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Project Report 
On 
E-Government of India 
and Australia 
Submitted To:- 
Mr. Manoj Kumar 
Submitted By:- 
Muhammad Arif 
Saad Mazhar 
Hasan Aleem 
Sajid Hussain
2S008M T W T F junSe 
Place logo 
or logotype here, 
otherwise 
delete this. 
Place logo 
or logotype here, 
otherwise 
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Month Day Year 
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ACKNOWLEDGEMENT 
8 9 10 11 12 13 14 
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22 23 24 25 26 27 28 
First of all I thank to ALLAH ALMIGHTY .We are very grateful to our respected Sir Manoj 
Kumar who gave me this opportunity. This is to acknowledge that our instructor has excellently 
treated us and shared his experiences 29 and expertise 30 
with al the group members and helped us 
through out the prepration of this report as well as presentation. Therefore all the members of the 
group are heartly thankful to Sir Manoj for his co-operation and precious time. We Saad 
Mazhar,Muhammad Arif, Hasan Aleem and Sajid Hussain dedicate this complete presentation to 
her for his kindness and support. 
jaFnuarSy 
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6 7 8 9 10 11 12 
13 14 15 16 17 18 19 
20 21 22 23 24 25 26 
27 28 29 30 31
INTRODUCTION OF E-GOVERNMENT OF INDIA 
E-Government can be defined as the use of information and communications technologies by 
governments to enhance the range and quality of information and services provided to citizens, 
businesses, civil society organizations, and other government agencies in an efficient, cost-effective 
and convenient manner, making government processes more transparent and 
accountable and strengthening democracy. 
Defining e-Governance 
Although the term ‘e-Governance’ has gained currency in recent years, there is no standard 
definition of this term. Different governments and organizations define this term to suit their own 
aims and objectives. Sometimes, the term ‘e-government’ is also used instead of ‘e-Governance’. 
Some widely used definitions are listed below: 
According to the World Bank 
“E-Government refers to the use by government agencies of information technologies (such 
as Wide Area Networks, the Internet, and mobile computing) that have the ability to transform 
relations with citizens, businesses, and other arms of government. These technologies can serve 
a variety of different ends: better delivery of government services to citizens, improved 
interactions with business and industry, citizen empowerment through access to information, 
or more efficient government management. The resulting benefits can be less corruption, 
increased transparency, greater convenience, revenue growth, and/ or cost reductions.” 
Thus, the stress here is on use of information technologies in improving citizen-government 
interactions, cost-cutting and generation of revenue and transparency. 
Basically, e-Governance is generally understood as the use of Information and 
communications Technology (ICT) at all levels of the Government in order to provide services to 
the citizens, interaction with business enterprises and communication and exchange of 
information between different agencies of the Government in a speedy, convenient efficient 
and transparent manner. Dr. APJ Abdul Kalam, has visualized e-Governance in the Indian 
context to mean:
“A transparent smart e-Governance with seamless access, secure and authentic flow of 
information crossing the interdepartmental barrier and providing a fair and unbiased service to the 
citizen.” 
The goal of e-Government is not merely to computerize governmental records; to the contrary, 
the ultimate goal of e-Government is to transform government. Indeed, successful e-Government 
is at most 20% technology and at least 80% about people, processes, and organizations. It is 
important, therefore, to recognize that e-Government is not an end; it is an enabler. “e- 
Government” should eventually disappear as a distinct concept, because “government” rather 
than technology is at the core of e-Government and technology will eventually pervade all 
governmental operations. The key question, therefore, is whether the integration of government 
and technology will serve the interests of the public.
WHY E-GOVERNANCE 
E-Government can transform citizen service, provide access to information to empower citizens, 
enable their participation in government and enhance citizen economic and social opportunities, 
so that they can make better lives, for themselves and for the next generation. 
Components of E-governance 
The following components can be identified: 
 Technological Component with Electronic dimension. 
 Social Component with Egalitarian dimension. 
 Cultural Component with Ethical dimension. 
 Political Component with Enactment dimension. 
 Psychological Component with Extensional dimension. 
 Service Component with Empowerment dimension 
Technological Component 
This relates to educate people who are in the bureaucratic structure or outside its periphery 
regarding use of electronic means to develop better connectivity within and with the system. It 
requires use of computers 
(a) In developing the data-base, 
(b) In networking to facilitate the communication, 
(c) In creating e- knowledge workers so as to increase their potentiality. This focuses on “e” of 
electronic knowledge and its proper utilization.
Social Component 
The fundamental duty of any government is to educe a society which is based on the principles of 
equality and justice. A society which is classless with no distinction between haves and haves-not, 
where nobody is marginalized from the main stream, and is committed to provide a 
respectful essence of life to its people without any discrimination. 
Of cast or race must be set up. This is possible when people will be aware of their rights & duties 
on the one hand, and know about the governmental policies made for them on related issues on 
the other, hence a vigilant society can be evolved where they can raise their voices by questioning 
the governmental decisions. This would help in attaining the “e” of egalitarian society with thrust 
on equality. 
 Cultural Component : 
With the advent of the era of knowledge explosion there is a need to reorient some of the value 
patterns without eroding the fundamental normative structure of any social system. The need to 
create value patterns conducive for e- governance to operate focusing on work ethos therefore 
cannot be denied. Thus to work out the ethical framework is the key to move further by 
discarding obsolete set of values that come in the way of potential utilization. Thus “e” of ethical 
framework has to be the focal point in constructing a morality-based system. 
 Political Component : 
The political system is essential aspect of governance. It holds responsibility of rationalizing 
various operative frameworks by enacting laws. This helps to maintain & sustain the cohesive 
force that is required by society to integrate its people and abide them to follow a uniform policy 
to fulfill their targets. This refers to the importance of “e” of enactment of laws to stop society 
from disintegration. 
 Psychological Component: 
Developing required psyche so as to facilitate formation and inculcation of right type of attitudes 
in the people is prerequisite for efficiency. Apart form this; readiness to connect to people, to
listen to their queries, to look for solutions, to improve communicative skills etc. will be 
necessary elements for behavioral modifications. Hence personality adjustments must be carried 
out to cater to the needs of common man. This specifically relates to “e” of extension of self so as 
to have constructive collaborative social relationships. 
 Service Component : 
The ultimate function of any welfare government is to serve. As a provider of good services to its 
people it has to assimilate the basic needs and also expectations of common man in to the 
documentation of policy, which then has to be implemented in the right spirit. This develops a 
constant pressure on the government to respond to public demands as this leads to the realization 
of power they can exercise on government to maintain impartiality, integrity and transparency in 
its functioning. This explains “e” of empowerment of people in any system.
TYPES OF INTERACTION IN E-GOVERNANCE 
E-Governance facilitates interaction between different stake holders in governance. These 
interactions may be described as follows: 
 G2G (Government to Government) 
In this case, Information and Communications Technology is used not only to restructure 
the governmental processes involved in the functioning of government entities but also to 
increase the flow of information and services within and between different entities. This 
kind of interaction is only within the sphere of government and can be both horizontal i.e. 
between different government agencies as well as between different functional areas 
within an organization, or vertical i.e. between national, provincial and local government 
agencies as well as between different levels within an organization. The primary 
objective is to increase efficiency, performance and output. 
 G2C (Government to Citizens) 
In this case, an interface is created between the government and citizens who enables the 
citizens to benefit from efficient delivery of a large range of public services. This 
expands the availability and accessibility of public services on the one hand and improves 
the quality of services on the other. It gives citizens the choice of when to interact with 
the government (e.g. 24 hours a day, 7 days a week), from where to interact with the 
government (e.g. service centre, unattended kiosk or from one’s home/workplace) and 
how to interact with the government (e.g. through internet, fax, telephone, email, face-to-face, 
etc). The primary purpose is to make government, citizen-friendly. 
 G2B (Government to Business) 
Here, e-Governance tools are used to aid the business community – providers of goods 
and services – to seamlessly interact with the government. The objective is to cut red
tape, save time, reduce operational costs and to create a more transparent business 
environment when dealing with the government. The G2Binitiatives can be transactional, 
such as in licensing, permits, procurement and revenue collection. They can also be 
promotional and facilitative, such as in trade, tourism and investment. These measures 
help to provide a congenial environment to businesses to enable them to perform more 
efficiently. 
 G2E (Government to Employees) 
Government is by far the biggest employer and like any organization, it has to interact 
with its employees on a regular basis. This interaction is a two-way process between the 
organization and the employee. Use of ICT tools helps in making these interactions fast 
and efficient on the one hand and increase satisfaction levels of employees on the other.
INTERVENTIONAL STRATEGIES OF E-GOVERNANCE 
As e-Governance has shortened the gap between different cultures by trying to create a global 
society with mega cultural emphasis the following strategies can be identified, the use of which 
will facilitate achievement of this objective, though management of these would vary in pace in 
different countries. 
 Transitive Counseling: 
In order to reduce the resistance, people need to be prepared for coming out of transitional 
phase. Thus proper counseling is required regarding changes in attitudes, reorienting mind 
sets etc. at various levels of governmental functioning. 
 Electronic Accessibility: 
There is a need to equip people with necessary knowledge regarding use of electronic multi 
media by imparting it through various Institutions. Technologically advanced Institutes with 
expertise must be set up which must established themselves as the centers of excellence by 
imparting to people the e-knowledge. 
 Institutional Networking: 
Various agencies needed at different levels of governmental functionaries must be brought 
within the purview of constitutional framework by enacting laws for controlling their formal 
as well as informal constituents. A large-scale connectivity has to be ensured. 
 Ethical Framework: 
Apart from legal framework morality has to be the key area where any society must work out 
strategic plan by designing ethos before adopting e- governance. The framework has to be 
supportive of fundamental societal normative pattern so that it gets extra leverage for 
perpetuating necessary values patterns.
 Role Shifting Strategies : 
New stresses are the by products of knowledge based society. Hence more humanitarian 
psychological coping mechanisms based on collaborative role shifts 2have to be introduced. 
Each role, organizational as well as personal must shift in such a way that effects of change 
can be managed without resulting into situation of crisis. This is to be learn that how & where 
role shift is required. 
6. Benefits of e-Governance 
In the end, e-Governance is about reform in governance, facilitated by the creative use of 
Information and Communications Technology. It is expected that this would lead to: 
 Better access to information and quality services for citizens: 
ICT would make available timely and reliable information on various aspects of 
governance. In the initial phase, information would be made available with respect to 
simple aspects of governance such as forms, laws, rules, procedures etc later extending to 
detailed information including reports (including performance reports), public database, 
decision making processes etc. As regards services, there would be an immediate impact 
in terms of savings in time, effort and money, resulting from online and one-point 
accessibility of public services backed up by automation of back end processes. The 
ultimate objective of e-Governance is to reach out to citizens by adopting a life-cycle 
approach i.e. providing public services to citizens which would be required right from 
birth to death. 
 Simplicity, efficiency and accountability in the government: 
Application of ICT to governance combined with detailed business process reengineering 
would lead to simplification of complicated processes, weeding out of redundant processes, 
simplification in structures and changes in statutes and regulations. The end result would be 
simplification of the functioning of government, enhanced decision making abilities and 
increased efficiency across government – all contributing to an overall environment of a more 
accountable government machinery. This, in turn, would result in enhanced productivity and 
efficiency in all sectors. 
