommunications Plan

Perceived Need

Implementation MapStakeholders

Stakeholders:

Identify all stakeholders

Develop channels of communication

Demonstrate project’s alignment with customer needs

Encourage creativity

Devolve decision-making authority

Critical Success FactorsStakeholders

“Transparency”

Marketing

Perceived Need

Implementation MapTransparency & Marketing

Transparency leads to increased visibility & ‘brand awareness’ Make available strategic plan and evaluations

as benchmarks Engage all stakeholders

o Other government agencieso Employeeso Private institutions and service providerso End Users

Critical Success FactorsTransparency & Marketing

“Transparency”

Demo/Pilot

Evaluating

Marketing

Perceived Need

Implementation MapPilots & Evaluation

Pilot Study and Evaluation provides feedback into full implementation

Demonstrate early success

Have outside evaluators

Incorporate recommendations effectively

Use pilot for marketing purposes

Critical Success FactorsPilots & Evaluation

Budgets

“Transparency”

Demo/Deliverables

Evaluating

Technology

Marketing

Perceived Need

Implementation MapBudgets & Technology

Interrelated and integral through the process

Lobby for budgets

Creative budgeting and alliances

Evaluate and choose systems development solution

Easily implementable, scalable technology

End-user focused

Critical Success FactorsBudgets & Technology

Budgets

“Transparency”

Demo/Deliverables

Evaluating

Technology

Marketing

Perceived Need

Implementation MapExternal Environment

Other agenciesPrivate interestsPublic interestsEnd users

Overcome ‘Institutional Pain’ Match interests to increase buy-in Seek support, offer goodwill Create partnerships and alliances Minimize ‘friction points’

Budgets

“Transparency”

Demo/Deliverables

Obstacles

Evaluating

Technology

Withinthe

Organization

At thePolitical

OutsideEntities

Marketing

Perceived Need

Implementation MapPotential Obstacles

Potential ObstaclesWithin the bureaucracy

Hostility/ skepticism Turf wars/ power struggle Coordination Institutional pain/ fear

Political Level Legislative/ regulatory constraints Inadequate funding

Outside Entities Public skepticism and lack of awareness Digital divide Interest group politics

Overcoming ObstaclesWithin the bureaucracy

Understand interests Build coalitions, motivate players Demonstrate projects Communicate and train

Political Level Lobby legislature Explore funding options

Outside Entities Increase awareness and involvement Enter partnerships Address fears

Budgets

Innovation Zone

“Transparency”

Demo/Deliverables

Obstacles

Evaluating

Technology

Withinthe

Organization

At thePolitical

OutsideEntities

Marketing

Perceived Need

Implementation MapInnovation Zone

Innovation

Imagine

Design

ExperimentAssess

Source: Gary Hamel - ‘Leading the Revolution’

Innovation

Support innovative culture at all levels

Reward innovative practices

Provide resources

Diversify workforce

Look outside government

Experiment & evaluate

Learn from mistakes

Budgets

Innovation Zone

“Transparency”

Demo/Deliverables

Obstacles

Evaluating

Technology

Withinthe

Organization

At thePolitical

OutsideEntities

Marketing

Perceived Need

Recap & Questions

Questions??

“The best plan is only a plan, that is good intentions, unless it degenerates into work. The distinction that makes a plan capable of producing results is the commitment of key

people to work on a specific task.

Peter Drucker

Illinois Federal Clearinghouse

Information on Federal grants that can be accessed by state and local govts

Developed website to consolidate grants information

Low-budget; no private partners

Political will

Leader from grants side of govt

Strong customer base

Access America for Students

Inter-agency Task Force

Developed portal for education financing

Partnership Forum

No budgetary constraints -demo project

High level political will

Used results from existing studies

High visibility and consequent accountability

Beware ‘institutional pain’

Federal Commons

Grant management portal

Developed by HHS

Political visibility and goodwill

Technology big driver

Huge budgetary constraints

High level political will

Lack of staff

Doubtful customer base - lack of vested ownership

Channel Convergence

Online process migration - Integration of call centers and web

Top-down, strategic planning

In-house customization; COTS products

Outside third-party evaluation

Bridging the Digital Divide

Provide technology training and access to veterans

Flexible project definition

Strategic alliances

Access to end-users (veterans) over wide area

Diplomacy & transparency

Use of ‘Loaned Executive’

Organic structure

E-Government Best Practices A Practical Guide

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