Beruflich Dokumente
Kultur Dokumente
Bangladesh
Rownak Tahmina
Abstract: This study aims to appraise PPP in e-Governance projects in Bangladesh by comparing PPP
scenario with other countries. It is identified that Government has taken diverse approaches with Policy
framework and development of PPP Authority. But, Bangladesh is still in elementary stage in terms of
PPP maturity. Structured approach for flexible contract management, reinventing government,
strengthening financial institutes, and review of partnership to protect strategic need are recognized as
critical success factors for PPP.
1. Introduction
Equitable development necessitates inclusive and efficient delivery of public services. Electronic
government is instrumental for effective service delivery and skillful internal operation. So, e-
Governance is gaining its acceptance to both developed and developing countries for more
accountable, transparent, efficient and productive government. Substantial application of ICT in
service delivery and business process of public organization is prominent in E-governance
projects. It requires paradigm shift of organizational culture of Government agencies. Contrarily,
Private sector, is more market oriented and innovative, and hence offers ample opportunities for
state-of-the art service delivery with enhanced customer satisfaction. Moreover, financial risk
and technical expertise are transferred from private partners to public entity. Nevertheless,
private investors enjoy stable revenue inflow and policy support. So, Public Private Partnership
(PPP) appears to be a suitable solution to harness e-governance initiatives. However, the
performance of such synergy varies in diverse Political, Economic, and Social contexts. This
study aims to appraise the PPP scenario in Bangladesh by examining its quality, success, and
needs as compared to other countries.
PPP is such a contract where private sector is assigned to deliver services efficiently those are
normally served by public entity. It is remarkably different from normal purchase in terms of
sharing risk and responsibility. Private entity does not possess any stake in the quality of
produced goods or services in normal procurement, and acquire revenue based on pre-defined
terms and conditions. Contrariwise, in PPP, the benefit and risk are divided between both public
and private entity with a degree delineated in the revenue model.
For instance, private entity readily assumes financial risks and modernizes technology while
Government partner is dominant in licensing, environmental clearance and other regulatory and
policy issues. So, Government can concentrate on core business strategy while private partner
caters customer centric output. Certainly, PPP entails such alliance where partners complement
each other.
4. Models of PPP
Very often, the development partner and/ or other associates of Government and synergies of
Private sectors are actively involved in the partnership. Evidently, PPP is a contract among
heterogeneous bodies. So, managing such multifarious agreement with appropriate revenue
sharing and accountability is critical for a successful outcome. Government needs prudent
decision to identify the operations to be contracted out. Because, Government must retain its
core competency of national security and credentials, ownership of resources, and interest of
the Citizen. In contrast, private sector must be attracted in terms of return on investment (ROI)
and other financial benefit. So, different revenue model along with clearly defined roles must be
developed for a win-win solution. It largely depends on the nature of goods/services produced,
and strategic alignment of the partners. These are integrated in various models of PPP based
on the strategic need, mode of operation, and sharing of risk and reward:
Type of Duration Receipt of private Nature of Contract Examples
Contract (years) sector performance
Service 1-3 Fee from Government Definitive, often Website design
Contract for performing non- technical type of and
(Outsourcing core service service management,
) ICT Capacity
Building
Management 3-8 Fee from government Manage the Call center
Contract for the service and a operation of a staffing; Seat
performance-based government Management,
incentive service Parking
enforcement,
regional water
supply
management
Lease 815 All revenues, fees or Manage, operate, Land for ICT
charges from repair, and Infrastructure
consumers for the maintain, and Development,
provision of the maybe invest in, a Online property
service; the service service to registries,
provider rents the specified Existing airport or
facility from standards and port facilities
government outputs
BOO & 15-25 The government Construct and ICT
BOOT mostly pays the service operate, to Infrastructure; e-
provider on a unit basis specified procurement
standards, the systems; e-
facilities necessary business portals;
for service Network of
provision Kiosks
Concession 1530 All revenues from Manage, operate, Telecom
consumers service repair, maintain operations and
provision; the service and invest in expansion, New
provider pays a public service airport or seaport
concession fee to the infrastructure to facilities, Toll road
government and may specified or bridge
assume existing debt standards
Table1. Common PPP Models (Source: The Institute of Public Private Partnership 2009).
It is interesting to note that, Government changes its role from provider to enabler and the
investment responsibility shifts from public to private along these models.
P u b l i c /
I n v e s t m e n t R e s p o n s i b i l i t y /
P r i v a t e /
Based on the services/operations, public entity adopts the appropriate model, or tailors it to
organizational need. Prudency of selecting PPP model is central for successful outcome.
5. PPP in E-governance
Above components are inter-linked and unique to e-Governance. However, some cross-cutting
components are essential to nurture the core components:
It is noteworthy that all these compnents operate in local, national and International level.
Evidently, e-Governance Framework demands for active participation of multiple stakeholders
ranging from business sector, financial bodies, educational institutes, citizen and media. It leads
to collaboration of public and private partners for implementation and operation of e-
Governance project.
