MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 1

Leadership for
Electronic Governance
What is the Role of Leadership for e-Governance?
Public Managers
Tomasz Janowski
Zamira Dzhusupova
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 2

AIM
To discuss:
o Basic concepts and importance of the Leadership in Electronic Governance for linking e-
government to Democratic and Good Governance objectives to meet people’s needs and
stakeholders interests.
o Needs for Leadership at different stages of Electronic Governance from awareness and acceptance,
assessment, vision and strategy development to implementation.
o Best practices on e-Governance Leadership to demonstrate the leading role of government policy
and decision makers for promoting and facilitating innovation of public administration and service
delivery through the use of ICT.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 3

OVERVIEW
1 Introduction 2 Leadership for Electronic Governance
1.1 Need for E-Governance Leadership 2.1 Awareness and Acceptance
2.2 Assessment
2.3 Vision and Commitment
2.4 Strategy Development
2.5 Implementation
2.6 Capacity Building
2.7 Cooperation and Partnership
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 4

LEADERSHIP FOR ELECTRONIC GOVERNANCE
Leadership for Electronic Governance is a catalyst for innovation and transformation of public
administration by linking e-Government to Democratic and Good Governance objectives.
Democratic Governance is a key component in Electronic Government
achieving the Millennium Development Goals
o Makes information and public services
to improve quality of life.
widely accessible to the public at a low cost.
An efficient, responsive, transparent and o Enables active involvement of all
accountable public administration is a central stakeholders in policy making.
part of Democratic Governance. However,
Democratic Governance is not only good in o Allows for easier policy coordination among
itself, it is critical to furthering Human ministerial departments and public
Development. [UNDP]
agencies.
o Facilitates cooperative and networked
Good governance consists of a public service policy implementation in an easier, quicker
that is efficient, a judicial system that is and cheaper way.
reliable, and an administration that is
accountable to the public. [World Bank]
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 5

NEED FOR E-GOVERNANCE LEADERSHIP
E-Governance has cross-cutting nature that requires involvement of different parties and therefore it
needs new styles of Leadership, new ways of deciding policy and investment, listening to citizens and
organizing delivering and accessing information, services and knowledge.
Leadership is a key prerequisite for successful Leaders are in strong position:
Electronic Governance to ensure organisational
changes and new skills in government to improve o To articulate the benefits and public value to
public services, democratic processes and public government organizations, employees and
policies. the public at large.
o To drive e-Government planning to support
broader policy goals and public management
reforms.
o To ensure legislative and regulatory
environment and common frameworks to
maximize efficiency and avoid duplication.
o To facilitate implementation by encouraging
coordination and collaboration across
government and with all stakeholders.
Source: European Institute for Public administration
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 6

LEVELS OF E-GOVERNANCE LEADERSHIP
Strong Leadership for e-Governance is need at all levels of public management – central, provincial and
local government, ministries/ agencies and departments.
1) Political - set a broad e-Governance vision,
Political define priorities, express citizens' needs,
Leadership make decisions for transformational actions
and provide the will to carry them.
2) Strategic - ensure strategic e-Governance
Strategic
planning and direct the changes across
Leadership
ministries/agencies by using new ways for
recourse allocation, developing new skills
and motivating staff for innovation in public
Administrative management and service delivery.
Leadership
3) Administrative – ensure implementation of
e-Governance strategies by managing
transformational changes in day-to day
activities.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 7

LEADERSHIP FOR E-GOVERNANCE STAGES
Sustained Leadership for Electronic Governance is important at all stages of e-Governance Cycle from
awareness and acceptance, assessment, visioning and strategy development to implementation.
1) Awareness and Acceptance - e-Governance
potential and benefits for country development
Vision and public administration reform.
2) Assessment - demands for innovation and
transformation in public administration and
service delivery, and capability to address them
Assessment Strategy
through use of ICTs.
3) Vision - set up and promote government wide e-
Governance vision to support main policy goals
and public administration reform.
4) Strategy - define priorities for ICT enabled public
Awareness Implementation management and service delivery, and
frameworks for collaboration.
5) Implementation - set up environment for
E-Governance Cycle transformation of public administration and
service delivery through use of ICT.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 8

