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Putting People at the Centre - Using Innovation in Finding New Opportunities
Strategies
- Investigating and experimenting
- Investment
Investigating And Experimenting
eGovernment is a commitment to greater innovation — in the use of new information networks and communications technology, in new ways of working and in new partnerships outside government.
The single most important reason for the Government to be innovative is to improve services to Victorians. It is this overriding rationale that will drive changes to the way that government interacts with citizens and changes in the way that it operates behind the scenes.
While the Government can make better use of current systems — through more widespread sharing of resources, improved training and so on — the most significant benefits will come from innovation, not just automation. This means that trials of new technologies, pilot projects to challenge emerging ideas and greater interaction with private sector partners will be important features of eGovernment.
The success of eGovernment depends on a willingness to experiment and tolerate some associated risk — while using smart project management to ensure that the risk is acceptable. That is because the benefits of eGovernment will be most effectively captured by early action. Just as the benefits of e-commerce flow most strongly to those who capture early market share, the Government needs to be positioned to make the most of new technology.
It is important to recognise that there are many different approaches to eGovernment and that some flexibility in the strategies needs to be retained to cope with continually evolving circumstances. The principles of innovation and experimentation, which are important to developing the vision of eGovernment and realising substantial benefits for Victorians, will govern a significant part of its evolution.
Investment
A specific investment strategy may be required to coordinate eGovernment initiatives and to drive the necessary changes to financial and administrative processes within government.
The strategy would need to take account of the special features that differentiate eGovernment from more traditional activities, including common infrastructure; an emphasis on speed and agility; experimentation with new approaches; public sector–private sector partnerships; capturing dispersed benefits (including cost savings); and delays between cost outlay and benefits delivery.
While the Government can take the lead on eGovernment investment, it must also be ready to support complementary private sector initiatives and partnerships, whether through facilitation, direct assistance or active participation. Private sector investment and partnerships with government are likely to be critical to generating the infrastructure, innovative approaches and other support for eGovernment operations.
Last updated: 20 October 2011Related Articles
- Putting People at the Centre - Contents
- Contents page for the eGovernment vision of the Victorian Labor government 1999 - 2010 - Putting People at the Centre.
- Putting People at the Centre - Creating a Framework for Ongoing Reform within Government
- eGovernment vision of the Victorian Labor government 1999 - 2010. Strategies - Responding to issues holistically across government; Building capabilities within agencies; Effective sharing of resources. The development of citizen-centred services as part of eGovernment will inevitably involve changes to the way government works.
- Putting People at the Centre - Providing Better Community Engagement and More Effective Democracy
- The eGovernment vision of the Victorian Labor government 1999 - 2010 - Putting People at the Centre outlined strategies to provide better community engagement and more effective democracy include giving people access to competing source of information and analysis, creating opportunities for community consultation and debate, inproving opportunities for policy discussion, and protecting personal privacy.
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