Hanna Transforming Government and Building the Information Society

Challenges and Opportunities for the Developing World
1. Auflage 2010
ISBN: 978-1-4419-1506-1
Verlag: Springer US
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 336 Seiten, eBook

Reihe: Innovation, Technology, and Knowledge Management

Information and communication technology (ICT) is central to reforming governance, innovating public services, and building inclusive information societies. Countries are learning to weave ICT into their strategies for transforming government as enterprises have learned to use ICT to innovate and transform their processes and competitive strategies. ICT-enabled transformation offers a new path to digital-era government that is responsive to the challenges of our time. It facilitates innovation, partnering, knowledge sharing, community organizing, local monitoring, accelerated learning, and participatory development.
In
Transforming Government and Building the Information Society
, Nagy Hanna draws on multi-disciplinary research on ICT in the public sector, and on his rich experience of over 35 years at the World Bank and other aid agencies, to identify the key ingredients for the strategic integration of ICT into governance and poverty reduction strategies. The author showcases promising practices from around the world to outline the strategic options involved in using ICT to maximize developmental impact—transforming government institutions and public services, and empowering communities for inclusion and grassroots innovation.
Despite the ICT promise, Hanna acknowledges that reforming governance and empowering poor communities are difficult long-term undertakings. Hanna moves beyond the imperatives and visions of e-transformation to strategic design and implementation options, and draws practical lessons for policymakers, reformers, innovators, community leaders, ICT specialists and development experts.

Zielgruppe

Research

Autoren/Hrsg.

Hanna, Nagy K.

