e-Government Master Plan for the Republic of Honduras

Transcripción

e-Government Master Plan for
the Republic of Honduras
January 2015
Secretariat of General Government Coordination (SCGG)
National IT Industry Promotion Agency (NIPA)
Table of Contents
Executive Summary ............................................................................................................................................ 21
I. Project Overview ............................................................................................................................................. 33
1. Project Background ................................................................................................................................ 33
2. Project Goals ........................................................................................................................................... 33
3. Project Scope ........................................................................................................................................... 33
4. Project Schedule...................................................................................................................................... 35
5. Project Team............................................................................................................................................ 36
II. Assessment ...................................................................................................................................................... 38
1. Methodology Framework and Activities for Assessment..................................................................... 38
2. ICT Environment Analysis..................................................................................................................... 38
2.1. Macro Environment ..................................................................................................................... 38
2.1.1. Country Profile.................................................................................................................. 39
2.1.2. National Stability and Democracy in Political Perspective ........................................... 40
2.1.3. National Development in Economic Perspective ............................................................ 42
2.1.4. Population and Culture in Social Perspectives ............................................................... 44
2.1.5. ICT Industry in Technical Perspectives .......................................................................... 46
2.2. National ICT Policy & Strategy .................................................................................................. 49
2.2.1. Country Vision and National Plan ................................................................................... 49
2.2.2. Digital Agenda 2014 – 2018 .............................................................................................. 51
2.2.2.1. Vision, Mission and Strategic Axes ....................................................................... 51
2.2.2.2. e-Government in Digital Agenda .......................................................................... 53
2.3. Organization ................................................................................................................................. 56
2.4. Laws and Regulations .................................................................................................................. 60
2.5. Implications .................................................................................................................................. 61
3. Honduras e-Government Status Analysis ............................................................................................. 62
3.1. UN Global e-Government Survey ............................................................................................... 62
3.1.1. Introduction ....................................................................................................................... 62
3.1.2. e-Government Raking ...................................................................................................... 63
3.1.3. Sub-Index........................................................................................................................... 65
3.1.3.1. Online Service Index .............................................................................................. 65
3.1.3.2. Telecommunication ................................................................................................ 67
3.1.3.3. Human Capital ....................................................................................................... 68
3.1.3.4. e-Participation ........................................................................................................ 69
3.1.4. Implications ....................................................................................................................... 70
3.2. ICT Infrastructure for e-Government Implementation ........................................................... 71
3.2.1. Networked Readiness for e-Government Development ................................................. 71
3.2.2. ICT Usage .......................................................................................................................... 75
3.2.3. Ongoing Projects for ICT Infrastructure Expansion ..................................................... 78
© Copyrights 2014, National IT Industry Promotion Agency
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3.2.4. Current Status of e-Government System ........................................................................ 80
3.3. Interview Result ........................................................................................................................... 83
3.3.1. Introduction ....................................................................................................................... 83
3.3.2. Secretariat of Education ................................................................................................... 84
3.3.3. National Autonomous University of Honduras (UNAH) ............................................... 85
3.3.4. Secretariat of Health ......................................................................................................... 86
3.3.5. Secretariat of Social Development and Inclusion (SEDIS) ............................................ 87
3.3.6. Secretariat of Infrastructure and Public Services (INSEP) .......................................... 88
3.3.7. Secretariat of Security ...................................................................................................... 89
3.3.8. Secretariat of Labor .......................................................................................................... 91
3.3.9. Institute of Professional Training (INFOP) .................................................................... 91
3.3.10. Secretariat of Agriculture and Stock Farming (SAG) ................................................. 93
3.3.11. Secretariat of Energy, Natural Resources, Environment and Mines (SERNA) ......... 94
3.3.12. Institute of the Property (IP) .......................................................................................... 95
3.3.13. Secretariat of Human Rights, Justice, Governance and Decentralization (SDHJGD)
...................................................................................................................................................... 96
3.3.14. Secretariat of Finance (SEFIN)...................................................................................... 97
3.3.15. Central Bank of Honduras (BCH) ................................................................................. 98
3.3.16. National Commission of Banking and Insurance (CNBS) ......................................... 100
3.3.17. National Commission of Telecommunications (CONATEL) ..................................... 101
3.3.18. Secretariat of Economy Development ......................................................................... 103
3.3.19. Secretariat of Foreign Affairs and International Cooperation (SRE) ...................... 103
3.3.20. Secretariat of Presidency (SDP) ................................................................................... 104
3.3.21. Institute of Access to Public Information (IAIP) ........................................................ 105
3.3.22. Executive Revenue Service – Tax Office (DEI) ........................................................... 106
3.3.23. National Institute of Statistics (INE) ........................................................................... 109
3.3.24. National Resident Registration (RNP) ........................................................................ 111
3.3.25. Supreme Court of Audit (TSC) .................................................................................... 112
3.3.26. Supreme Court of Justice ............................................................................................. 114
3.3.27. Public Prosecutor’s Office ............................................................................................ 115
3.3.28. Secretariat of General Government Coordination (SCGG) ...................................... 116
3.4. Implications ................................................................................................................................ 117
4. Honduras IT Diagnosis ......................................................................................................................... 117
4.1. Introduction ................................................................................................................................ 117
4.2. Evaluation Method for IT Level ............................................................................................... 118
4.2.1. Evaluation Method ......................................................................................................... 118
4.2.2. Measurement ................................................................................................................... 119
4.2.3. IT Maturity Model .......................................................................................................... 120
4.3. Result of IT Diagnosis ................................................................................................................ 121
4.3.1. Summary ......................................................................................................................... 121
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4.3.2. IT Strategy ....................................................................................................................... 123
4.3.3. IT Environment ............................................................................................................... 124
4.3.4. IT Infrastructure ............................................................................................................. 125
4.3.5. IT System ......................................................................................................................... 126
4.3.6. IT Assessment .................................................................................................................. 127
4.4. Implications ................................................................................................................................ 128
5. Benchmarking ....................................................................................................................................... 129
5.1. Case Study of Korea’s e-Government ...................................................................................... 129
5.1.1. Organization of e-Government Project ......................................................................... 130
5.1.1.1. Organizational Structure for e-Government ..................................................... 130
5.1.1.2. Ministry of Security and Public Administration (MOSPA).............................. 131
5.1.1.3. Ministry of Science, ICT and Future Planning (MSIP) .................................... 137
5.1.2. Korea’s Journey to the e-Government .......................................................................... 140
5.1.2.1. Beginning (Mid-80s – Mid-90s) ........................................................................... 140
5.1.2.2. Foundation (Mid-90s – Late-90s)........................................................................ 141
5.1.2.3. Expansion (2001 – 2007) ...................................................................................... 141
5.1.2.4. Maturity (2008 – Current)................................................................................... 141
5.1.3. e-Government Best Practices ......................................................................................... 142
5.1.3.1. Overview of Major e-Government Practices ..................................................... 142
5.1.3.2. Government Integrated Data Center ................................................................. 146
5.1.3.3. Korea Online e-Procurement System (KONEPS) ............................................. 147
5.1.3.4. Civil Affairs Service Portal (Minwon 24) ........................................................... 148
5.1.3.5. Electronic Customs Clearance System (UNI-PASS) ......................................... 149
5.1.3.6. Comprehensive Tax System (HomeTax) ............................................................. 151
5.1.4. e-Government Legal Framework .................................................................................. 152
5.1.4.1. History of legislation and Amendment ............................................................... 152
5.1.4.2. Framework Act on Informatization Promotion (1995) and Framework Act on
National Informatization (2009) ...................................................................................... 154
5.1.4.3. Electronic Government Act (2001, Whole Amendment 2013) .......................... 157
5.1.4.4. Information and Communications Technology Industry Promotion Act (2009)
............................................................................................................................................ 157
5.1.4.5. Personal Information Protection Act (2011) ...................................................... 158
5.1.5. Current e-Government State.......................................................................................... 158
5.1.6. Key Success Factors ........................................................................................................ 159
5.1.7. Toward a Smart Government ........................................................................................ 161
5.2. Case Study of Colombia’s e-Government ................................................................................ 162
5.2.1. Development of Colombia’s e-Government .................................................................. 162
5.2.1.1. Background .......................................................................................................... 162
5.2.1.2. Andrés Pastrana´s Administration (1998-2002) ................................................ 162
5.2.1.3. Á lvaro Uribe´s Administration (2002-2010) ...................................................... 163
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5.2.1.4. Juan Manuel Santos´s Administration (2010-present) ...................................... 165
5.2.1.5. e-Government Project in Colombia .................................................................... 166
5.3. Case Study of Mexico’s e-Government .................................................................................... 169
5.3.1. History of Mexico’s e-Government ................................................................................ 170
5.3.2. Strategies of e-Government ............................................................................................ 170
5.3.3. Relevant Actors in e-Government Project .................................................................... 171
5.3.3.1. Ministry of Public Function (SFP: Secretaría de la Función Pública) ............ 171
5.3.3.2.
Ministry
of
Communications
and
Transports
(SCT:
Secretaría
de
Comunicaciones y Transportes) ....................................................................................... 171
5.3.3.3. Fund of Information and Documentation for the Industry (INFOTEC: Fondo
de Información y Documentación para la Industria) .................................................... 171
5.3.3.4.
