| Global E-Government Survey 2008 |
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E–Government Readiness Index
Top 10 Countries
|
| Country |
Index |
| Sweden |
0.9157 |
| Denmark |
0.9134 |
| Norway |
0.8921 |
| United States |
0.8644 |
| Netherlands |
0.8631 |
| Republic of Korea |
0.8317 |
| Canada |
0.8172 |
| Australia |
0.8108 |
| France |
0.8038 |
| United Kingdom |
0.7872 |
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E–Participation Index
Top 10 Countries
|
| Country |
Index |
| United States |
1.0000 |
| Republic of Korea |
0.9773 |
| Denmark |
0.9318 |
| France |
0.9318 |
| Australia |
0.8864 |
| New Zealand |
0.7955 |
| Mexico |
0.7500 |
| Estonia |
0.7273 |
| Sweden |
0.6591 |
| Singapore |
0.6364 |
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From E-Government to Connected Governance
The UN E-Government Survey 2008: From E-Government to Connected
Governance assesses the e-government readiness of the 192 Member
States of the UN according to a quantitative composite index of
e-readiness based on website assessment, telecommunication infrastructure,
and human resource endowment. ICTs can help reinvent government
in such a way that existing institutional arrangements can be
restructured and new innovative arrangements can flourish, paving
the way for a transformed government.
The focus of the report this year, in Part II, is e-government
initiatives directed at improving operational efficiency through
the integration of back-office functions. Whilst such initiatives,
if successful, will deliver benefits to citizens, the primary
purpose is to improve the effectiveness of government and governmental
agencies. Models of back-office integration, irrespective of the
delivery mode, fall into three broad categories: single function
integration, cross functional integration, and back-office to
front-office integration. The level of complexity, expressed in
terms of the number of functions within the scope and number of
organizations involved, is the primary factor influencing a successful
outcome - with a tendency amongst the more ambitious projects
to fail to deliver the full anticipated benefits. The key variables
involved in the delivery of back-office integration are the people,
processes and technology required.
Whilst the technology is increasingly resilient and 'fit for purpose',
the evidence indicates that success or failure is less a technological
issue and more a people issue - in particular, the ability to change
public service cultures and motivate public sector workers to new
ways of working, address trade union concerns, and provide adequately
skilled and competent management and leadership.
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