Inhaltsverzeichnis

1;Preface;6
2;Contents;10
3;1 An ICT-Transformed Government and Society;14
3.1; Structure of the Book and First Chapter;15
3.2; Disconnects and Their Implications;17
3.3; Missing a Techno-Economic Paradigm Shift?;19
3.3.1; Building on Emerging Lessons of Development;20
3.4; Imperatives of ICT-Enabled Government Transformation;22
3.5; A Digital-Era Government Paradigm;25
3.6; The Future of Government and Competition;26
3.7; Box 1.1Future government services: Personalization, cocreation, and partnership;27
3.8; Imperatives of Inclusive Information Society;28
3.9; Box 1.2User-Driven Innovation and Mobile Phone Networks;29
3.10; Community-Driven and Participatory Development;30
3.11; Toward a Networked Society;32
3.12; ICT-Enabled Transformation as a Process;32
3.13; Thinking Strategically about e-Transformation;33
3.14; Box 1.3Thinking dialectically about development ends and ICT Means;35
3.15; Thinking Creatively about e-Transformation;36
3.16; Key Themes;37
4;2 Implications of the ICT Revolution;39
4.1; Early Phase of a Technological Revolution;40
4.2; Early Phase of a Productivity Revolution;40
4.3; A Techno-Economic Paradigm;42
4.4; Box 2.1Technological Revolutions and Techno-Economic Paradigms;43
4.5; Pervasive and Increasing Impact;45
4.5.1; Governance and Participatory Democracy;45
4.5.2; Education and Health;47
4.6; Box 2.2The School of Tomorrow;48
4.7; Box 2.3Mobile-Health for Development;50
4.8; Poverty Reduction;51
4.9; Box 2.4A Growing Array of ICT-Enabled Options for Poverty Reduction;52
4.10; Communication and Service Delivery;55
4.11; Box 2.5Mobile Phone Impact on Small-Scale Fishing in Kerala;58
4.11.1; Regional and Urban Development;58
4.12; Box 2.6Can ICT Help Lagging Regions?;59
4.12.1; Innovation;63
4.12.2; Organization;65
4.12.3; Media and Cultural Development;67
4.13; Box 2.7Bibliotheca Alexandrina: Digitizing and Sharing Knowledge and Heritage;68
4.14; Managing Risks;73
4.15; Productivity, Growth, and Technological Determinism;75
5;3 Transforming Government: Vision and Journey;78
5.1; Imperatives for Government Transformation;79
5.2; Cutting-Edge Practices in Government Reform;82
5.2.1; Promoting Managerial Flexibility for Results;82
5.2.2; Responding on Demand, Becoming Customer-Centric;84
5.2.3; Providing Choice, Competition, and Incentives;84
5.2.4; Using Performance Management;85
5.2.5; Engaging Citizens;86
5.2.6; Using Networks and Partnerships;86
5.2.7; Closing the Public-Sector Innovation Gap;87
5.3; Visions of Future Government;90
5.3.1; Agile, Integrated, Client-Centric Government;91
5.3.2; Transparent, Accountable, Engaged Government;92
5.3.3; Smart, Innovative, Collaborative Government;94
5.3.4; Locally Responsive, Globally Competitive Cities;97
5.4; The Journey to Transformed Government;97
6;4 Uses of e-Government;103
6.1; Improving Efficiency and Resource Management;108
6.2; Box 4.1e-Procurement and the Political Economy of Reform;110
6.3; Improving Access and Quality of Public Services;111
6.4; Improving Investment Climate and Business Competitiveness;114
6.4.1; Simplifying Government-to-Business Transactions;115
6.5; Box 4.2Compranet, a National e-Procurement System, Mexico;116
6.6; Box 4.3Municipal Scorecard on Business Climate and the Role of ICT;117
6.6.1; Supporting Access to Information, Finance, and Online Business Services;118
6.7; Improving Governance, Transparency, Accountability, and Participation;120
6.8; Improving Policy Making and Knowledge Management;123
6.9; Box 4.4Knowledge Management and Innovation (KMI) in the So Paulo State Government;125
7;5 Approaches to e-Government;127
7.1; A Whole-of-Government Approach;127
7.2; Box 5.1US Cross-Agency, e-Government Approach;128
7.3; Citizen-Centric and Citizen-Driven Government;131
7.4; Box 5.2Portals, Single Windows, and Client-Centric Practices;133
7.5; Box 5.3How to Realize Citizen-Driven Future Government? 3 ;136
7.6; Multichannel Service Delivery;137
7.7; Box 5.4Citizen Assistance Service Centers, Bahia, Brazil;138
7.8; Box 5.5So Paulos Timesaver ( Poupatempo ) Integrated Citizen Service Centers;139
7.8.1; Common Business Processes;141
7.9; Balancing Top-Down and Bottom-Up, Horizontals and Verticals;143
