Introduction to e-Governance

e-Governance is a type of public governance characterized by increased efficiency, openness, accountability, and a citizen-oriented approach to the implementation of IT-enabled governance. E-governance is the use of ICT in government operations to achieve public goals through digital means (United Nations). E-governance is the use of information and communication technologies (ICTs) in government operations to achieve public goals by integrating stand-alone systems between Government-to-Citizens (G2C), Government-to-Business (G2B), and Government – to – Government (G2G) to deliver public services. It seeks to meet citizen’s expectations for greater transparency and accountability, as well as a greater sense of inclusion and the opportunity to regain trust in their governments.

Citizens, businesses, and government entities can access available government information at any time, even every second, using e-governance applications, which make government services more effective and accessible across diverse government domains. These applications demonstrate re-engineering of government processes and procedures while lowering costs and streamlining organizational practices. These apps are at their most useful when they help government entities enhance their performance and provide effective and efficient public service to all stakeholders.

The potential of e-governance makes government more responsive and effective, and it can fully engage citizens in the governance process by expanding citizens’ scope of interaction with policymakers throughout the policy cycle for the nation’s social and economic prosperity. It was described as any online use of government at any level (federal, state, local). The goals of implementing e-Government are to improve governance processes and outcomes while keeping a clear vision in mind in order to provide better public service delivery to residents.

Nepal has struggled with e-Government implementation due to political instability and the digital divide caused by socio-economic issues such as lack of infrastructure, low income, and low literacy rate, among others, nearly two decades after the first initiative towards e-Governance through the IT policy of 2000. With the advent of mobile technology, the possibility of citizen engagement and connection via mobile communication has become a reality. Nepal is e-Gov-ready, but due to leadership issues and the involvement of international agencies not complementing the process in the wider picture, it is still missing out on creating a larger developmental impact through e-Gov. The government of Nepal must take advantage of the observed e-Gov-readiness by adopting policy that focuses on mobile-oriented citizen reach and e-Government interaction mechanisms.

 

E-Administration: The use of information and communication technologies (ICTs) to modernize government; the construction of data repositories for management information systems (MIS); and the computerization of records.

 

E-Services: The goal here is to bring the government closer to the people. Provision of online services is one example. E-government is the word used to describe the combination of e-administration and e-services.

 

E-Democracy is the use of information technology to make it easier for people from all walks of life to participate in government. With a professed emphasis on transparency, responsibility, and involvement, the remit is significantly larger here. Online disclosure policies, online grievance redress forums, and e-referendums are some examples. Conceptually, it’s more powerful.

 

Characteristics of Electronic Government and Governance

E-Government	E-Governance
Electronic Service Delivery	Electronic Consultation
Electronic Workflow	Electronic Controllership
Electronic Voting	Electronic Engagement
Electronic Productivity	Networked Societal Guidance

 

Relation Between ICT and Governance

Through the application of ICT in public administrations, the governing processes are more effective and more efficient and also ensure sustainable development. New forms of interaction and collaboration among governmental, corporate, and civil society organizations promote transparency and accountability, creating fair and open circumstances while increasing access so that everyone may participate in and profit from today’s knowledge-based economy, according to ICT.

The use of ICT in all parts of governance can eliminate unnecessary human engagement in the delivery of government services to citizens. As a result, ICT has aided good governance by boosting openness and accountability in government. It aids in the facilitation of decision-making, public engagement, and the reinforcement of fair delivery of products and services to the general public.

 

Citizens can also use ICT capabilities to submit input or ask questions about any plans or programs that affect them directly from their homes. People can simply upload and download forms, file taxes, conduct financial transactions using e-banking services, and apply for employment through various online job portals using the online procedure.

All of the countries want to encourage the use of ICT in their public administrations for long-term economic growth and transparency.

 

Objectives of E-Governance, E-Government and E-Democracy

The following are the goals of e-governance:

1. One of the main goals of e-governance is to make all government information available to the public in the public interest.
2. One of its objectives is to establish a cooperative structure between the government and the people, as well as to seek support and advice from them and to make the government aware of their issues.
3. People’s participation in the governance process should be increased and encouraged.
4. The goal of e-Governance is to develop the country’s information and communication technology and electronic media in order to promote the economy by keeping governments, people, and enterprises in touch with the modern world.
5. One of its key goals is to make the governing process more transparent and accountable.
6. To reduce government spending on information and services.

