E-Government: Bangladesh Action Plan

E-Government: Bangladesh Action Plan

Content

Introduction

Definition and Purview of E-Government

IT and Government of Bangladesh

Current Status of IT in Bangladesh

Elements of E-Government: Bangladesh Case

Assessment of Current State of E-Government

Action Plan for a Workable E-Government

Role of Bangladesh Computer Council (BCC)

List of Table

Table 1: Telecommunication Status in Bangladesh as on December 1999

Table 2: International Telecommunication Facilities

Table 3: Current manpower status of Bangladesh Computer Council

Table 4: Required manpower in Bangladesh Computer Council

Lists of Box

Box 1: Enablers of E-Government

Box 2: Current Initiatives for E-Government

Box 3: Action Agenda for Desirable IT Infrastructure

Box 4: Tentative List of Issues to be Posted in a Web Site

Box 5: Data Security System and Cyber Laws Proposed in Indian E-Government Policy

Box 6: Proposed Questionnaire Format for Review of Current Status

Box 7: Proposed Five-Year Action Matrix for a Workable E-government

E-Government: Bangladesh Action Plan

Glossary of Terms

ADPAnnual Development Program

BICITBangladesh Institute of Communication and Information Technology

BTTBBangladesh Telegraph and Telephone Board

ECNECExecutive Committee of National Economic Council

ERDExternal Relations Division

GoBGovernment of Bangladesh

HQHead Quarter

IMEDImplementation Monitoring and Evaluation Division

HRDHuman Resource Development

ISPInternet Service Provider

ITInformation Technology

LANLocal Area Network

LGEDLocal Government and Engineering Department

MoEMinistry of Establishment

MoPTMinistry of Post and Telecommunication

NDBNational Data Bank

NECNational Economic Council

NGONon-Government Organization

PMPrime Minister

SHDUSustainable Human Development Unit

STPSoftware Technology Parks

TAPPTechnical Assistance Project Proforma

T & TTelegraph and Telephone

UHFUltra High Frequency

VHFVery High Frequency

VSATVery Small Aperture Terminal

WANWide Area Network

E-Government: Bangladesh Action Plan

Acknowledgement

This paper is a product of joint team effort by various individuals drawn from various ministries and units of the government. The contributions of the following individuals are greatly acknowledged: (a) Abdul Hamid Chowdhury, Senior Policy Adviser, Sustainable human Development Unit (SHDU), Planning Commission; and former secretary to the government of Bangladesh; (b) Md. Ansar-ul-Hoque, Joint Chief (PAMSTECH), Socio-Economic and Infrastructure Division, Planning Commission, and National Project Director (SHDU); (c) S.A.S.M. Taifur, Joint Chief, ECNEC, Planning Commission (d) Md. Quddus Khan, Deputy Secretary, Ministry of Establishment; (e) Elias Ahmed, Deputy Secretary, Ministry of Establishment; and (f) Tareque M. Barkatullah, Operations Manager, Bangladesh Computer Council.

E-Government: Bangladesh Action Plan

Information Technology in Government

An Action Plan for Bangladesh

Introduction

In the history of civilisation, perhaps no work of science has so comprehensive impact on the course of human development as Information Technology (IT). It is regarded as one of the greatest change agents of the century. In fact, it is breaking old barriers and building new inter-connections in the emerging global village.

In most countries, the Government is the largest user of computers and related technology with the objective of enhancing public service delivery through Information Technology. Encouraging the diffusion of IT within public sector services is fundamental to supporting the social and developmental goals of the country. The application of IT within the public administration can improve efficiency, reduce wastage of resources, enhance planning and raise the quality of services. Therefore, Governments should implement large-scale computer systems to assist in managing large volumes of transactions that occur in the public service each day. The experiences of most public sector organizations in implementing information technology-based solutions have demonstrated the need for extensive and prescient managerial, technical and operational IS/IT capabilities.

