The Process of Process Innovation for City eGovernance: Australian Local Authority Case

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This is a slide show of a paper presented at the EGOV conference held at IDHEAP, University of Lausanne, Switzerland druing 29th August to 4th September, 2010. Full paper can be obtained from the author at raokarna@yahoo.com

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The Process of Process Innovation for City eGovernance: Australian Local Authority Case

  1. 1.
  2. 2. Process of Process InnovationAustralian Lcoal Authority Case<br />eGovernment is a journey of transformation of internal & external processes of government using ICTs to provide efficient & user focused services to citizens, businesses & other stake holders (Borham et al 2000)<br />Should Process Innovation for eGovovernment be Evolutionary or Revolutionary?<br />
  3. 3. Outline<br />Environmental Analysis<br />eGovernment Perspectives<br />Research Question<br />Methodology<br />Discussion & Conclusions<br />
  4. 4. Outline<br /><ul><li> Environmental Analysis
  5. 5. Global
  6. 6. National eGovernment – Australia</li></ul> State Level eGovernment – Australia<br /> Local Authority Level.Australia<br />Internal Environment - City of Plenty (Case Study) <br /><ul><li>eGovernment Perspectives</li></ul>eGovernment<br /> City eGovernment, (Paskaleva, 2008)<br /> E-Readiness<br /> City E-Readiness (Paskaleva, 2008)<br />
  7. 7. Research Question<br />How city council Undertook Process Re-design for Embarking on City eGovernment?<br />Outline…..contd<br />
  8. 8. Methodology<br /><ul><li>Methodology
  9. 9. Case Study Research (Yin, 2003)
  10. 10. Action Research by redesigning core/strategic process</li></ul> (Planning Permit Process)<br /> Edward De Bono Workshop<br /> Sampling Archive Files<br />Walkthro with a customer<br /> Semi structured Interviews with employees<br />
  11. 11. Discussion & Conclusions<br /><ul><li>Themes Emerged for eGovernment
  12. 12. People Challenges
  13. 13. Organizational Challenges
  14. 14. Technology Challenges
  15. 15. Interplay of People, Organization and Technology
  16. 16. Constraints from elected representatives
  17. 17. Recommendatons</li></li></ul><li>Discussion&ConclusionsThemes Emerged<br /><ul><li> Citizen to be recasted as Citizen – Customer
  18. 18. Citizen to be recasted as Citizen – Stakeholder
  19. 19. City eGovernment considered as State Social Responsibility (SSR)
  20. 20. Incremental vs One-shot Process Re-design
  21. 21. Process Re-design In-house or Outsource ?</li></li></ul><li>Discussion&ConclusionsPeople challenges<br /><ul><li> Complacency and Status Quo,
  22. 22. Resistance to Change,
  23. 23. Technophobia
  24. 24. Adhocracy,
  25. 25. Physical Process Favor,
  26. 26. Process possessive &
  27. 27. Job Insecurity Mindsets</li></li></ul><li>Discussion&ConclusionsTechnology Challenges<br /><ul><li>Technology – Islands,
  28. 28. Insufficient/snapshot training,
  29. 29. Missing records in ‘Authority ‘ Database
  30. 30. Technical snags in transfer of archives to a database</li></li></ul><li>Discussion&ConclusionsOrganisatioanl Challenges<br /><ul><li>Departmentalism,
  31. 31. Silo thinking, process
  32. 32. Territorial Mindsets
  33. 33. Process passiveness</li></li></ul><li>Incremental versus One Shot Process Innovation?<br /><ul><li>Incremental Innovation allows:
  34. 34. Re-skilling employees and citizen-customers
  35. 35. Fitting re-designed processes to re-designed organizational structures</li></li></ul><li>In-House or Outsource?<br /><ul><li> Process Innovation – In-House vs Outsource
  36. 36. Process of In-House Process Re-design - Challenges</li></li></ul><li>New Process ImplementationChallenges<br /><ul><li> Process Implementation – Will and Skill
  37. 37. Designing and Aligning Process
  38. 38. Stakeholder Participation
  39. 39. Re-designed Business Processes Management
  40. 40. Speed, Cost, Quality, Learning
  41. 41. Transaction Cost & ROI
  42. 42. Cost Benefit Aspects…</li></li></ul><li>Recomendations<br /><ul><li>Customer (Citizen-Customer) in eGovernment is indispensable
  43. 43. Process Re-design should be in-house with trained personnel picked from across organisation
  44. 44. Process Redesign teams should report directly to CEO
  45. 45. Radical changes proposed at design stages not to be watered down during implementation stage
  46. 46. Effective management of Organisational Transition to new technology, processes &Oranisational structure </li></li></ul><li>Recommendations..Contd<br /><ul><li>Council should become Process-centered i.e. around horizontal processes (ex. Ericsson, Sweden) with clearly spelt out process owner with a process mission
  47. 47. Regular training of employees during process management
  48. 48. Creating Customer-centric Organizational Culture
  49. 49. Up-front buy-in of re-design projects from all levels of employees
  50. 50. Promoting clear, open and constant communication with all stake holders</li></li></ul><li>Process of Process InnovationAustralian City Council<br />Should Process Innovation for eGovernment be Evolutionary or Revolutionary?<br />Evolutionary….<br />
  51. 51. Thank You<br />Karna S. Rao<br />Email : raokarna@yahoo.com<br />Phone <br />Japan 81 0804164 8958, Australia 61 413792591<br />

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