The following are the goals of e- government:

There is a distinction established in e-government between the goals for internally focused procedures (operations) and the goals for outwardly focused services.

 

External strategic objectives: The external goal of e-government is to meet the public’s wants and expectations on the front-end by making it easier for them to interact with various online services. The use of ICTs in government operations allows for more efficient, transparent, accountable, and successful interactions with the public, individuals, businesses, and other agencies.

 

Internal strategic objectives: The goal of e-government in government operations in the back-office is to make performing government administration duties faster, more transparent, accountable, efficient, and effective. The result could be significant cost reductions (per transaction) in government operations.

 

The following are the goals of e- democracy:

1. Citizens should have access to information and knowledge about the political process, services, and viable options.
2. To make the move from passive information access to active citizen involvement possible, the following steps will be taken:

• Informing the citizen
• Representing the citizen
• Encouraging the citizen to vote
• Consulting the citizen
• Involving the citizen

 

Beneficiary Outcomes

e-Governance refers to governance improvements made possible by the innovative application of information and communication technology. As a result of e-Government, the following can be obtained:

 

ICT would make timely and accurate information on various elements of government available. In the beginning, information on basic components of governance, such as forms, laws, rules, and procedures, would be made available, with more extensive information, such as reports (including performance reports), public databases, and decision-making processes, becoming available later. In terms of services, the online and one-point accessibility to public services, backed up by automation of back-end operations, would have an immediate impact in terms of time, effort, and money savings. The ultimate goal of e-Government is to reach out to citizens by using a Lifecycle strategy, which entails offering public services to residents from birth to death.

 

Simplicity, efficiency and accountability in the government: The use of ICT in governance, along with a thorough understanding of business processes, is a winning combination. Re-engineering would result in the simplification of complex processes, the elimination of redundant processes, structural simplification, and modifications to statutes and regulations. The final effect would be a simplification of government operations, improved decision-making capabilities, and increased efficiency across government, all of which would contribute to a more accountable government apparatus. This, in turn, would boost productivity and efficiency across the board.

 

Expanded reach of governance: Rapid advancements in communications technology, as well as its application in governance, will aid in bringing government machinery to individuals’ doorsteps. Expansion of the telephone network, rapid advancements in mobile telephony, and widespread adoption of the internet and other forms of communication infrastructure would make it easier to supply services. The government offers a wide range of services. This broadening of the scope of Government – both spatial and demographic – would also make it possible for more people to participate citizens in the government process.

 

Technology allows governments to promote favorable business climates by streamlining relationships with enterprises and lowering the administrative steps required to meet regulatory responsibilities. As in the case of e-procurement, which produces more competition and players in the public sector marketplace, there is a direct influence on the economy.

 

Enhancing Transparency and Accountability: Traditional government service delivery is time-consuming, opaque, and ineffective, resulting in public and corporate frustration. E-Government minimizes bureaucracy and improves service quality in terms of time, content, and accessibility by bringing government services to citizens’ doorsteps through integrated service delivery platforms.

 

Improving Service Delivery: e-Government aids in the transparency of decision-making processes by making information available, such as government debates and minutes, budgets and expenditure statements, major decision outcomes and rationales, and, in some situations, allowing the public and press to monitor applications on the web.

 

Improving Public Administration – Administrative components of e-Government, such as a computerized treasury, integrated financial management information systems, and human resource management systems, improve public administration efficiency. Integration of expenditure and receipt data, expenditure control, human resource management, intelligent auditing through data analysis, and financial data reporting are some of the features.

