Вопрос 17-3/2: Ход деятельности в области электронного правительства и определение областей применения электронного правительства в интересах развивающихся стран


) Towards more advanced local IT systems



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5) Towards more advanced local IT systems


As mentioned the LGIN system went through the major renovation in 2005, reflecting the technology advancement and the request of the users who filed complaints to the legacy system. The renovated system had been renamed as Saeol, meaning that the system supports to produce ‘innovative and trustful’ public administrations at the level of city/district governments. The Saeol system enables the public officials in the local governments to carry out their businesses in the more integrated way by utilizing the single window for public administrations. The system further delivers process-based electronic business integrations, thus leading into efficiency and transparency in managing the city/district governments.

The LGIN system is an information infrastructure that supports all areas of public service. It involves not only local governments but also metropolitan, provincial, and central governments. Various kinds of applications for enhancing customer services can be developed by these organizations by utilizing the information resources the LGIN offers. Therefore, the LGIN will be a root system of other applications. The new system will soon provide a higher level of public service by adopting state-of-the-art information technologies. Mobile services are available in limited application areas. The concept of a ubiquitous government will also be driven by the LGIN with an emphasis on ‘Anytime’ and ‘Anywhere.’


6) Difficulties and success factors


At the beginning of the project implementation, the Korean government faced resistance from some of the city/district governments, largely those belonging to Seoul metropolitan government. Since they had already deeply involved in developing the IT applications in various work areas, they were not willing to be part of the centrally developed system. Without the participation of those local governments in Seoul, however, the LGIN would not have yielded enough benefits in terms of CBP and interoperability of work flows across city/district governments. The trouble had been overcome:

– by the leadership of the ministry of the Korean government in charge of local government administrations;

– by the budgetary incentives provided by the informatization fund;

– by the Seoul government officials who had been recognized of the critical importance of the LGIN based on the CBP issues, and so on.

As the most IT application projects did, the LGIN also had come across the issue of how to fund the large investment required to develop the applications for 21 work areas and to implement them in 234 city/district governments. While the pilot projects had been paid by the informatization fund, the resources for each of the two stage projects had been mobilized by the central and local governments in appropriately- charged proportion. The proportion had been arranged not only by the rules prepared by the national budget office, but by the policy debate taking place among the members of the Special Committee for e-government.

Since the LGIN system was supposed to significantly transform the way the local officials handle their daily businesses, they were reluctant to accept the new and unfamiliar system. In addition, they sometimes feel the fear that their jobs might be taken away by the system. In order to reduce this type of psychological burdens, the project developed training programs for the local government officials to get accustomed to the new system, along with the job shifting opportunities for those who might have to be at risk of layoffs.

Since the LGIN project required a large scale investment for the whole of 234 city/district governments, the possible failure of the project could bring about an unimaginable amount of loss. Therefore, it was decided to follow the two stage process of implementation preceded by the pilot program. In the pilot program, five city/district governments had been selected to implement the project in 10 work areas in advance. Errors and inconveniences had been detected in the course of developing and implementing the system in the selected local governments.

The political environments during the time of project implementation made major contributions to the success of the LGIN project. Leaders in the political arena as well as in the central and local government recognized the significance of the IT applications in the public management and strongly supported the project by financing and providing favourable coordination in enacting and updating the laws and regulations required for the LGIN system to take effect.


7) Lessons learned for the developing countries


The LGIN system is necessary for e-government applications of the central government to take full effects, since various public services arranged at the central level are supposed to be distributed via the corresponding channels of local governments.

The success factors for the project identified above line up as lessons learned from our experience of project implementation. The LGIN system was able to achieve the current level of success by responding effectively to the issues summarized as follows:

– how to settle down the dispute on the project among the organizations at stake;

– how to finance the project and distribute the cost among local and central governments;

– how to deal with the psychological burdens for those who accept the new technical system and their potential fear over job insecurity;

– how to avoid a big loss from potential failure due to the complicated implementation processes and large scale of nation-wide project;

– how to obtain the support from the political and governmental leadership in order to get favourable conditions for financing and revising relevant laws and regulations, and so on.

The issues raised above had been settled down in the course of project implementation as discussed previously.


Case 3: e- Government Activities in Bangladesh (Bangladesh)




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