The answer to good governance is e-government; while technology is critical, policies and citizens render e-government effective since technology cannot operate in isolation. For innovation to work, a decision-making commission, nationwide development, and accessible public infrastructure for residents must be enforced. Additionally, an information technology expertise manager in the form of a Chief Information Officer (CIO) position should also be created (Gupta & Jana, 2003). Although many government agencies use the internet to provide supplies and resources, it is crucial to contemplate the efficiency of e-government, then make decisions based on those assessments. Performance is measured in terms of numbers and according to acquisitions and actual productivity levels concerning both the organization and the workers.
Therefore, a consistent definition of output is critical for achieving excellent outcomes. Building an open and transparent view of the performance inside the government is essential to success and advancement. After discovering that people were unhappy with e-government results, the United States explored various steps to determine how to enhance these functions through cost reductions and decent engagement (Gupta & Jana, 2003). Hence, territories must be at a maturity phase to shift from governing to e-government, a stage that India is yet to reach.
Furthermore, identifying problems assists in determining which strategies are adequate for a particular situation, since different circumstances necessitate diverse expectations. Some cases call for various qualitative and gentle procedures, while others require a range of quantitative and demanding methodologies. Generally, e-government initiatives are hybrid systems, thus, their activities are usually softer structures subject to errors, resulting in a complete network failure (Andhika, 2017). Therefore, they require a mixture of hard and soft approaches. Techniques are being developed to assess the information and service value attributable to e-government. Considering the strict measures, information can be deemed beneficial when the outcome increases the anticipated payoffs. In this case, the cost-benefit analysis examines the costs and returns, whereas e-government comparisons aim for effective management.
Soft measures include a scoring technique, e-government processes, and a sociological perspective, while the rating method evaluates critical performance issues. Moreover, e-government is a four-step electronic transitory model, the sociological approach part is based on employee reactions, while the hierarchy of measures is a technique for determining evaluation criteria (Gupta & Jana, 2003). The procedures mentioned in the article were extended to the New Delhi Municipal Corporation (NDMC). In return, the NDMC developed an e-government program to boost proceeds and service by leveraging its increasing information and operations. NDMC presently allows consumers to pay their bills online. The enforcement assessment left several unresolved questions, such as an unspecified charge benefit analysis caused by a lack of modules.
Furthermore, once the e-government project is fully implemented, the NDMC’s rating will be comparable to that of prominent regions such as New York and Seattle (corresponding to Table 3) (Gupta & Jana, 2003). Due to a shortage of information, the scoring technique could not be compared. Considering the phases of e-government, NDMC has completed stage one and is currently working on the second one. Many adjustments between partnerships, individuals, and opportunities are beneficial when viewed from a sociological perspective. Finally, the NDMC’s return on e-government rankings revealed that statistical interventions and information gathering are high, but knowledge use is lower (Gupta & Jana, 2003). Therefore, more research findings will be required to collect additional information and deliver further significant results concerning the New Delhi Municipal Corporation.
In summary, it is hard to compare India to many other prominent economies due to a complete lack of data for comparable methodologies. Furthermore, qualitative information may change as a result of yet more research and insights. Various qualitative factors can be assessed with additional study. Considering that all e-government ventures in India are in their early stages, thus, the observable physical and intangible advantages could not be thoroughly described.
References
Andhika, L. (2017). Negative effects of open government: A meta-theory analysis (good governance in relation to open government initiatives). Jurnal Bina Praja, 9(2), 219-229. Web.
Gupta, M., & Jana, D. (2003). E-government evaluation: A framework and case study. Government Information Quarterly, 20(4), 365-387. Web.