center for public technology information technology for small municipalities
TRANSCRIPT
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Center for Public Technology
Information Technology
for Small Municipalities
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Center for Public Technology 2
Overview
I. Understanding e-government
II. The Leg-Up Project
III. The Value of IT Adoption and Investment
IV. Trends in E-Government Adoption
V. Moving forward into the E-Gov Arena
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Center for Public Technology 3
Technology is becoming the vehicle from which
accurate, reliable, and timely
information is produced for
strategizing, identifying objectives,
improving productivity, and
facilitating service delivery
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Center for Public Technology 4
knowing how to best integrate strategic goals,
information, and technology into common
organizational procedures & knowing how to
apply management strategies to information
technology adoption efforts
The challenge for managers is:
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Center for Public Technology 5
E-Government Defined
Government’s use of technology, particularly web-based Internet applications, to enhance access to and delivery of,
government services to citizens, business partners, employees, and other
governmental agencies.
G2G, G2B, G2C, G2E
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Center for Public Technology 6
Stage 1: Web site provides limited
information about local government
Stage 2: Web site provides interactive information about local govt.
Stage 3: Web site allows citizens to retrieve and return information
Stage 4
: Web
site
provides netw
ork and
linkag
es for
intergovern
mental
service
sTechnology LevelLow
High
Ser
vice
Lev
elL
ow
Hig
h
Source: The 24/7 Agency, Swedish Agency for Public Management
Stages of E-Government
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Center for Public Technology 7
Integrated Electronic Services and Information(Local, State, and Federal Governments)
Clients
Government
Citizens Institutions Businesses Suppliers Partners Staff
Clients don’t carehow government
is organized!
One Client
One Government
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Benefits of On-line Services
• Improves access and reduce costs • 50 to 80 percent cost savings over face-to-face,
telephone, and postal based efforts • Increases efficiency; easier than the other three
channels • Organized in ways that fit the needs of citizens • Eliminates many of the problems associated with
distance and time
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Benefits of On-line Services
• Responsiveness – “on line all the time”, improved services, better access, at the convenience of the citizen
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Benefits of On-line Services
• Visibility – more information available to more people, expands gov’t reach for distributing and collecting information, and assessing outcomes
• Efficiency – time and cost savings– E.g. Check processing from $.43 to $.02– Just in time inventory saves warehousing
costs
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Benefits of On-line Services
• Performance gains – eliminates duplicate data entry– Streamlining processes - reduces paperwork, hand-
offs, processing time– Refocus attention to other areas– Employees perform better when decoupled from face
to face activities
• Integration – virtual integration of agencies who must coordinate efforts on-line
• One-stop shopping
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Challenges of E-Government
• Rapidly changing technology
• Lack of skilled staff
• Lack of project management
• Lack of top management support
• Goal misalignment
• Lack of sufficient investment
• Poor investment choices
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a feast of choices & a famine of benefits
30% of all projects are canceled before completion
30% experience schedule delays
50% exceed original cost estimates
12% completed on time and on budget
The Standish Group, 1995Cats-Baril & Thompson, 1995
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What does e-government
look like to you?
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GIS: Portray data in a graphical / spatial context
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Center for Public Technology 16
Utility Bill Payments
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Online Building Permits
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Leg-Up
• Local E-Government Utilization Project
• Funded by US Dept of Commerce (TOP)
• Managed by e-NC Authority
• Supported by CPT
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Leg-UP Governments
• 55 local governments from rural areas– Mix of counties and municipalities
• Two stages for project– Website design and deployment– Transactional deployment
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Sample Projects
• Online utility bill payment
• Internal integration of databases and connectivity (wireless)
• Online building permits
• Online parking ticket payment
• Electronic data exchange (replacing sneaker mail)
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Best Practices
• Keep scope small and targeted
• Ensure goal alignment
• Evaluate projects used by other local governments (don’t reinvent the wheel)
• Plan for training your staff and stakeholders
• Good project management is critical
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Challenges
• Lack of staff time to devote to project• Lack of technical competency• Difficulty in specifying requirements
– Business– Technical
• Smaller governments face more challenges
• Political/ turf issues must be managed
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Why You Should Adopt E-Gov
• Internal Efficiency – Streamline processes– Reduce hand-offs
• Effectiveness – Citizen and business convenience
• Strategic Advantage– External relations– Economic development
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Trends in E-Government Adoption
• E-gov adoption is growing exponentially– Federal– State– Local
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Center for Public Technology 26
36%
21%
19%
34%
17%
23%
23%
13%
0% 10% 20% 30% 40%
Government moreaccountable to citizens
Greater public access toinformation
More effective/cost effectivegovernment
More convenient governmentservices
Public Government Officials
The Council for Excellence in Government, September 2000
We Believe in the Power of E-
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89%
72%
58%
31%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100% Have Homepages
Allowrequests/comments
Allow downloads
Allow onlinecompletion offorms/apps
Allow financialtransactions
Municipal Responses to E-Government
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Trends in E-Government Adoption
• Many new forms of deployment– Stand alone services– Web services– Co-development (public-private)
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Moving into the E-Gov Arena
• How to successfully achieve the potential benefits of information technology adoption
• Two critical factors– Make the business case– Good project management
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The Business Case
• Perform Due diligence– Business assessment– Financial assessment– Risk assessment
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Business Assessment
• Describe the existing Situation or Problem• Describe the proposed changes• Other alternatives considered• Description of the proposed technology• Major Deliverables• Measurements• Roles and Responsibilities• Project management Schedule and Reporting
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Financial Assessment
• Development Costs• Personnel Services• Professional/contract
services• Training costs• Hardware costs• Software costs• Network costs• Financing costs
• Licensing and Maintenance Fees
• Space• IT Infrastructure• Operating costs
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Key questions…
• Will this lower expenditures?
• Will this increase revenues?
• Are there hidden effects or requirements?
• Are costs avoided?
• Can you confidently answer the questions above?
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Risk Assessment
• Identify potential threats• Categorize the risk: 0 to 5• Identify the probability• Is the project a Strategic Match• Is it an Operational Match• Does it match the business processes• Can the effort be managed
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Project Management Tips
Einstein’s Theory of PM:
The rate of failure increases in direct proportion to the importance of the person receiving the service.
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What is PM?
• Project Management is a formalized and structured method of managing change
• Develops specifically defined products (Outputs)
• To achieve planned benefits (Outcomes)
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Why Use PM?
• Using sound project management techniques will help increase the likelihood that your project will be:
– On time– Within budget– To an acceptable level of quality
• Will deliver its Outputs and achieve its Outcomes/Benefits (your goals)
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Center for Public Technology 38
‘Would you tell me, please, which way I ought to go from here?’
‘That depends a good deal on where you want to get to,’ said the cat.
‘I don’t much care where’--, said Alice.
‘Then it doesn’t matter which way you go,’
said the cat.Lewis Carroll
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Key Elements of Project Mgmt
– Planning & Scoping– Governance– Organizational Change Management– Stakeholder Management (including
Communication Management)– Risk Management
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More Key Elements
– Issues Management–Resource Management–Quality Management
–Evaluation
–Status Reporting
–Project Closure
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• E-government is not a cure-all; it is simply another medium for communicating with citizens, businesses, and other governments-- a means not an end.
• Historically, government has used the stovepipe approach– e-government demands an enterprise approach.
• E-government must be complementary to your organization; you need to test the water before jumping in.
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Contact Information
Kevin FitzGerald
UNC SOG
Center for Public Technology
(919) 962-4301
Shannon Schelin
UNC SOG
Center for Public Technology
(919) 962-5438