However, the focus of most computing in public sector has been on supporting traditional administrative and functional transactions rather than that of effective delivery of service to the public. Many continue to apply information technology in traditional ways oblivious to the possibilities offered by the new developments. New opportunities for improving the operations of public sector entities and for delivering government services through electronic means must be taken. Governments should explore as how to make effective and sustainable use of information technology to enhance both the operations of government entities and the delivery of services provide to the public.

Definition and Purview of E-Government

Definition

Like many features of the information age, e-government has proved somewhat difficult to define in a completely satisfactory way. According to the World Bank E-government refers to the use by government agencies of information technologies that have the ability to transform relations with citizens, businesses, and other arms of government. These technologies can serve following of different ends:

Better delivery of government services to citizens,
Improved interactions with businesses and industry,
Empowering citizen through access to information or more efficient government management,
Increased transparency and greater convenience,
Reduce corruptions, and costs.

Interaction between a citizen or business and a government agency traditionally takes place in a government office. With the emergence IT and E-Government, it is possible to re-locate service centres from government office to locations closer to the clients such as cyber cafe or the use of personal computer in the home or office.

Analogous to e-commerce, which allows businesses to transact with each other more efficiently and brings customers closer to businesses, E-Government aims to make the interaction between government and citizens (G2C), government and business enterprises (G2B), and inter-agency relationships (G2G) more friendly, convenient, transparent, and inexpensive.

It is relevant to note that E-government is not just another way of doing existing activities; it is a transformation on a scale that will fundamentally alter the way public services are delivered. It does not have a time-line; rather it is evolutionary. The relationship is no longer just a one-way, us (Government) versus them (citizens) proposition; rather it is about building a partnership between governments and their citizens.

Purview

There are various elements of E-government, some of which are discussed below beifly:

Electronic governance: the link up of government, citizens, business communities, NGOs, and communities. In other words, a comprehensive network of all stakeholders involved in governance.

Electronic service delivery: the securing and provisioning of government services by electronic means. For example, buying government services on-line, paying taxes, purchasing licenses, etc.

Knowledge societies:the idea that a society can gain competitive advantage internationally through using IT in a creative and productive way. This again reinforces the linkage element across government, business, NGOs, and individuals.

E-commerce: frequently used and a subject in itself, e-commerce refers to firms that buy and sell electronically, i.e. instead of going to a physical marketplace, a consumer can trade from a virtual one.

E-government implies a mixture of all of these elements, and implies a broad approach based on the development of relationships across all groups in society and a belief that these relationships can be enriched or enhanced by the use of IT.

Key Driving Forces

Various factors may contribute favourably for organisational improvement government operations through the use IT solutions. However, Ferguson (2000) identified following four key factors:

Rising consumer expectations
Globalisation
Technological change
Reform or re-invention of government

Rising education and skill levels, better media and information available to citizens, increased citizen's expectations and an increased awareness of citizenship have all led to demands for more responsive, flexible and effective government. The advent of IT in terms of providing information around the clock has meant that many governments can now provide access to electronic documents twenty-four hours a day[1].

Globalistion has created a pressure on governments and other organisations, both in developed and developing countries, to introduce IT as a means of increasing capability.

The technology itself has also been a driver. Historically, many IT-based projects were driven by the IT itself rather than a desire for meaningful change. The earlier notion was changed during the 1990s and now the idea/desire to change tends to come first, then IT is adopted to implement that change.

Last but by no means least, there have been pressures on governments to reform their present practices for enhancing efficiency, accountability, transparency, resource management and reducing wastages of public money. E-government can address these issues to a significant extent.

Stages of E-Government

The development of e-government involves three-stage process: (a) automation, (b) informatisation and (c) transformation. All of these are of closely linked activities, and are best viewed as an overall framework consisting of three stages of implementation.