OVERVIEW
1 Introduction 2 Leadership for Electronic Governance
1.1 Governance Innovation 2.1 Assessment and Acceptance
1.2 Public Management Reform 2.2 Assessment
1.3 E-Governance and Leadership 2.3 Vision and Commitment
2.4 Strategy Development
2.5 Implementation
2.6 Capacity Building
2.7 Cooperation and Partnership
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 9

LEADERSHIP FOR E-GOVERNANCE: AWARENESS
Leaders are in strong position to articulate the e-Governance benefits and public value to government
organizations, employees, private and non-government organizations, and the citizenry at large.
Benefits for Government Benefits for Stakeholders
Policy coordination due to sharing of data and New channels of access to public services for
information. different stakeholders depending on their
Timely and effective implementation of preferences and needs.
government policy decisions. Deepening consultation and engagement with
Saving costs of public administration by citizens in policy and decision making.
Improving cooperation between government Involvement of stakeholders in public service
agencies. delivery.
Better organized, aligned and integrated New mechanisms for feedback, consultation and
information flows. more participative forms of democracy.
New ways of information and service delivery
due to compatibility of systems.
Security and privacy through common
standards towards a seamless service provision.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 10

AWARENESS OF DRIVERS FOR E-GOVERNANCE
External Internal
Service delivery and Citizen Engagement Efficiency and Effec veness
Preventing inequality and unfair Reducing transactions and
access to information and services organizational costs
Preventing corruption by improving
transparency and integrity
Delivering seamless service through Increasing productivity
integration across levels and sectors
Improving citizen participation
through inclusive governance
Simplifying business processes
Enhancing privacy protection and
ICT security
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 11

AWARENESS OF E-GOVERNANCE IMPACT
E-Governance becomes an essential enabler to promote Human Development and create an overall
platform for the achievement of the Millennium Development Goals. [UNDP]
Accessibility of Knowledge Integration/
Information and Decentralization
Public Services Accessibility Coordination
Coordination of Decision making can
Information is easy to Accessibility of activities can be be done by persons
capture Knowledge enables carried out at the with authorized
decentralized lower tiers of the access to information
decision making hierarchy with knowledge of
the relevant criteria
Information and public
services accessible No need to hand
anywhere, anytime by Strengthening information up
anyone authorized capacity of civil and down to Decentralized
servants due to transfer decision making is
People can share Knowledge Sharing information facilitated by
information through between divisions networked decision-
databases and support systems
networks
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 12

OVERVIEW
1 Introduction 2 Leadership for Electronic Governance
1.1 Need for E-Government Leadership 2.1 Awareness and Acceptance
2.2 Assessment
2.3 Vision and Commitment
2.4 Strategy Development
2.5 Implementation
2.6 Capacity Building
2.7 Cooperation and Partnership
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 13

LEADERSHIP FOR E-GOVERNANCE: ASSESSMENT
Putting people first is a key precondition for success: the interests, expectations, fears and challenges to
e-governance solutions must be addressed proactively.
E-Governance Leadership ensure that:
o Policy process is open to input from o Ministries and agencies actively consult with
citizens and businesses. citizens and businesses on their needs and
preferences on access to information and
o Input received is taken into account in a services.
transparent and timely manner. o Public services and delivery mechanisms will
be provided in most useful and convenient
ways to people.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 14