 Expanded reach of governance:
Rapid growth of communications technology and its adoption in governance would help in 
bringing government machinery to the doorsteps of the citizens. Expansion of telephone 
network, rapid strides in mobile telephony, spread of internet and strengthening of other 
communications infrastructure would facilitate delivery of a large number of services 
provided by the government. 
E-GOVERNANCE CHALLENGES SPECIFIC TO 
INDIA 
We list down some of the challenges which are specific to India - (Some of the inputs are taken 
from an officer from NIC). 
· Lack of Integrated Services: Most of the e governance Services being offered by state 
or central governments are not integrated. This can mainly be attributed to Lack of 
Communication between different Departments. So the information that resides with 
one department has no or very little meaning to some other department of Government. 
· Lack of Key Persons: e Governance projects lack key persons, not only from 
technological aspect, but from other aspects as well. 
· Population: This is probably the biggest challenge. Apart from being an asset to the 
country it offers some unique issues, an important one being Establishing Person 
Identities. There is no unique identity of a person in India. Apart from this, measuring 
the population, keeping the database of all Indian nationals (& keeping it updated) are 
some other related challenges. 
· Different Languages: A challenge due to the diversity of the country. It enforces need to 
do governance (up to certain level), in local languages. Ensuring e Governance in local 
language is a big task to achieve. 
· According to an officer from NIC, success factors of e-Gov projects - 
o 10% Technology 
o 60% Process 
o 20% Change Management
8. Its Relevance to India: 
The Government of India, in various forums, has indicated its commitment to provide efficient 
and transparent government to all strata of society. E-Governance is now mainly seen as a key 
element of the country’s governance and administrative reform agenda. The Government of India 
aspires to provide: 
 Governance that is easily understood by and accountable to the citizens, open to 
democratic involvement and scrutiny (an open and transparent government) 
 Citizen-centric governance that will cover all of its services and respect everyone as 
individuals by providing personalized services. 
 An effective government that delivers maximum value for taxpayers’ money (quick and 
efficient services) 
Hence the Government of India views e-Governance as a vehicle to initiate and sustain reforms 
by focusing on three broad areas: 
Governance 
• Transparency 
• People’s participation 
• Promotion of a democratic society 
Public services 
• Efficient, cost-effective and responsive governance 
• Convenient services to citizens and businesses 
• Greater citizen access to public information 
• Accountability in delivery of services to citizens
Management 
• Simplicity, efficiency and accountability 
• Managing voluminous information and data effectively 
• Information services 
• Swift and secure communication 
9. Initiative till Date 
Recognizing that e-Governance is playing an increasingly important role in modern Governance, 
various agencies of the Government and civil society organizations have taken a large number of 
initiatives across the country. Indicated below are some of the key initiatives taken in the country 
across some of the important citizen/business related departments 
Customs and Excise (Government of India) 
• 98% of export and 90-95% of import documentation computerized 
• Electronic filing through ICEGATE at 3 locations (Mumbai, Delhi, Chennai) 
• 80% of Service Tax returns electronically processed 
Indian Railways (Government of India) 
• Anywhere to anywhere reservation from anywhere. 
• Electronic Booking of tickets on select sectors. 
• Online Information on Railway reservation on Internet 
Postal Department (Government of India) 
• Direct e-credit of Monthly Income Scheme returns into the investors accounts 
• Dematerialization of Savings Certificate (NSC) and Vikas Patras (KVP), offering full portability
Passport / Visa (Government of India) 
• 100% passport information computerized 
• All 33 Regional Passport Offices covered 
• Machine readable passports at some locations 
AP Online (State Government of Andhra Pradesh) 
An Integrated Citizen Services Portal providing citizen centric services such as: Birth/Death 
Certificates, Property Registration, Driver’s License, Govt. Applications & Forms, Payment of 
taxes / utility bills etc. 
Bhoomi – Automation of Land Records (State Government of Karnataka) 
It provides computerized Record of Rights Tenancy & Crops (RTC) - needed by farmer to obtain 
bank loans, settle land disputes etc. It has also ensured increased transparency and reliability, 
significant reduction in corruption, exploitation and oppression of farmers. This project has 
benefited 20 million rural land records covering 6.7 million farmers. 
CARD – Registration Project (State Government of Andhra Pradesh) 
Computerization Administration of Registration Department (CARD) impacting 10 million 
citizens over a period of 3 years. It has completed registration of 2.8 million titles with title 
searches made in 1.4 million cases. The system ensures transparency in valuation of property and 
efficient document management system. The estimated saving of 70 million man-hours of citizen 
time valued at US$ 35 mil (investment in CARD - US$ 6million). Similar initiatives in other 
states like SARITA (State Government of Maharashtra) STAR (State Government of Tamil 
Nadu), etc. have further built upon this initiative. 
In India, most citizen services are provided by state i.e. provincial governments and very few by 
the central i.e. federal government. However, both central and state governments provide 
different services to business and industry
Gyandoot: Intranet in Tribal District of Dhar (State Government of Madhya Pradesh) 
This project offers e-governance services including online registration of applications, rural e-mail 
facility, village auction site etc. It also provides services such as Information on Mandi (farm 
products market) rates, On-line public grievance redressed, caste & income certificates and Rural 
Market (Gaon ka Bazaar). 
LOKMITRA (State Government of Himachal Pradesh) 
• Offers e-governance services: 
 Online registration of applications, 
 Rural e-mail facility, village auction site etc. 
• Key services provided to citizens 
 Information on Mandi (farm products market) rates 
 On-line public grievance redressal 
 Sending and receiving information regarding land records, income certificates, 
 Caste certificates and other official documents. 
 Market rates of vegetables, fruits and other items 
e- Mitra - Integrated Citizen Services Center (State Government of Rajasthan) 
• Implemented using a PPP (Public Private Partnership) model 
• Private partner paid by the government department / agency 
• G2C services like: 
 Payment of electricity, water, telephone bills 
 Payment of taxes 
 Ticket Reservations 
 Filing of Passport applications 
 Registration of birth/death 
 Payment by cash/cheque/ credit card 
The above cases of e-Governance initiatives are only illustrative. Many of the State Governments 
have successfully implemented several such initiatives. This has positively impacted the quality 
of life of citizens. Hence e-Governance affords an excellent opportunity for India to radically 
improve the quality of governance and thereby:
 Allow for two-way communication between government and citizens not only for service 
delivery but also to receive opinions of citizens on policies and government performance. 
 Provide greater access to excluded groups, who have few opportunities to interact with 
government and benefit from its services and schemes 
 Include all sections of the society in the mainstream of development 
 Enabling rural and traditionally marginalized segments of the population to gain fast and 
convenient access to services in their own neighborhoods. 
NATIONAL E-GOVERNANCE PROGRAM 
Taking note of the potential of e-governance to improve the quality of life of the vast population 
of the country, the Government of India has formulated a national program – the National e-governance 
Plan (NEGP). This plan attempts to cover all the important areas relating to e- 
Governance – Policy, Infrastructure, Finances, Project Management, Government Process 
Reengineering, Capacity Building, Training, Assessment and Awareness etc. across the Central 
and State Governments. 
The vision of NEGP is to make all Government services accessible to the common man in his 
locality through common service delivery outlets. The implementation strategy envisages clear 
definition of service goals and metrics for each project and structured stakeholder consultations 
with all stakeholders including citizens and civil society organizations before the service goals of 
each project are firmed up. Even at the stage of formulation of the NEGP, its vision and proposed 
strategy were held with various stakeholders including state governments, ministries/departments, 
IT industry representatives and civil society organizations. The focus of the plan includes the 
following sectors/projects: 
 Agriculture 
E-governance projects in the agricultural sector can provide benefit to farmers and the rural 
people and also enhance the lives of urban poor. There are numerous sub-projects pertaining 
to provision of timely expert advice to farmers, food security, marketability and commercial 
information relating to agricultural products, enhancing crop productivity, enhancing the 
reach of and ease of access to micro-credit, etc.
 Municipalities 
The coordinating agency is the Ministry of Urban Development. The main programs relevant 
to vulnerable and marginalized groups are registration of births and deaths, grievances and 
suggestions, health programs, etc. 
 Gram Panchayats (elected village administration) 
The important programs being implemented by the Ministry of Rural Development for 
poverty reduction are employment generation, provision of basic services, infrastructure 
development etc. The objective is to increase participation of rural population in the 
government and women empowerment. 
 Common Service Centers (CSCs) 
It is one of the integrated projects envisioned in NEGP. The CSCs provide assisted 
community access points – a necessity in a country with relatively low levels of literacy and 
ICT penetration in rural areas. These centers are very effective in providing multiple services 
provided by different departments at a single location. For a common citizen, it is often 
confusing and time-consuming to have to visit different departments and identify the right 
official or office to avail of some service. This one stop shop is also helpful in increasing 
accessibility, enabling faster service delivery, curbing corruption and reducing difficulties 
faced by vulnerable and marginalized groups. Under this program, it is aimed to establish 
100,000 CSCs predominantly in the rural areas to serve the needs of the traditionally 
underserved areas.
SUCCESS AND FAILURE IN E-GOVERNANCE 
PROJECTS 
This section is dedicated to the analysis of success and failure in the use of information and 
communication technologies (ICTs) in governmental activities. 
We can divide e-government initiatives into three camps: 
· Total failure: the initiative was never implemented or was implemented but immediately 
abandoned. 
· Partial failure: major goals for the initiative were not attained and/or there were 
significant undesirable outcomes. 
· Success: most stakeholder groups attained their major goals and did not experience 
significant undesirable outcomes. 
UNDERSTANDING E-GOVERNMENT SUCCESS 
AND FAILURE 
The working estimates from the two surveys suggest that more than one-third of e-government 
projects in developing/transitional countries are total failures; a further half are partial failures; 
and roughly one-seventh are successes. 
Because of limitations in the methods used, we cannot use these figures as evidence that e-government 
failure rates are higher in developing/transitional countries than in industrialized 
countries. However, the clear weight of evidence is that the great majority of e-government 
projects are failures of some kind. 
Systematic analysis of the individual cases suggests a mix of points and issues. One plain 
conclusion is that, the higher up the management pyramid you go, the greater the likelihood of 
failure. In simple terms, the management pyramid goes from clerical/operational functions at the
bottom, through middle/tactical management in the middle, to senior/strategic management 
functions at the top. 
Most of the successes are operational-level systems that automate basic clerical functions like 
data processing. Many of the partial failures are systems in which the operational component 
works, but in which the tactical or strategic management components do not work. 
From analyzing these and other cases, the Exchange explains the causes of e-government failure 
and success. Two models for understanding these causes have been developed. The Factor Model 
identifies a set of ten key factors: external pressure, internal political desire, overall 
vision/strategy, project management, change management, politics/self-interest, design, 
competencies, technological infrastructure, and other. Presence or absence of these factors will 
determine success or failure. 
The Design-Reality Gap Model identifies a gap that exists for all e-government projects between 
the design assumptions/requirements and the reality of the client public agency. The larger this 
gap between design and reality, the greater the risk that the project will fail. The smaller the gap, 
the greater the chance of success.
