10 YEARS OF LOCAL E-GOVERNMENT IN EGYPT: LESSONS LEARNED

Transcription

1 1 10 YEARS OF LOCAL E-GOVERNMENT IN EGYPT: LESSONS LEARNED Hisham Abdelsalam, Ph.D. Associate Professor and Director Decision Support and Future Studies Center Cairo University LogIn2EGYPT is a research project funded by Canada's International Development Research Centre

2 Agenda Context Citizens Usage of Different Government Services Channels Perceived Effectiveness Websites Content Analysis Success and Failure of e-gov Systems What is next?

3 3 Context: Egypt

4 Local Government Area: total: 1,001,450 sq km Population: 85 Million Languages: Arabic (official), (English and French) Capital: Cairo Administrative divisions: 26 governorates Centralized

5 ICT Strategy 2001 Egyptian Information Society Initiative (EISI) E-Learning Nurturing Human Capital E- Government Government Now Delivers E-Business A New Way of Doing Business E-Health Increasing Health Services Availability E-Culture Promoting Egyptian Culture ICT Export Initiative Industry Development E-Readiness: Equal Access for All

6 Egyptian egov Program 6 Egypt has established its ICT strategy in 2001 in what has been known as the Egyptian Information Society Initiative (EISI). EISI was built on seven pillars one of them was e- Government. Started and managed by the Ministry of Communication and Information Technology (MCIT). In 2004, program ownership was transferred to the Ministry of State for Administrative Development (MSAD).

7 7 Major Axes Two major streams: providing services through new and easy channels, and updating the systems of governmental work. Egyptian EISI Government Program: Objectives Basic Infrastructur e Project Enhancing Egyptian government readiness to accept a strong local program and to smoothly integrate in the global community. Increasing efficiency and reducing expenditure. Back office Automation Project Providing timely, customized and quality measured government services to the citizens and investors through convenient delivery channels. Service Delivery Project Economic Databases and Decision Support Project Providing accurate and updated information to serve investors and to support the decision making process.

8 City Council Organization Structure Decision Support External Services Internal Services MIS / ERP

9 Egypt Local Government Development Program (ELGDP) Investment Department Automation Development of web portals for the governorates Service enhancement in municipalities Citizen relationship management (CRM)

10 10 International Recognition

11 11 Research Problem

12 E-Government: 3 Dimensions 12 Processes Systems People Citizens Employees Managers (decision makers)

13 13 Citizens Usage of Different Government Services Channels

14 Sample 14 Number of responses Refused to respond Incomplete interview Total sample

15 For services 15 your connection with this government entity was by..?*

16 To solve a problem or to file a 16 complaint Your connection with the government entity to solve a problem or filing a complaint was by..?*

17 For information 17 Your connection with the government entity to obtain or inquire information was by..? *

18 18 Do you use the internet?

19 Did you visit one of the following 19 entities websites before

20 What problems did you 20 experience?

21 Do you agree with that the 21 government websites?

22 To what extent..on e- 22 government websites is important?

23 Do you prefer to be notified 23 immediately with.? (%) traffic congestion Yes, through Yes, through SMS Yes, through & SMS No undecided weather conditions power/ water outage

24 Telecom Usage 24 July millions mobile line (19% increase from 2011) 8.65 millions landlines (decreasing) millions internet users (decreasing)

25 25 Perceived Effectiveness

26 Sample 26 Survey targeted the top management of the Egyptian governorates. City Mayor City General Secretary (Manager) Information Center Manager Citizen Service Center Manager 200 administrative officials which were sent a survey, of which 65 responded, which is a response rate of 32.5%.