E-GOVERNANCE ASSESSMENT
E-Governance assessment is a diagnostic tool for policy and decision makers that helps to assess current
status of service delivery and e-Governance initiatives and provide baseline information for strategic
planning.
1) Demand – needs on public services and access
Demand
to information, and preferences on delivery
2) Capability - current practice, on-going
Perceptions/
Challenges
Capability initiatives and recourses available for ICT
3) Enabling Environment - political, legal,
regulatory, coordination, cooperation, and
partnership frameworks
Technology
e-Government
Readiness
National
Context
4) Stakeholders –requirements, capacity and
expectations of major stakeholders
5) Technology – ICT penetration, hardware,
software platform and network infrastructure
Enabling
Environment
International
Context
6) National Context - country features
7) International Context - relationships with the
Stakeholders international partners
8) Perceptions and Challenges - with respect to e-
Government
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE o MALE’, MALDIVES, 08 AUGUST 2009 - 15

OVERVIEW
1 Introduction 2 Leadership for Electronic Governance
1.1 Governance Innovation 2.1 Awareness and Acceptance
1.2 Public Management Reform 2.2 Assessment
1.3 E-Governance and Leadership 2.3 Vision and Commitment
2.4 Strategy Development
2.5 Implementation
2.6 Capacity Building
2.7 Cooperation and Partnership
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 16

LEADERSHIP FOR E-GOVERNANCE: VISION
Awareness and acceptance of potential impact of e-Governance and assessment of capability to meet
people’s demands and stakeholders interests enable leaders to set a broad e-government long term
vision and demonstrate commitment to that vision.
Political Leadership ensure that government-wide A common e-Governance vision is an important
e-Governance vision: tool for policy and decision makers that helps to:
o Maximize the benefits by aligning e- o Enhance effectiveness of broader societal
Governance goals with human development system by supporting open and accountable
and Millennium development goals and public government and preventing corruption.
management reform.
o Promote strategic thinking, acting, learning,
o Gives direction to e-Governance strategy to especially through dialogue and strategic
meet people’s demands and expectations. conversations among stakeholders.
o Involve consensus building by stakeholders o Improve policy and decision making capability
participation from different sectors. by enquiring new knowledge and skills.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 17

VISION - “WHOLE OF GOVERNMENT”
Government innovation Government is an interconnected whole system and changes in
and transformation is a one part affect other parts.
continuous process of
changing the features of
the public sector. Features
o Eliminate situations in which different policies undermine each
other.
o Shift from single-purpose organizations to whole of
government entity and establish horizontal coordination.
o Solve problems with fragmentation, self-centered authorities
and lack of cooperation and coordination.
o Make better use of government resources by reducing
duplication.
o Bring together different stakeholders in a particular policy area
o Offer citizens seamless rather than fragmented access to
services
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 18

VISION - CONNECTED GOVERNANCE
Leadership is imperative for Connected
Governance to drive changes for public service Agency
innovation and productivity growth through use Agency
of technology and motivate engagement of
various stakeholders with e-Governance.
Whole of Agency
Government
Information, Services,
Knowledge
Feedbacks, opinions,
concerns, proposals
Citizens Other
Business NGOs
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 19

VISION - EXAMPLE
The iGov2010 vision of Singapore is to be an Integrated Government that delights customers and
connects citizens and works as one, across organizational boundaries, to reap synergies and exploit new
opportunities in all aspects.
Source: http://www.igov.gov.sg/Strategic_Plans/iGov_2010/
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 20

OVERVIEW
1 Introduction 2 Leadership for Electronic Governance
1.1 Need for E-Governance Leadership 2.1 Awareness and Acceptance
2.2 Assessment
2.3 Vision and Commitment
2.4 Strategy Development
2.5 Implementation
2.6 Capacity Building
2.7 Cooperation and Partnership
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 21

LEADERSHIP FOR E-GOVERNANCE: STRATEGY
Top management support is necessary to produce an e-Governance Strategy that is aligned with the
national development strategy and public administration reform and incorporated into the overall
government planning and budget processes.
E-Governance Leadership ensure that nation wide
e-government strategy will cover:
o Necessary management frameworks and
o E-Governance processes, services and
infrastructure to facilitate and promote
initiatives integrated under accepted vision.
government-wide e-Governance initiatives.
o Legislative and regulatory environment
enabling e-Governance implementation. o Organizational conditions with financial and
non-financial incentives for encouraging
collaboration across government.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 22