Interministerial
Commission
of
E-Government
(CIDGE:
Comisión
Intersecretarial de Gobierno Electrónico) ...................................................................... 171
5.3.4. National e-Mexico System (El Sistema Nacional e-México) 2003-2025 ...................... 172
5.3.4.1. Background .......................................................................................................... 172
5.3.4.2. Vision for 2025 ...................................................................................................... 172
5.3.4.3. Mission .................................................................................................................. 172
5.3.4.4. Objective ............................................................................................................... 173
5.3.4.5. Main Axis of the System ...................................................................................... 173
5.3.5. Connectivity Agenda (Agenda de Conectividad) 2008-2012........................................ 174
5.3.6. Digital Agenda of the National System e-Mexico (Agenda Digital del Sistema Nacional
e-México) 2010-2015 ................................................................................................................. 174
5.4. Implications ................................................................................................................................ 176
6. e-Government Investment Status by International Funds ................................................................ 176
7. Improvement Directions ....................................................................................................................... 179
7.1. Summary of Implications .......................................................................................................... 179
7.2. Improvement Opportunities ..................................................................................................... 180
7.3. Improvement Directions ............................................................................................................ 181
III. Strategy Development ................................................................................................................................ 182
1. Methodology Framework and Activities for Strategy Development ................................................ 182
2. e-Government Vision and Strategy ..................................................................................................... 182
2.1. e-Government Vision ................................................................................................................. 182
2.2. e-Government Strategy.............................................................................................................. 183
3. e-Government Initiatives ...................................................................................................................... 185
3.1. e-Government Initiatives Definition ......................................................................................... 185
3.2. Strategic Evaluation................................................................................................................... 187
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3.2.1. Evaluation Criteria ......................................................................................................... 187
3.2.2. Strategic Evaluation with Scoring ................................................................................. 188
3.2.3. Strategic Evaluation with Positioning into ICT Portfolio Quadrant .......................... 192
3.3. e-Government Blueprint ........................................................................................................... 193
IV. Implementation Strategy ............................................................................................................................ 195
1. Methodology Framework and Activities for Implementation Strategy ........................................... 195
2. e-Procurement System .......................................................................................................................... 195
2.1. Background ................................................................................................................................ 195
2.2. Overview ..................................................................................................................................... 196
2.3. To-Be Image and Main Functions ............................................................................................ 197
2.4. Workstreams .............................................................................................................................. 200
2.4.1. Workstream Definition ................................................................................................... 200
2.4.2. Implementation of e-Procurement System ................................................................... 201
2.4.3. Implementation of Integrated Procurement DB and Data Mart ................................ 203
2.4.4. System Integration with Related Institution ................................................................. 204
2.4.5. Foundation of Integrated Operation ............................................................................. 205
2.5. Action Plan ................................................................................................................................. 206
3. Integrated Tax and Customs System ................................................................................................... 206
3.1. Background ................................................................................................................................ 206
3.2. Overview ..................................................................................................................................... 207
3.4. Workstreams .............................................................................................................................. 211
3.4.1. Workstream Definition ................................................................................................... 211
3.4.2. Feasibility Study of Integrated Tax and Customs System ........................................... 212
3.4.3. Implementation of Integrated Tax and Customs System............................................. 212
3.4.4. Implementation of Integrated Tax and Customs DB and Data Warehouse ............... 212
3.5. Action Plan ................................................................................................................................. 213
4. Government Administrative Service System ...................................................................................... 214
4.1. Background ................................................................................................................................ 214
4.2. Overview ..................................................................................................................................... 214
4.4. Workstreams .............................................................................................................................. 218
4.4.1. Feasibility Study of Government Administrative Service System .............................. 218
4.4.2. Implementation of Government Administrative Service System ................................ 219
4.4.3. Implementation of Integrated Civil Affairs DB ............................................................ 219
4.5. Action Plan ................................................................................................................................. 220
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5. e-Government Portal ............................................................................................................................ 220
5.1. Background ................................................................................................................................ 220
5.2. Overview ..................................................................................................................................... 221
5.4. Workstreams .............................................................................................................................. 224
5.4.1. e-Government Development Standards ........................................................................ 224
5.4.2. Implementation of e-Government Portal ...................................................................... 224
5.4.3. Implementation of e-Government Channel .................................................................. 225
5.5. Action Plan ................................................................................................................................. 225
6. Integrated Document Management System ....................................................................................... 225
6.1. Background ................................................................................................................................ 225
6.2. Overview ..................................................................................................................................... 226
6.4. Workstreams .............................................................................................................................. 230
6.4.1. e-Government Development Standards ........................................................................ 231
6.4.2. Implementation of Integrated Document Management System ................................. 231
6.4.3. Implementation of Administrative Information Sharing Center ................................ 231
6.4.4. Implementation of Integrated Document Management DB ........................................ 231
6.5. Action Plan ................................................................................................................................. 232
7. HR System ............................................................................................................................................. 233
7.1. Background ................................................................................................................................ 233
7.2. Overview ..................................................................................................................................... 233
7.4. Workstreams .............................................................................................................................. 237
7.4.1. Implementation of HR system ....................................................................................... 237
7.4.2. Implementation of integrated HR DB and Data Mart ................................................. 238
7.4.3. System integration with related institution ................................................................... 238
7.4.4. Foundation of the integrated operation ........................................................................ 238
7.5 Action Plan .......................................................................................................................................... 238
8. National Education Information System ............................................................................................ 239
8.1. Background ................................................................................................................................ 239
8.2. Overview ..................................................................................................................................... 239
8.4. Workstreams .............................................................................................................................. 243
8.4.1. Implementation of National Education Information System ...................................... 243
8.4.2. Implementation of Integrated Education DB, Knowledge DB and Data Mart ......... 244
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8.5. Action Plan ................................................................................................................................. 245
9. Network Infrastructure ........................................................................................................................ 245
9.1. Background ................................................................................................................................ 245
9.2. Overview ..................................................................................................................................... 245
9.4. Workstreams .............................................................................................................................. 248
9.4.1. Access Network Advancement ....................................................................................... 248
9.4.2. Backbone Network Advancement .................................................................................. 249
9.4.3. Cloud Computing Service .............................................................................................. 249
9.4.4. Integrated Management System and Skill Development ............................................. 249
9.5. Action Plan ................................................................................................................................. 251
10. Performance Management System.................................................................................................... 252
10.1. Background .............................................................................................................................. 252
10.2. Overview ................................................................................................................................... 252
10.3. To-Be Image and Main Functions .......................................................................................... 253
10.4. Workstreams ............................................................................................................................ 256
10.4.1. Performance Management Strategy Plan ................................................................... 256
10.4.2. Implementation of Performance Management System ............................................. 256
10.4.3. Implementation of Integrated Performance DB and Data Warehouse .................... 257
10.4.4. System Integration with Related Institution ............................................................... 257
10.4.5. Foundation of Integrated Operation ........................................................................... 257
10.5. Action Plan ............................................................................................................................... 258
11. Government Integrated Data Center ................................................................................................ 258
11.1. Background............................................................................................................................... 258
11.2. Overview ................................................................................................................................... 259
11.3. To-Be Image and Main Functions ........................................................................................... 259
11.4. Workstreams ............................................................................................................................. 261
11.4.1. Feasibility Study for Government Integrated Data Center ....................................... 261
11.4.2. Critical Factors Evaluation of Government Integrated Data Center ....................... 265
11.4.3. Digital Infrastructure .................................................................................................... 266
11.4.4. Implementation of Infra System .................................................................................. 266
11.5. Action Plan................................................................................................................................ 267
12. Roadmap.............................................................................................................................................. 268
12.1. Logical Sequence ...................................................................................................................... 268
12.2. Roadmap ................................................................................................................................... 269
V. Management Strategy .................................................................................................................................. 270
1. Methodology Framework and Activities for Management Strategy ................................................ 270
2. e-Governance Framework ................................................................................................................... 270
2.1. Background ................................................................................................................................ 270
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2.2. e-Governance Framework......................................................................................................... 271
3. Organizational Model ........................................................................................................................... 272
3.1. Institutional Arrangements ....................................................................................................... 272
3.1.1. e-Government Promotion Organizational Structure ................................................... 272
3.1.2. Major Roles and Responsibilities of Participant Organization .................................. 272
3.1.3. Accountabilities by Participant Organization .............................................................. 274
3.2. Organizational Redesign ........................................................................................................... 277
3.2.1. Digital Government Unit ................................................................................................ 277
3.2.2. e-Government Board ...................................................................................................... 280
3.2.3. ICT / e-Government Agency .......................................................................................... 281
3.2.4. SEFIN and ONCAE ........................................................................................................ 282
3.2.5. User Sector and Secretariat ............................................................................................ 284
3.2.6. Government CIO ............................................................................................................ 286
3.2.7. CIO Council / CONATEL .............................................................................................. 287
3.2.8. Information Society Council .......................................................................................... 288
3.2.9. ICT / e-Government Operating Agency ........................................................................ 290
3.2.10. ICT Company (Global and Local) ............................................................................... 291
3.2.11. Financial Institute ......................................................................................................... 292
3.2.12. NGO / NPO .................................................................................................................... 294
4. Management Structure ......................................................................................................................... 295
4.1. Mega Process .............................................................................................................................. 296
4.2. Process ........................................................................................................................................ 297
4.2.1. Policy Making Process .................................................................................................... 297
4.2.2. Partnership Building Process ......................................................................................... 298
4.2.3. Planning and Organization Process .............................................................................. 299
4.2.4. Implementation Management Process .......................................................................... 300
4.2.5. Operation Management and Monitoring Process ........................................................ 301