CONCLUSION 
It is evident from above discussion that objectives of achieving e-governance and transforming 
India goes far beyond mere computerization of stand alone back office operations. It means, to 
fundamentally change as to how the government operates, and this implies a new set of 
responsibilities for the executive and politicians. It will require basic change in work culture and 
goal orientation, and simultaneous change in the existing processes. Foremost of them is to create 
a culture of maintaining, processing and retrieving the information through an electronic system 
and use that information for decision making. It will require skilled navigation to ensure a smooth 
transition from old processes and manual operations to new automated services without 
hampering the existing services. This can be achieved by initially moving ahead in smaller 
informed initiatives in a time bound manner and avoiding large and expensive steps without 
understanding the full social implications. Every small step thus taken should be used to learn 
about hurdles and improve upon the next steps, both in terms of direction and magnitude. The 
proposed changes are likely to be met with a lot of inertia which can not be overcome by lower 
and middle level officials with half hearted attempts to diffuse the technology. The change in the 
mindset to develop and accept the distributed and flat structured e-governance system is required 
at the top level system to beat the inertia.
INTRODUCTION OF E-GOVERNMENT OF 
AUSTRALIA 
E-Government enables the electronic delivery of government transaction and information 
services to citizens. The group manages www.sa.gov.au as a whole of government website, 
Bizgate for online payment processing and application/website development, and hosting 
services. Last year the sa.gov.au website had 3.8 million visits (73,000 every week) and 11.4 
million page views. Bizgate processed in excess of 2.4 million transactions online. 
Australia, like Canada is considered in the forefront of e-Government development and ICT 
usage. Both governments having extensively deployed Land Information Systems LIS (80’s & 
90’s) to integrate diverse data sets, integrate e-government services, e.g. land registration, 
conveyance, valuation, and the land cadastre, in order to answer spatially oriented questions that 
prevail on government. 
However, like Switzerland, Australia has a Federal system of Government which affords a high 
degree of autonomy to State Governments and some Territories. This makes it difficult to 
implement ‘whole-of-government’ e-government initiatives. 
Whilst the Federal Government manages the normal affairs of a nation, defines, foreign affairs, 
etc., the interlinking between Federal and State Government in the life events of Australian 
citizens can become highly complicated and is subject to change. For example, whilst formal 
authority over primary and secondary education falls to the States, in practice most of the funding 
comes from the Federal Government. Making any e-Government service process span more than 
one jurisdiction and requiring extensive interoperability. 
Governments internationally are confronting the challenges of progressing e-government. To 
more sophisticated and complex transactions, online interactions, and greater Responsiveness to 
customer expectations and preferences. Australia is generally regarded as a leader in e-government, 
but is experiencing the challenges of moving to a stage of service transformation 
that involves an agreed vision about future services and processes in an environment requiring 
greater integration and citizen focus. Several major services delivery agencies are well 
advanced in integrating programs online, but there are
unresolved complexities in lifting service integration across agencies and governments to 
another level. 
CATEGORIZING E-COMMERCE 
E-Governance facilitates interaction between different stake holders in governance. These 
interactions may be described as follows: 
 G2G (Government to Government) 
In this case, Information and Communications Technology is used not only to restructure 
the governmental processes involved in the functioning of government entities but also to 
increase the flow of information and services within and between different entities. This 
kind of interaction is only within the sphere of government and can be both horizontal i.e. 
between different government agencies as well as between different functional areas 
within an organization, or vertical i.e. between national, provincial and local government 
agencies as well as between different levels within an organization. The primary 
objective is to increase efficiency, performance and output. 
 G2C (Government to Citizens) 
In this case, an interface is created between the government and citizens which enables 
the citizens to benefit from efficient delivery of a large range of public services. This 
expands the availability and accessibility of public services on the one hand and improves 
the quality of services on the other. It gives citizens the choice of when to interact with 
the government (e.g. 24 hours a day, 7 days a week), from where to interact with the 
government (e.g. service centre, unattended kiosk or from one’s home/workplace) and 
how to interact with the government (e.g. through internet, fax, telephone, email, face-to-face, 
etc). The primary purpose is to make government, citizen-friendly. 
 G2B (Government to Business)
Here, e-Governance tools are used to aid the business community – providers of goods 
and services – to seamlessly interact with the government. The objective is to cut red 
tape, save time, reduce operational costs and to create a more transparent business 
environment when dealing with the government. The G2Binitiatives can be transactional, 
such as in licensing, permits, procurement and revenue collection. They can also be 
promotional and facilitative, such as in trade, tourism and investment. These measures 
help to provide a congenial environment to businesses to enable them to perform more 
efficiently. 
 G2E (Government to Employees) 
Government is by far the biggest employer and like any organization, it has to 
interact with its employees on a regular basis. This interaction is a two-way 
process between the organization and the employee. Use of ICT tools helps in 
making these interactions fast and efficient on the one hand and increase satisfaction 
levels of employees on the other. 
ACCESSING THE B2G CHANNEL 
To become a PPSR Account Customer with access to the B2G Channel, you must complete the 
following steps. Please note that you are not required to create new accounts in Discovery and 
Production. You may continue to use existing accounts. 
1. Apply for your IP address to be whitelisted for the Discovery environment. 
2. Once whitelisted, create an account in the Discovery environment 
3. Provide your Discovery account details to the National Service Centre (NSC) for B2G 
configuration. 
4. Build your B2G interface to PPSR. 
5. Test your B2G interface to PPSR in the Discovery environment. 
6. Create an account in the Production environment .
7. Apply for B2G access for your account in the PPSR Production environment. 
These steps are discussed in detail below. 
1. Apply for Discovery access 
To apply for Discovery access, email enquiries@ppsr.gov.au and request the PPSR Discovery 
Environment Access Request form. When completing the PPSR Discovery Environment Access 
Request form, make sure you tick the 'Access via B2G' box. 
You must provide the external IP address that you will be using to test your B2G interface from. 
Please ensure that you list all external IP addresses for all computers that will use the Discovery 
environment. (All computers on the same network should have the same external IP address.) 
We need these IP addresses so that we can whitelist you through the Discovery firewalls. 
To assist us in maintaining a secure environment, we ask that you limit the total number of IP 
addresses in your application to as few as possible. If the IP range(s) in your application appear(s) 
to be too large, speak to your network administrator. They will be able to determine which IP 
addresses within the range(s) are essential, allowing you to remove the entries that will not be 
accessing PPSR. 
Configure your spam filter 
The PPSR sends a number of notifications via email. To ensure that you receive all PPSR 
notifications, whitelist the email address below. The volume of notifications from this email 
address can trigger your spam filter. 
· notifications@ppsr.gov.au 
2. Create an account in the Discovery environment 
Once your IP address has been whitelisted, you will be able to create an account in the Discovery 
environment. The link below takes you to the Discovery environment to create your account. If 
the link does not work for you, your IP address has not yet been whitelisted (step 1 has not 
completed).
· Create a Discovery account 
When creating your account, answer the following questions as below. 
· Step 1 of 5 - Would you like to create a single user or multi user account? Multi 
· Step 3 of 5 - Account payment type: Pre-pay 
Only Pre-pay and credit accounts can transact over the B2G channel. 
In Discovery, select a Pre-Pay account payment type, even if you intend to transact in Production 
as a credit account customer. 
You will not be able to test paid transactions via B2G without first pre-paying funds to the 
account, using a test credit card. Email the NSC for provision of the test credit card numbers at 
enquiries@ppsr.gov.au. 
Keep your Discovery and Production account details separate 
Make sure that you keep all your Discovery and Production data separate. This includes: 
· account details 
· user details 
· registration numbers 
· registration tokens 
· secured party group numbers 
· Secured party group access codes. 
Make sure you set this up at the beginning. These details are not transferrable between the two 
environments. They only work in the environment they were created in. 
3. Apply for B2G access to the Discovery environment 
When you have set up your account, update the PPSR Discovery Environment Access Request 
form with the details of your PPSR account. Email the form to enquiries@ppsr.gov.au.
AFSA will configure your B2G access to Discovery by configuring firewall rules to allow access 
from the nominated IP address range, assigning B2G roles to your account within Discovery and 
notifying you of your account customer location user ID and password details. 
Once access is completed, your Discovery account will be configured to allow access to the B2G 
channel. You will now have access to both the Web and B2G channels. There is no need for 
separate accounts for access to each channel. 
Connecting to Discovery for the first time 
WS-Security is used for authentication of B2G customers. You must provide your B2G account 
customer location username and password in the SOAP header of your B2G messages. The 
username and password are assigned by the PPSR, and will be provided to you when your 
account is configured for B2G access. You must change your password using the Change B2G 
password operation of the Register Operations web service before calling any other operations. 
Provide the username and password as a Username Token in a WS-Security SOAP header. For 
examples, please refer to the B2G Interface Specification Document. 
4. Build your B2G interface to PPSR 
To interact with the PPSR via the B2G channel, you must develop your own client interface, 
using the PPSR B2G Interface Specification. 
The PPSR B2G channel uses the Simple Object Access Protocol (SOAP). Both SOAP 1.1 and 
SOAP 1.2 are supported. 
Services that involve sending or receiving files can use SOAP Message Transmission 
Optimization Mechanism (MTOM). 
The SOAP HTTP Binding is used. SSL is used to provide transport layer encryption of messages. 
Note that client certificates are not used for authentication. 
SOAP provides for XML-based exchange of structured information between systems. PPSR uses 
SOAP to provide request/response message exchanges between PPSR and client systems. For 
more information on SOAP, refer to the W3C SOAP online manual.
Web Service Description Language (WSDL) is used to define the web service contracts and can 
be used by many development tools to generate code for connecting to and invoking the web 
services. 
All messages sent to and received from the PPSR need to comply with the WSDL. 
Read the full B2G specification 
Everything that you need to know on how to interact with PPSR is included in the PPSR B2G 
Interface Specification. Before you start building your systems we recommend that you read the 
document in its entirety. Particular areas you will want to implement correctly are: 
· namespaces 
· endpoints 
· fault codes 
· date and time considerations 
· Change B2G password. 
5. Test your B2G interface to PPSR 
To test your B2G interface with PPSR, you must apply for access to the Discovery environment, 
as outlined in step 1 above. 
Within Discovery, you must set up an account and have it configured for B2G access, as outlined 
in step 2 above. 
Continue to develop your interface to the PPSR and test it against the services provided in the 
Discovery environment. You can use the web interface in the Discovery environment to set up 
test data and to verify functionality. 
The Discovery environment contains test data. When using Discovery, you need to be aware of 
the following differences from the Production environment: 
· Though Discovery is available 24 hours per day, there are no high availability features, 
and the environment may be unavailable for maintenance without notice. Weekly
maintenance is currently scheduled every Thursday 10pm to 1am Friday (Canberra time). 
Best endeavors are used to notify customers of any unplanned outages. 
· All data is test data only. Do not use real data. Any test data entered in the system is 
available and visible to all users of the system (there is a single shared database between 
all customers, not a database for each customer). 
