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Getting better—but still plenty of room for improvement: that’s the current assessment by everyday users of their governments’ efforts to deliver online services. The public sector has made good progress, but most countries are not moving nearly as quickly as users would like. Many governments have made bold commitments, and a few countries have determined to go “digital by default.” Most are moving more modestly, often overwhelmed by complexity and slowed by bureaucratic skepticism over online delivery as well as by a lack of digital skills. Developing countries lead in the rate of online usage, but they mostly trail developed nations in user satisfaction.
Many citizens—accustomed to innovation in such sectors as retailing, media, and financial services—wish their governments would get on with it. Of the services that can be accessed online, many only provide information and forms, while users are looking to get help and transact business. People want to do more. Digital interaction is often faster, easier, and more efficient than going to a service center or talking on the phone, but users become frustrated when the services do not perform as expected. They know what good online service providers offer. They have seen a lot of improvement in recent years, and they want their governments to make even better use of digital’s capabilities.
Many governments are already well on the way to improving digital service delivery, but there is often a gap between rhetoric and reality. There is no shortage of government policies and strategies relating to “digital first,” “e-government,” and “gov2.0,” in addition to digital by default. But governments need more than a strategy. “Going digital” requires leadership at the highest levels, investments in skills and human capital, and cultural and behavioral change. Based on BCG’s work with numerous governments and new research into the usage of, and satisfaction with, government digital services in 12 countries, we see five steps that most governments will want to take:
1. Focus on value. Put the priority on services with the biggest gaps between their importance to constituents and constituents’ satisfaction with digital delivery. In most countries, this will mean services related to health, education, social welfare, and immigration.
2. Adopt service design thinking. Governments should walk in users’ shoes. What does someone encounter when he or she goes to a government service website—plain language or bureaucratic legalese? How easy is it for the individual to navigate to the desired information? How many steps does it take to do what he or she came to do? Governments can make services easy to access and use by, for example, requiring users to register once and establish a digital credential, which can be used in the future to access online services across government.
3. Lead users online, keep users online. Invest in seamless end-to-end capabilities. Most government-service sites need to advance from providing information to enabling users to transact their business in its entirety, without having to resort to printing out forms or visiting service centers.
4. Demonstrate visible senior-leadership commitment. Governments can signal—to both their own officials and the public—the importance and the urgency that they place on their digital initiatives by where they assign responsibility for the effort.
5. Build the capabilities and skills to execute. Governments need to develop or acquire the skills and capabilities that will enable them to develop and deliver digital services.
This report examines the state of government digital services through the lens of Internet users surveyed in Australia, Denmark, France, Indonesia, the Kingdom of Saudi Arabia, Malaysia, the Netherlands, Russia, Singapore, the United Arab Emirates (UAE), the UK, and the U.S. We investigated 37 different government services1. (See Exhibit 1.) Den Rest des Beitrags lesen »
Freitag, 10. September 2010, 16:30:11 | Andrew McAfee:
If Tim O’Reilly didn’t exist, the technology industry would have to invent him. He knows everybody, can explain anything to anyone, helps us understand where things are headed, and convenes diverse groups of people to think about talk about the big topics.
He does all this while maintaining a sense of enthusiasm that I usually see only among people waiting in line for the next release of Halo. Tim likes technology for its own sake, but he’s more fundamentally enamored of what it can do — how it can open up new territory, improve people’s lives, and address vexing problems. After more than 30 years of running O’Reilly Media he exudes the vibe of “this is so cool” that all of us geeks remember from the first time we sat down in front of a computer (and for whatever it’s worth, I think he’s exactly right; this remains so cool.).
Tim brought a bunch of us together at the Gov 2.0 Summit earlier this week to discuss how the geek toolkit is being used to improve the work of government. A lot of the talks are available online at O’Reilly’s YouTube channel (my talk with Tim is here), and I encourage you to check them out. The best of them, like Carl Malamud’s and Ellen Miller‘s, are inspirational (and yes, that word is terribly overused).
The central impression the Summit left on me was of a dedicated and tenacious group of people waging war on bureaucracy, which Javier Pascual Salcedo defined as “the art of making the possible impossible.” The government doesn’t have a monopoly on bureaucracy, of course, but it does have pretty good market share”. A capitalist theorist would say this is largely because competition culls bureaucracy and other inefficiencies, and governments face few or no competitors for their services. Den Rest des Beitrags lesen »
19. Und 20. April 2010, Hotel Linsberg Asia
Der zweite Tag der Konferenz “Effizienter Staat 2010″ in Berlin startet mit Jürgen Häfner, Leiter der Zentralstelle für IT-Management, Multimedia, eGovernment und Verwaltungsmodernisierung im Ministerium des Innern und für Sport Rheinland-Pfalz.