7.10; Box 5.6e-Sector Strategies in the Context of e-Transformation;145
7.11; PublicPrivate Partnership This section draws on infoDev toolkit ( www.egov.infodev.org , 2008), among others. ;146
7.12; Box 5.7PPP for Government-to-Citizen Service Portal: Indias e-Seva;147
7.13; Box 5.8Electronic Service Delivery, Hong Kong;148
7.14; Box 5.9Forms of PublicPrivate Partnerships;149
7.15; Box 5.10Critical Success Factors in PPPs;150
8;6 Managing Change and Innovation in Government;152
8.1; Strategic Planning and Management of e-Government;152
8.1.1; Benchmarking e-Readiness and the Demand for e-services;153
8.2; Box 6.1Emerging Insights from the European Commissions e-Government Benchmarking System;156
8.3; Box 6.2The Malaysian e-Government Program: Measuring Progress;158
8.3.1; Analyzing, Communicating with, and Mobilizing Stakeholders;160
8.4; Box 6.3Stakeholder Analysis;160
8.5; Box 6.4Communications Audit;161
8.5.1; Leading and Organizing;162
8.6; Box 6.5CIO Councils in Various Countries;163
8.6.1; Making the Business Case;165
8.7; Box 6.6Making a Difference;166
8.7.1; Financing and Budgeting;167
8.8; Box 6.7Mexicos Budgetary Practices as a Constraint to e-Government;169
8.8.1; Strategic and Flexible Approaches to Funding;171
8.9; Box 6.8Koreas Flexible Financing for e-Development Initiatives;171
8.9.1; Monitoring and Evaluating e-Government;172
8.10; Box 6.9Mexico Experiences with Monitoring and Evaluation of e-Government Programs;174
8.10.1; Managing for Change;176
8.11; Box 6.10Models for Change Management;177
8.12; Box 6.11Business Process Reengineering (BPR) and Change Management;179
8.12.1; Managing for Innovation;180
8.13; Box 6.12Research and Dissemination of ICT-Enabled Innovation in Government: Brazil;181
8.14; Governing and Managing the Technology;183
8.14.1; Enterprise Architecture, Interoperability Framework, and Open Standards;184
8.15; Box 6.13Enterprise Architecture;185
8.15.1; Mobile Government;188
8.16; Box 6.14The Case of Mobile Government in Beijing;189
8.16.1; Open Source Software;191
8.17; Box 6.15Open Source Software in Government: The Brazil Case;192
8.17.1; Collaborative Government (Web 2.0);193
8.17.2; Building Technical Competencies Within Country for e-Government;195
8.18; Managing e-Sector: the Cases of ICT in Education and Health;195
8.19; Box 6.16Integrating ICT into General Education: Lessons Learned;197
8.20; Summing up: Starting, Sequencing, Piloting, and Scaling up;199
8.20.1; Step 1: Developing the Vision, Policy Framework, and e-Leadership;200
8.20.2; Step 2: Creating Basic Information Infrastructure and Networks;201
8.20.3; Step 3: Identifying, Prioritizing, and Developing Key Pilot Projects;202
8.20.4; Step 4: Scaling Up, Learning, and Deepening the Transformation;203
8.20.4.1; Learning to Pilot and Scale Up;204
8.21; Box 6.17Guidelines for Selecting and Designing Pilots;204
8.21.1; Scaling up from States to National Levels;205
8.22; Box 6.18Indias National e-Governance Plan (NeGP);206
9;7 Grassroots Innovation for the Information Society;208
9.1; Why e-Society?;209
9.2; e-Society as a New Phase in ICT for Development;211
9.2.1; Demand-Driven ICT-Enabled Grassroots Transformation;212
9.2.2; The Next Four Billion---a Market Approach;214
9.2.3; Strategies to Serve the Base of the Pyramid;216
9.2.4; The User Innovation Revolution;217
9.3; e-Society for Pro-Poor Innovation;218
9.4; Social Knowledge Creation and Participation;218
9.5; Box 7.1 One Economy: Building Capacity for Community-Driven Portals and Content;219
9.6; Networks for Inclusive and Grassroots Innovation;221
9.7; Dedicated Funds for Grassroots Innovation;222
9.8; Box 7.2 MalaysiaDemonstrator Application Grant Scheme;222
9.8.1; e-Society Fund: The Case of Sri Lanka;223
9.9; Box 7.3 The e-Society Fund: Sri Lanka Experience;224
9.9.1; Creating e-Society Funds: Lessons Learned;227
9.9.2; New Actors and Funding Sources;232
9.10; Mainstreaming ICT for Poverty Reduction;233
9.11; Box 7.4 Partnerships to Enhance the Livelihoods of the Poor;235
10;8 Shared Access for the Networked Society;236
10.1; Why Telecenters Are Needed for a Networked Society?;237
10.2; Socio-Economic Context for Telecenters;238
10.3; Business Models and Financial Sustainability;239