Digital Government requires connected government, automated business process, and leading
edge service delivery. So, from operational perspective, e-Governance framework has two folds:
Hence, ICT needs to be well-integrated in the whole government system. So, expertise in
technology and management, and market orientation are central for deployment and
sustainability of electronic Government. Public workforce to a large extent lacks capacity in this
sector. Conversely, private sector is more customer-centric and market-oriented, and exhibits
cutting-edge technology and diverse revenue model as a business approach. So, private sector
emerges as potential partner for the Government to do business with a new approach. In
addition, application of ICT in e-Governance projects necessitates agile approach in project
design, implementation and evaluation. Rigid organizational structure of Government resists
frequent scope change, and is not efficient enough to adopt risk and change management like
private sector. So, from project management viewpoint, private sector appears to be more
competent for e-Governance projects.
However, it can be argued that if the private sector is capable and reliable enough to deliver the
services effectively and equitably. Public services must be affordable and inclusive. Cost Benefit
Analysis (CBA) to encompass marginalized community for low-cost services may not align to
private investors business strategy.
Although most of the Governments around the Globe opt for private partnership for e-
Governance, a considerable number of PPP projects ended with cost overrun, and
disappointment of both Citizen and Government. Hence, accountability and risk sharing of
private partners are critical for Government. Moreover, in growing economy, Government is
more robust in business continuity and stability than private sectors to endure financial
turbulence. So, private sector may need incentives to budget deficits in developing economy to
prevent withdrawal of private investors after ROI.
In all, PPP experience is moderate all over the World, and there is significant room for
development of such multifarious partnership.
India
In south Asia, India is pioneer in diverse e-Governance initiatives associated with PPP of
different models. In India, almost all the public services are delivered from a common outlet
normally known as common service centers (CSC). This CSC project opt largest participation of
private entity to develop more than 100000 CSCs uniformly distributed geographically. PPP
scenario of CSC project and e-Procurement project is summarized in table below:
Above cases exhibit a positive outcome of PPP. However, passport e-seva project experienced
some challenges in organizational level:
Resistance of employees
Perception of loss of strategic control
Malaysia
Malaysia is quite matured in substantial e-Governance initiatives for more than two decades.
Government launched Multimedia Super Corridor (MSC) in 1996 as a platform for reinventing
government. It is associated with several flagship projects like Project Management System,
Human Resource Management Information System, E-procurement and General Office
Environment intended to transform the government from the paper-based, segregated islands of
agencies and departments to an integrated and networked government. However, in the initial
stages it faced several challenges that are more related to management and planning issues.
For instance, e-Perolehan (e-Procurement) Project can be studied:
Ghana
Ghana adopted PPP in 2010 for Ghana Revenue Authority and the Registrar Generals Office to
deliver e-tax and electronic business registration platform. The PPP was structured on a design,
finance, build, operate, and transfer model. One-third of the total project costs was financed by
World Bank while the rest was capitalized by private sector. The private sector was allowed to
build and manage the operation until their cost is recovered within five years but not exceeding
seven years. After that the Government was to continue operation.
The consultation process to validate the PPP design took over a year.
This delay overlapped with financial crisis and led to second bid that was 40 per cent
costlier than the projection of Government.
Protracted World Bank procurement processes added to delays in starting the program.
Disagreements between private partners and their sub-contractors on intellectual
property rights issues delayed implementation.
Government realized the need for policy framework, and later designed national policy on PPP
supported by legal framework. Finally, the project ended with a success in tax payment and
business registration system of Ghana.
Government of Bangladesh has taken radical actions to foster e-Governance and Private sector
resource mobilization that are evident in Institution and Policy Framework.
To assess the PPP scenario in Bangladesh, some empirical cases can be analyzed.
Union Information and Service Center (UISC) or Digital Centers are designed to deliver
diversified citizen services to union level. These digital centers are collaboration of multiple
public private entities:
local government
Union Parishad
Government (Telecommunication Infrastructure and Internet Services)
Development Partner (A2i Project)
Life Insurance Agency (Jiban Bima Corporation)
Local entrepreneurs
Banks (e.g. Dutch Bangla Bank, Mercantile Bank with upcoming online Banking
Facilities)
Mobile Operators (Robi, Banglalink)
British Council (for English Learning Program)
Non-Government Organization (Dhaka Ahsania Mission)
Private sector (Hardware maintenance and technical support)
Apparently, this synergy is more similar to service contract and government retains more control
over other partners. Nevertheless, private investment is not significant as compared to public
investment. Seemingly it demonstrates early stage of Public Private Partnership.
Despite above barriers, these digital centers are serving integral part of citizen services, and
contributory for digital Government.
Likewise, several service delivery approaches in different levels, e.g. District e-Service centers,
shebakunja, e-tathyakosh etc. are initiated by the Government. Besides, Online NID and
Passport services, E-GP for electronic public procurement, and e-Filing system for internal
government operation are noteworthy e-governance efforts. All these services integrate private
entities to some extent, but significant private investment with specific revenue model is hardly
available in any literature.
8. Recommendation
a. Reinventing Government
Enhanced capacity of public workforce in managing heterogeneous entities is essential.
Nevertheless, resistance from public workforce is common in PPP projects in perception of
losing ownership and control of national key issues. So, business process reengineering is
essential here, to ensure:
Reward
Risk
Resources
f. Intellectual Property Rights Law must be ensured to protect the right for technology
innovation.
Best practices of PPP can be suggested for e-Governance Projects of Bangladesh according to
Diebolds Integrated Services Outsourcing as shown in following figure:
Review Strategic Objecti ves
References
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Singh A. (2011) PPP in e Government Lessons from India available at
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[25 Apr 2017]
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