 

National Arrangement of Institution and Policy for e-Governance

 

Institutional	Department of Information Technology (DOIT) Established in 2013, Under Ministry of Communication and information Technology.  Focuses on implementing e‐ Governance and covers IT related law and policies. Nepal IT Center: Also working a GIDC of government agencies, with DR site in Hetauda.  Controller of Certification (OCC): formed to authorize to legalize digital signatures. National IT Coordination Council: formed under chairmanship of Prime minister.
Policy	Electronic Transaction Act (2006) e-Governance Master Plan (eGMP) 2007 ICT Development Project (2008-2014). The project promised of: Rural e-Community (wireless broadband, tele-centers) Government Network (GIDC, Groupware) e-Gov Application (GEA, NID, PSC Recruitment MS, Land Record MS, VRS and Driving License) HR Development (awareness, training) IT Policy 2067 (2010) 10 Year Master Plan (2011): initiated by NTA taking into account telecom acts iCT in education Master Plan 2013-17 IT Umbrella Act (2014) National IT Roadmap (2015) eGMP-2 (2015) Broadband Policy 2071 ICT Policy 2072
SDG 9 (Build resilient infrastructure and promote inclusive industrialization) can be achieved in science and technology innovation by implementing e-governance, which aids in the establishment of a science and technology lab, the development of a Technology and Innovation Policy and Strategy (2016- 2030), and the improvement of Nepal’s education through e-learning.

 

Opportunities and Challenges in e-Governance

Opportunities

Challenges

The majority of local governments (LGs) have ICT infrastructure and information dissemination systems in place.  LGs have recognized the significance and advantage of ICT adoption. The Internet is extensively accessible to both organizations and the general population. The website, email, and other systems have been updated, and they are now operational and stable. As more systems become centralized, national reporting and data sharing become easier. Government cloud, ERP-based technology MARS simplifies system setup and reduces procurement headaches. The majority of the employees is well-trained and equipped, and IT officers are being hired.

New local governing organization with a clean slate  LGs’ responsibilities have grown, necessitating more efficient service delivery and citizen interaction. Digitization and electronic governance are becoming increasingly popular around the world. Increasing public awareness of technology, which raises LG expectations. Current systems’ long-term viability (maintenance and support) Adoption of new systems/e-governance tools is difficult, for example. Municipal Administration and Revenue System (MARS), Electronic Billing Permit System (EBPS), Financial Management Information System (FMIS)/ SUTRA

 

Activities of the National e-Government Initiative’s

Logical Framework for Summarizing Project Design

Series Of Outcomes	Narrative Summary	Objectively Verifiable Indicators	Means Of Verification	Important Assumptions
GOAL	To enhance the country’s information and communication technology, as well as electronic governance, in order to boost the economy by keeping governments, people, and businesses connected to the modern world. Utilizing information and communication technologies to achieve good governance. National Payment Gateway and International Payment Gateway	Raising e-governance awareness and commitment among leaders. High-Speed Internet will be available in all of Nepal’s remote areas. The E-Government Development Index Rank and the E-Participation Index will both fall below 100 by 2026, out of a total of 193.	Data and a survey regarding e-governance engagement. Reports on the implementation and operation of the Internet in detail. The EGDI and the UN Department of Economic and Social Affairs’ survey report (UN DESA)	It may be difficult for the Local Administration to raise citizen knowledge about e-governance. Use of e-governance and its technology properly. Policy and Law regarding the payment Gateway needs to formulate.
PURPOSE	Outcome 1: Government operations will be simplified, decision-making capacities will be strengthened, and efficiency will be raised across the board; Increase efficiency and productivity; Outcome 2: Reduces bureaucracy and enhances service quality in terms of time, content, and accessibility; Enhancing Transparency and Accountability; Processes of decision-making are transparent. Outcome 3:  Develop high end computing facilities/infrastructure of ICT; Reach High Speed Internet to remote area of Nepal. Deployment of ICT application to provide public services	Transparency and Accountability will help to improve Service Delivery. More and More citizen will participate in e-governance to get services. Many more project will be implemented on e-governance.	E-governance survey, e-readiness survey report and citizen views regarding e-governance. E-Government Development Index Rank.	Should be started from Local level to Federal Level. Strict rules for public organization should be implement for the use of ICT development.
OUTPUTS	Result 1: Building e-Governance Awareness and Commitment Activities 1 Overview guidance paper for the National e-Government Initiative’s shared vision and priorities Increasing the Public’s Awareness of e-Government Result 2: Building e-Governance Strategic Capacity Activities 2 Building Strategic Institutions for e-Governance To facilitate e-governance, necessary legislative and regulatory changes are required. Building Leadership and Commitment for e-Governance Result 3: Building e-Governance Implementation Capacity Activities 3 ü  Building Human Capacities for e-Governance Implementation ü  Building Technological Infrastructure for e-Governance Implementation ü  Building Data Systems for e-Governance Implementation Result 4: Building e-Governance Projects Activities 4 ü  Identifying e-Governance Pilot Projects ü  Implementing e-Governance Pilot Projects	Transparency and Accountability will help to improve Service Delivery. More and More citizen will participate in e-governance to get services. Many more project will be implemented on e-governance.	Monthly Reports, Events or Awareness Program. Quarterly and yearly reports and Inspections.	Each incident is monitored on a regular basis. The progress and implementation phase should be closely monitored by the federal government.