· The Discovery environment database does not have production capacity. The Discovery 
environment cannot support high volume load testing. You are requested to mock out the 
Register interfaces if load testing your own system. 
No test cases will be supplied by AFSA and there is no requirement to provide any results of B2G 
testing to AFSA. 
Once you have tested all your B2G operations successfully in Discovery, you can apply for 
access to the Production environment. 
Connection checks 
You will not be able to transact in either Discovery or Production via B2G unless you have: 
· your Account Payment option set to either Pre-Pay or Credit 
· reset your initial password via your B2G interface 
· Funds available to make transactions. 
6. Create an account in the Production environment 
You need to create an account in the Production environment, in the same way as you did in the 
Discovery environment in step 2 above. 
· Create a Production account 
When creating your account, answer the following questions as below. 
· Step 1 of 5 - Would you like to create a single user or multi user account? Multi 
· Step 3 of 5 - Account payment type: Pre-pay 
Only Pre-pay and credit accounts can transact over the B2G channel.
If you wish to transact as a credit account, you must apply to AFSA for credit. When your credit 
application is approved, AFSA will change your account payment type to Credit. 
· Credit application form 
If you are transacting as a Pre-pay account, you must pre-pay money into your account before 
you can do any paid transactions over the B2G channel. 
7. Apply for B2G access to the PPSR Production environment 
When you have set up your account, fill in the B2G Account application form, with the details of 
your PPSR account and your IP addresses to be used by your B2G connection. 
· Production B2G Account Application Form 
AFSA will configure your B2G access to Production by configuring firewall rules to allow access 
from the nominated IP address range, assigning B2G roles to your account within Production and 
notifying you of your account customer location user ID, and password details. 
Once access is completed, your Production account will be configured to allow access to the B2G 
channel. You will now have access to both the Web and B2G channels. There is no need for 
separate accounts for access to each channel. 
To assist us in maintaining a secure environment, we ask that you limit the total number of IP 
addresses in your application to as few as possible. If the IP range(s) in your application appear(s) 
to be too large, speak to your network administrator. They will be able to determine which IP 
addresses within the range(s) are essential, allowing you to remove the entries that will not be 
accessing PPSR. 
Connecting to Production for the first time 
Make sure that you are calling the ‘production’ namespace when you first connect to the 
Production B2G. Make sure that you are not still connecting to the ‘discovery’ environment 
namespace. 
You will have to change your B2G account customer location password before calling any other 
operations.
Connection checks 
You will not be able to transact in either Discovery or Production via B2G unless you have: 
· your Account Payment option set to either Pre-Pay or Credit 
· reset your initial password via your B2G interface
CHALLENGES AND ISSUES 
The Australian government’s greatest challenge is to successfully gain whole-of-government 
support and consistency of interpretation. 
Despite the presence of peak forums for inter-jurisdictional exchange and consensus within 
COAG and its OCC; the somewhat anachronistic National Government Information Sharing 
Strategy NGISS – indicates that there is still a major obstacle to innovative government reform 
across the entire spectrum of Australian Government. 
That said – Australian culture embraces a high level of inter-state rivalry on many fronts – sport, 
tourism, socio-economic development, etc., which if it could be harnessed as a force for 
government reform could propel Australia into the forefront of the e-Government Gov. 2.0 
initiative world-wide. 
Additionally, reforms to Federal Government funding for States and Territories has rationalized 
the number of Specific Purpose Payments to the States from over 90 to five with specific themes 
that address national objectives and providing an additional $7.1 billion over five years: 
· $60.5 billion in a National Healthcare SPP; 
· $18 billion in a National Schools SPP; 
· $6.7 billion in a National Skills and Workforce Development SPP; 
· $5.3 billion in a National Disability Services SPP; and 
· $6.2 billion in a National Affordable Housing SPP. 
This may well provide the added incentive for States to be more proactive and forward thinking 
in meeting whole-of-government objectives and may provide the federal government with the 
necessary funding carrot for its e-service strategies. 
Further, each SPP is associated with a National Agreement that contains the objectives, 
outcomes, outputs and performance indicators, and clarifies the roles and responsibilities that will 
guide the Commonwealth and States in the delivery of services across the relevant sectors.
COAG agreed to six new National Agreements – National Healthcare Agreement, National 
Education Agreement, National Agreement for Skills and Workforce Development, National 
Disability Agreement, National Affordable Housing Agreement, and the National Indigenous 
Reform Agreement. 
Like the UK, the Australian government has also committed to providing universal access to all 
of Australia with high speed broadband access of 100 Mbs to 90% and the remainder to at least 
10 Mbs - a fundamental tenet for successful e-Government service adoption and take-up. 
The size of the country makes this a huge task – estimated to take 8 years and naturally crosses 
multiple jurisdictions. In 2009 the Australian government established the National Broadband 
Network Company NBN with a 51% stake by government and the remainder by the private sector 
and went out to tender for the first tranche ($4.7 billion of a $43 billion) of an 8 year roll-out of a 
national FTTH network. 
However, the tender was abandoned in April on the basis of unacceptable bids amongst cries of 
‘foul play’ – leading to a full audit of the tender process by the Australian National Audit Office 
ANAO. Findings Analysis 
One of Australia’s key strength is the high level of innovative spatial development undertaken by 
the government (both State and Federal) since the 70’s. In addition, Australia has a long history 
of taking-up new technologies in the public, private and third sectors. 
Its approach to Gov 2.0 sets it apart from most countries, including to some extent the UK, in that 
it is heavily empirical, e.g. mash up Australia www.mashupaustralia.org/ and www.govhack.org/, 
although it is supported by CSIRO. The competitions showed the potential for entirely new e- 
Government services provided by the government or independent of government. 
Australia benefits (from an infrastructure development perspective) from a high level of 
urbanization (though its cities cover very large geographical areas), however, the enormous 
physical size of Australia (and desert interior) still makes achieving universal access to high-speed 
broadband a major hurdle to overcome as does the fragmented and highly competitive 
telecom sector in Australia (still largely dominated by the Telstra owned infrastructure).
The intention is for NBN to develop and own the initial infrastructure (independent of Telstra, 
who are already seen as have a monopoly in the last mile copper connections) and for the 
government to sell off its stake in 5 years. 
Difficulties with the tendering process (see previous section) and the fact that the ANAO is not 
due to report until mid-2010 could delay moving forward on this important program. 
However, in the meantime Tasmania (home to the TIGER e-Government trials) has moved ahead 
with the commissioning of its NBN network through NBN Tasmania – a subsidiary of NBN Pty 
Limited. The cooperation of the States and Territories is important to establishing a new truly 
national high speed network and it is perhaps surprising that the SPP funding mechanism wasn’t 
used to help lubricate jurisdictional compliance. 
The clear opportunity for Australia is to create a whole-of-government approach to e-Government 
and implement it – however, the States have always exercised their autonomy over infrastructure 
and socio-economic development since the inauguration of the Commonwealth of States (6) in 
1901. Although trend is not destiny – it remains to be seen whether cooperation will be higher in 
terms of whole-of-government e-Government initiatives. 
Despite this, Australia’s population is growing through high levels of immigration – each State is 
in itself a major regional socio-economic entity, which may justify an independent interpretation 
of the future of e-government in each State and emphasize the need for a more pragmatic 
approach to cross border transfer of information – similar to the EU. 
gov 2.0 is being enthusiastically pursued by left of centre governments around the world, e.g. 
Rudd (Australia), Brown (UK) and Obama (US) as part of their e-Government agendas and the 
radical reform of government along more socially inclusive lines – a change of administration in 
any of these countries (not least in Australia) could threaten further expansion of this aspect of 
government reform.
PAYMENT METHODS 
Connection checks 
You will not be able to transact in either Discovery or Production via B2G unless you have: 
· your Account Payment option set to either Pre-Pay or Credit 
· reset your initial password via your B2G interface 
· Funds available to make transactions. 
Create an account in the Production environment 
You need to create an account in the Production environment, in the same way as you did in the 
Discovery environment in step 2 above. 
· Create a Production account 
When creating your account, answer the following questions as below. 
· Step 1 of 5 - Would you like to create a single user or multi user account? Multi 
· Step 3 of 5 - Account payment type: Pre-pay 
Only Pre-pay and credit accounts can transact over the B2G channel. 
If you wish to transact as a credit account, you must apply to AFSA for credit. When your credit 
application is approved, AFSA will change your account payment type to Credit. 
· Credit application form 
If you are transacting as a Pre-pay account, you must pre-pay money into your account before 
you can do any paid transactions over the B2G channel.
E-BUSINESS MODEL 
Australia’s E-Business Core Model is being modeled Ocean E-Governance. 
• The Internet has enabled Australian federal government provide the same quality of public 
services to Australia in rural areas as for those living in bigger Australian 
• As part of e-government, following milestones were government: 
– To have all federal government services available online b 
– To establish a Government Information Centre as a main access to information about 
government services; 
– To establish a government-wide Intranet for secure online communication; and 
– To establish electronic payments as the normal means for payments by 2000.
PORTER’S FIVE FORCES MODEL 
 Bargaining Power of Suppliers 
The term 'suppliers' comprises all sources for inputs that are needed in order to provide goods or 
services. 
Supplier bargaining power is likely to be high when: 
· The market is dominated by a few large suppliers rather than a fragmented source of supply, 
· There are no substitutes for the particular input, 
· The supplier’s customers are fragmented, so their bargaining power is low, 
· The switching costs from one supplier to another are high, 
· There is the possibility of the supplier integrating forwards in order to obtain higher prices 
and margins. This threat is especially high when 
· The buying industry has a higher profitability than the supplying industry, 
· Forward integration provides economies of scale for the supplier, 
· The buying industry hinders the supplying industry in their development (e.g. reluctance to 
accept new releases of products), 
· The buying industry has low barriers to entry. 
In such situations, the buying industry often faces a high pressure on margins from their 
suppliers. The relationship to powerful suppliers can potentially reduce strategic options for the 
organization. 
 Bargaining Power of Customer
Similarly, the bargaining power of customers determines how much customers can impose 
pressure on margins and volumes. 
Customers bargaining power is likely to be high when 
· They buy large volumes, there is a concentration of buyers, 
· The supplying industry comprises a large number of small operators 
· The supplying industry operates with high fixed costs, 
· The product is undifferentiated and can be replaces by substitutes, 
· Switching to an alternative product is relatively simple and is not related to high costs, 
· Customers have low margins and are price-sensitive, 
· Customers could produce the product themselves, 
· The product is not of strategically importance for the customer, 
· The customer knows about the production costs of the product 
· There is the possibility for the customer integrating backwards. 
 Threat of New Entrants 
The competition in an industry will be the higher, the easier it is for other companies to enter this 
industry. In such a situation, new entrants could change major determinants of the market 
environment (e.g. market shares, prices, customer loyalty) at any time. There is always a latent 
pressure for reaction and adjustment for existing players in this industry. 