Automation comprises the “first wave” changes that automate the basic operations of government such as computerizing day-to-day routine tasks such as calculating the payroll, or maintaining a financial accounting system. This is achieved through publishing information, interacting (usually through e-mail or Networking) and transacting, where payment can be made for goods and services. Primary concerned of this stage is to increase efficiency and reducing costs.

Informatisation moves the focus away form internal processes and on the external relationships. These “second wave” reforms concentrate on using IT knowledge generators and managing knowledge as a resource. Within the public sector this implies managing collective knowledge across organization boundaries between agencies and departments. Typically, this implies a flattening of organisational hierarchies, working across boundaries and moving decisions closer to information flows. It implies organisational as well as technological decentralization with a centralized control system.

The third stage or “third wave” is transformation, where re-engineering processes and services is the key factor. In short, this stage takes into account the previous two developments (i.e. first and second waves) and acts to further engagement of citizens in reforming government processes. “Doing new things and doing them differently” becomes the motto of the transformed government. It is at this stage that government begins to take on the characteristics of learning organisations, developing feedback loops and removing the boundaries between citizens and civil servants. Transformation is an elusive concept and involves restructuring government in the light of interaction with citizens and the use of IT. In addition, this involves the recognition of new skills and new ways of working.

Barriers

There are several barriers for which many governments around the world have not been quick to adapt wholesale e-government. Some of the specific barriers are: social and cultural; institutional and political; funding and infrastructure; and technology.

Social and cultural factors are frequently cited as barriers to e-government and this is a critical area. Gender, poverty, class, age and social exclusion can all be direct barriers to using computers in developing dialogue with government using IT. The main problem, however, is undoubtedly one of attitude. Many people are nervous of computers.

Institutional capability and political will are also major constraints to E-government. Fear of losing power and sensitive information may force the institutions (including political) to refrain from adapting wholesale E-government.

Funding, particularly in relation to infrastructure, is a major problem with many IT projects. E-government is only likely to work where there is sufficient infrastructure already in place to facilitate networking and transfer of digital information.

Lastly, there are a group of important issues surrounding the technology itself. The development of IT technology is extremely rapid and is constantly changing leading to the common problem of obsolescence. At the same time, tendencies are to buy the latest technology regardless of verifying its necessity. These two issues need very careful balance in deciding upon installation appropriate technology for public offices. Speed of processing is essential for connection (as well as for inclusion), but complex software is not desirable (complexity will lead to exclusion of potential clients).

Enablers

It is encouraging to note that there are several active elements present in society which help overcome the potential barriers discussed above. A brief introductory list of enablers is provided below (Box 1).

Box 1: Enablers of E-Government

Enabler / Features
Leadership / In particular, vision and strategy of E-government will only be successful if different agencies are integrated into the same, agreed strategy, and it is critical that leaders provide an example of using the technology.
Partnership / A “collective leadership” is important in getting departments and individuals to “buy into” the idea of E-government.
Investment / Funding for infrastructure, but also for innovation and new development and uses of IT.
Legislation / Authentication of signatures, validation of electronic contracts, safety and insurance on on-line payments, copyright and privacy are all critical elements of E-government.
Standards / This is essential in the shift from automation to transformation, i.e. moving from internal activities to external processes. Information can only be shared on compatible systems.

Feasibility

Given the co-existence of several factors required to achieve the E-government, a legitimate question may arise: Is it then an impossible target?

Perhaps in its entirety, but it certainly provides something to aim at and several governments are currently devising strategies aimed at developing transformed governments. The most common form of E-government, however, remains automation and the computerisation of internal management processes. The pattern usually begins with government-to-government services (G2G), and then moves on to government to business (G2B) and then, finally to government to citizen (G2C). As expected, government to citizen developments involves considerable political will.