Bürgerbeteiligung bei der Kommunal- und Verwaltungsreform in Rheinland-Pfalz
Häfner sprach über die Verwaltungsreform mit Einbindung der BürgerInnen in Rheinland Pfalz. Gestartet wurde mit 5 Bürgerzukunftskonferenzen. 10.000 Interviews zu je 30 Minuten wurden in Rheinland-Pfalz durchgeführt. Das Ergebnis war, dass BürgerInenn prinizipiell zufrieden sind, es zeichnete sich jedoch der Wunsch nach mehr elektronischen Diensten ab. Bemägelt wurden zuviele zu komplexe Formulare. Gewünscht wurden landesweit einheitliche Formulare.
The European Journal f ePractice published its latest issue with the title “Government 2.0 – Hype, Hope or Reality” yesterday. The Centre for E-Government contributed one article about Open Government.
Government 2.0 – Hype, Hope or Reality?
“In the space of two years, the ’2.0′ meme has risen from obscurity to mainstream in eGovernment policy, as the comparison between the EU Ministerial Declaration of 2007 and 2009 shows. Yet much of the debate is still on the potential opportunities and risks of Government 2.0, with evangelists emphasising the great benefits of crowdsourcing and of leveraging collective intelligence, and skeptics pointing to the risks of wishful thinking, to the limits of transparency, and to the hype about its impact. The question is then: has government 2.0 so far really provided visible benefits for citizens?” (David Osimo, Preface)
- Complete Issue: European Journal on ePractice – Hype, Hope or Reality?
- Article, Centre for E-Government: Open Government – Information Flow in Web 2.0
Ganz frisch von Dione Hinchcliff’s ausgezeichnetem Blog.
“That the government is joining the Web 2.0 revolution five years after it began is both welcome and needed…”
Can social tools and community-based approaches truly help our government function better and operate more efficiently? Will open access to government data create important new opportunities for citizens and increase transparency?
These two questions are currently top-of-mind in many public sector policy discussions this year. The questions also herald new forces at work in transforming the government landscape in many countries around the world in 2010, particularly as we’ll see, the United states.
Far from being discussions on the fringe of technology, new open government efforts have begun putting social computing and open data in the very forefront of major government initiatives aimed at improving collaboration and participation.
Lesen Sie weiter.
Insights into the US-Open-Government Initiative. How the Open Government Initiative will change the US-Government – US-Citizen relation. Interviews with Beth Noveck (White House Head of Open Gov), Tim O’Reilly (O’Reilly Media), Jeffrey Levy (EPA).
Several Thoughts on Open Government
Hope to see a similar development in Europe, especially in Austria.
Interview with Beth Noveck
US Deputy Chief Technology Officer for Open Government:
Am 1. Oktober fand an der Donau-Universität der Informationsabend zu den E-Government Ausbildungsprogrammen des Zentrums für E-Government statt.
Dr. Arthur Winter gab in seiner Eröffnungsrede einen Ausblick möglicher Entwicklungen in Richtung E-Government 2.0. Die Kernpunkte sind:
- Ein elektronischer Zugang zu einer vernetzten Verwaltung
- Bürger kann sich an die nächste Behörde wenden (einheitlicher Ansprechpartner für den Bürger)
- Neugestaltung der örtlichen und sachlichen Zuständigkeit
Web 2.0 fordert Neuorientierung
Die durch die fortschreitende Technologisierung und damit einhergehend größeren Einfluss des Bürgers mit den partizipativen Mitteln von Web 2.0 auf die Verwaltung, bringt neue Anforderungen für die Verwaltung von Morgen. Diese neuen Herausforderungen können nur durch eine Umgestaltung und Optimierung von Aufbau- und Ablauforganisation, eine Neugestaltung von Dienstleistungen auf Basis einer serviceorientierten Architektur und unter Einbindung der Stakeholder bewältigt werden.
Im Anschluss daran stellte Dr. Peter Parycek die Ausbildungsprogramme des Zentrums für E-Government vor. Die angesprochenen Stakeholder, BürgerInnen, MitarbeiterInnen aus Verwaltung, Wirtschaft und Gebietskörperschaften, werden mit dem notwendigen Rüstzeug ausgestattet, die Herausforderungen des kommenden Government 2.0 umzusetzen. Dabei ist eine große Interdisziplinarität gefragt, da in E-Government Projekten die Bereiche Recht, Organisation und Technik zu berücksichtigen sind. Ein wesentliches Element für zukünftige erfolgreiche Projekte ist Verständnis zwischen Techniker und Organisationsentwicklungsverantwortlichen herzustellen und eine gemeinsame Sprache zu finden.