Supporting Public Management through e-Government Capacity Development: Technical Assistance Completion Report
sector: Public Sector Management | country: | region: Regional
The major challenges throughout the TA (technical assistance) implementation were related to the ambitious scope of the TA and the communication issues related to the capacity development programs.
First, it was too ambitious that the TA included two different components (TAMIS [tax administration management information system] and SSAMIS [security administration management information system]) providing capacity development programs to multiple countries as well as developing a toolkit for each component. It caused a lot of challenges in scheduling workshops for multiple countries, preparing customized contents, and mobilizing resource people in timely manner. It is important to estimate realistic implementation time period at the design stage and it could be better if the TA would focus on a topic area rather than multiple topic areas.
Second, there were some critical issues for toolkit development in terms of scope and quality. First of all, it was challenging to develop two e-government toolkits for both tax administration and social security program within a year under a $500K TA. Since there had been very few e-government toolkits across the world, it took a while to conceptualize how to develop toolkits. Ultimately, it was decided to focus on only a toolkit for TAMIS instead of two to make sure a reasonably good quality is produced. In addition, it was difficult to invite inputs and feedback from a broad range of stakeholders on the draft toolkit due to time constraints.
Third, there is no such thing as a one-size-fits-all solution for capacity development program. So, it is critical to consider the local context in all stages of capacity development programs. In addition to the high level commitment, it is also important to get buy-ins from the participants in the capacity development programs. To achieve the expected outcome of the capacity development program, it is recommended to have enough discussions on the objectives and the way to conduct capacity development programs, and the qualification of the participants in advance.
Fourth, given the limited budget of the TA, it was an excellent strategy to collaborate with other development partners such as MOPAS (Ministry of Public Administration and Security ), NIA (National Information Society Agency), and KEXIM (Korea Export-Import Bank) seeking their contributions to the TA. Not only was the partners’ support helpful but their knowledge and experiences also contributed a lot to the capacity development programs.