STRATEGY DEVELOPMENT
A common e-Governance Strategy is an important tool for policy and decision makers that helps them
to define priorities, ensure consistency and coordination of e-governance initiatives and encourage
collaboration, cooperation and partnership.
o Orient individual e-governance initiatives and o Promote inter-ministerial and inter-agency
make mid-course corrections. collaboration.
o Engage and coordinate agencies implementing o Ensure balance and fairness of e-governance
e-governance. initiatives.
o Maintain consistency and a sense of purpose.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 23

E-GOVERNANCE STRATEGY - EXAMPLE
UK Strategy “Government has to respond to keep up with the hopes and aspirations
“Transformational of citizens and business, to remain efficient and trustworthy.”
Government: Enabled by
Technology” aims to use the Shared services professionally delivered
opportunity provided by
technology to transform
public sector.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 24

OVERVIEW
1 Introduction 2 Leadership for Electronic Governance
1.1 Need for E-Governance Leadership 2.1 Awareness and Acceptance
2.2 Assessment
2.3 Vision and Commitment
2.4 Strategy Development
2.5 Implementation
2.6 Capacity Building
2.7 Cooperation and Partnership
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 25

LEADERSHIP FOR E-GOVERNANCE: IMPLEMENTATION
Strong Leadership can speed e-governance implementation by harmonizing IT policy, promoting
common IT applications, encouraging collaboration, supporting information and knowledge sharing,
motivating staff, managing changes and monitoring progress.
E-Governance Leadership ensure that :
o Public services are delivered to citizens and o Organizational and technical frameworks and
business on their terms and convenience standards for compatibility, interoperability,
rather than following the logic of internal privacy and security of IT applications are in
governance structures. place.
o Monitoring and evaluation of the progress of
o Common business processes and IT e-governance initiatives are performed in line
applications are applied to avoid duplication with the strategy.
and saving costs.
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LEADERSHIP FOR E-GOVERNANCE: COORDINATION
Leaders can strengthen coordination among agencies to facilitate e-governance implementation by
motivating them for joint actions and financial arrangements.
o Promoting sharing of information and o Joint actions that is needed for seamless
knowledge, good practices and lessons leant service delivery and shared infrastructure
on e-government projects among agencies. projects.
o Efficient acquisition of IT products for common o Joint administrative and financial
processes and communication services shared arrangements, and outsourcing contracts
among agencies. among agencies for shared initiatives.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 27

LEADERSHIP FOR E-GOVERNANCE: COLLABORATION
Leaders can encourage collaboration among government entities that enables provision of seamless
public services to citizens and business as “single organization”.
Back-office Front-office
Smaller and Smarter Bigger and Better
• Common processes, systems, • Modernising traditional public
applications and outsourcing services by ICT support based on
• Re-engineering of procceses, legacy, citizen and business demands.
technology,, skills, behaviour, attitude • Improving access to information for
and organisational learning. accountability, openness and
• Data intra-exchange within and across transparency.
ministries, agencies and
departments.
Source: UN e-Government Survey 2008
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 28

OVERVIEW
1 Introduction 2 Leadership for Electronic Governance
1.1 Need for E-Governance Leadership 2.1 Awareness and Acceptance
2.2 Assessment
2.3 Vision and Commitment
2.4 Strategy Development
2.5 Implementation
2.6 Capacity Building
2.7 Cooperation and Partnership
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 29