5. Change Management ............................................................................................................................ 303
5.1. Change Management Methodology .......................................................................................... 303
5.2. Change Management Model ..................................................................................................... 304
5.3. Change Management Plan ........................................................................................................ 305
6. Legal Framework.................................................................................................................................. 308
6.1. Legal Framework and Essential Acts ....................................................................................... 308
VI. Conclusion................................................................................................................................................... 326
Reference ........................................................................................................................................................... 327
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Figure Index
[Figure I.3-1] Proposed Methodology Framework .......................................................................................... 34
[Figure I.4-1] Project Schedule with Key Activities ......................................................................................... 36
[Figure I.5-1] Project Organization................................................................................................................... 37
[Figure II.1-1] Methodology Framework and Activities for Assessment ....................................................... 38
[Figure II.2-1] Honduras Map ........................................................................................................................... 39
[Figure II.2-2] GINI Index of Honduras (2011 – 2013) ................................................................................... 45
[Figure II.2-3] Government Organizational Structure – Sectorial Cabinet .................................................. 56
[Figure II.2-4] Government Organizational Structure – Secretariat of General Government Coordination
(SCGG) ................................................................................................................................................................ 57
[Figure II.2-5] Government Organizational Structure – Digital Government Unit...................................... 58
[Figure II.3-1] e-Government Development Index of Honduras and its Neighboring Countries ................ 64
[Figure II.3-2] Online Service Index of Honduras and its Neighboring Countries ....................................... 67
[Figure II.3-3] Telecomm Infrastructure Status of Honduras and its Neighboring Countries .................... 68
[Figure II.3-4] Human Capital Status of Honduras and its Neighbouring Countries .................................. 69
[Figure II.3-5] e-Participation Index of Honduras and its Neighboring Countries ...................................... 70
[Figure II.3-6] NRI Results of Honduras .......................................................................................................... 72
[Figure II.3-7] Fixed-telephone Subscriptions per 100 Inhabitants ............................................................... 75
[Figure II.3-8] Mobile-cellular Telephone Subscriptions per 100 Inhabitants .............................................. 76
[Figure II.3-9] Percentage of Individual Using the Internet ........................................................................... 76
[Figure II.3-10] Fixed(wired)-broadband Subscriptions per 100 Inhabitants ............................................... 77
[Figure II.3-11] Backbone of Optical Fiber in Honduras ................................................................................ 79
[Figure II.3-12] Mobile Network Coverage of 2G, 3G and 4G ........................................................................ 80
[Figure II.4-1] IT Diagnosis Results with Average Score in each Area ........................................................ 122
[Figure II.4-2] IT Diagnosis Results of IT Strategy ....................................................................................... 124
[Figure II.4-3] IT Diagnosis Results of IT Environment ............................................................................... 125
[Figure II.4-4] IT Diagnosis Results of IT Infrastructure ............................................................................. 126
[Figure II.4-5] IT Diagnosis Results of IT System: Business Support Section ............................................ 127
[Figure II.4-6] IT Diagnosis Results of IT Assessment .................................................................................. 127
[Figure II.4-7] IT Maturity Level of Honduras e-Government .................................................................... 128
[Figure II.5-1] Organization of Korea’s e-Government ................................................................................ 131
[Figure II.5-2] Organizational Chart of MOSPA focusing on e-Government Functions ........................... 132
[Figure II.5-3] Government Integrated Data Center for Korea ................................................................... 147
[Figure II.5-4] Korea Online e-Procurement System..................................................................................... 148
[Figure II.5-5] Major Achievement of Minwon24 .......................................................................................... 149
[Figure II.5-6] e-Customs System of Korea .................................................................................................... 150
[Figure II.5-7] Comprehensive Tax System of Korea .................................................................................... 151
[Figure II.5-8] UN e-Government Development Index .................................................................................. 159
[Figure II.5-9] Organizational Chart of CIDGE ............................................................................................ 172
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[Figure II.5-10] UN EGDI of Mexico .............................................................................................................. 175
[Figure II.7-1] Relations of Improvement Opportunities, Improvement Directions and e-Government
Dimension .......................................................................................................................................................... 181
[Figure III.1-1] Methodology Framework and Activities for Strategy Development.................................. 182
[Figure III.2-1] Honduras e-Government Vision ........................................................................................... 183
[Figure III.2-2] Honduras e-Government Strategies ..................................................................................... 184
[Figure III.3-1] ICT Portfolio Quadrant with e-Government Initiatives ..................................................... 193
[Figure III.3-2] e-Government Blueprint ....................................................................................................... 194
[Figure IV.1-1] Methodology Framework and Activities for Implementation Strategy ............................. 195
[Figure IV.2-1] e-Procurement System To-Be Image ..................................................................................... 197
[Figure IV.2-2] Workstream to Implement e-Procurement System .............................................................. 201
[Figure IV.2-3] Conceptual Function Diagram of e-Procurement System ................................................... 201
[Figure IV.2-4] Conceptual DB Diagram of e-Procurement System ............................................................ 203
[Figure IV.2-5] Conceptual Integration Diagram of e-Procurement System ............................................... 204
[Figure IV.2-6] Action Plan to Implement e-Procurement System ............................................................... 206
[Figure IV.3-1] Integrated Tax and Customs System To-Be Image .............................................................. 208
[Figure IV.3-2] Workstream to Implement Integrated Tax and Customs System ....................................... 212
[Figure IV.3-3] Action Plan to Implement Integrated Tax and Customs System ........................................ 214
[Figure IV.4-1] Government Administrative Service System To-Be Image ................................................. 216
[Figure IV.4-2] Action Plan to Implement Government Administrative Service System ........................... 220
[Figure IV.5-1] e-Government Portal To-Be Image ....................................................................................... 222
[Figure IV.5-2] Action Plan to Implement e-Government Portal ................................................................. 225
[Figure IV.6-1] Integrated Document Management System To-Be Image ................................................... 228
[Figure IV.6-2] Action Plan to Implement Integrated Document Management System ............................. 233
[Figure IV.7-1] HR System To-Be Image ........................................................................................................ 235
[Figure IV.7-2] Action Plan to Implement HR System .................................................................................. 238
[Figure IV.8-1] National Education Information System To-Be Image ........................................................ 241
[Figure IV.8-2] Action Plan to Implement National Education Information System .................................. 245
[Figure IV.9-1] Network Infrastructure To-Be Image ................................................................................... 247
[Figure IV.9-2] Procedure, Supporting System and Organization of Network Infrastructure .................. 250
[Figure IV.9-3] Action Plan to Advance Network Infrastructure ................................................................. 252
[Figure IV.10-1] Performance Management System To-Be Image ............................................................... 254
[Figure IV.10-2] Action Plan to Implement Performance Management System ......................................... 258
[Figure IV.11-1] Government Integrated Data Center To-Be Image ............................................................ 260
[Figure IV.11-2] Objectives and Goals of Government Integrated Data Center ......................................... 264
[Figure IV.11-3] Conceptual Network Diagram for Government Integrated Data Center ........................ 267
[Figure IV.11-4] Action Plan to Implement Government Integrated Data Center ...................................... 267
[Figure IV.12-1] Logical Sequence of e-Government Initiatives ................................................................... 268
[Figure IV.12-2] Roadmap of e-Government Implementation...................................................................... 269
[Figure V.1-1] Methodology Framework and Activities for Management Strategy .................................... 270
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[Figure V.2-1] e-Governance Framework ....................................................................................................... 271
[Figure V.3-1] Institutional Arrangement for e-Government Promotion..................................................... 272
[Figure V.3-2] Functional Organizational Chart for Digital Government Unit .......................................... 278
[Figure V.3-3] Functional Description of Digital Government Unit ............................................................. 280
[Figure V.3-4] Functional Description of e-Government Board ................................................................... 281
[Figure V.3-5] Functional Description of ICT / e-Government Agency ....................................................... 282
[Figure V.3-6] Functional Description of SEFIN and ONCAE ..................................................................... 284
[Figure V.3-7] Functional Description of User Sector and Secretariat ......................................................... 285
[Figure V.3-8] Functional Description of Government CIO.......................................................................... 287
[Figure V.3-9] Functional Description of CIO Council and CONATEL ...................................................... 288
[Figure V.3-10] Functional Description of Information Society Council ..................................................... 289
[Figure V.3-11] Functional Description of ICT / e-Government Operating Agency ................................... 291
[Figure V.3-12] Functional Description of Global and Local ICT Company............................................... 292
[Figure V.3-13] Functional Description of Financial Institute ...................................................................... 294
[Figure V.3-14] Functional Description of NGO and NPO ............................................................................ 295
[Figure V.4-1] Mega Process Definition for e-Government Management .................................................... 297
[Figure V.4-2] Policy Making Process Definition for e-Government Management ..................................... 298
[Figure V.4-3] Partnership Building Process Definition for e-Government Management ......................... 299
[Figure V.4-4] Planning and Organization Process Definition for e-Government Management ............... 300
[Figure V.4-5] Implementation Process Definition for e-Government Management .................................. 301
[Figure V.4-6] Operation Management and Monitoring Process Definition for e-Government
Management ...................................................................................................................................................... 303
[Figure V.5-1] Change Management Methodology ........................................................................................ 304
[Figure V.5-2] Change Management Model.................................................................................................... 305
[Figure V.5-3] Change Management Goals Setting ........................................................................................ 306
[Figure V.5-4] Change Management Directions and Programs .................................................................... 307
[Figure V.6-1] e-Government Legal Framework and Recommended Acts .................................................. 310
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Table Index
[Table I.5-1] Roles & Responsibilities of Project Organization ...................................................................... 37
[Table II.2-1] General Country Information of Honduras .............................................................................. 39
[Table II.2-2] Economic Indicators of Honduras ............................................................................................. 42
[Table II.2-3] Household Poverty Rate in Honduras (%)................................................................................ 44
[Table II.2-4] HDI Trends of Honduras ............................................................................................................ 46
[Table II.2-5] List of AHTI Member Companies ............................................................................................. 48
[Table II.2-6] List of Major Developers’ Event ................................................................................................ 49
[Table II.2-7] Strategic Axis of Digital Agenda 2014 – 2018 ............................................................................ 52
[Table II.2-8] Job Description of Digital Government Unit of Honduras ...................................................... 60
[Table II.3-1] 2014 e-Government Development Index ................................................................................... 63
[Table II.3-2] Online Service (Web Measure) Model: Stages of e-Government Evolution ........................... 66
[Table II.3-3] Online Service Index (OSI) and its Components ...................................................................... 66
[Table II.3-4] e-Participation Index and its Utilization by Stages ................................................................... 70
[Table II.3-5] Implications from UN e-Government Development Index ...................................................... 71
[Table II.3-6] Sub-indexes of Networked Readiness Index ............................................................................. 72
[Table II.3-7] The Networked Readiness Index of Honduras in Detail .......................................................... 75
[Table II.3-8] Connections with Free Wi-Fi Project “Internet del Pueblo” ................................................... 78
[Table II.3-9] Current e-Government System .................................................................................................. 83
[Table II.4-1] IT Evaluation Measurement ..................................................................................................... 119
[Table II.4-2] IT Maturity Model .................................................................................................................... 121
[Table II.4-3] IT Diagnosis Results in Details ................................................................................................. 123
[Table II.4-4] Implications of IT Diagnosis ..................................................................................................... 129
[Table II.5-1] Major Roles and Responsibilities of e-Government Organization in MOSPA .................... 135
[Table II.5-2] Major Roles and Responsibilities of e-Government Organization (MSIP) .......................... 140
[Table II.5-3] e-Government Best Practices of Korea .................................................................................... 146
[Table II.5-4] History of Korea’s e-Government Legal Framework ............................................................ 153
[Table II.5-5] Informatization Related Acts ................................................................................................... 156
[Table II.5-6] Korea’s Position in e-Government ........................................................................................... 159
[Table II.5-7] Smart Government Implementation Plan 2011-2015 ............................................................. 162
[Table II.5-8] Strategies of Agenda for Connectivity ..................................................................................... 163
[Table II.5-9] The Government Online Strategy ............................................................................................ 165
[Table II.5-10] Digital Ecosystem .................................................................................................................... 166
[Table II.5-11] e-Government Projects in Colombia ...................................................................................... 167
[Table II.5-12] Top 10 Countries in Latin America ........................................................................................ 168
[Table II.5-13] Main Axis of the National e-Mexico System .......................................................................... 174
[Table II.6-1] e-Government Investment by International Funds ................................................................ 179
[Table III.3-1] e-Government Initiatives ......................................................................................................... 186
[Table III.3-2] Definition of Evaluation Criteria ............................................................................................ 188
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[Table III.3-3] Scoring Results of e-Government Initiatives ......................................................................... 191
[Table III.3-4] Definition and Key Features of Category in ICT Portfolio Quadrant ................................ 192
[Table IV.2-1] Main Functions of e-Procurement System ............................................................................. 200
[Table IV.3-1] Main Functions of Integrate Tax and Customs System ......................................................... 211
[Table IV.4-1] Main Functions of Government Administrative Service System.......................................... 218