 

The Logical Framework lays the groundwork for identifying and delegating project responsibilities

Financial Statement for the Project

Stages	Cost Estimate NPR
Building e-Governance Awareness and Commitment	8 million
Building e-Governance Strategic Capacity	15 million
Building e-Governance Implementation Capacity	1000 million
Building e-Governance Pilot Projects	500 million
Total	1523 million
Government of Nepal	40%
Doner / Aid (KOIKA)	60%

 

Theory of Change (ToC)

A Theory of Change is essentially a detailed explanation and illustration of how and why a desired change is expected to occur in a specific situation. It accomplishes this by first determining the desired long-term goals, and then working backwards from there to determine all of the circumstances (outcomes) that must be met (and how they are causally related) for the goals to be realized. All of this is laid out in an Outcomes Framework. It also leads to improved evaluation since it is possible to track progress toward longer-term objectives that go beyond identifying program results.

 

There are numerous techniques that aid in the organization of project components. Almost any logic model will show how your endeavor will be presented in terms of resources, activities, and short and long-term outcomes. These are useful tools that can aid in the clarification of goals and the communication of the fundamentals of how an initiative operates to others. TOC takes these ideas a step further by requiring additional detail in terms of goals and the circumstances that must be met in order to achieve them. As a result, it is time consuming and produces a more useful guide for your job than most other techniques.

 

We explain the underlying assumptions and know what supporting evidence to seek at each step by analyzing the project’s theory of change. This confirms that the project is on track to deliver the anticipated long-term outcome.

 

Theory of Change

Key Assumptions	Areas for Development
·   Policy and Law regarding the e-governance & payment Gateway needs to formulate. Framework to be started from Local level to Federal Level. ·   Strict rules for public organization should be implement for the use of ICT development.  The progress and implementation phase should be closely monitored by the federal government.	·   Developing a solid empirical framework for the social impacts of e-governance. ·   Identifying long-term mentoring program results. ·   Good Governance integrating ICT.

 

Arrangements

The Initiative envisions a national unit to coordinate e-governance, as stated below (see Stage 2). However, before such a Unit can be established, it must first establish a seed institution to administer and coordinate the first activities, such as those indicated in Stage 1. This might be viewed as a national, regional, or worldwide body that would help ‘start the ball moving’ in individual countries, with more or less input from donor agencies. It could include things like organizing an e-Government Summit and generating early awareness.

 

Coordination at the supranational level will undoubtedly be beneficial in facilitating the sharing of experiences and skills. This study identifies and emphasizes opportunities for such cross-national action, which may or may not be funded by donors. Such informal/one-off cross-national inputs might be considered as the basis for a regional or worldwide ‘e-Governance Co-ordinating Centre’ that would be established from the start.

 

Result 1: Building e-Governance Awareness and Commitment

 

A National e-Governance Summit

Target Deliverables: Each participating organization’s top-level political and resource commitment to e-governance; overview guiding paper of agreed vision and priorities for the National e-Governance Initiative.

This would be the official kick-off for the National e-Government Initiative. The Summit could have three main goals: to raise awareness of e-governance in the country and build commitment to it, to secure national and international resources for e-governance initiatives, and to create a document outlining the process and structure, program and project priorities, and any targets for the National e-Governance Initiative. It would also involve positioning and dovetailing vis-à-vis other existing and planned national ICT strategies and initiatives.

Raising Awareness and Commitment Among Leaders

Top-level political and resource commitment to e-governance is a target deliverable. Other measures, in addition to the Summit, would be required to enhance awareness and commitment among high authorities. The President, Prime Minister, Ministers, Permanent Secretaries, and leaders of various civil society institutions are among those who have a big say in whether and how change happens. Drivers for e-governance are established both inside and outside government by addressing both government and civil society leaders.