LEADERSHIP FOR E-GOVERNANCE: CAPACITY BUILDING
Leaders are in strong position to create an environment enabling continuous skills improvement and
learning for innovative public management and service delivery through use of ICT.
E-Governance Leadership ensure that public
managers and civil servants acquired skills for:
o Shared understanding of e-governance and IT o Defining solutions for implementation of e-
potential to improve governance processes governance initiatives.
and service delivery.
o Managing organizational changes and inter-
o E-Governance strategic planning and governmental coordination for successful
designing organizational and technical implementation of e-governance programs.
architecture.
o Monitoring and performance management
for individual and shared e-governance
projects.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 30

CAPACITY BUILDING FOR E-GOVERNANCE
Leaders can facilitate capacity development for e-governance by developing national e-Governance
Skill Framework and Training Policy, and establishing program and capacity building network.
o National E-Governance Skill Framework – to o National E-Governance Training Program – to
identify and classify different skills and implement developed policy and provide a
competences required by e-Governance at platform for e-Governance trainings.
different levels.
o National Capacity-building Network – network
o National E-Governance Training Policy – to for sharing knowledge, good practices and
define priorities of government based on the lesson learnt among employees.
skill framework and provide legal
underpinning for e-Governance training
across government.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 31

OVERVIEW
1 Introduction 2 Leadership for Electronic Governance
1.1 Need for E-Governance Leadership 2.1 Awareness and Acceptance
2.2 Assessment
2.3 Vision and Commitment
2.4 Strategy Development
2.5 Implementation
2.6 Capacity Building
2.7 Cooperation and Partnership
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 32

LEADERSHIP FOR E-GOVERNANCE:
COOPERATION AND PARTNERSHIP
E-Governance Leadership is important for international cooperation and partnership with private
sector, research and training institutions, and non-governmental organisations.
E-Governance Leadership ensure that :
o Citizens, public organizations and civil servants o International standards will support broader
will benefit from international cooperation and e-government objectives, strengthen privacy
partnership with private sector, academia and and security, and facilitate implementation
NGOs. process.
o International cooperation and partnership will o International experience will help to
help to focus on core governance issues, share overcome barriers to e-Governance and gain
risks, extend funding channels, access new knowledge and skills for innovation.
specialized skills.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 33

COOPERATION AND PARTNERSHIP FOR E-GOVERNANCE
Leaders can facilitate international cooperation and partnership for e-Governance by defining the main
areas and involving different stakeholders in e-Governance development from the early stages.
o Determining the areas where international o Identifying required international standards
cooperation and partnership is most important for personal data protection, interoperability
for e-Governance implementation. and compatibility.
o Explaining the purpose and objectives of o Exploring common governance approaches
international cooperation and partnership with and solutions for e-Governance development
different stakeholders for e-Governance and finding good practices and case studies
programs and projects. acceptable for the country.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 34

SUMMARY (1)
o E-Governance Leadership enables to link e- o Strong Leadership is imperative at all stages
government with Democratic Governance of e-Governance Cycle: awareness and
and Good Governance objectives. acceptance, assessment, vision, strategy
development and implementation.
o Strong Leadership is crucial for e-Governance
at all levels: political, strategic and o E-Governance Leadership can ensure design
administrative. and communication of shared long term
vision, clear objectives and strategy among
stakeholders and civil servants.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 35

SUMMARY (2)
o E-Governance can be successful and efficient o E-Governance needs Leadership support to
when it is driven by public value, and all build national framework for continuous
stakeholders and civil servants involved from organisational learning on innovative public
the beginning. management and service delivery.
o E-Governance strategies and programmes o E-Governance Leadership can promote
must be based on organisational and international cooperation and partnership
behavioural changes to ensure collaboration with private and non-governmental
and integration. organisations, and research and training
institutions.
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 36

Many Thanks!
Tomasz Janowski
Zamira Dzhusupova
{tj, zamira} @iist.unu.edu
MALDIVES LEADERSHIP RETREAT ON E-GOVERNANCE MALE’, MALDIVES, 08 AUGUST 2009 - 37