[Table IV.5-1] Main Functions of e-Government Channel ............................................................................ 223
[Table IV.5-2] Main Functions of e-Government Portal ................................................................................ 224
[Table IV.6-1] Main Functions of Integrated Document Management System ........................................... 230
[Table IV.7-1] Main Functions of HR System ................................................................................................. 237
[Table IV.8-1] Main Functions of National Education Information System ................................................ 243
[Table IV.9-1] Main Functions of Network Infrastructure ............................................................................ 248
[Table IV.9-2] Network Training Method ....................................................................................................... 251
[Table IV.9-3] Network Training Course ........................................................................................................ 251
[Table IV.10-1] Main Functions of Performance Management System ....................................................... 256
[Table IV.11-1] Main Functions of Government Integrated Data Center .................................................... 261
[Table IV.11-2] Current Status of Data Center within Honduras Government ........................................... 263
[Table IV.11-3] Implications for Government Integrated Data Center Benchmarking .............................. 264
[Table IV.11-4] Location Selection Criteria for Government Integrate Data Center ................................. 265
[Table IV.11-5] Infrastructure Requirements for Government Integrated Data Center ............................ 266
[Table V.3-1] Major Roles and Responsibilities of Participant Organizations for e-Government by
Organizational Function .................................................................................................................................. 274
[Table V.3-2] Accountability Metrics – RASIC Chart (1/2)........................................................................... 276
[Table V.3-3] Accountability Metrics – RASIC Chart (2/2)........................................................................... 277
[Table V.6-1] Law Area for Legal Framework ............................................................................................... 309
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Acronym
Acronym
Definition
2G
2nd Generation
4G
4th Generation
4G /LTE
4th Generation / Long Term Evolution
AFIS
Automated Fingerprint Identification System
AHTI
Honduran Information Technology Association
ALM
Anti-Money Laundry System
AVL
Automatic Vehicle Location
BCH
Banco Central de Honduras (Central Bank of Honduras)
BCM
Business Continuity Management
C2G
Citizen to Government
CARSI
Central America Regional Security Initiative
CCD
Centro Comunitario Digital (Digital Community Centers)
CCTV
Closed Circuit TV
CEO
Chief Executive Officer
CIO
Chief Information Officer
CIR
Critical Information Requirement
CMMI
Capability Maturity Model Integration
CONATEL
Comisión Nacional de Telecomunicaciones (National Commission of
Telecommunications)
CRM
Customer Relationship Management
DBA
Database Administrator
D-DOS
Distributed Denial-of-Service
DR-CAFTA
Dominican Republic-Central American Free Trade Agreement
DRS
Disaster Recovery System
DSL
Digital Subscriber Line
EA
Enterprise Architecture
EGDI
E-Government Development Index
EGM
E-Government Management
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Acronym
Definition
EIII
Evaluation Indices of Industrial Informatization
EIRR
Economic Internal Rate of Return
EPI
e-Participation Index
ERA
Evaluation of Academic Output
ERP
Enterprise Resource Planning
FAQ
Frequently Asked Question
FTTx
Fiber To The Everywhere (x=Home, Business, Curbs)
FDI
Foreign Direct Investment
G2B
Government to Business
G2C
Government to Citizen
G2G
Government to Government
Gbps
Gigabyte per Second
GDP
Gross Domestic Production
GEA
Government Enterprise Architecture
GIDC
Government Integrated Data Center
GIS
Geographic Information System
GNI
Growth National Income
GSMA
Global System for Mobile Communication Association
H/W
Hardware
HIPC
Heavily Indebted Poor Countries
HRD
Human Resource Development
HVAC
Heating, Ventilation and Air-conditioning
HDI
Human Development Index
IBIS
Integrated Ballistics Identification System
ICT
Information and Communication Technology
ICT BSC
Information and Communication Technology Balanced Score Card
IDB
Inter-America Development Bank
INE
Instituto Nacional de Estadística (National Institute of Statistics)
INFOP
Instituto de Formación Profesional (Institute of Professional Training)
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Acronym
Definition
INSEP
Secretaría de Estado en los Despachos de Infraestructura y Servicios
Públicos (Secretariat of Infrastructure and Public Services)
INVIL
Information Network Villages
IP
Instituto de Propiedad (Institute of the Property)
ISO
International Standard Organization
ISO/IEC
International Standard Organization / International Electro-technical
Commission
IT
Information Technology
KM
Knowledge Management
KOICA
Korea International Cooperation Agency
KONEPS
Korea Online Procurement System
KRW
Korean Won
LAN
Local Area Network
MIAH
Modulo de Indicadores Anbientales de Honduras (Honduras
Environment Indicators Module)
MIGA
Modulo de Información Geográfica Ambiental (Environmental
Geographic Information Module)
MIRA
Modulo de Información de Registro Ambiental (Environmental
Registration Information Module)
MO
Management Organization
MOSPA
Ministry of Security and Public Administration
MS
Management System
MSIP
Ministry of Science, ICT and Future Planning
N/W
Network
NaaS
Network as a Service
NCIA
National Computing and Information Agency
NGN/BcN
Next Generation Network / Broadband convergence Network
NGO
Non-Governmental Organization
NIPA
National IT Industry Promotion Agency
NPV
Net Present Value
NRI
Networked Readiness Index
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Acronym
Definition
NDMS
National Disaster Management System
ODA
Official Development Aid
OECD
Organization for Economic Cooperation and Development
OJT
On the Job Training
OSI
Online Service Index
PC
Personal Computer
P-CI
Programa de Comunicación Institucional (Institutional Communication
Program)
P-FI
Programa de Fortalecimiento Institucional (Institutional Empowerment
Program)
P-FPI
Programa de Formación Profesional Integral (Integral Professional
Training Program)
P-GC-FPI
Programa de Gestión de Calidad para la Formación Profesional
Integral (Quality Management Program for the Integral Professional
Training)
PHP
Personal Home Page
PKI
Public Key Infrastructure
PMO
Program Management Officer
PMU
Program Management Unit
PND
Plan Nacional de Desarrollo (National Development Plan)
POA
Plan Operativo Annual (Annual Operative Plan)
PPP
Public Private Partnership
QAO
Quality Assurance Officer
RASIC
Responsible, Approve, Support, Inform and Consult
RETC
Registro de Emisiones y Transferencia de Contaminantes (Air
Emissions, Transferences and Contaminants Registration)
RFID
Radio Frequency Identification
RWA
Readiness, Willingness and Capability
S/W
Software
SACE
Sistema de Administración de Contros Educativos (Education Center
Administration System)
SAG
Secretaría de Agricultura y Ganadería (Secretariat of Agriculture and
Stock Farming)
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Acronym
Definition
SAS
Statistical Analysis System
SCGG
Secretaría de Coordinación General de Gobierno (Secretariat of
General Government of Coordination)
SDHJGD
Secretaría de Derechos Humanos, Justicia, Gobernación y
Descentralización (Secretariat of Human Rights, Justice, Governance
and Decentralization)
SEDIS
Secretaría de Desarrollo e Inclusión Social (Secretariat of Social
Development and Inclusion)
SENDI
Sistema Electrónico de Negociación de Divisas (Electronic Currency
Exchange System)
SEPLAN
Secretaría de Cooperación Externa y Planificación (Secretariat
Technical of Planning and External Cooperation)
SEPOL
Sistema Estadístico Policial en Línea (Online Police Statistics System)
SERNA
Secretaría de Energía, Recursos Naturales, Ambiente y Minas
(Secretariat of Energy, Natural Resources, Environment and Mines)
SIAFI
Sistema de Administración Financiera Integrada (Integrated Financial
Administration System)
SIARHD
Sistema Integrado de Administración de los Recursos Humanos
Docentes (Human Resource Administration System)
SICA
Sistema de Integración
Integration System)
SIPLIE
Sistema de Planificación de la Infraestructura Educativa (System of
Education Infrastructure Plan)
SLA
Service Level Agreement
SLM
Service Level Management
SME
Small and Medium Enterprise
SMP
Standardized Management Procedure
SMS
Simple Message System
SNS
Social Networking Service
TFT
Task Force Team
TII
Telecomm Infrastructure Status
UN
United Nations
UN/CEFACT
United Nations Centre for Trade Facilitation and Electronic Business
UNDP
United Nations Development Plan
CentroAmericana
(Central
American
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Acronym
Definition
UNESCO
United Nations Educational, Scientific and Cultural Organization
UNICEF
United Nations Children's Fund
UNPACS
United Nations Public Administration Country Studies
UPS
Universal Power Supply
USDA
United States Department of Agriculture
WB
World Bank
WCIT
World Conference on International Telecommunications
WIPO
World Intellectual Property Organization
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Executive Summary
Honduran president Juan Orlando Hernández, after his administration took office with fouryear term in 2014, showed his strong will to transform toward digital government. The
Honduran government created a dedicated organization for e-Government, Digital
Government Unit, under the SCGG and integrated organization under SEPLAN which was in
charge of e-Government with it. Furthermore, Digital Agenda 2014 – 2018 was developed to
establish Master Plan in 2014 and initiate e-Government within his term in office.
With the will of the Honduran government and the support from the Korean government,
comprehensive and collective e-Government master plan, not limited to a few initiatives with
high priority in common in developing countries, is required in order to carry out eGovernment implementation in holistic, structured and collaborative manner. It enables the
Honduran government to secure viable plan for e-Government implementation and achieve
better outcomes of policy, Digital Agenda 2014 – 2018.
The primary goals of this project are to analyze the status and the environment of Honduras
e-Government and to develop the vision and roadmap to implement initiatives for Honduras
e-Government.
In order to present a blueprint to establish an efficient, systematic and productive Honduras eGovernment, the project will focus on:
1. Set up mid and long-term e-Government vision and mission
2. Come up with implementation strategies to carry out core tasks and initiatives
3. Select major initiatives and draw roadmap reflecting priorities
4. Recommend directions for change management including organization, legal
framework, and human resources which are relevant to e-Government
The NIPA’s framework, an advanced e-Government development framework, is applied to
this project, which is developed based on the extensive experience and knowledge of eGovernment by NIPA. The framework is designed to develop e-Government Master Plan in
developing countries and support them with implementing e-Government in more efficient
and effective manner. Detailed activities in the framework are tailored and elaborated
considering environment and objectives of Honduras e-Government to be achieved through
e-Government master plan.
The e-Government master plan development has been performed from August to November
for four months aligned with phases – preparation, assessment, strategy development,
implementation strategy and management strategy – in the advanced e-Government
development framework.
This project has been performed by the task force team organized with the consultants from
the National Industry Promotion Agency (NIPA) of Korea and government officials at Digital
Government Unit of Honduras. The consultants from NIPA are in charge of decision-making
on behalf of Korea and alignment with e-Government unit for the project, and Digital
Government Unit is in charge of decision-making on behalf of Honduras and cooperation
with NIPA for the project.
Assessment is to understand overall ICT and e-Government environment in the perspectives
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of macro environment and ICT environment, analyze current status of ICT and e-Government
with major issues and requirements, diagnose IT status based on IT maturity model and then
set improvement direction.
ICT policy, i.e. Digital Agenda 2014 – 2018 is well developed aligned with Country Vision
and National Plan, there is lacking in viable and detailed plan putting the policy into action.
Despite government’s commitment and efforts to carry out ICT and e-Government
implementation, ensuring sustainability still remains as one of major issues to be addressed.
Digital Government Unit is organized to pursue transformation toward digital government,
but there is lack of functions in structured manner and lack of human resources to perform
required essential functions. There has been progress in legal and institutional framework.
However, there is no strong legal base to enforce transformation toward information and
knowledge society as well as active application of ICT in government operation.
Based on analysis of UN e-Government Development Index, compared to the development
level of national competitiveness, network readiness and ICT, Honduras e-Government is less
developed, mostly for the reason of lower level of infrastructure and civil participation which
UN focuses on. Honduras needs to focus more on its online service in Health, Education,
Social Welfare, Labor and Finance, which are considered as representative services for the
civilians. UN also recommends the provision of free connectivity through public kiosks and
other facilities and the introduction of useful infrastructure and decrease a digital divide to
induce participatory of civilians.
To build the ICT infrastructure at national level, the National Commission of
Telecommunications (CONATEL) is pushing forward the project in priority to expand free
Wi-Fi zones in schools and public parks and further hospitals and police stations. According
to the CONATEL, 97,271 students of the public schools will benefit from the School
Connected with Internet Project. In spite of the efforts to expand free Wi-Fi zones, the current
ICT infrastructure in Honduras is not established enough in particular in rural areas.
Meanwhile, each public institution of Honduras has its own network by contracting different
operators, thus there is no integrated national administrative network yet.
Based on interview and reference review, some well-developed e-Government systems are
identified. Even though, those systems are still in use only within institution which have
ownership or shared with limited users. They are also lacking of integration with related
systems and interoperability.
The interview is conducted to understand current states of organization, operation, and eGovernment and supporting ICT infrastructure, and to acquire core e-Government
requirements, and to identify major improvement opportunities and potential e-Government
initiatives from various stakeholders. The interview has been conducted with ICT officials in
charge at 27 institutions from August 26th to September 2nd.
According to the interview results, some institutions such as Secretariat of Education,
National Autonomous University of Honduras, Secretariat of Security, Secretariat of Finance,
Central Bank of Honduras, National Commission of Banks and Insurance, National
Commission of Telecommunications and National Institute of Statistics have relatively well
structured and developed ICT infrastructure and systems. However, those ICT infrastructure
and systems are used within the institutions which own them and not integrated with other
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systems.
Central ICT unit has been organized within each institution after government reformed in
2014, which is in progress of approval by parliament. However, there is no direction or
guideline to standardize organization and operating procedure at government level as a whole.
The proportion of officials who have professional ICT knowledge is also varied, but very low
in general.
Most of data centers are merely storage rooms for ICT equipments with obsolete H/W and
outdated S/W and without proper facilities such as air conditioning, fire precautions and UPS.
Network infrastructure for those data centers is very also poor without adequate security to
protect sensitive and confidential information.
Only a few institutions provide training courses for ICT officials and government officials,
which are limited to basic computer skills such as office, e-mail and internet, end user
training after system implementation and basic tools and services for system development.
There is no official training to improve skills and knowledge and increase usage of ICT
aligned with job requirements and career development path.
There are common major issues encountered and identified by almost all institutions: lack of
ICT infrastructure in general as well as in regional area, budget for both development and
maintenance, ICT resources and awareness and consensus concerning ICT and e-Government.
It is also identified as major issues to plan and execute projects within each institution
without a holistic view as a whole of government, which causes redundant investment, silo
system with lack of interoperability and polarization of ICT infrastructure and resources.
Lack of awareness and consensus on ICT and e-Government both within and outside
government are also considered big barriers to transform toward e-Government. A want of
sustainability to carry out policies and long-term plan is also considered one of the biggest
barriers.
Accordingly, it is considered key success factors of ICT and e-Government implementation to
improve ICT infrastructure, provide ICT education or training, promote ICT industry,
establish ICT laws, regulations and incentives, and make a commitment for sustainable ICT
and e-Government.
Summarizing interview results, implications for improvement opportunities are derived: it is
required to implement common ICT infrastructure with high priority so as to establish a
foundation, remove redundant investment and have each institution concentrate on core
value: it is important to promote e-Education which is leveraged to provide training and
education on ICT and e-Government and drive improvement of ICT and e-Government at the
same time with contributing to increase of awareness and consensus building within and
outside government: it is essential for government to show strong leadership and commitment
with feasible and sustainable plan on ICT and e-Government implementation.
IT diagnosis is conducted not to evaluate the level of e-Government of each Secretariat or
each institution but to analyze the overall level of e-Government of Honduras. In order to
diagnose the IT level of e-Government of Honduras, the Evaluation Method for Information
Technology Level has been applied with measurements consisting of 5 areas and 13 sections
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The total score of the IT diagnosis is 3.02, at the beginning of level 3. The figure indicates
that e-Government of Honduras has got out of the Process Integration Stage and is just
moving into the Enterprise (Organization) Integration Stage. The results of all areas, except
IT Strategy and IT Environment, scored at around level 3. This shows that each area is
developing at the similar pace. However, the relatively high score of (3.67) for IT
Infrastructure area including PC Penetration and Network means that the other areas like IT
Strategy, IT system, IT assessment and IT environment are not keeping up enough with the IT
Infrastructure although the IT Infrastructure is quickly changing.
Based on the IT maturity model, the stage of e-Government of Honduras is on level 3
However, it cannot be said that the stage is definitively level 3 because the score 3, which
means IT infrastructure and IT assessment still remain on level 2, as a result, it is in between
2 level 2 and level 3.
Benchmarking for Korea, Colombia and Mexico has been conducted in perspectives of eGovernment policy including vision and strategy, e-Government organization, major
achievement, core systems, legal framework and future directions.