Awareness-Raising Among the Donor Community

E-governance components in key in-country donor programs are the target deliverable. Seminars and training workshops for donor agency staff, Web-based documentation, individual meetings with important donor officials, and support for monitoring and evaluation of donor e-governance projects could all be part of a package of activities.

 

Result 2: Building e-Governance Strategic Capacity

 

Building Strategic Institutions for e-Governance

Target Deliverable: existence of strategic and capacity-building e-Governance institutions. A national focal point for e-governance: ‘National e-Governance Units’. A single focal point for e-governance strategy – something like a ‘National e-Governance Unit’ – will be needed, responsible for areas such as:

• setting overall e-governance priorities;
• leading the development and implementation of framework policies, standards and guidelines;
• promoting cross-cutting e-governance infrastructure and applications;
• acting as a focus for learning about e-governance;
• possibly providing consultancy/facilitative inputs to individual e-governance projects.

Donor/cross-national inputs could include

Advisory inputs on the structure and responsibilities of National e-Governance Units. Regional or global e-Governance workshops to provide the basis for knowledge exchange and partnership building between Units. A central Web site with e-mail list support to provide a central locus for continuous interaction between Units, and to act as a pool for e-governance experiences. Funding for Unit membership of key international e-governance forums (such as ICA: the International Council for IT in Government Administration) since this provides a key opportunity for knowledge- and partnership-building.

 

 

Result 3: Building e-Governance Implementation Capacity

There is a significant e-readiness gap between the capabilities required for widespread e-governance and those currently available in most developing countries. Closing that gap completely would be a monumental task. As a result, focusing on those institutions involved in any e-Government projects is recommended as a top priority (see Stage 4).

Human Capacity Development for e-Government Implementation

e-governance human capability in organizations likely to be impacted by e-Governance Pilot Projects. There are detailed guidelines on what and how to enhance human capacities for e-governance. Training; Alternatives to traditional education; Keeping the public sector from losing capacity

Building Technological Infrastructure for e-Governance Implementation

A sound ICT infrastructure in the organizations likely to be affected by e-Governance Pilot Projects. Because the technology has been over-emphasized to the disadvantage of other aspects of e-readiness, it will not be covered in great length here.

Along with planning and managing the roll-out of technology, the ICT Infrastructure organization would also need to focus on the standards and policies (for example, on public key infrastructure, interoperability, and so on) that are required to make the technology usable. All ICT in Nepal is stored and hosted by the National Information Technology Centre and the Disaster Recovery Centre.

In terms of infrastructure, the model shown in Figure 3 is a good starting point.

 

Result 4: Building e-Governance Pilot Projects

A series of working e-Government Pilot Projects from which lessons can be learnt is the target deliverable. Because of the emphasis on partnership and process, e-governance priorities will be established primarily at the national level. Those objectives (and the speed with which they are implemented) will tend to follow the political ‘fault-lines’ within a country’s elites.

 

However, several possible priority areas for specific e-governance projects can be identified. The focus here will be on pilot projects that fall within the umbrella of ‘Networked Government,’ as stated at the outset of this article. These could come from any area of e-government, e-citizenship, e-services, or e-society related to government. This stage would probably be divided into two components:

 

Identifying e-Governance Pilot Projects

This would be a collaborative effort involving key stakeholders such as donors, national ministries, and civil society organizations. These discussions could be held at the national Strategy-Making Workshops that were recommended before.

 

Implementing e-Governance Pilot Projects

Project execution would most likely be led by national e-Government Units. The following are examples of donor/cross-national inputs:

• Pilot project funding or co-funding.
• Advisory inputs to help with different stages of the project lifecycle, such as monitoring and evaluation
• Dissemination of lessons learned from the pilots’ best practices.
• Advisory input on scaling-up successful pilot initiatives through replication.

 

e-Governance Initiative Issues

Justification and Benefits

When it comes to government, the advantages of e-governance efforts include: Reduce costs, accelerate decision-making and service delivery, boost government capacity, improve decision-making and service delivery quality, and enable novel governance techniques.

