1 / 25

Alternative Strategies of ICT use by local administrations in the EU by Gabriella Cattaneo, IDC EMEA

IDC EMEA Competitiveness & Innovation Expertise Centre. Alternative Strategies of ICT use by local administrations in the EU by Gabriella Cattaneo, IDC EMEA. KEDKE – LIEE/NTUA Conference, Heraklion, Crete, 5-6 May 2006 . Agenda . Introduction The European IT and eGovernment Market 

Jims
Download Presentation

Alternative Strategies of ICT use by local administrations in the EU by Gabriella Cattaneo, IDC EMEA

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. IDC EMEA Competitiveness & Innovation Expertise Centre Alternative Strategies of ICT use by local administrations in the EUbyGabriella Cattaneo, IDC EMEA KEDKE – LIEE/NTUA Conference, Heraklion, Crete, 5-6 May 2006

  2. Agenda • Introduction • The European IT and eGovernment Market  • EU 25: User-Orientation in eGovernment measures and policies • Alternative Strategies and Lessons Learned

  3. Who is IDC? • IDC is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications, and consumer technology markets • IDC is a division of IDG, the world's leading technology media, research, and event company • IDC EMEA(Europe, Middle East and Africa) is one of the leading European research organisations, with 8 specialised expertise centres, 27 research offices and more than 200 research analysts.

  4. IDC Global Network Assures Global Perspective • Research offices in more than 50 countries • More than 850 analysts in a global information network • More than 40 years experience analyzing ICT markets through syndicated services

  5. IDC EMEA Competitiveness and Innovation (C&I) Expertise Centre Goals • To provide high-quality, practical, knowledge-based socio-economic research and consulting services • focused on the Competitiveness and Innovation Impacts of Information and Communication Technologies (ICT) • to Policy makers and Industry leaders engaged in the development of the Information Society (IS) in Europe and the World

  6. The European IT and eGovernment Market

  7. Western Europe, IT Government spending 2005 (Growth rate 2005/2004) 16,7 B. Euro + 5,5% 16,3 B. Euro + 6,5% Source : IDC Vertical Markets, March 2006

  8. Expenditure on eGovernment is a fraction of overall ICT spending

  9. Breakdown of Local and Central Government Expenditure

  10. EU 25: Government IT Spending Clusters

  11. EU25: Egovernment Spending Clusters

  12. EU 25: User-Orientation in eGovernment measures and policies

  13. The new government paradigm is characterised by: • A user and society centric approach (focus on users benefits) • Access for all through multichannel, multiplatform delivery • Me-Government – personalisation, mobility, active participation by citizens • Efficient and “Lean” government

  14. User Orientation in eGov is growing fast Source : DRAFT data from Pilot Study Benchmarking online Public Services for DG INFSO, by RSO-IDC, April 2006

  15. But eAccessibility is lagging behind Source : DRAFT Data from Pilot Study Benchmarking online Public Services for DG INFSO, by RSO-IDC, April 2006

  16. Alternative Strategies and Lessons Learned

  17. Main Drivers of Government Change • Modernising Government • Need to improve efficiency, productivity, quality of services without increasing or even reducing budgets • Need to satisfy citizens expectations of new standards of service provision allowing flexibility, personalisation, 24/7 availability A new “variable geometry of power” • the twin trends of globalisation and decentralisation • the weakening of traditional political democracy institutions • the evolution of relationships between administrations from hierarchies to networks

  18. STAR Project study on regional eGovernment implementation • Main factors : • Institutional framework and role of the region • Political and organisational relevance of Information Society and specifically eGovernment plans • Strategic goals of eGoverment in the region • Main priority of e-government strategies, either on services delivery (outward looking) or public administrations networking and government processes reengineering (inward looking) • Implementation of eGovernment • Relationship with local administrations

  19. Institutional Stakeholders: who’s leading?

  20. Critical Issues of Governance • Conflicts of leadership between different government levels: who initiates and directs the reorganisation process? • Competition for the relationship with the final user in a multilevel architecture of delivery channels: who gains the political benefits ? • Contrasting priorities: standardisation, harmonisation, cohesion, long term planning vs personalisation, effectiveness, political accountability, short-term planning (national-local) • Contrasting actors: permanent bureaucracies vs elected politicians in local administrations

  21. Main typologies of Regional Strategies Master Region • Very High: strategic plan for citizen-centric online services Negotiating Region • High / Mix of networking and eServices coordination Strategic relevance of eGovernment policies Experimental Region • Medium / mainly networked coordination of eServices Absent Region • Low/ mainly technical guidelines • Almost non existent • Peer-to-peer effort • Variable alliances • Master plan & stable alliance Relationship with local governments

  22. Typology Of Regional eGovernment Strategies • The “master” region: Catalonya. Large autonomy, master plan involving local administrations in joint ventures. • The “negotiating” region: Lombardy. Increasing autonomy, blurring power boundaries with state; Variable alliances with local administrations. Provision of services to local gov. • The “experimental” region: London Connects. Independent alliance of boroughs and towns at regional level to implement interoperability, or manage eGovernment to achieve interoperability. • EU: most frequent Negotiating and Absent Regions

  23. Lessons Learned – Factors often-forgotten • When redesigning government processes, pay attention to negotiation and transaction processes between administrations (the balance of power!) • Greater focus on the internal user: Intra- and Inter-government coordination relies on administrations providing services to other ones • Aim for framework rather than mandatory legislation leaving room for bottom-up initiatives • Streamline public-private partnerships regulation • Include evaluation and monitoring tools of results and impacts and look for positive externalities and network effects

  24. Lessons Learned – Key Success Factors • Political agreement between all government levels, achieved through a well planned and constant effort • Willingness to lead a process of change in the public administration; • A long term vision of the benefits of e-government, promoted by the top political and administrative authorities; • The engagement of relevant investments; • A strong focus on the user-oriented, multi-channel service delivery approach, avoiding the add-on approach

  25. For More Information…… Gabriella Cattaneo Director Competitiveness and Innovation Expertise Centre IDC EMEA gcattaneo@idc.com www.idc.com

More Related