Korea, as a newly industrialized country, has been developing after overcoming the Second
World War and the Korean War. In 2013, Korea’s GDP is $1.2trillion which is the 15th biggest
in the world, and GDP per capita is $28,739, ranked number 29 in the world. However, GDP
per capital was merely $254 in 1970 and $1,645 in 1980. Korea has been growing rapidly,
and it is estimated that the introduction of e-government was the huge driving force of
economic growth. E-Government promoted more favorable environment to the national
economic development as well as improved transparency and efficiency of the public
administration.
Furthermore, Korea has actively pursued e-Government as a crucial means to make the
government more competitive, by leveraging the world’s best information technology (IT)
infrastructure including broadband Internet. It had laid the groundwork for e-Government,
including National Basic Information System (NBIS) computer networks in the 1980s and
streamlining of applicable laws and institutions in the 1990s. From the 2000s, the Korean
government implemented e-Government as the major national agenda for the new century. It
concentrated on 11 major initiatives for e-Government (2001-2002) and 31 major tasks for
the e-Government roadmap (2003-2007). As a result, e-Government has become firmly
established in all areas of the Korean government.
The Korean Government implemented Smart Government Plan 2011-2015 with a need for a
strategy to take leading role in global e-government development and for next-generation
strategy in smart IT environment. It is becoming more mobile, intelligent and smart as shown
the fact that smart-phone users are expected to increase from 7 million in 2010 to 25 million
in 2013 and convergence and mesh-up of ICT are on the rise such as cloud computing, web
3.0, etc.
Through Smart Government public users may enjoy easy and free access to government
services regardless of the delivery channel thanks to advanced information technology and
converged government services. In this context the government should adapt to smart IT age,
which will lead to a fundamental upgrade in how we live and work. As a result, Korea will be
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able to resolve its social problems of low birth rate and the aging society, while actively
responding to future issues of social security and public welfare.
The initiatives to promote the use of Information Technologies (IT) in Colombia were
showed in the 90s. In the early 1997, the National Council of IT (Consejo Nacional de
Informática) was established, which was formed by the government representatives and the
private sector. As starting point for National IT Plan (Plan Nacional de Informática), the
Council published the “Guideline for a National IT Policy (Lineamientos para una Política
Nacional de Informática)” in April 1997.
The Ministry of Information and Communication Technologies (MinTIC) launched the Live
Digital Plan (El Plan Vive Digital) in 2010 for 4 years, which make the country jump
technologically through the spread of Internet and development of national digital ecosystem.
This Plan allows the government to reach the democratic prosperity thanks to the
appropriation and the use of the technology. To achieve the spreading of the use of Internet,
the Colombian government would invest 5.5 trillion pesos until 2014 in implementing the
initiatives of infrastructure, service and applications with concrete goals.
Now Colombia is establishing the Vive Digital 2014-2018 as the next step with the following
principle objectives: To be global leader in the development of social applications for the
poor: With creating contents and applications that contribute to the decrease of poverty, it
will be promoted the use of the infrastructure and the connection to optical fiber that the Live
Digital Plan has displayed across the country. Colombia will be consolidated in 2014-2018 as
global leader in the development of social apps for the poor, which help to increase the
productivity and the quality of life in agriculture, education and health: To be the more
efficient and transparent government thanks to ICT: Colombia will advance in appropriation
of the ICT for all Colombians to enjoy the benefits and services of the technologies, entering
a new digital world where all citizens find their information in virtual platforms and make
database. All of these will require the information and the increase in the number of
professionals and technicians specialized in ICT areas.
The Mexican Government implemented e-government projects as part of the public
administration reform and modernization processes during President Vicente Fox’s
Administration (2000-2006). The strategy has required the construction and acquisition of
physical infrastructure as well as creation and modification of institutional and organizational
structure. Today, with different levels of progresses, the Mexicans can get access to
information and services online such as tax return, request for permits, licenses and passports,
job searching, medical appointment, and so on.
In 2001, the Presidential Office for Government Innovation (Oficina Presidencial para la
Innovación Gubernamental) officially introduced the e-government as an initiative of public
policy to digitalize and modernize the government. The importance of this policy was
incorporated as one of the pillars of the National e-Mexico System (Sistema Nacional eMéxico). The National e-Mexico System, as a project of the State, with an integrated and
totally intercommunicated society, where each Mexican lives in an environment of equality
of opportunities between them and with the rest of the world, respecting and preserving the
multicultural richness of Mexico.
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After launching the National e-Mexico System, the Mexican Government has achieved the
development of e-government as shown the rank of EGDI (E-Government Development
Index) surveyed by UN (United Nations). Thanks to e-government projects the Mexican
people are able to deal with the civil affairs of the federal government by Internet, which
reduced time and cost as well as administration cost for inefficient work. Actually more than
16,000 useless regulations and about 3,000 process procedures were abolished, reducing the
time of 95% and cost of approximately 248 million dollars during 2009-2011.
Based on analysis of ICT environment, e-Government status, e-Government requirements
and IT diagnosis, improvement opportunities are identified with reference of UN index and
benchmarking:
 Legal and institutional framework is put into practice to ensure sustainable eGovernment.
 Advancement and optimization of ICT infrastructure is carried out with high priority
to promote e-Government implementation.
 National ICT standards ensure interoperability compliant to global standards and
regulations.
 Common systems applied to all or most of institutions are developed and
implemented in centralized way to reduce redundant investment, which also
accelerates implementation of standardized process and collaboration among
institutions.
 Transform to digital government, e-Service provision and information offering are
carried out simultaneously.
 Government needs to put more efforts in increasing awareness and encouraging
engagement within and outside government.
Improvement directions are set to realize improvement opportunities, which address eGovernment dimensions of e-Governance and ICT infrastructure at strategic perspectives,
and G2G, G2C and G2B at beneficiaries and transactional perspectives.
Improvement directions are defined as follows:
 Sustainable Digital Government
 Interoperable and scalable ICT infrastructure and e-Government
 Cost efficient investment through reusable and shared systems
 Common systems and standardized process
 Accessible and affordable government administrative services
 Streamlined and collaborative government work environment
 Increase of digital literacy and decrease of digital gaps
Strategy Development is to develop e-Government vision and strategies, design future eGovernment model, define e-Government initiatives and provide e-Government blueprint
ultimately to achieve country vision and objectives. In order to develop e-Government vision
and strategy, improvement directions from assessment are reviewed. Defined initiatives in
strategy development become major input for implementation strategy and management
strategy.
To achieve objectives of Country Vision and national ICT vision and objectives of digital
government set in Digital Agenda 2014 – 2018, e-Government vision should be developed in
line with current Country Vision and national ICT policy. e-Government vision has been
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developed through e-Government visioning workshop with Digital Government Unit as “To
be an efficient and transparent government seeking the continuous improvement of services
to citizens with using ICT in a sustainable way”.
e-Government strategies to achieve e-Government vision and objectives with becoming
digital government for Honduras are developed in five dimensions of e-Government which
are e-Governance, ICT infrastructure, G2G, G2C and G2B. e-Government strategies has been
developed as “committed and accountable government leadership” for e-Governance,
“technology-driven transformation” for G2G, “reliable and accessible government services”
for G2C, “competitive Honduran business” for G2B and “optimized H/W, S/W and N/W” for
ICT infrastructure.
Nineteen e-Government initiatives are defined out of forty potential e-Government initiatives
identified through assessment on the basis of political leadership, strategic evaluation,
interrelations analysis and strategic alignment review.
Four initiatives belong to e-Governance dimension – legal framework, operational model,
management structure and change management – are addressed in management strategy.
Fifteen initiatives for ICT infrastructure, G2G, G2C and G2B – government integrated data
center, network infrastructure, integrated document management system, government
administrative service system, HR system, performance management system, national
disaster and civil security management system, national education information system,
integrated tax and customs system, transportation management system, e-Government portal,
e-Education, e-Tax and e-Customs – are addressed in implementation strategy. Three G2C
and G2B initiatives Out of fifteen initiatives for implementation strategy – e-Education, eTax and e-Customs – are integrated with relevant G2G initiatives for efficient and effective
implementation.
Therefore, total sixteen e-Government initiatives are defined: four for management strategy
and twelve for implementation strategy.
Implementation Strategy is to develop viable and visible strategic plan for defined eGovernment initiatives with To-Be image, definition of main functions, workstreams and
action items for government to develop implementable plan efficiently and implement those
initiatives as planned. In order to develop implementation strategy, result from various
analysis and interview during the assessment and initiatives selection in the strategy
development have been reviewed.
e-Procurement system plays an important role in improving government services to business
and institutions as well as efficiency of government operations. e-Procurement system
provides efficient, transparent and standardized collaboration workplace for both public
buyers and suppliers, improving operational efficiency and user satisfaction. e-Procurement
system provides one-stop services to both public buyers and suppliers through e-Procurement
portal, service synchronization and data integration with related systems. e-Procurement
system basically consists of five sub-systems for government procurement function – eProcurement portal, public procurement policy management, e-Procurement delivery solution,
procurement management, and procurement intelligence – in order to transform procurement
function with using ICT. System administration for e-Procurement is also located in it as subsystem, but it is integrated with centralized operation and maintenance.
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Integrated Tax and Customs System transforms government operations, improves revenue
management, and reforms government services to citizen and business on tax and customs.
Tax and customs are major sources of government revenue, so government finance operation
needs to standardize, improve and integrate revenue recognition process and system with
entire finance operation. In order to do that, major sources of government revenue needs to be
managed in advanced and integrated manner. Integrated Tax and Customs System plays an
important role in improving revenue management as well as innovating government
administrative services to citizen and business. It provides efficient, transparent and advanced
work environment for government officials and a convenient and effective window for citizen
and business, improving operational excellence and user satisfaction. Integrated Tax and
Customs System supports government operation and administrative services as well as
provides a single window for taxpayer and business on import and export with using ICT.
Integrated Tax and Customs System basically consists of six sub-systems for government
functions and payer’s duty on tax and customs – e-Tax and e-Customs portal, policy and
regulation management, tax management, customs management, cargo management and tax
and customs intelligence – in order to transform tax and customs functions with using ICT.
Government Administrative Service System improves government operational efficiency and
quality of government services to citizen and business by providing specialized electronic
environment of civil affairs administration. Government Administrative Service System
provides advanced informatization foundation for government administrative operation, civil
relations and administrative information sharing on civil affairs. Government Administrative
Service System for civil affairs basically consists of four sub-systems for government civil
affairs function for both citizen and business – civil affairs for citizen, civil affairs for
business, civil relations and administrative information management – in order to standardize
and streamline end-to-end civil affairs administrative operation in integrated and
collaborative manner with using ICT. It is requisitely integrated with e-Government Portal
and common infrastructure with identification and authentication, digital signature, workflow
for administrative operation and e-Payment, as to provide civil affairs administrative services
in the best and safe way at user perspectives.
e-Government Portal improves quality of information and government services through onestop online services and promotes active e-Participation from citizen and business through bidirectional communication. e-Government Portal provides a single gateway for civil affairs
administrative services, information offering on both government general and civil affairs,
and bi-directional communication between government and citizen and business. eGovernment Portal basically consists of two components – e-Government Channel and eGovernment Portal – in order to provide government services and information in integrated
and collaborative manner and diversify access media with using ICT. It is requisitely
integrated with Government Administrative Service System, other government administration
system and common infrastructure with identification and authentication, digital signature,
workflow for administrative operation and e-Payment, as to provide government services and
information in the best and safe way at user perspectives.
Integrated Document Management System plays a critical role to establish foundations for eGovernment implementation and accelerate transformation to digital government. Integrated
Document Management System provides foundation for efficient and effective collaboration,
information sharing and provision of government administrative services within and outside
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government. Integrated Document Management System basically consists of five subsystems to transform all government operation based on electronic document and workflow
and provide convenient online services to citizen and business – administrative information
sharing service portal, work document management, digital contents management, central
digital contents and central digital archiving – with enabling standardized and streamlined
end-to-end government operation in integrated and collaborative manner with using ICT.
The HR system has an important role to draw competent people into the government by
providing a proper training to the work and compensation over the outstanding performance.
HR system has a series of the process to deal with effectively the human resource
development. HR system should be implemented to support the processes by the
computerized system. The HR system will manage effectively the whole processes for HR
from planning, recruit, selection, training, performance measurement to compensation and
separation. Four workstreams with nine action items are recommended to carry out HR
initiatives successfully, achieve the objectives and realize expected benefits.