The threat of new entries will depend on the extent to which there are barriers to entry. These are 
typically 
· Economies of scale (minimum size requirements for profitable operations), 
· High initial investments and fixed costs,
· Cost advantages of existing players due to experience curve effects of operation with fully 
depreciated assets, 
· Brand loyalty of customers 
· Protected intellectual property like patents, licenses etc, 
· Scarcity of important resources, e.g. qualified expert staff 
· Access to raw materials is controlled by existing players, 
· Distribution channels are controlled by existing players, 
· Existing players have close customer relations, e.g. from long-term service contracts, 
· High switching costs for customers 
· Legislation and government action 
 Threat of Substitutes 
A threat from substitutes exists if there are alternative products with lower prices of better 
performance parameters for the same purpose. They could potentially attract a significant 
proportion of market volume and hence reduce the potential sales volume for existing players. 
This category also relates to complementary products. 
Similarly to the threat of new entrants, the threat of substitutes is determined by factors like 
· Brand loyalty of customers, 
· Close customer relationships, 
· Switching costs for customers, 
· The relative price for performance of substitutes,
· Current trends. 
 Competitive Rivalry between Existing Players 
This force describes the intensity of competition between existing players (companies) in 
an industry. High competitive pressure results in pressure on prices, margins, and hence, 
on profitability for every single company in the industry. 
Competition between existing players is likely to be high when 
· There are many players of about the same size, 
· Players have similar strategies 
· There is not much differentiation between players and their products, hence, there is much 
price competition 
· Low market growth rates (growth of a particular company is possible only at the expense of 
a competitor), 
· Barriers for exit are high (e.g. expensive and highly specialized equipment).
CONCLUSION 
Australia is clearly an e-government leader when measured against global benchmarks, although 
the rate of increase is slowing as more complex e-government activities and problems are 
addressed. With Australia's federated structure of government, vertical integration of electronic 
government remains one of the key challenges if seamless government is to be achieved. The 
goal of increased citizen interaction with government may also conflict with the provision of the 
most efficient online services, and digital divide issues will continue to be an issue in a large 
country with a small population.

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E-Government of India and Australia

  • 1. Project Report On E-Government of India and Australia Submitted To:- Mr. Manoj Kumar Submitted By:- Muhammad Arif Saad Mazhar Hasan Aleem Sajid Hussain
  • 2. 2S008M T W T F junSe Place logo or logotype here, otherwise delete this. Place logo or logotype here, otherwise delete this. Month Day Year Delete text and place photo here. Delete text and place photo here. 1 2 3 4 5 6 7 ACKNOWLEDGEMENT 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 First of all I thank to ALLAH ALMIGHTY .We are very grateful to our respected Sir Manoj Kumar who gave me this opportunity. This is to acknowledge that our instructor has excellently treated us and shared his experiences 29 and expertise 30 with al the group members and helped us through out the prepration of this report as well as presentation. Therefore all the members of the group are heartly thankful to Sir Manoj for his co-operation and precious time. We Saad Mazhar,Muhammad Arif, Hasan Aleem and Sajid Hussain dedicate this complete presentation to her for his kindness and support. jaFnuarSy 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
  • 3. INTRODUCTION OF E-GOVERNMENT OF INDIA E-Government can be defined as the use of information and communications technologies by governments to enhance the range and quality of information and services provided to citizens, businesses, civil society organizations, and other government agencies in an efficient, cost-effective and convenient manner, making government processes more transparent and accountable and strengthening democracy. Defining e-Governance Although the term ‘e-Governance’ has gained currency in recent years, there is no standard definition of this term. Different governments and organizations define this term to suit their own aims and objectives. Sometimes, the term ‘e-government’ is also used instead of ‘e-Governance’. Some widely used definitions are listed below: According to the World Bank “E-Government refers to the use by government agencies of information technologies (such as Wide Area Networks, the Internet, and mobile computing) that have the ability to transform relations with citizens, businesses, and other arms of government. These technologies can serve a variety of different ends: better delivery of government services to citizens, improved interactions with business and industry, citizen empowerment through access to information, or more efficient government management. The resulting benefits can be less corruption, increased transparency, greater convenience, revenue growth, and/ or cost reductions.” Thus, the stress here is on use of information technologies in improving citizen-government interactions, cost-cutting and generation of revenue and transparency. Basically, e-Governance is generally understood as the use of Information and communications Technology (ICT) at all levels of the Government in order to provide services to the citizens, interaction with business enterprises and communication and exchange of information between different agencies of the Government in a speedy, convenient efficient and transparent manner. Dr. APJ Abdul Kalam, has visualized e-Governance in the Indian context to mean:
  • 4. “A transparent smart e-Governance with seamless access, secure and authentic flow of information crossing the interdepartmental barrier and providing a fair and unbiased service to the citizen.” The goal of e-Government is not merely to computerize governmental records; to the contrary, the ultimate goal of e-Government is to transform government. Indeed, successful e-Government is at most 20% technology and at least 80% about people, processes, and organizations. It is important, therefore, to recognize that e-Government is not an end; it is an enabler. “e- Government” should eventually disappear as a distinct concept, because “government” rather than technology is at the core of e-Government and technology will eventually pervade all governmental operations. The key question, therefore, is whether the integration of government and technology will serve the interests of the public.
  • 5. WHY E-GOVERNANCE E-Government can transform citizen service, provide access to information to empower citizens, enable their participation in government and enhance citizen economic and social opportunities, so that they can make better lives, for themselves and for the next generation. Components of E-governance The following components can be identified:  Technological Component with Electronic dimension.  Social Component with Egalitarian dimension.  Cultural Component with Ethical dimension.  Political Component with Enactment dimension.  Psychological Component with Extensional dimension.  Service Component with Empowerment dimension Technological Component This relates to educate people who are in the bureaucratic structure or outside its periphery regarding use of electronic means to develop better connectivity within and with the system. It requires use of computers (a) In developing the data-base, (b) In networking to facilitate the communication, (c) In creating e- knowledge workers so as to increase their potentiality. This focuses on “e” of electronic knowledge and its proper utilization.
  • 6. Social Component The fundamental duty of any government is to educe a society which is based on the principles of equality and justice. A society which is classless with no distinction between haves and haves-not, where nobody is marginalized from the main stream, and is committed to provide a respectful essence of life to its people without any discrimination. Of cast or race must be set up. This is possible when people will be aware of their rights & duties on the one hand, and know about the governmental policies made for them on related issues on the other, hence a vigilant society can be evolved where they can raise their voices by questioning the governmental decisions. This would help in attaining the “e” of egalitarian society with thrust on equality.  Cultural Component : With the advent of the era of knowledge explosion there is a need to reorient some of the value patterns without eroding the fundamental normative structure of any social system. The need to create value patterns conducive for e- governance to operate focusing on work ethos therefore cannot be denied. Thus to work out the ethical framework is the key to move further by discarding obsolete set of values that come in the way of potential utilization. Thus “e” of ethical framework has to be the focal point in constructing a morality-based system.  Political Component : The political system is essential aspect of governance. It holds responsibility of rationalizing various operative frameworks by enacting laws. This helps to maintain & sustain the cohesive force that is required by society to integrate its people and abide them to follow a uniform policy to fulfill their targets. This refers to the importance of “e” of enactment of laws to stop society from disintegration.  Psychological Component: Developing required psyche so as to facilitate formation and inculcation of right type of attitudes in the people is prerequisite for efficiency. Apart form this; readiness to connect to people, to
  • 7. listen to their queries, to look for solutions, to improve communicative skills etc. will be necessary elements for behavioral modifications. Hence personality adjustments must be carried out to cater to the needs of common man. This specifically relates to “e” of extension of self so as to have constructive collaborative social relationships.  Service Component : The ultimate function of any welfare government is to serve. As a provider of good services to its people it has to assimilate the basic needs and also expectations of common man in to the documentation of policy, which then has to be implemented in the right spirit. This develops a constant pressure on the government to respond to public demands as this leads to the realization of power they can exercise on government to maintain impartiality, integrity and transparency in its functioning. This explains “e” of empowerment of people in any system.
  • 8. TYPES OF INTERACTION IN E-GOVERNANCE E-Governance facilitates interaction between different stake holders in governance. These interactions may be described as follows:  G2G (Government to Government) In this case, Information and Communications Technology is used not only to restructure the governmental processes involved in the functioning of government entities but also to increase the flow of information and services within and between different entities. This kind of interaction is only within the sphere of government and can be both horizontal i.e. between different government agencies as well as between different functional areas within an organization, or vertical i.e. between national, provincial and local government agencies as well as between different levels within an organization. The primary objective is to increase efficiency, performance and output.  G2C (Government to Citizens) In this case, an interface is created between the government and citizens who enables the citizens to benefit from efficient delivery of a large range of public services. This expands the availability and accessibility of public services on the one hand and improves the quality of services on the other. It gives citizens the choice of when to interact with the government (e.g. 24 hours a day, 7 days a week), from where to interact with the government (e.g. service centre, unattended kiosk or from one’s home/workplace) and how to interact with the government (e.g. through internet, fax, telephone, email, face-to-face, etc). The primary purpose is to make government, citizen-friendly.  G2B (Government to Business) Here, e-Governance tools are used to aid the business community – providers of goods and services – to seamlessly interact with the government. The objective is to cut red
  • 9. tape, save time, reduce operational costs and to create a more transparent business environment when dealing with the government. The G2Binitiatives can be transactional, such as in licensing, permits, procurement and revenue collection. They can also be promotional and facilitative, such as in trade, tourism and investment. These measures help to provide a congenial environment to businesses to enable them to perform more efficiently.  G2E (Government to Employees) Government is by far the biggest employer and like any organization, it has to interact with its employees on a regular basis. This interaction is a two-way process between the organization and the employee. Use of ICT tools helps in making these interactions fast and efficient on the one hand and increase satisfaction levels of employees on the other.
  • 10. INTERVENTIONAL STRATEGIES OF E-GOVERNANCE As e-Governance has shortened the gap between different cultures by trying to create a global society with mega cultural emphasis the following strategies can be identified, the use of which will facilitate achievement of this objective, though management of these would vary in pace in different countries.  Transitive Counseling: In order to reduce the resistance, people need to be prepared for coming out of transitional phase. Thus proper counseling is required regarding changes in attitudes, reorienting mind sets etc. at various levels of governmental functioning.  Electronic Accessibility: There is a need to equip people with necessary knowledge regarding use of electronic multi media by imparting it through various Institutions. Technologically advanced Institutes with expertise must be set up which must established themselves as the centers of excellence by imparting to people the e-knowledge.  Institutional Networking: Various agencies needed at different levels of governmental functionaries must be brought within the purview of constitutional framework by enacting laws for controlling their formal as well as informal constituents. A large-scale connectivity has to be ensured.  Ethical Framework: Apart from legal framework morality has to be the key area where any society must work out strategic plan by designing ethos before adopting e- governance. The framework has to be supportive of fundamental societal normative pattern so that it gets extra leverage for perpetuating necessary values patterns.
