From dialog to delivery
A decade ago, the term "leadership" was rarely used to describe either the political or managerial imperatives of government. Now perhaps the most important and commonly shared understanding throughout the public sector internationally is that high quality leadership-political and executive-is critical to the continued improvement of the Government and its credibility and reputation with the public it serves.
As T&T and several other Caribbean countries embark on the long journey to information and communications technology (ICT)-based development, thoughtful and engaged leadership will be vital to the process. Most national ICT plans include goals such as improving service delivery; increased efficiency and competitiveness; poverty eradication; and community engagement and empowerment. Such lofty goals are useful, even desirable. The journey from dialogue to delivery, however, must place central emphasis on the role of leadership in national development and national ICT planning.
Emphases on leadership
The introduction of technology requires more than just the acquisition of IT equipment and the importation of foreign consultants. In reality, ICT-based development is the de facto transformation of institutions, processes, systems and mind-sets. ICT planning, at any level, must take into account the constraints inherent in introducing new culture and systems of management. This requires change of administrative culture and the development of new competencies, including the capacity to lead change management initiatives. Simply having national consultations is not sufficient. ICT adoption requires highest level support.
In this regard, enlightened leadership is paramount. It is necessary to first strengthen the capacities of public service leaders to define and lead institutional change and so enable the successful implementation of the various ICT programmes and initiatives. Strong, decisive leadership, not lip-service, is required in dismantling the structures and mentalities that impede the coordinated, collaborative approach to ICT development. A different set of leadership competencies is being demanded by evolving national and external factors. Government leaders must be more than technically proficient and managerially competent. They must also develop the ability to define and lead our institutions through the required transformation. Such abilities must exist if these organisations are to remain relevant and meet the evolving needs of society.
ICT in context
If emphasis is not placed on highest level articulation of and tangible support for a national development agenda, any consultative process can easily descend into a debate that focuses on lack of resources, the slow pace of change and the improbability that things can ever be made different. The implementation of e-government programmes, the building of creative partnerships with the private sector, consumers' groups, the unions, the media and the civil society at large, is crucial. In the same way, public awareness, citizens' sensitisation and educational campaigns are fundamental to the process. It is possible to define a vision of what is possible and to empower stakeholders, not only within the public service, but throughout the society to understand what we are capable of achieving. This must be triggered by specific initiatives to stimulate strategic leadership thought and creative problem-solving.
Safeguarding success
A properly considered national ICT strategy can facilitate easier access to information; increase citizens' participation in public affairs; increase transparency and accountability in the public sector; expand business opportunities and increase competitiveness; and, improve the delivery of services and, ultimately, people's quality of life. Given this strategic importance, it is imperative that this initiative be given the best opportunity for success by ensuring that the wider organisational, operational and cultural factors are actively considered and managed going forward.
This will entail:
1. Clear articulation of a national development agenda
2. Definition of a relevant change management plan and allocation of appropriate resources to enable implementation;
3. Development of systems to pool scarce resources and share best practices throughout the change implementation process;
4. Emphasis on expanding public sector leadership sight and developing new leadership capacity as a driver for improving government service delivery;
5. Establishment of new platforms of dialogue and collaboration between the government and the wider society.
The current national ICT planning process can have significant bearing on the country's capacity to create a service-enabled environment for Government's primary stakeholder-the citizens.
Leading technology-driven change requires working in partnership, accessibility, transparency, non-partisanship and effective decision-making. Such leadership is not impossible to find. What is uncommon, though, is the activating environment that allows such traits to flourish. National ICT planning, therefore, must not be considered in a vacuum. Any serious process to developing a national ICT plan must be aligned to a broader, properly-articulated national development plan. Fragmented approaches will not be sustainable or ultimately successful. To safeguard success, our national ICT planning process must have the firm commitment of national leaders and the support of the wider public.
Benefits
The following was declared by the Ministry of Science, Technology and Tertiary Education as the key benefits to be derived from developing the national ICT sector.
• Catalyst for improved business efficiency: A developed ICT sector will prove a significant driving force for improved efficiency in the business sector. Easier transfer and management of information make for more efficient operations, which results in lower operating costs, a scenario that benefits merchant and consumer alike.
• Increased access to government services: A robust ICT sector also benefits governments as it allows for increased connectivity with the public and increased access by the public to government services. In T&T, initiatives such as "tt-connect" enable citizens to access and apply for Government and state agency programmes and services online.
• Greater opportunities for citizens: Citizens themselves have much to gain from a developed ICT sector. This as such a scenario allows for greater access to primary services such as health and education.
Education, in particular, can be seen to be made more available to the public as distance learning and online tuition offer citizens greater opportunities for self-improvement in an ICT-empowered society.
Bevil Wooding is an Internet strategist with the US-based research firm,
Packet Clearing House and the chief knowledge officer at Congress WBN, an international non-profit organisation.
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