10.4; Box 8.1Business Models from Brazil, Egypt, and India;241
10.5; Mix of Services, Impact, and Sustainability;243
10.6; Cost-Effective and Affordable Technologies;245
10.7; Capacity Building to Manage Shared Access;246
10.8; Box 8.2The Indian Mission 2007 Training Commons;247
10.9; Collaborating for Community and Shared Services;247
10.10; Box 8.3The Hungarian Telecottage Association;248
10.11; A Holistic Approach to Telecenters;249
10.12; Box 8.4India and Sri Lanka: From Organic to Deliberate Strategies;248
11;9 Toward a Holistic Approach to Government and Social Transformation;254
11.1; A Holistic Framework;254
11.1.1; Role of a Holistic Framework;256
11.1.2; Integrating ICT into Broader Transformation Strategies;259
11.2; A Holistic Approach to Government Transformation;260
11.3; A Holistic Approach to Build Information Society;263
11.4; Policies for the Knowledge Economy and Information Society;265
11.4.1; A Multilayered Enabling Environment;266
11.4.2; Improving the Policy Making Process;268
11.5; Institutional Frameworks;269
11.5.1; Institutionalizing Stakeholder Engagement;269
11.5.2; Leadership Role of Government;271
11.5.3; Alternative Models;272
11.5.4; Trends and Lessons in e-Leadership Institutions;273
11.5.5; Mobilizing Demand for e-Leadership Institutions;277
11.6; Box 9.1The Need to Build Demand for e-Leadership Institutions;277
11.6.1; e-Leadership Institutions at Local Levels;278
11.7; Human Resources;279
11.7.1; e-Literacy: Public Awareness and User Skills;280
11.7.2; e-Leadership: ICT Policy and Strategy Leadership;281
11.8; Box 9.2Core Competencies for Public e-Leaders;283
11.8.1; ICT Professionals: Education and Training;285
11.8.2; e-Learning and Lifelong Learning;286
11.8.3; A Holistic View of Human Resources;287
12;10 Lessons for Managing Implementation;290
12.1; Implementation Challenges;291
12.1.1; Window Dressing;291
12.2; Box 10.1Incremental versus Transformational: Can these poles be reconciled?;292
12.2.1; Vision Implementation Gap;294
12.2.2; Politics of e-Transformation;295
12.2.3; Continual Priority Setting;297
12.2.4; Lead Time and Tailored Programs to Develop e-Leaders;298
12.2.5; Weak Partnership Culture;298
12.3; Lessons and Guiding Principles;299
12.3.1; Integrating ICT into Governance Reform and Information Society Strategies;300
12.3.2; Pursuing a Holistic Approach;301
12.4; Addressing the Soft Aspects of Transformation;304
12.4.1; Adopting Coherent and Tailored Approaches to Equity;307
12.4.2; Taking a Political Economy Perspective;309
12.5; Box 10.2Continuity, Priority Setting, and the Election Cycle;310
12.5.1; Adopting Participatory Approaches;311
12.5.2; Seeking Quick Wins Within Long-Term Perspectives;313
12.5.3; Building Strategic Partnerships;314
12.5.4; Balancing Strategic Direction with Local Initiative;315
12.5.5; Building Capabilities for Innovation and Learning;318
13;Bibliography;322
14;Index;338

Über Autor(innen)

Nagy Hanna is an author, international development strategist, and thought leader, withover 30 years of experience in advising countries and aid agencies on designing andimplementing programs to leverage information and communication technology (ICT) insupport of competitiveness, private sector development, and public sector reform. He has worked with stakeholders cutting across public, private and civil society leadership. From 1975 to 2005 he served in a variety of positions at the World Bank, most recently as senior advisor on e-strategies, where he established a global community of practice on e-development and chaired a seminar series to develop e-government and e-leadership. Currently, he advises countries on developing policies, institutions, and leadership capabilities for coordinating ICT for development programs, and serves as a Visiting Professor at Duke University and Senior Fellow at the University of Maryland. He has lectured and published extensively on e-development, strategic planning, change management,  executive education, and institutional development. He holds a Ph.D. in Socio-Economic Planning from the Wharton School, University of Pennsylvania, and Masters degrees in Operations Research and Industrial Engineering.