  • 11.  Role Shifting Strategies : New stresses are the by products of knowledge based society. Hence more humanitarian psychological coping mechanisms based on collaborative role shifts 2have to be introduced. Each role, organizational as well as personal must shift in such a way that effects of change can be managed without resulting into situation of crisis. This is to be learn that how & where role shift is required. 6. Benefits of e-Governance In the end, e-Governance is about reform in governance, facilitated by the creative use of Information and Communications Technology. It is expected that this would lead to:  Better access to information and quality services for citizens: ICT would make available timely and reliable information on various aspects of governance. In the initial phase, information would be made available with respect to simple aspects of governance such as forms, laws, rules, procedures etc later extending to detailed information including reports (including performance reports), public database, decision making processes etc. As regards services, there would be an immediate impact in terms of savings in time, effort and money, resulting from online and one-point accessibility of public services backed up by automation of back end processes. The ultimate objective of e-Governance is to reach out to citizens by adopting a life-cycle approach i.e. providing public services to citizens which would be required right from birth to death.  Simplicity, efficiency and accountability in the government: Application of ICT to governance combined with detailed business process reengineering would lead to simplification of complicated processes, weeding out of redundant processes, simplification in structures and changes in statutes and regulations. The end result would be simplification of the functioning of government, enhanced decision making abilities and increased efficiency across government – all contributing to an overall environment of a more accountable government machinery. This, in turn, would result in enhanced productivity and efficiency in all sectors.  Expanded reach of governance:
  • 12. Rapid growth of communications technology and its adoption in governance would help in bringing government machinery to the doorsteps of the citizens. Expansion of telephone network, rapid strides in mobile telephony, spread of internet and strengthening of other communications infrastructure would facilitate delivery of a large number of services provided by the government. E-GOVERNANCE CHALLENGES SPECIFIC TO INDIA We list down some of the challenges which are specific to India - (Some of the inputs are taken from an officer from NIC). · Lack of Integrated Services: Most of the e governance Services being offered by state or central governments are not integrated. This can mainly be attributed to Lack of Communication between different Departments. So the information that resides with one department has no or very little meaning to some other department of Government. · Lack of Key Persons: e Governance projects lack key persons, not only from technological aspect, but from other aspects as well. · Population: This is probably the biggest challenge. Apart from being an asset to the country it offers some unique issues, an important one being Establishing Person Identities. There is no unique identity of a person in India. Apart from this, measuring the population, keeping the database of all Indian nationals (& keeping it updated) are some other related challenges. · Different Languages: A challenge due to the diversity of the country. It enforces need to do governance (up to certain level), in local languages. Ensuring e Governance in local language is a big task to achieve. · According to an officer from NIC, success factors of e-Gov projects - o 10% Technology o 60% Process o 20% Change Management
  • 13. 8. Its Relevance to India: The Government of India, in various forums, has indicated its commitment to provide efficient and transparent government to all strata of society. E-Governance is now mainly seen as a key element of the country’s governance and administrative reform agenda. The Government of India aspires to provide:  Governance that is easily understood by and accountable to the citizens, open to democratic involvement and scrutiny (an open and transparent government)  Citizen-centric governance that will cover all of its services and respect everyone as individuals by providing personalized services.  An effective government that delivers maximum value for taxpayers’ money (quick and efficient services) Hence the Government of India views e-Governance as a vehicle to initiate and sustain reforms by focusing on three broad areas: Governance • Transparency • People’s participation • Promotion of a democratic society Public services • Efficient, cost-effective and responsive governance • Convenient services to citizens and businesses • Greater citizen access to public information • Accountability in delivery of services to citizens
  • 14. Management • Simplicity, efficiency and accountability • Managing voluminous information and data effectively • Information services • Swift and secure communication 9. Initiative till Date Recognizing that e-Governance is playing an increasingly important role in modern Governance, various agencies of the Government and civil society organizations have taken a large number of initiatives across the country. Indicated below are some of the key initiatives taken in the country across some of the important citizen/business related departments Customs and Excise (Government of India) • 98% of export and 90-95% of import documentation computerized • Electronic filing through ICEGATE at 3 locations (Mumbai, Delhi, Chennai) • 80% of Service Tax returns electronically processed Indian Railways (Government of India) • Anywhere to anywhere reservation from anywhere. • Electronic Booking of tickets on select sectors. • Online Information on Railway reservation on Internet Postal Department (Government of India) • Direct e-credit of Monthly Income Scheme returns into the investors accounts • Dematerialization of Savings Certificate (NSC) and Vikas Patras (KVP), offering full portability
  • 15. Passport / Visa (Government of India) • 100% passport information computerized • All 33 Regional Passport Offices covered • Machine readable passports at some locations AP Online (State Government of Andhra Pradesh) An Integrated Citizen Services Portal providing citizen centric services such as: Birth/Death Certificates, Property Registration, Driver’s License, Govt. Applications & Forms, Payment of taxes / utility bills etc. Bhoomi – Automation of Land Records (State Government of Karnataka) It provides computerized Record of Rights Tenancy & Crops (RTC) - needed by farmer to obtain bank loans, settle land disputes etc. It has also ensured increased transparency and reliability, significant reduction in corruption, exploitation and oppression of farmers. This project has benefited 20 million rural land records covering 6.7 million farmers. CARD – Registration Project (State Government of Andhra Pradesh) Computerization Administration of Registration Department (CARD) impacting 10 million citizens over a period of 3 years. It has completed registration of 2.8 million titles with title searches made in 1.4 million cases. The system ensures transparency in valuation of property and efficient document management system. The estimated saving of 70 million man-hours of citizen time valued at US$ 35 mil (investment in CARD - US$ 6million). Similar initiatives in other states like SARITA (State Government of Maharashtra) STAR (State Government of Tamil Nadu), etc. have further built upon this initiative. In India, most citizen services are provided by state i.e. provincial governments and very few by the central i.e. federal government. However, both central and state governments provide different services to business and industry
  • 16. Gyandoot: Intranet in Tribal District of Dhar (State Government of Madhya Pradesh) This project offers e-governance services including online registration of applications, rural e-mail facility, village auction site etc. It also provides services such as Information on Mandi (farm products market) rates, On-line public grievance redressed, caste & income certificates and Rural Market (Gaon ka Bazaar). LOKMITRA (State Government of Himachal Pradesh) • Offers e-governance services:  Online registration of applications,  Rural e-mail facility, village auction site etc. • Key services provided to citizens  Information on Mandi (farm products market) rates  On-line public grievance redressal  Sending and receiving information regarding land records, income certificates,  Caste certificates and other official documents.  Market rates of vegetables, fruits and other items e- Mitra - Integrated Citizen Services Center (State Government of Rajasthan) • Implemented using a PPP (Public Private Partnership) model • Private partner paid by the government department / agency • G2C services like:  Payment of electricity, water, telephone bills  Payment of taxes  Ticket Reservations  Filing of Passport applications  Registration of birth/death  Payment by cash/cheque/ credit card The above cases of e-Governance initiatives are only illustrative. Many of the State Governments have successfully implemented several such initiatives. This has positively impacted the quality of life of citizens. Hence e-Governance affords an excellent opportunity for India to radically improve the quality of governance and thereby:
  • 17.  Allow for two-way communication between government and citizens not only for service delivery but also to receive opinions of citizens on policies and government performance.  Provide greater access to excluded groups, who have few opportunities to interact with government and benefit from its services and schemes  Include all sections of the society in the mainstream of development  Enabling rural and traditionally marginalized segments of the population to gain fast and convenient access to services in their own neighborhoods. NATIONAL E-GOVERNANCE PROGRAM Taking note of the potential of e-governance to improve the quality of life of the vast population of the country, the Government of India has formulated a national program – the National e-governance Plan (NEGP). This plan attempts to cover all the important areas relating to e- Governance – Policy, Infrastructure, Finances, Project Management, Government Process Reengineering, Capacity Building, Training, Assessment and Awareness etc. across the Central and State Governments. The vision of NEGP is to make all Government services accessible to the common man in his locality through common service delivery outlets. The implementation strategy envisages clear definition of service goals and metrics for each project and structured stakeholder consultations with all stakeholders including citizens and civil society organizations before the service goals of each project are firmed up. Even at the stage of formulation of the NEGP, its vision and proposed strategy were held with various stakeholders including state governments, ministries/departments, IT industry representatives and civil society organizations. The focus of the plan includes the following sectors/projects:  Agriculture E-governance projects in the agricultural sector can provide benefit to farmers and the rural people and also enhance the lives of urban poor. There are numerous sub-projects pertaining to provision of timely expert advice to farmers, food security, marketability and commercial information relating to agricultural products, enhancing crop productivity, enhancing the reach of and ease of access to micro-credit, etc.
  • 18.  Municipalities The coordinating agency is the Ministry of Urban Development. The main programs relevant to vulnerable and marginalized groups are registration of births and deaths, grievances and suggestions, health programs, etc.  Gram Panchayats (elected village administration) The important programs being implemented by the Ministry of Rural Development for poverty reduction are employment generation, provision of basic services, infrastructure development etc. The objective is to increase participation of rural population in the government and women empowerment.  Common Service Centers (CSCs) It is one of the integrated projects envisioned in NEGP. The CSCs provide assisted community access points – a necessity in a country with relatively low levels of literacy and ICT penetration in rural areas. These centers are very effective in providing multiple services provided by different departments at a single location. For a common citizen, it is often confusing and time-consuming to have to visit different departments and identify the right official or office to avail of some service. This one stop shop is also helpful in increasing accessibility, enabling faster service delivery, curbing corruption and reducing difficulties faced by vulnerable and marginalized groups. Under this program, it is aimed to establish 100,000 CSCs predominantly in the rural areas to serve the needs of the traditionally underserved areas.
  • 19. SUCCESS AND FAILURE IN E-GOVERNANCE PROJECTS This section is dedicated to the analysis of success and failure in the use of information and communication technologies (ICTs) in governmental activities. We can divide e-government initiatives into three camps: · Total failure: the initiative was never implemented or was implemented but immediately abandoned. · Partial failure: major goals for the initiative were not attained and/or there were significant undesirable outcomes. · Success: most stakeholder groups attained their major goals and did not experience significant undesirable outcomes. UNDERSTANDING E-GOVERNMENT SUCCESS AND FAILURE The working estimates from the two surveys suggest that more than one-third of e-government projects in developing/transitional countries are total failures; a further half are partial failures; and roughly one-seventh are successes. Because of limitations in the methods used, we cannot use these figures as evidence that e-government failure rates are higher in developing/transitional countries than in industrialized countries. However, the clear weight of evidence is that the great majority of e-government projects are failures of some kind. Systematic analysis of the individual cases suggests a mix of points and issues. One plain conclusion is that, the higher up the management pyramid you go, the greater the likelihood of failure. In simple terms, the management pyramid goes from clerical/operational functions at the
  • 20. bottom, through middle/tactical management in the middle, to senior/strategic management functions at the top. Most of the successes are operational-level systems that automate basic clerical functions like data processing. Many of the partial failures are systems in which the operational component works, but in which the tactical or strategic management components do not work. From analyzing these and other cases, the Exchange explains the causes of e-government failure and success. Two models for understanding these causes have been developed. The Factor Model identifies a set of ten key factors: external pressure, internal political desire, overall vision/strategy, project management, change management, politics/self-interest, design, competencies, technological infrastructure, and other. Presence or absence of these factors will determine success or failure. The Design-Reality Gap Model identifies a gap that exists for all e-government projects between the design assumptions/requirements and the reality of the client public agency. The larger this gap between design and reality, the greater the risk that the project will fail. The smaller the gap, the greater the chance of success.