National Education Information System enables government and academy to manage and
provide administrative affairs and information related to national education and academy
more efficiently. It also provides more solid and advanced nationwide foundations for
effective e-Education delivery in order to achieve Country Vision with using ICT and
implementing e-Government. National Education Information System enables government
and academy to manage and provide administrative affairs and information in integrated and
collaborative manner within and outside institution. It also provides nationwide advanced
foundations for effective e-Education delivery. National Education Information System
consists of five sub-systems as a nationwide e-Education platform – e-Education portal, eLearning solution, national education information management, school information
management, and research information and skill development – in order to establish
nationwide educational environment with using advanced ICT.
Network infrastructure is essential ICT infrastructure for implementing e-Government
successfully. So depending on what level of network infrastructure will provide to the eGovernment, that is, how fast the network will provide, how large area will be covered and
how many users can access the network without burden financially or technically. Advanced
network infrastructure required to effectively and reliably provide e-government service
through the government data network. Network infrastructure advancement should be
considered access network, backbone network, cloud service and management capability to
maintain high speed, high quality service through the network.
Performance Management System drives successful implementation of e-Government and
transformation toward digital government based on objective-oriented organizational culture
and strategic government management. Performance Management System enables
government to communicate vision and objectives more effectively and manage
organizational and individual performance transparently and systematically. Performance
Management System consists of four sub-systems – user service, policy and institution
management, performance planning management and performance evaluation management –
in order to achieve vision and objectives more effectively and implements e-Government
efficiently with changes in the fundamental and organizational culture.
The Government Integrated data center, so called GIDC, is required to provide the
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government service to the citizen using electronic channels, each Secretariat or agency can
prepare to provide quick and easy service, and that is common phenomena up to now. But in
the view of the investment, operation and management, the services by individual Secretariat
estimated less efficiency than integrated services by Government integrated data center.
GIDC is Government ICT infrastructure to provide high quality of services with economic
way, and avoid investment duplication of the assets required to government. Therefore GIDC
should be flexible, standardized and security enforced common infrastructure.
Roadmap for e-Government initiatives are developed in consideration of prioritization based
on strategic evaluation of forty potential initiatives and adjustment based on logical sequence
among fourteen selective initiatives including initiatives for management strategy. In order to
develop viable roadmap, project period of time for respective initiative is also considered to
efficient utilization of available resources, time for financing and acquiring and training of
human resources and application and stabilization of implemented initiatives. The roadmap
recommended here only includes e-Government initiatives for implementation strategy. The
roadmap has been developed based on five-year cycle and defines e-Government
development phases as foundation (2015 – 2016), stabilization and expansion (2017 – 2018)
and advancement (2019).
Management Strategy is to define e-Governance framework and design actual e-Government
implementation and operation environment, which is e-Government operating model,
consisting of organizational model, management structure of project management, change
management and legal framework. It is critical for successful e-Government implementation
in collaboration with various stakeholders.
e-Governance framework defines and provides e-Government implementation environment
with core operating model of organizational model, management structure of project
management, change management and legal framework. It should be carried out aligned with
overall e-Government Master Plan and individual e-Government initiatives along with project
lifecycle from planning to closing.
Institutional arrangements for e-Government promotion are designed with five functional
groups – dedicated e-Government body, central funding body, ICT leadership group, ICT
technical group and public private partnership – to facilitate institutional interactions and
implement e-Government initiatives in collaborative and integrated manner. It also promotes
engagement of private sector from policy making to operation and maintenance of eGovernment implementation on the basis of strategic partnership.
The purpose of Digital Government Unit and its function is to provide advice to SCGG and
implement and lead public private partnership as well as implement ICT infrastructure and eGovernment in conjunction with respective government institutions and private sectors
regarding policy making, big picture for strategy development and oversight planning and
execution of ICT infrastructure and e-Government programs. Digital Government Unit
reports to Presidential Direction of Transparency, Modernization and State Reform and work
closely with e-Government Board. Organizational structure for Digital Government Unit is
suggested to be redesigned with five divisions which are policy, planning, performance,
support and PMO.
Management structure under e-Governance is defined as core processes to develop
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foundation for transformation toward digital government as well as facilitate e-Government
implementation systematically within and outside government. It also encourages engaging
private sectors based on strategic partnership and diversifies financing and procurement
method. Management structure under e-Governance is defined as core processes to develop
method. Processes – policy making, partnership building, planning and organization,
implementation management, and operation management and monitoring – form closed-loop
affecting each process. Policy making is to develop policy and guidance to plan, implement
and operate ICT infrastructure and e-Government and make decisions effectively and
efficiently. Partnership building is to identify issues and opportunities, define evaluation
criteria and build sustainable public and private partnership. Planning and organization is to
identify project, plan budget, develop business case, define evaluation criteria, select partner
and process contract. Implementation management is to finance, design, procure and
implement ICT infrastructure and/or e-Government services. It is not necessarily proceeded
after partnership building. Operation management and monitoring is for government to
operate ICT infrastructure and/or e-Government services, and monitor operating status and
performance or to manage and monitor operation provided by outsourced companies.
Change management should be planned and executed as to accelerate execution as well as
increase awareness and build consensus of e-Government with the procedures of assessment,
change management plan, change management execution and performance monitoring.
Change management plan and programs are recommended to be developed on the basis of
change management model consisting of five subject areas – change campaign, change
communication, training and education, performance and reward, and empowerment – which
are not easy to be addressed. So, change management is suggested to address those five
subject areas aligned with change status in timely manner. However, performance and reward
and empowerment might be adopted in later phase of e-Government considering reality of eGovernment status, organizational culture, overall government operation, etc.
Legal framework provides legal rationale and justification to implement advanced ICT
infrastructure and e-Government initiatives, which includes set-up of government CIO
position and appointment of government CIO. Legal framework is recommended to be
categorized in four areas – foundation for information society, information service promotion,
ICT industry development and adverse effect prevention – not limited only to provide legal
basis for improving ICT infrastructure and implementing e-Government, but also strengthen
institutional base for accelerating nationwide ICT advancement and preventing adverse effect.
Thereby, e-Government ultimately contributes to country vision and national plan.
The essential acts and ordinances are recommended for successful implementation and
operation of e-Government as follows: Framework Act on National Informatization, Act on
Promotion of Utilization and Expansion of Information and Communications Network, Act
on Promotion of Information Development and Utilization, and Digital Divide Act in the area
of foundation for information society: Framework Act on e-Government, Ordinance on
Efficient Application of ICT in Government Operation, Ordinance on Sharing Government
Administrative Information, Electronic Signature Act, Act on Efficient and Transparent
Procurement through Electronic Media, Act on e-Payment and e-Commerce Promotion and
Framework Act on Information Security in the area of information service promotion:
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Framework Act on ICT Industry Promotion, Act on Software Industry Promotion, Act on
Digital Contents Industry Promotion, Act on Copyright and Neighboring Rights and Act on
Intellectual Property Rights in the area of ICT industry development: Privacy Act, Data
Protection Act, Act on Protection of ICT Infrastructure and Cybercrime Prevention Act in the
area of adverse effect prevention.
In line with government reform and enhancement of legal framework, Honduras government
expresses strong commitment to transform government toward digital government and
provide efficient government administrative services to citizens. Now, it is time for
government to take actions and make things done in order to deliver visible outcomes and
realize benefits which citizens actually experience. Once citizen as well as government
officials experience benefits with using ICT, it will accelerate transformation of government
toward digital government and Honduras toward knowledge society. e-Government Master
Plan for Honduras ensures successful transformation of Honduras as well as government with
using ICT.
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I. Project Overview
1. Project Background
The Republic of Honduras has been interested in information and communications
technologies of Korea since President Lobo visited Korea in Feb 2011, and discussing ICT
Master Plan, e-Procurement, e-Customs, GIDC, Information Security, etc. Honduras has
made efforts to develop e-Government Master Plan in order to accelerate realization of
Digital Government with the complete support of the Korean government since Vice-minister
Ms. Karoline Pacheco visited NIPA in 2012 and Ms. Maria in 2013.
In particular, new president Juan Orlando Hernández, after his administration took office with
four-year term in 2014, showed his strong will to transform toward digital government. The
Honduran government created a dedicated organization for e-Government, Digital
Government Unit, under the SCGG and integrated related organizations previously under
SEPLAN which was in charge of e-Government with it. Furthermore, Digital Agenda 2014 –
2018 was developed to develop Master Plan in 2014 and initiate substantial e-Government
programs within his term in office.
With the will of the Honduran government and the support from the Korean government,
comprehensive and collective e-Government Master Plan, not limited to a few initiatives with
urgency and importance, was required in order to carry out e-Government implementation in
holistic, structured and collaborative manner. It enables Honduran government to secure
viable plan for e-Government implementation and achieve better outcomes of policy, Digital
Agenda 2014 – 2018.
2. Project Goals
The project goals were discussed with Ms. Claudia Mondragón, an e-Government Unit
Manager and Project Manager in charge of this project on 14th March at e-Government
Presidential Office in Honduras.
The primary goals are to analyze the current status and the environment of Honduras eGovernment and develop the vision, roadmap and action plan to implement initiatives for
Honduras e-Government.
In order to present a blueprint to establish an efficient, systematic and productive Honduras eGovernment, the project focuses on:
1. Develop mid and long-term vision and mission for e-Government
2. Develop implementation strategies to carry out e-Government initiatives
3. Define major initiatives and develop roadmap in line with prioritization
4. Recommend directions to manage transformation toward Digital Government
including organization, human resources, project management, change management
and legal framework.
3. Project Scope
NIPA’s framework, the advanced e-Government development framework, is applied to this
project, which is developed based on the extensive experience and knowledge of e© Copyrights 2014, National IT Industry Promotion Agency
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Government by NIPA. The framework is designed to develop e-Government Master Plan in
developing countries and support them with implementing e-Government in more efficient
and effective manner. It facilitates the development of e-Government Master Plan in short
period of time with harnessing experts with abundant knowledge of each subject matter. And
it has seamless supporting feature regardless of environmental changes through collaboration
with the Honduran government by means of concrete and detail activities of each phase.
Key activities in NIPA’s framework are tailored and elaborated considering environment and
objectives to be achieved through e-Government master plan. Relations among key activities
by phase are also defined as to ensure project is executed and managed according to agreed
project plan, assessment results are reflected to strategy development, implementation
strategy and management strategy with rationale and implementation strategy and
management strategy are aligned with strategy development with consistency.
[Figure I.3-1] Proposed Methodology Framework
In order to develop project plan including work scope, it has been discussed what is necessary
for Honduras’s e-Government development and provision of government services and how
Honduras can achieve those by optimizing current resources and situations.
To understand current e-Government status of Honduras, survey of ICT Environment, survey
of ICT state and IT diagnosis have been conducted. Survey of ICT Environment includes
Honduras policy, government organization, law and regulation, human resource development,
and national infrastructure. To understand e-Government status of Honduras project team
reviews the current e-Government system and planning and implementing e-Government
projects. IT diagnosis section delivers a survey result from Honduras government’s IT
officials regarding IT strategy, IT evaluation, IT infrastructure, IT system, and IT assessment.
Benchmarking e-Government cases of Korea, Colombia and Mexico derive important factors
that support the development of Honduras’s e-Government.
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Improvement opportunities for Honduras’s e-Government development are derived from
collecting the implications from survey of ICT Environment, survey of ICT state, IT
diagnosis, and benchmarking study. The opportunities will suggest to-be (future) direction for
defining e-Government vision, strategy, and initiatives that the government of Honduras has
to promote achieving the specified objectives.
After the prioritization process from potential initiative, specified suggestions for the
prioritized initiatives are presented, and the roadmap for implementing initiatives is
recommended.
Activities to suggest these kinds of subjects include literature review, survey, interview, and
workshop.
Transformation toward digital government is a long-term journey, which requires more than
10-year period. Considering the situation of Honduras rated low on ICT environment, the
most essential task is to develop overarching and viable e-Government master plan which
realizes better outcomes of Digital Agenda 2014-2018 and puts it into practice.