27 Demand for E-Government 27 Frequency Percent Citizens' Demand for E-Government (Administrators Perception) Strongest Weakest

28 Perceived effectiveness of e-government 28 Very Effective % Effective % Neutral % Ineffective % Very ineffective % Effectiveness of the following service channels for citizens ability to access information Website Telephone In Person Effectiveness of the following service channels for citizens ability to solve a problem Website Telephone In Person Effectiveness of the following service channels for citizens ability to access services Website Telephone In Person

29 29 Perceived Effectiveness of Local E- Government Systems on.. Security and privacy

30 30 Perceived Effectiveness of Local E- Government Systems on.. Management capacity

31 31 Perceived Effectiveness of Local E- Government Systems on.. Collaboration

32 32 Websites Content Analysis

33 33 Phased Maturity Model(s)

34 Model Used 34 Quirk s Model 5 Spaces E-Service: Interface with customers MeGap-3 E-Commerce : Transactions & payments Local Experts E-Management: Improved management of people E-government E-Democracy: Political Dialogue Citizen and community E-Decision Making: Better informed public interest decisions

35 35 No. Space Features Source Q M R 01 E-Management Basic information 02 Web site navigation 03 Contact details for the governorate 04 News and coming events 05 Hierarchy 06 Ownership of Content 07 New features in the website 08 Searchable Directory 09 Directions to Offices/Facilities 10 Emergency Management 11 Multiple languages 12 E-Service Service details 13 GIS maps 14 Transportation Schedule 15 Education 16 Information for Businesses and investment 17 Tourism 18 Service support/tracking 19 FAQs 20 Online support 21 Tenders and auctions 22 Information Requests 23 Housing 24 Building Permit Process 25 Business License 26 Vital Records 27 Job application 28 Job opportunities and training 29 E-Commerce Transaction handling 30 Online payments 31 Ordering facility 32 payment/ordering 33 E-Decisionmaking Community information 34 Links to other organizations/businesses 35 Bulletin boards 36 Economic indicators 37 Budget Report 38 Strategic Plan 39 Streaming Audio of Meetings & Hearings 40 Streaming Video of Meetings/Hearings 41 E-Democracy Sense of community 42 Forums 43 Scheduled E-meetings 44 Council minutes

36 Score Matrouh Menouf ia Cairo Ismailia Port Said South Sinai Dakahlia Aswan Behera Menia Sharkaya Alex Assiut Fayoum Red Sea Suez Damietta Beni Suef Suhag Luxor New Valley Qena G overnorate 36 Score Comparisons

37 37 Score vs. population

38 38 Spaces Comparison e-management

39 39 Spaces Comparison e-services

40 40 Spaces Comparison e-commerce

41 41 Spaces Comparison e-decision making

42 42 Spaces Comparison e-democracy

43 Feature Space N % Basic information E management Tourism E Service Website navigation E management Information for Businesses and investment E Service News and coming events E management Hierarchy E management Ownership of Content E management Contact details for the governorate E management Links to other organizations/businesses E Decision making Emergency Management E management GIS maps E Service Searchable Directory E management Sense of community E Democracy Job opportunities and training E Service Community information E Decision making Features Frequencies among Governorates Most Common Features

44 Feature Space N % FAQs E Service 0 0 Online payments E commerce 0 0 payment/ordering E commerce 0 0 Economic indicators E Decision making 0 0 Budget Report E Decision making 0 0 Council minutes E Democracy Online support E Service Information Requests E Service Job application E Service Service tracking E Service Transaction handling E commerce Strategic Plan E Decision making Forums E Democracy Features Frequencies among Governorates Most Uncommon Features

45 45

46 46

47 47

48 48 Success and Failure of e-gov Systems

49 Introduction and Background 49 E-government programs are being carried out in a large number of developed and developing countries. in developing countries only 15% successful, (35%) total failure, (50%) partial failure. few studies, especially in developing countries, focus on the impacts, long term sustainability, and their success and failure factors.

50 50 Egypt Local Government - Investment Departments Exist at the governorate level. Functions are: preparing studies to promote investment in the governorate, ensuring that investments projects are in the proper development track for the community approving investment projects proposed by investors, allocating the required lands to projects, tracking ongoing projects to ensure they abide by their original set targets and rules.