  • 21. CONCLUSION It is evident from above discussion that objectives of achieving e-governance and transforming India goes far beyond mere computerization of stand alone back office operations. It means, to fundamentally change as to how the government operates, and this implies a new set of responsibilities for the executive and politicians. It will require basic change in work culture and goal orientation, and simultaneous change in the existing processes. Foremost of them is to create a culture of maintaining, processing and retrieving the information through an electronic system and use that information for decision making. It will require skilled navigation to ensure a smooth transition from old processes and manual operations to new automated services without hampering the existing services. This can be achieved by initially moving ahead in smaller informed initiatives in a time bound manner and avoiding large and expensive steps without understanding the full social implications. Every small step thus taken should be used to learn about hurdles and improve upon the next steps, both in terms of direction and magnitude. The proposed changes are likely to be met with a lot of inertia which can not be overcome by lower and middle level officials with half hearted attempts to diffuse the technology. The change in the mindset to develop and accept the distributed and flat structured e-governance system is required at the top level system to beat the inertia.
  • 22. INTRODUCTION OF E-GOVERNMENT OF AUSTRALIA E-Government enables the electronic delivery of government transaction and information services to citizens. The group manages www.sa.gov.au as a whole of government website, Bizgate for online payment processing and application/website development, and hosting services. Last year the sa.gov.au website had 3.8 million visits (73,000 every week) and 11.4 million page views. Bizgate processed in excess of 2.4 million transactions online. Australia, like Canada is considered in the forefront of e-Government development and ICT usage. Both governments having extensively deployed Land Information Systems LIS (80’s & 90’s) to integrate diverse data sets, integrate e-government services, e.g. land registration, conveyance, valuation, and the land cadastre, in order to answer spatially oriented questions that prevail on government. However, like Switzerland, Australia has a Federal system of Government which affords a high degree of autonomy to State Governments and some Territories. This makes it difficult to implement ‘whole-of-government’ e-government initiatives. Whilst the Federal Government manages the normal affairs of a nation, defines, foreign affairs, etc., the interlinking between Federal and State Government in the life events of Australian citizens can become highly complicated and is subject to change. For example, whilst formal authority over primary and secondary education falls to the States, in practice most of the funding comes from the Federal Government. Making any e-Government service process span more than one jurisdiction and requiring extensive interoperability. Governments internationally are confronting the challenges of progressing e-government. To more sophisticated and complex transactions, online interactions, and greater Responsiveness to customer expectations and preferences. Australia is generally regarded as a leader in e-government, but is experiencing the challenges of moving to a stage of service transformation that involves an agreed vision about future services and processes in an environment requiring greater integration and citizen focus. Several major services delivery agencies are well advanced in integrating programs online, but there are
  • 23. unresolved complexities in lifting service integration across agencies and governments to another level. CATEGORIZING E-COMMERCE E-Governance facilitates interaction between different stake holders in governance. These interactions may be described as follows:  G2G (Government to Government) In this case, Information and Communications Technology is used not only to restructure the governmental processes involved in the functioning of government entities but also to increase the flow of information and services within and between different entities. This kind of interaction is only within the sphere of government and can be both horizontal i.e. between different government agencies as well as between different functional areas within an organization, or vertical i.e. between national, provincial and local government agencies as well as between different levels within an organization. The primary objective is to increase efficiency, performance and output.  G2C (Government to Citizens) In this case, an interface is created between the government and citizens which enables the citizens to benefit from efficient delivery of a large range of public services. This expands the availability and accessibility of public services on the one hand and improves the quality of services on the other. It gives citizens the choice of when to interact with the government (e.g. 24 hours a day, 7 days a week), from where to interact with the government (e.g. service centre, unattended kiosk or from one’s home/workplace) and how to interact with the government (e.g. through internet, fax, telephone, email, face-to-face, etc). The primary purpose is to make government, citizen-friendly.  G2B (Government to Business)
  • 24. Here, e-Governance tools are used to aid the business community – providers of goods and services – to seamlessly interact with the government. The objective is to cut red tape, save time, reduce operational costs and to create a more transparent business environment when dealing with the government. The G2Binitiatives can be transactional, such as in licensing, permits, procurement and revenue collection. They can also be promotional and facilitative, such as in trade, tourism and investment. These measures help to provide a congenial environment to businesses to enable them to perform more efficiently.  G2E (Government to Employees) Government is by far the biggest employer and like any organization, it has to interact with its employees on a regular basis. This interaction is a two-way process between the organization and the employee. Use of ICT tools helps in making these interactions fast and efficient on the one hand and increase satisfaction levels of employees on the other. ACCESSING THE B2G CHANNEL To become a PPSR Account Customer with access to the B2G Channel, you must complete the following steps. Please note that you are not required to create new accounts in Discovery and Production. You may continue to use existing accounts. 1. Apply for your IP address to be whitelisted for the Discovery environment. 2. Once whitelisted, create an account in the Discovery environment 3. Provide your Discovery account details to the National Service Centre (NSC) for B2G configuration. 4. Build your B2G interface to PPSR. 5. Test your B2G interface to PPSR in the Discovery environment. 6. Create an account in the Production environment .
  • 25. 7. Apply for B2G access for your account in the PPSR Production environment. These steps are discussed in detail below. 1. Apply for Discovery access To apply for Discovery access, email enquiries@ppsr.gov.au and request the PPSR Discovery Environment Access Request form. When completing the PPSR Discovery Environment Access Request form, make sure you tick the 'Access via B2G' box. You must provide the external IP address that you will be using to test your B2G interface from. Please ensure that you list all external IP addresses for all computers that will use the Discovery environment. (All computers on the same network should have the same external IP address.) We need these IP addresses so that we can whitelist you through the Discovery firewalls. To assist us in maintaining a secure environment, we ask that you limit the total number of IP addresses in your application to as few as possible. If the IP range(s) in your application appear(s) to be too large, speak to your network administrator. They will be able to determine which IP addresses within the range(s) are essential, allowing you to remove the entries that will not be accessing PPSR. Configure your spam filter The PPSR sends a number of notifications via email. To ensure that you receive all PPSR notifications, whitelist the email address below. The volume of notifications from this email address can trigger your spam filter. · notifications@ppsr.gov.au 2. Create an account in the Discovery environment Once your IP address has been whitelisted, you will be able to create an account in the Discovery environment. The link below takes you to the Discovery environment to create your account. If the link does not work for you, your IP address has not yet been whitelisted (step 1 has not completed).
  • 26. · Create a Discovery account When creating your account, answer the following questions as below. · Step 1 of 5 - Would you like to create a single user or multi user account? Multi · Step 3 of 5 - Account payment type: Pre-pay Only Pre-pay and credit accounts can transact over the B2G channel. In Discovery, select a Pre-Pay account payment type, even if you intend to transact in Production as a credit account customer. You will not be able to test paid transactions via B2G without first pre-paying funds to the account, using a test credit card. Email the NSC for provision of the test credit card numbers at enquiries@ppsr.gov.au. Keep your Discovery and Production account details separate Make sure that you keep all your Discovery and Production data separate. This includes: · account details · user details · registration numbers · registration tokens · secured party group numbers · Secured party group access codes. Make sure you set this up at the beginning. These details are not transferrable between the two environments. They only work in the environment they were created in. 3. Apply for B2G access to the Discovery environment When you have set up your account, update the PPSR Discovery Environment Access Request form with the details of your PPSR account. Email the form to enquiries@ppsr.gov.au.
  • 27. AFSA will configure your B2G access to Discovery by configuring firewall rules to allow access from the nominated IP address range, assigning B2G roles to your account within Discovery and notifying you of your account customer location user ID and password details. Once access is completed, your Discovery account will be configured to allow access to the B2G channel. You will now have access to both the Web and B2G channels. There is no need for separate accounts for access to each channel. Connecting to Discovery for the first time WS-Security is used for authentication of B2G customers. You must provide your B2G account customer location username and password in the SOAP header of your B2G messages. The username and password are assigned by the PPSR, and will be provided to you when your account is configured for B2G access. You must change your password using the Change B2G password operation of the Register Operations web service before calling any other operations. Provide the username and password as a Username Token in a WS-Security SOAP header. For examples, please refer to the B2G Interface Specification Document. 4. Build your B2G interface to PPSR To interact with the PPSR via the B2G channel, you must develop your own client interface, using the PPSR B2G Interface Specification. The PPSR B2G channel uses the Simple Object Access Protocol (SOAP). Both SOAP 1.1 and SOAP 1.2 are supported. Services that involve sending or receiving files can use SOAP Message Transmission Optimization Mechanism (MTOM). The SOAP HTTP Binding is used. SSL is used to provide transport layer encryption of messages. Note that client certificates are not used for authentication. SOAP provides for XML-based exchange of structured information between systems. PPSR uses SOAP to provide request/response message exchanges between PPSR and client systems. For more information on SOAP, refer to the W3C SOAP online manual.
  • 28. Web Service Description Language (WSDL) is used to define the web service contracts and can be used by many development tools to generate code for connecting to and invoking the web services. All messages sent to and received from the PPSR need to comply with the WSDL. Read the full B2G specification Everything that you need to know on how to interact with PPSR is included in the PPSR B2G Interface Specification. Before you start building your systems we recommend that you read the document in its entirety. Particular areas you will want to implement correctly are: · namespaces · endpoints · fault codes · date and time considerations · Change B2G password. 5. Test your B2G interface to PPSR To test your B2G interface with PPSR, you must apply for access to the Discovery environment, as outlined in step 1 above. Within Discovery, you must set up an account and have it configured for B2G access, as outlined in step 2 above. Continue to develop your interface to the PPSR and test it against the services provided in the Discovery environment. You can use the web interface in the Discovery environment to set up test data and to verify functionality. The Discovery environment contains test data. When using Discovery, you need to be aware of the following differences from the Production environment: · Though Discovery is available 24 hours per day, there are no high availability features, and the environment may be unavailable for maintenance without notice. Weekly
  • 29. maintenance is currently scheduled every Thursday 10pm to 1am Friday (Canberra time). Best endeavors are used to notify customers of any unplanned outages. · All data is test data only. Do not use real data. Any test data entered in the system is available and visible to all users of the system (there is a single shared database between all customers, not a database for each customer). · The Discovery environment database does not have production capacity. The Discovery environment cannot support high volume load testing. You are requested to mock out the Register interfaces if load testing your own system. No test cases will be supplied by AFSA and there is no requirement to provide any results of B2G testing to AFSA. Once you have tested all your B2G operations successfully in Discovery, you can apply for access to the Production environment. Connection checks You will not be able to transact in either Discovery or Production via B2G unless you have: · your Account Payment option set to either Pre-Pay or Credit · reset your initial password via your B2G interface · Funds available to make transactions. 6. Create an account in the Production environment You need to create an account in the Production environment, in the same way as you did in the Discovery environment in step 2 above. · Create a Production account When creating your account, answer the following questions as below. · Step 1 of 5 - Would you like to create a single user or multi user account? Multi · Step 3 of 5 - Account payment type: Pre-pay Only Pre-pay and credit accounts can transact over the B2G channel.