4. Project Schedule
The project schedule is divided into five major phases according to NIPA’s e-Government
methodology. The first is ‘Preparation Phase,’ which is about initiating the project and
defining work scope. The second is ‘Assessment Phase’ that involves collecting and
analyzing data for status analysis, survey, and benchmarking studies. The third is ‘Strategy
Development Phase,’ where visions and strategies are set up based on data analyzed in the
second phase and where initiatives are selected. The forth is ‘Implementation Strategy Phase’
which evaluates initiatives and selects the priorities and establish implementation plan. The
last phase is ‘Management Strategy Phase’ which provides recommendations for management
structure of e-Government.
The project duration is four months, from the preparation phase to the implementation and
management strategy phase. During the second visit, visioning workshop is conducted in
order to develop e-Government vision and strategy for Honduras, review assessment result
and potential e-Government initiatives and prioritize potential e-Government initiatives.
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[Figure I.4-1] Project Schedule with Key Activities
5. Project Team
This project has been performed by the task force organized with the consultants from the
National Industry Promotion Agency (NIPA) of Korea and government officials at Digital
Government Unit of Honduras. Communication within the task force and with major
stakeholders has been closely conducted through meetings during the Korea team’s visit to
Honduras, e-mail and conference call.
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[Figure I.5-1] Project Organization
The roles and responsibilities of project organizations engaged in the Honduras eGovernment Master Plan development are as follows:
Organization
NIPA
Digital
Government
Unit
Role and Responsibility
• Decision-making on behalf of Korea
• Project leading and execution in conjunction with Digital Government
Unit
• Decision-making on behalf of Honduras
• Cooperation with NIPA for the Project
[Table I.5-1] Roles & Responsibilities of Project Organization
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II. Assessment
1. Methodology Framework and Activities for Assessment
Assessment is to understand overall ICT and e-Government environment in the perspectives
of macro environment and ICT environment, analyze current status of ICT and e-Government
with major issues and requirements, diagnose IT status based on IT maturity model and then
set improvement direction.
Assessment framework is developed based on confirmation of work scope and schedule in
preparation. And improvement direction set in assessment becomes major input for vision
and strategy development and To-Be Model design in strategy development, and assessment
and initiatives review in implementation strategy. Results of interview and survey are also
reviewed to develop implementation strategy.
[Figure II.1-1] Methodology Framework and Activities for Assessment
2. ICT Environment Analysis
2.1. Macro Environment
A Macro environmental analysis has been conducted to understand the current states of
politics, economics, society, and ICT industry of Honduras and identify major factors which
influence ICT and e-Government in political, economic, social and technical perspectives.
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2.1.1. Country Profile
[Figure II.2-1] Honduras Map
General Information
 Capital: Tegucigalpa
 Area: 112,495km2
 Population: 8,555,070 (2013)
 Density: 76.1/km2 (2013)
 Official Language: Spanish
 Independence: 1821.9.15 (from Spain)
 Ethnic Groups: Mestizo(90%), Amerindian(7%), Black(2%), White(1%)
 Illiteracy Rate: 14.5%
 Government System: Presidential Republic (President: Juan Orlando Hernández)
 Legislature: National Congress
 GDP: $18,487million (2013), GDP per capita: $2,161 (2013)
 GINI Index: 0.544 (2013)
 HDI: 0.617 (2013)
 Currency: Lempira (La)
 Exchange Rate: $1=20.97La (average until Aug. 2014)
Source: INE, BCH, UNDP, World Bank, etc.
[Table II.2-1] General Country Information of Honduras
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The Republic of Honduras, which achieved independence from Spain in September 1821, is
located in the north-central part of Central America bordering the Caribbean Sea and the Gulf
of Fonseca. The neighboring countries include Guatemala, El Salvador and Nicaragua. The
Honduran territory consists mainly of mountains, with narrow plains along the coasts,
undeveloped lowland jungle La Mosquitia region in the northeast, and the populated lowland
Sula valley in the northwest.
Its territory is divided into 18 departments and a Central District (Tegucigalpa and
Comayagüela make up the nation’s capital). The departments are Atlántida, Choluteca, Colón,
Comayagua, Copán, Cortés, El Paraíso, Francisco Morazán, Gracias a Dios, Intibucá, Islas de
la Bahía, La Paz, Lempira, Ocotepeque, Olancho, Santa Bárbara, Valle and Yoro. Honduras
spans an area of about 112,495 km2 and has population exceeding 8million.
Traditionally, Honduras has been a forest-agricultural country that exports coffee, banana,
melon, timber, shrimp, lobster and tilapia. In addition, it is best known for growing textiles
industry, which serves the international market. However, Honduras highly depends on
import of machine equipment and raw materials because of its delicate base of manufacturing
industry and technical infrastructure, which cause accumulating current accountant deficit.
The government system is a democratic constitutional republic. The chief of state and head of
government is the President. The recent Presidential elections were held on Nov. 24, 2013
and Juan Orlando Hernández won, beating the second place candidate Xiomara Castro by
250,000 votes. A member of the National Party, Hernández was President of the National
Congress of Honduras from Jan. 2010 until June 2013 when he left to focus on his
presidential campaign.
Honduras is one of the poorest countries in Latin America and has the world’s highest murder
rate. More than half of the population lives in poverty and per capita income is one of the
lowest in the region. Poverty rates are higher among rural and indigenous people and in the
south, west and along the eastern border than in the north and central areas where most of
Honduras’ industries and infrastructure are concentrated. This huge wealth gap and security
concerns are the main causes of unsecure society.
Honduras is dependent on international supports to the extent that it was 5th beneficiary of
Official Development Aid (ODA) from the U.S. from 2007 to 2009 and the economic support
was 34% of the whole international support in 2009. Nevertheless, Honduras is considered as
a country that opens to the world and becomes the ideal destination for explorers, volunteers,
investors and modern adventurers seeking the ultimate frontier. Honduras is pursuing
economy-oriented utilitarian diplomacy and trying to strengthen the relations with
neighboring countries as a member of the Central American Integration System (SICA) and
the Dominican Republic-Central American Free Trade Agreement (DR-CAFTA).
2.1.2. National Stability and Democracy in Political Perspective
Until the mid-1980s, Honduras was dominated by the military, which enthusiastically
supported U.S. efforts to stem revolutionary movements in the region. Since then, civilian
leaders have sought to curb the power of the military with varying degrees of success. Some
army officers have been charged with human rights abuses, but many have still to be
prosecuted for violations committed in the 1980s.
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After a decade of military rule, parliamentary democracy returned with the election of
Roberto Suazo Córdova as president in 1982. However, Honduras faced severe economic
problems and tensions along its border with Nicaragua. Contra rebels, waging a guerrilla war
against the Sandinista regime in Nicaragua, used Honduras as a training and staging area. The
U.S. also used Honduras for military exercises, and it built bases to train Honduran and
Salvadoran troops.
In 1997, Carlos Flores Facussé of the Liberal Party (PL) was elected as president. He began
to reform the economy and modernize the government. In spite of his efforts, Honduras faced
high unemployment, inflation, and economic overdependence on coffee and bananas. In
addition, in 1998, Hurricane Mitch killed some 13,000 Hondurans, left 2 million homeless,
and caused more than $5 billion in damage.
In 2002, Ricardo Maduro became president, promising to lessen crime and corruption, but his
hard-line efforts, growing increasingly more repressive, did not improve these problems. In
2006, a new president, Manuel Zelaya, also vowed to fight corruption and gang violence, but
he promised to do so with a more humane approach. A free trade agreement (CAFTA) with
the U.S. went into effect in April 2006.
On June 28th, 2009, Honduran President Manuel Zelaya was deposed in a military coup.
Zelaya had faced widespread criticism for attempting to extend presidential term limits by
holding a constitutional referendum, which the Supreme Court had ruled was illegal. A group
of countries, including the U.S. and Venezuela–an unlikely alliance, signed a resolution
condemning the actions of the Honduran military and demanded that Zelaya be reinstated as
president. The U.S. suspended military and development aid to Honduras after the coup.
Roberto Micheletti, with the backing of the Honduran Congress, courts, and army, assumed
leadership of the country. Zelaya, on the other hand, had the support of most of Latin
America's leftist governments, including the leaders of Argentina, Ecuador, and Venezuela.
The U.S. brokered an agreement between Zelaya and Micheletti in late October that left
Zelaya's reinstatement up to a Congressional vote, called for the establishment of a
government of national unity and a truth commission, and required Zelaya to abandon a
referendum on constitutional reform. The accord, however, fell apart within days, as
Micheletti reportedly attempted to form a government that did not include Zelaya.
In November presidential elections, Porfirio Lobo Sosa, the candidate of the conservative
National Party (PN), defeated Elvin Santos, who represented the Liberal Party (PL), 56% to
38%. Zelaya refused to recognize the results of the election. In December, Congress rejected
a plan to allow Zelaya to return to office. Lobo took office in January 2010, thus ending
seven months of political turmoil. He tried to recover the relations with neighboring countries
and with the U.S., which is the biggest trade partner, and Honduras was readmitted to the
Organization of American States (OAS).
In November 2013, Juan Orlando Hernández was elected as president, making the National
Party (PN) return to power. The general elections resulted in the break-up of the traditional
two-party political structure. Seats in the National Congress were distributed among four
major political forces. However, the PN failed to secure majority of seats (holding 48 out of
128seats) and the opposite parties, the Freedom and Refounding Party (LIBRE) and the
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Liberal Party (PL) hold numerous seats (37 and 27 respectively), which is predicted that the
ruling party would have difficulties to enforce policies and have to work hard to create
alliances and consensus. In addition, President Juan Orlando Hernández will look to avoid the
mistakes of his predecessor but the move to a multi-party environment raises risks for
political (particularly legislative) effectiveness due to a more vociferous opposition. The new
government's main challenge will be to bring the country's rising deficits and debt stock
down to manageable levels.
This political situation ranked Honduras 117th out of 162 countries (11th among the 12
Central American and the Caribbean countries) in the Global Peace Index 2014 and 140th
among 177 countries (29th among 32 Latin American countries) scoring 26 points out of 100
in the Corruption Perception Index 2013. In addition, Moody's downgraded Honduras credit
rating from B2 to B3.
2.1.3. National Development in Economic Perspective
Indicator
2010
2011
2012
2013
Economic Growth Rate
3.7%
3.8%
3.3%
2.6%
GDP
$15,839M
$17,703M
$18,514M
$18,487M
GDP per capita
$1,969
$2,155
$2,208
$2,161
Inflation Rate
6.5%
5.6%
5.4%
4.9%
Exchange Rate
19.03La/$
19.05La/$
19.64La/$
20.50La/$
Current Account
-$681.5M
-$1,408.7M
-$1,580.8M
-$1,764.0M
Current Account/GDP
-4.3%
-8.0%
-8.6%
-8.8%
Export
$6,111M
$7,800M
$7,931M
$7,695M
Import
$8,907M
$10,994M
$11,179M
$10,899M
Fiscal Balance/GDP
-2.8%
-2.8%
-4.2%
-7.6%
International Reserves
$2,671M
$2,750M
$2,495M
$2,982M
External Debt
$4,340M
$4,387M
$4,987M
$6.559M
External Debt/GDP
27.5%
24.9%
27.0%
35.4%
$1,014.4M
$1,058.5M
$1,059.7M
FDI
$969.2M
Source: BCH (Central Bank of Honduras)
[Table II.2-2] Economic Indicators of Honduras
The Honduran economy showed 6% of economic growth rate until 2007 on the strength of
favorable internal and external conditions including conclusion of DR-CAFTA and
improvement of Marqiladora industry and tourism after Honduras achieved the debt relief
under the Heavily Indebted Poor Countries (HIPC) initiative in 2005. Nevertheless, the
growth rate decreased to 4.2% due to the financial crisis in 2008 and it was -2% for the first
time in last 10 years because of big reduction of export and foreign assistance after the
military coup in 2009. However, since the 2008-2009 global economic crises, Honduras has
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experienced a moderate recovery, propelled by public investments, exports and higher
remittances. Economic recovery is reflected in GDP growth of 3.7% in 2010, 3.8% in 2011
and 3.3% in 2012. In 2013 this figure decreased to 2.6% because the leaf-rust disease
damaged coffee production but the economy is expected to grow about 2.8% in 2014.