 

This, in turn, can have far-reaching consequences. To begin with, by improving government function, you are improving the lives of all enterprises and citizens who deal with government. Second, by acting as a catalyst. E-governance within government can help to catalyze cultural changes that improve governance. In a broader sense, the presence of e-governance projects can serve as a national change catalyst in two ways: first, by serving as a model for other sectors; and second, by bolstering local ICT capabilities. In India, for example, Rajiv Gandhi’s decision to push ahead with the computerization of railway passenger reservations had a large catalytic effect. It sent shockwaves across industry and civil society, helping India get to where it is now in terms of ICT.

E-governance cannot be evaluated using a cost-benefit analysis. According to recent estimates, at least 80% of the costs of ICT-related initiatives are intangible and mostly hidden expenditures. Similarly, the majority of the benefits of e-governance are intangible. There is a compelling case to be made for not making cost/benefit analysis the cornerstone of decision-making. Where this has occurred in Western government, not only are the figures involved fictitious, but the projects tend to be limited to rudimentary clerical automation, limiting true e-government advancement. Even these simple projects would most likely be scrapped in developing nations, where ICT expenses can be 2-3 times higher while clerical costs can be up to 10 times lower.

 

Expected Impact

The overall impact can be characterized in terms of the deliverables listed above for each stage; each developing country would benefit from:

• High levels of awareness and dedication to e-governance.
• A group of essential e-governance institutions that can plan and facilitate e-governance projects strategically.
• E-governance is enabled by new rules and regulations.
• A nationwide e-Government strategy is being developed.
• The operational capabilities required to carry out pilot e-governance projects.
• ‘Networked government’ was the focus of a group of e-governance experimental projects.

 

Acceptability in Politics

Despite the importance of technological and talent infrastructures, e-governance initiatives’ politics are likely to be the deciding factor. In many nations, e-Government projects have progressed slowly because they do not serve the political self-interests of significant stakeholders, particularly senior public officials.

 

India’s experience has proven that where political leaders see a benefit from e-governance and embrace it, it will move forward despite other barriers. Where stakeholders believe they stand to lose – or even gain nothing – from e-governance and do not support it, it fails despite the presence of other success criteria, according to previous experience.

 

As a result, the importance of senior government officials’ opinions is paramount; consequently, the emphasis on issues of leadership and dedication, as well as developing awareness and confidence and ‘winning hearts and minds.’ E-governance must persuade public officials that it is in their best interests: In order to win the election, in order to respond to threats, obtain access to donor funding, gain control, credibility, praise, and other intangible assets, and so on.

 

E-Government Sustainability Research Agenda

E-government for sustainable development is the use of information and communication technology (ICT) to support public service, public administration, and government-to-public interaction while allowing citizens to participate in government decision-making, promoting social equity and socioeconomic development, and protecting natural resources for future generations.

 

Understanding the issues surrounding ICT’s long-term viability

What external elements, such as project management, have an impact on the long-term viability of e-government initiatives? Which characteristics of change management and organizational maturity are most strongly linked to long-term viability?

• What are stakeholders’ perspectives on sustainability concerns related to e-government success?
• What impact does the behavior and interaction of various stakeholders have on long-term success?
• What aspects of technology have an impact on the long-term viability of e-government initiatives?
• What effect do dedicate “sustainable” projects have?

 

Creating theoretical frameworks entails a number of steps

Can/should e-government sustainability be characterized as a sub-concept, apart from e-government success? What are the proper frameworks and variables for enabling and evaluating the long-term viability of e-government? How should we think about the complex relationship between e-government success and long-term viability? What conditions must be met in order to not only explain but also anticipate the long-term viability of e-government?

 

Developing dependable assessment methods

What facts should be evaluated, and what data should be collected, in order to measure e-government sustainability as opposed to “just” success? What variables and scales can be used to assess the long-term viability of e-government initiatives? In order to evaluate localized projects, what level of context adaptation is required? How can we track stakeholder participation over time and assess the long-term advantages of e-government?

 

Recommendations for good practice

What role does ICT play in incorporating a sustainability viewpoint into public organizations’ e-government strategy and planning? How can stakeholders be enlisted in order to ensure the long-term viability of e-government initiatives? To ensure success and sustainability, how should IT resources be managed and incorporated into administrative processes? What methods are available for identifying and transferring excellent practices to different settings? How can external elements that regularly affect IT-enabled administrative procedures be handled to prevent having a negative impact on their long-term viability?