51 Case Governorates Features 51 Matrouh and South Sinai (AL-Tor) Sparse governorates, vast desert lands Frontier-line /extended coasts. The main investments are in tourism, local and international Informal land appropriation by local Bedouins (nomads). Primitive IT infrastructure Main authorities concern: develop the basic region infrastructure, including roads, water, sewage, health and educational services. Matrouh South Sinai Population (thousands) 323, ,088 Area (1000km2) 166,563 31,272 No. of phone centrals No. of post offices Illiteracy %

52 Investors Centers 52 Re-designed service environment Layout Procedures Timing Computerized system to assist the local authorities plan, assign, and manage different investment projects on the governorate level: GIS Workflow (service and project tracking) DSS

53 Partnership/Intervention Model 53 Governorate management and staff: ownership and operation IT contractor: outsourced, S/W development, and deployment; Ministry of State for Administrative Development (MSAD): Initiator, ICT and management expert, funding

54 Preliminary Findings 54 Matrouh Al-Tor Originally functional and remained so for several months. System went out of operation until new officials of Matrouh collaborated with MSAD to bring it back to life. can be classified as a user failure. technology is not the immediate reason of the setback: the staff and top management can be the main reason. Successful as it is, after more than one year, Still running under the same management that requested and established it Driving force still exists and drives the staff to properly manage the system to avoid failures.

55 Adopted Model 55 7 Dimension ITPOSMO [Heeks] Information; Technology; Processes; Objectives, Values, and Motivation; Staffing and Skills; Management and Structures; Other Resources (money and time).

56 Findings: Information 56 Information content quality: Input availability, accuracy, and quality of data to be fed to the system Output nature and quality Inputs: Geographic: Maps available Administration (Lands Allocated and tracking): Available Outputs accurate and up-to-date information to all users and beneficiaries; administrative staff, decision makers, and citizens (investors). The developed system supports different involved stakeholders. Al-Tor Success, Matrouh Failure!

57 Findings: Technology 57 Sufficient hardware and software Completely provided by MSAD Al-Tor Hardware and Software well maintained Matrouh, hardware and software deteriorated with the lack of maintenance and the equipment being vulnerable to malicious media as well as the lack of technology management software Success factor in Al-Tor, as it was originally in Matrouh. the technology factors can be considered as a failure factor in Matrouh.

58 Findings: Processes 58 Alignment and integration between the system and existing/new processes The developed information system was designed to organize the investment process and make it faster, more accurate, and transparent. The system allows the staff and decision makers to be properly and instantaneously informed about the investment projects the process factor is considered a success factor in both sites

59 Findings: Objectives, Values, and Motivation 59 The values of the local community might be in contradiction with project objectives. In Local Bedouins tradition, the government is not an owner of the land generating friction with government and investors on the other. So community values are considered a failure factor. Staff have individual interests in concealing information so as to acquire personal benefits and/or power (corruption). The discrepancy between staff values and organization values is considered to be a failure factor.

60 Findings: Staffing and Skills 60 MSAD initially provided employees with the sufficient training Staff believed ICT would loose them their jobs Lack of real IT professionals to provide support Trained staff was transferred to other functions without actually relaying the knowledge to the following teams The people factor in Matrouh is considered a failure factor

61 Findings: Management and Structures 61 Top municipal officials are appointed by the central government. Usually, in border-governorates, the officials are exmilitary personnel whose main concern is to maintain order and to settle any conflict with the tribal traditions The change of top management involves lack of handover of the administration and also involves a change of vision. The new top management is usually interested in demonstrating his own deeds. the improper hand-over between managements is definitely the key failure factor

62 Findings: Other Resources 62 Unfortunately, in less educated communities, community representatives perceive their role as providing individual services to their supporters, irrespective of the legitimacy of these services or its impact on the entire community. The lack of community education and enlightenment is definitely a failure factor

63 63 What is next?

64 So..? 64 Citizens want e-government Citizens use e-government services Managers want e-government Managers use e-government services What is wrong?

65 65 It is not about projects it is about sustainability National ICT strategy to be revised and integrated and strategic plans to be established. Citizens involvement in planning is a must Users involvement in design is a must ICT solutions must be integrated within the work of employees in a way that makes it inevitable to complete their work without using the systems.

66 What is next? 66 Web 2.0 and Social Media Moving to m-government. Open Government Data