IT and Government of Bangladesh

Government of Bangladesh has declared it (IT) as a thrust sector. It is a fact that in Bangladesh that the government is moving relatively slow compared to the private sector. Transparency and accountability of public sector services are yet to achieve the desired standard. It is argued that IT is expected to quickening of the process of establishing the desired norms of good governance through quick storage, collection, supply, exchange, assimilation and use of date, information etc. necessary to achieve the purpose.

It is, however, encouraging to note that Ministry of Establishment (MoE) has already undertaken some initiatives through three different projects for establishing IT communications across various levels of GoB administration (see Box 2).

Box 2: Current Initiatives for E-Government

A proposal was placed to undertake a project under ADP to establish Bangladesh Institute of Communication and Information Technology (BICIT) to cater for the IT needs. However, it is reported that the last government rejected the proposal.

At present President's Secretariat, PM's Office, all Ministries/ Divisions and almost all departments/ Corporations under them have computers and fax. Some Divisional and District level offices (Div. Com, DC, SP.) also have computer and fax facilities. Computer is also available in some Upazila level Offices (e. g. UNO office) at local initiative.

E-Mail Project with cost amounting to Tk. 6.1970 crore is under implementation in the Ministry of Establishment (MoE) to connect all Ministries/ Divisions, Divisional Commissioners & D. C. Offices.

Another project, Separate Wireless Communication Project (costing Tk. 8.40 crore) is also under implementation by the same Ministry (i. e. MoE) to connect District HQs with Upazila HQs.

The scope of government activity across countries may vary widely. In the context of the activities of the Government of Bangladesh the applications of IT can be divided into the following 3 (three) categories.

Mechanical System

Office Automation Systems: Government offices.
High volume transaction systems: Bank, Insurance, Revenue collection.
Public Utility services: Power, Telephone, Water/Sewer, Gas Transport, Postal, Passport/Immigration Registration, and Licenses.

Management Systems

Statistical Analytical Systems: Planning and Research.
Information Resource Management: Data Resource Centre.
Monitoring Systems: IMED.
Computer models for planning decisions: Planning Commission.

Public Systems

Public participation systems: LGED.
Sectoral applications in agriculture, environment, education, family planning, health care, mining.

The extent of electronising the government activities must be designed and planned in a manner that is inconformity with over all development of the country in general and the extent of development the country’s IT sector in particular. Considering this constraint, this paper tries to sketch out a possible action plan for making the government into an E-government.

Current Status of IT in Bangladesh

The expansion of IT usage in all walks of life including government depends critically on the extent and quality of IT resources and It infrastructure. This section discusses the current status of IT in Bangladesh and an action agenda for a desirable IT infrastructure.

IT Resources

IT Organizations by Main Fields

The total of IT organizations in 1999 were 1836. They were involved in various IT fields. The distribution according to types of activities are shown below:

IT Fields / Number of Firms / Percentage
Human Resource development (Training) / 1025 / 41.3
Users (Govt. Offices, Banks, NGOs, and Private) / 654 / 26.3
Others / 375 / 15.2
Hardware/Software Marketing / 272 / 10.1
Data Processing Service / 154 / 6.2
Total / 1836 / 100.00

It is found that highest concentration was in HRD (41%), followed by users (26%). IT organizations involved in marketing (10%) and data processing (6%) are relatively small compared to HRD.

IT Organizations by Functions

It is reported that almost 50 percent of the people working in IT industry are involved as computer operators numbering to 9154. On the other hand, proportion of people engaged different technical functions are small. The proportions for System Analyst, Data Base Expert, Network Expert, Programmer and Hardware Engineer were respectively 2.6 percent, 4.6 percent, 4.6 percent, 6.5 percent and 5.2 percent.

Hardware and Software

According to the survey the total number of IT Hardware was 78,658. Total numbers of Licensed Software were 122713. The annual growth of PC marketing was found to be 33 percent. Dhaka Division has the highest concentration (73%), followed by Chittagong (11%), Rajshahi (8%), Khulna (4%), Sylhet (3%) and Barisal (1.3%).