 

Monitoring and Evaluation

Monitoring

Evaluation

Observation and recording of actions in a project or program on a regular basis  a method of gathering data on all areas of a project on a regular basis  It entails providing the sponsor, implementers, and project recipients with updates on the project’s progress. Tracks and compares inputs and outputs to the plan Identifies and resolves issues Ensures that resources are used efficiently. Ensures quality and learning so that activities and services can be improved.

A chosen activity aimed at evaluating progress toward and achievement of a goal in a methodical and objective manner An evaluation of a planned, ongoing, or finished program to establish its relevance, efficiency, effectiveness, impact, and long-term viability. The goal is to factor in what has been learned during the decision-making process. Determines the efficiency of a program; demonstrates impact Enhances financial accountability and reactions Encourages a culture of learning that is centered on

 

Learning Remarks

A development plan is the methodical management of resources with the goal of accomplishing particular targets or objectives within a set timeframe. This project design aids in the learning of followings.

The logical framework is primarily utilized as a monitoring and evaluation tool.	The Theory of Change is used to plan and evaluate programs.
The logical framework is descriptive. It depicts project components (project goals, activities, outputs, inputs, risks, assumptions, and short- and medium-term results) in one clear and particular pathway, and examines the link between these aspects in a restricted and practical way. In most cases, the risks and assumptions described in a log frame are just basic and are not supported by evidence for why you believe one thing would lead to another.	ToCs include fundamental components, but they are more flexible and do not follow a set format. It can be anything from a simple flow chart to a detailed graphical diagram with narrative text. It could have cyclical processes, feedback loops, numerous boxes leading to many other boxes, various shapes, and so on.
A log frame’s structure is fairly uniform and linear, implying that all actions lead to outputs, which lead to outcomes and the objective. There are no cyclical processes or feedback loops, and it is frequently displayed as a table.	The Theory of Change is self-explanatory. ToC depicts the large picture and takes a broad view of a desired change or long-term influence, carefully evaluating and considering each activity, input, output, and consequence, as well as issues you can and can’t control and preconditions that will enable or block each stage. ToC delves into the assumptions that underpin each step, demonstrating all feasible paths that lead to the intended change or impact, as well as evidence for how and why you believe a certain activity will result in that change.
Creating a log frame frequently necessitates the involvement of project managers inside a company.	Creating a ToC necessitates the participation of a much larger group of employees, stakeholders, contributors, and beneficiaries. It’s a time-consuming and complicated process, but when done well, it encourages and promotes project and program innovation and development.
After a project or program has been defined, a log frame is often created, working forward from inputs to actions, outputs, and outcomes to the end result or objective. The issue that guided the development of this paradigm was: if we plan to conduct activity A, will we get outcome B?	When you need to develop a complex initiative and want to have a well-thought-out plan for success, ToC is the way to go. It assesses relevant outcomes at the proper time and in the appropriate order, and it explains why a project succeeded or failed, as well as what went wrong.
After a project or program has been defined, a log frame is often created, working forward from inputs to actions, outputs, and outcomes to the end result or objective. The issue that guided the development of this paradigm was: if we plan to conduct activity A, will we get outcome B?	It’s best to construct a ToC before beginning an intervention. The creation of a ToC normally starts at the top, with the objective identified first, and then working backwards to map the outcome pathways and the most appropriate interventions that could bring about the desired change (s). When creating a ToC, we question ourselves, “If we execute activity A, then outcome B will happen because…”

 

Conclusion

Although e-government success and sustainability are both important ideas to consider when evaluating IT-enabled administrative operations in reality, e-government research has yet to fully integrate the two notions. We proposed a conceptualization that unfolds the most commonly used sub-notions and constructs in terms of enablers and assessment criteria for both e-government success and sustainability after explaining the extension of both concepts. While this analysis isn’t intended to be conclusive, it does raise the stakes for future research in this field.

 

It is argued that a more systematic approach is required to investigate the relationship between e-government success and long-term sustainability, and have proposed an integrated research agenda for empirically assessing and understanding problems in practice, developing assessment approaches, and recommending best practice.