  • 30. If you wish to transact as a credit account, you must apply to AFSA for credit. When your credit application is approved, AFSA will change your account payment type to Credit. · Credit application form If you are transacting as a Pre-pay account, you must pre-pay money into your account before you can do any paid transactions over the B2G channel. 7. Apply for B2G access to the PPSR Production environment When you have set up your account, fill in the B2G Account application form, with the details of your PPSR account and your IP addresses to be used by your B2G connection. · Production B2G Account Application Form AFSA will configure your B2G access to Production by configuring firewall rules to allow access from the nominated IP address range, assigning B2G roles to your account within Production and notifying you of your account customer location user ID, and password details. Once access is completed, your Production account will be configured to allow access to the B2G channel. You will now have access to both the Web and B2G channels. There is no need for separate accounts for access to each channel. To assist us in maintaining a secure environment, we ask that you limit the total number of IP addresses in your application to as few as possible. If the IP range(s) in your application appear(s) to be too large, speak to your network administrator. They will be able to determine which IP addresses within the range(s) are essential, allowing you to remove the entries that will not be accessing PPSR. Connecting to Production for the first time Make sure that you are calling the ‘production’ namespace when you first connect to the Production B2G. Make sure that you are not still connecting to the ‘discovery’ environment namespace. You will have to change your B2G account customer location password before calling any other operations.
  • 31. Connection checks You will not be able to transact in either Discovery or Production via B2G unless you have: · your Account Payment option set to either Pre-Pay or Credit · reset your initial password via your B2G interface
  • 32. CHALLENGES AND ISSUES The Australian government’s greatest challenge is to successfully gain whole-of-government support and consistency of interpretation. Despite the presence of peak forums for inter-jurisdictional exchange and consensus within COAG and its OCC; the somewhat anachronistic National Government Information Sharing Strategy NGISS – indicates that there is still a major obstacle to innovative government reform across the entire spectrum of Australian Government. That said – Australian culture embraces a high level of inter-state rivalry on many fronts – sport, tourism, socio-economic development, etc., which if it could be harnessed as a force for government reform could propel Australia into the forefront of the e-Government Gov. 2.0 initiative world-wide. Additionally, reforms to Federal Government funding for States and Territories has rationalized the number of Specific Purpose Payments to the States from over 90 to five with specific themes that address national objectives and providing an additional $7.1 billion over five years: · $60.5 billion in a National Healthcare SPP; · $18 billion in a National Schools SPP; · $6.7 billion in a National Skills and Workforce Development SPP; · $5.3 billion in a National Disability Services SPP; and · $6.2 billion in a National Affordable Housing SPP. This may well provide the added incentive for States to be more proactive and forward thinking in meeting whole-of-government objectives and may provide the federal government with the necessary funding carrot for its e-service strategies. Further, each SPP is associated with a National Agreement that contains the objectives, outcomes, outputs and performance indicators, and clarifies the roles and responsibilities that will guide the Commonwealth and States in the delivery of services across the relevant sectors.
  • 33. COAG agreed to six new National Agreements – National Healthcare Agreement, National Education Agreement, National Agreement for Skills and Workforce Development, National Disability Agreement, National Affordable Housing Agreement, and the National Indigenous Reform Agreement. Like the UK, the Australian government has also committed to providing universal access to all of Australia with high speed broadband access of 100 Mbs to 90% and the remainder to at least 10 Mbs - a fundamental tenet for successful e-Government service adoption and take-up. The size of the country makes this a huge task – estimated to take 8 years and naturally crosses multiple jurisdictions. In 2009 the Australian government established the National Broadband Network Company NBN with a 51% stake by government and the remainder by the private sector and went out to tender for the first tranche ($4.7 billion of a $43 billion) of an 8 year roll-out of a national FTTH network. However, the tender was abandoned in April on the basis of unacceptable bids amongst cries of ‘foul play’ – leading to a full audit of the tender process by the Australian National Audit Office ANAO. Findings Analysis One of Australia’s key strength is the high level of innovative spatial development undertaken by the government (both State and Federal) since the 70’s. In addition, Australia has a long history of taking-up new technologies in the public, private and third sectors. Its approach to Gov 2.0 sets it apart from most countries, including to some extent the UK, in that it is heavily empirical, e.g. mash up Australia www.mashupaustralia.org/ and www.govhack.org/, although it is supported by CSIRO. The competitions showed the potential for entirely new e- Government services provided by the government or independent of government. Australia benefits (from an infrastructure development perspective) from a high level of urbanization (though its cities cover very large geographical areas), however, the enormous physical size of Australia (and desert interior) still makes achieving universal access to high-speed broadband a major hurdle to overcome as does the fragmented and highly competitive telecom sector in Australia (still largely dominated by the Telstra owned infrastructure).
  • 34. The intention is for NBN to develop and own the initial infrastructure (independent of Telstra, who are already seen as have a monopoly in the last mile copper connections) and for the government to sell off its stake in 5 years. Difficulties with the tendering process (see previous section) and the fact that the ANAO is not due to report until mid-2010 could delay moving forward on this important program. However, in the meantime Tasmania (home to the TIGER e-Government trials) has moved ahead with the commissioning of its NBN network through NBN Tasmania – a subsidiary of NBN Pty Limited. The cooperation of the States and Territories is important to establishing a new truly national high speed network and it is perhaps surprising that the SPP funding mechanism wasn’t used to help lubricate jurisdictional compliance. The clear opportunity for Australia is to create a whole-of-government approach to e-Government and implement it – however, the States have always exercised their autonomy over infrastructure and socio-economic development since the inauguration of the Commonwealth of States (6) in 1901. Although trend is not destiny – it remains to be seen whether cooperation will be higher in terms of whole-of-government e-Government initiatives. Despite this, Australia’s population is growing through high levels of immigration – each State is in itself a major regional socio-economic entity, which may justify an independent interpretation of the future of e-government in each State and emphasize the need for a more pragmatic approach to cross border transfer of information – similar to the EU. gov 2.0 is being enthusiastically pursued by left of centre governments around the world, e.g. Rudd (Australia), Brown (UK) and Obama (US) as part of their e-Government agendas and the radical reform of government along more socially inclusive lines – a change of administration in any of these countries (not least in Australia) could threaten further expansion of this aspect of government reform.
  • 35. PAYMENT METHODS Connection checks You will not be able to transact in either Discovery or Production via B2G unless you have: · your Account Payment option set to either Pre-Pay or Credit · reset your initial password via your B2G interface · Funds available to make transactions. Create an account in the Production environment You need to create an account in the Production environment, in the same way as you did in the Discovery environment in step 2 above. · Create a Production account When creating your account, answer the following questions as below. · Step 1 of 5 - Would you like to create a single user or multi user account? Multi · Step 3 of 5 - Account payment type: Pre-pay Only Pre-pay and credit accounts can transact over the B2G channel. If you wish to transact as a credit account, you must apply to AFSA for credit. When your credit application is approved, AFSA will change your account payment type to Credit. · Credit application form If you are transacting as a Pre-pay account, you must pre-pay money into your account before you can do any paid transactions over the B2G channel.
  • 36. E-BUSINESS MODEL Australia’s E-Business Core Model is being modeled Ocean E-Governance. • The Internet has enabled Australian federal government provide the same quality of public services to Australia in rural areas as for those living in bigger Australian • As part of e-government, following milestones were government: – To have all federal government services available online b – To establish a Government Information Centre as a main access to information about government services; – To establish a government-wide Intranet for secure online communication; and – To establish electronic payments as the normal means for payments by 2000.
  • 37. PORTER’S FIVE FORCES MODEL  Bargaining Power of Suppliers The term 'suppliers' comprises all sources for inputs that are needed in order to provide goods or services. Supplier bargaining power is likely to be high when: · The market is dominated by a few large suppliers rather than a fragmented source of supply, · There are no substitutes for the particular input, · The supplier’s customers are fragmented, so their bargaining power is low, · The switching costs from one supplier to another are high, · There is the possibility of the supplier integrating forwards in order to obtain higher prices and margins. This threat is especially high when · The buying industry has a higher profitability than the supplying industry, · Forward integration provides economies of scale for the supplier, · The buying industry hinders the supplying industry in their development (e.g. reluctance to accept new releases of products), · The buying industry has low barriers to entry. In such situations, the buying industry often faces a high pressure on margins from their suppliers. The relationship to powerful suppliers can potentially reduce strategic options for the organization.  Bargaining Power of Customer
  • 38. Similarly, the bargaining power of customers determines how much customers can impose pressure on margins and volumes. Customers bargaining power is likely to be high when · They buy large volumes, there is a concentration of buyers, · The supplying industry comprises a large number of small operators · The supplying industry operates with high fixed costs, · The product is undifferentiated and can be replaces by substitutes, · Switching to an alternative product is relatively simple and is not related to high costs, · Customers have low margins and are price-sensitive, · Customers could produce the product themselves, · The product is not of strategically importance for the customer, · The customer knows about the production costs of the product · There is the possibility for the customer integrating backwards.  Threat of New Entrants The competition in an industry will be the higher, the easier it is for other companies to enter this industry. In such a situation, new entrants could change major determinants of the market environment (e.g. market shares, prices, customer loyalty) at any time. There is always a latent pressure for reaction and adjustment for existing players in this industry. The threat of new entries will depend on the extent to which there are barriers to entry. These are typically · Economies of scale (minimum size requirements for profitable operations), · High initial investments and fixed costs,
  • 39. · Cost advantages of existing players due to experience curve effects of operation with fully depreciated assets, · Brand loyalty of customers · Protected intellectual property like patents, licenses etc, · Scarcity of important resources, e.g. qualified expert staff · Access to raw materials is controlled by existing players, · Distribution channels are controlled by existing players, · Existing players have close customer relations, e.g. from long-term service contracts, · High switching costs for customers · Legislation and government action  Threat of Substitutes A threat from substitutes exists if there are alternative products with lower prices of better performance parameters for the same purpose. They could potentially attract a significant proportion of market volume and hence reduce the potential sales volume for existing players. This category also relates to complementary products. Similarly to the threat of new entrants, the threat of substitutes is determined by factors like · Brand loyalty of customers, · Close customer relationships, · Switching costs for customers, · The relative price for performance of substitutes,
  • 40. · Current trends.  Competitive Rivalry between Existing Players This force describes the intensity of competition between existing players (companies) in an industry. High competitive pressure results in pressure on prices, margins, and hence, on profitability for every single company in the industry. Competition between existing players is likely to be high when · There are many players of about the same size, · Players have similar strategies · There is not much differentiation between players and their products, hence, there is much price competition · Low market growth rates (growth of a particular company is possible only at the expense of a competitor), · Barriers for exit are high (e.g. expensive and highly specialized equipment).
  • 41. CONCLUSION Australia is clearly an e-government leader when measured against global benchmarks, although the rate of increase is slowing as more complex e-government activities and problems are addressed. With Australia's federated structure of government, vertical integration of electronic government remains one of the key challenges if seamless government is to be achieved. The goal of increased citizen interaction with government may also conflict with the provision of the most efficient online services, and digital divide issues will continue to be an issue in a large country with a small population.