The economy of Honduras was dominated, until the mid-20th century, by foreign-owned
banana companies that wielded outsized influence in politics and controlled wide swaths of
land. Still a major exporter of the fruit, Honduras is also Central America's second biggest
coffee producer. Honduras has a high level of dependence on foreign trade, in particular the
U.S. occupies 34.5% of Honduran export and 44.3% of import, and accordingly, Honduras is
highly affected by external economic changes mainly by the U.S. The agricultural sector has
lost about a third of its purchasing power in the last two decades, largely due to a decrease in
the prices of the exported crops, notably bananas and coffee. This vulnerable economic
structure makes big current and trade deficit. The country is also susceptible to adverse
natural events such as hurricanes and droughts. Measures to mitigate the impact of these
shocks are focused on strengthening the adaptation capacity of households, extend risk
management mechanisms based on the market and develop effective social safety nets.
Part of a regional free trade deal with the United States, Honduras developed its textile
industry to diversify away from dependence on agriculture. The Honduran government has
promoted Maquiladora (offshore assembly for re-export) and this industry was emerged as an
important source of foreign currency, employment and investment. However, there are
increasing companies moving to neighboring countries such as Nicaragua or shutting down
because of insecure security, inefficient administrative process and high wage growth rate.
Meanwhile, the fiscal deficit is accumulating due to the low income level and weak tax
revenue base; especially in 2012 it deteriorated recording 4.2% of GDP due to the increase of
public official wage and interest payment on public debt. The Honduran government has
issued state bonds and introduced foreign loan in order to redeem the budget deficit, which
aggravated public debt. In 2013, Honduras expanded government spending before the
presidential election and the financial structure of public companies degenerated, as a result
the fiscal deficit rate of GDP increased to 7.6%. A recent study carried out by UNICEF
concluded that if the current fiscal trends continue, the country will not have enough of its
own resources to cover expenditure on key social sectors, including on children.
Honduras promotes policies to develop favorable environment for attracting foreign direct
investment (FDI) by allowing foreign investment in all businesses, abolishing the condition
of local company share ratio for government ordering projects and creating free trade areas.
FDI rose very slightly, by 0.1% year-on-year, to $1.06billion in 2013, according to the
Central Bank of Honduras (BCH: Banco Central de Honduras). Telecommunications received
the most foreign investment in 2013, representing 33.9% of FDI during the year. It was
followed by the Maquiladora sector, with 16.3%, and manufacturing, with 14.4%. By
countries, Mexico showed the major portion (25.1%), and the U.S. (12.0%) and Canada
(10.8%) followed it.
Poor infrastructure including electricity, road and communications is caused by low national
income and lack of capital, which is hindering domestic industrial development and foreign
investment. However, President Juan Orlando Hernández intends on continuing the probusiness reforms of his predecessor, President Porfirio Lobo. The administration in May 2014
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launched Pro-Honduras, a program that aims to promote foreign investment and trade, as well
as the growth of micro-, small- and medium-sized enterprises.
Moreover, inclusive economic growth continues to be hampered by structural vulnerability,
natural disasters, inequality and corruption. Honduras is located along the main hurricane
path of the Caribbean Sea and exposed to different natural disasters and environmental risks
such as hurricane, earthquake and volcanism. Furthermore, the corruption is prevalent among
bureaucrats and public officials even though Honduras possesses laws to prevent illegalities
and corruptions.
Another challenge is the level of crime and violence in Honduras, as it is the country with the
highest homicide rate in the world (79 per 100,000 inhabitants, according to the Violence
Observatory of the National Autonomous University of Honduras). It is estimated that the
annual costs of violence account for about 10% of the country's GDP. Crime and violence
have also eroded citizens’ confidence in the rule of law. In Honduras, victims of crime are
6.5% more likely to take justice into their own hands when compared to non-crime victims.
2.1.4. Population and Culture in Social Perspectives
The total population of Honduras is 8.5 million and 46.7% lives in urban area and 53.3% in
rural area. The population growth rate between 1990 and 2012 is 2.2% and predicted as 1.7%
until 2030, which is relatively low level considering that Honduras is still a developing
country. The fertility rate decreased to 3.1 in 2012 comparing with it in 1990 showing 5.1.
The country has a youthful population; 43.9% of Hondurans are under the age of 19 while
9.5% are over 60 years.
Honduras is a middle to low income country facing significant challenges, with about two
thirds of the population living in poverty and four out of ten suffering from extreme poverty.
In rural areas more than five out of ten households live in extreme poverty. Although poverty
and extreme poverty rates deceased by 7.7% and 20.9% respectively during the Zelaya
administration, it increased by 13.2% and 26.3% during 2010 – 2012.
Area
No Poverty
National
Poverty
Total
Relative
Extreme
35.5
64.5
21.9
42.6
Urban
39.6
60.4
31.4
29.0
Rural
31.5
68.5
12.9
55.6
Source: INE (Executive Summary of Census 2013)
[Table II.2-3] Household Poverty Rate in Honduras (%)
Honduran society is rife with economic inequality, which slightly decreased starting in 2007
but began trending upward in 2009. Honduras now has the most unequal distribution of
income in Latin America recording 0.544 in GINI Index 2013.
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Source: INE (Executive Summary of Census 2013)
[Figure II.2-2] GINI Index of Honduras (2011 – 2013)
With the serious poverty and inequality situation, the labor market also can be indicated as an
important social issue. The unemployment situation worsened during 2010-2012 with the
unemployment rate of 5.2%, but it decreased to 3.9% in 2013 demonstrating the gap between
urban and rural area, 6.0% and 2.0% respectively. Meanwhile, the result of Honduran census
in 2013 were reported that 14.0% of children aged 5 to 17 years are working and they earn on
average 1,676 Lempiras (approximately $80) per month.
Meanwhile, public security is also a grave problem that Honduras should resolve. According
to the United Nations 'Global Study on Homicides', Honduras has the highest homicide rate
in the world, at 82.1 killings per 100,000 inhabitants. In particular, the rate in San Pedro Sula,
which is an industrial city located in northwest region, is 169 per 100,000 with notoriety of
the most dangerous city in the world. It is accounted that the change of main transfer route of
narcotics trafficking between North and South Americas from the Caribbean to Central
America and Mexico is the main factor of increasing crime rate.
The Honduran government allocated $281 million to fight against the violence and crime in
2013, which is 1.5% of GDP. This budget level is the second lowest in the region after
Nicaragua. Besides the internal resources, Honduras receive fund of Central America
Regional Security Initiative (CARSI), which is a regional security cooperation program
between the U.S. and Central American countries established in 2008. Nonetheless, the
efforts to prevent crime and ensure social security are less effective.
The level of country development in social perspective is shown in the Human Development
Index (HDI) emphasizing people add their capabilities. The HDI is measured by life
expectancy, education and income indices and it can also be used to question national policy
choices, asking how two countries with the same level of GNI per capita can end up with
different human development outcomes. These contrasts can stimulate debate about
government policy priorities. Honduras is ranked 129th out of 185 countries in 2013 with the
index 0.617, life expectancy at birth 73.8 years, mean years of schooling 5.5, and expected
years of schooling 11.6. The problem is that poverty and low quality of life hamper education
and it causes lack of skilled workforce and low productivity. In this sense, World Bank
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studies have highlighted the importance of improving the quality of education. It will also be
necessary to enhance rural productivity and diversify sources of rural income, since most of
the country’s poor live in rural areas and depend on agriculture for their livelihoods.
Year
Life
expectancy at
birth
Expected
years of
schooling
Mean years of
schooling
GNI per
capita (2011
PPP$)
HDI value
1980
59.6
7.7
2.9
3,121
0.461
1985
63.6
8.7
3.2
2,815
0.490
1990
66.7
8.6
3.5
2,948
0.507
1995
68.9
9.1
3.9
3,103
0.530
2000
70.5
10.0
4.3
3,393
0.558
2005
71.5
10.8
4.7
3,762
0.584
2010
72.9
11.6
5.4
4,098
0.612
2011
73.2
11.6
5.5
4,101
0.615
2012
73.5
11.6
5.5
4,117
0.616
2013
73.8
Source: UNDP
11.6
5.5
4,138
0.617
[Table II.2-4] HDI Trends of Honduras
Military rule, corruption, a huge wealth gap, crime and natural disasters have rendered
Honduras one of the least developed and least secure countries in Central America. In
particular, because more than 50% of population lives in rural area, the nationwide ICT
infrastructure needs to be addressed with high priority. Moreover, 64.5% of poverty rate is
also barrier to increase nationwide penetration of ICT and e-Government. In spite of lots of
issues and barriers, relatively high adult literacy rate is a positive factor to increase awareness
of ICT and e-Government in citizens, which are considered one of the key success factors.
2.1.5. ICT Industry in Technical Perspectives
The Central Bank of Honduras reported that the most invested sector in the country is the
telecommunications. In this trend, the national operators are developing more and better
commercial services to the citizens, which means that the competition is fierce especially
because the use of data services are substituting for other mobile services and the prices are
getting more and more accessible for the people.
In Honduras, there are numerous companies dedicating to IT industry. The Honduran
Information Technology Association (AHTI) has about 30 companies registered and they put
efforts together to develop better services, improve security, maintain network and expand
the overseas market. In comparison with the case of Korea, the role of the association seems
still weak. It was established as a non-profit association with connection of national and
international alliances that promotes initiatives together with the public, private academic
sector in order to strengthen the IT industry.
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No.
Company Name
Specialty
Homepage
1
Soluciones de Información
y Sistemas Automatizados
(SODISA)
CRM, ERP, Camera Software
sodisa.hn
2
Go Consultores
ERP, .NET, Software
Development
goconsultores.com
3
Nueva Generación Software
(NGS)
ERP, .NET, Banking Software
Development, AS/400
ngshn.com
4
AGREGA
Server Monitoring, Network,
Helpdesk
agrega.hn
5
Lima Net S. de R.L.
(Grupo Leitz)
Software Development, .Net,
Banking Software, Mobile
Application
grupoleitz.com
6
Centro de Servicios
Técnicos (CENTEC)
Software Development, .Net,
Banking Software, Mobile
Application
7
LUFERGO
Computer Equipment
(Computer, Server, Hub,
Router, etc.)
lufergo.com
8
Consultora ISIS
Software Development, .Net
consultoraisis.com
9
Grupo CIV
Data Center, Windows, Linux,
Security Server, PHP, SAS,
Mobile Application, ECommerce
grupociv.com
10
Microimágenes
Document Digitalization
microimagenes.com
11
Omnimedia
Java Application, Multimedia
Development
12
Sistemas Eficientes S.A.
(Sefisa)
Firewall, Fortinet
sefisa.com
13
Grupo Sinergia S.A.
Telecommunication, Software
Development, .NET, SAP
Support
sinergiacala.net
14
Representaciones Múltiples
Computer Equipment
Router, etc.)
15
Software Solution (SWS)
Hospital Application
swshn.com
16
Clicks Agency
Google Adwords Campaigns
clicksagency.com
17
Grupo Popa
Data Center, Windows
Soluctions
popa.hn
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No.
Company Name
Specialty
Homepage
18
CCS
Microsoft Dynamics, SAP,
Software Development
ccs.hn
19
Empresas HN
Internet Marketing
empresashn.com
20
Agile Solutions
Consulting, Outsourcing
agilesolutions.com
21
Sistemas CC
IT Learning, Support,
Technical Service, Computer
Solutions
sistemascc.com
22
HCyC
Software Consulting, .NET
hcyc.com
23
People Connection
Software Consulting, .NET
24
Syscom
Computer Equipment
Router, etc.)
syscomhn.com
25
Consultant
Business Consulting,
Technology Consulting,
Marketing Consulting,
Computer Consulting,
Healthcare Consulting
consultant.com
26
Grupo Roel
Data Center Equipment
gruporoel.com
27
24studio
Internet Advertizing
24studiohn.com
28
innovatechn
Financial Business System
innovatechn.com
29
sifizsoft
SMS Solutions
sifizsoft.com
30
Reditech
SMS Solutions
reditechn.com
31
Cosultora
Software Outsourcing, .NET
32
ISACA
Software Outsourcing, .NET
33
Terra Movil
E-mail Marketing, Server
Maintenance, Windows, Linux,
Mobile Application
Source: AHTI
[Table II.2-5] List of AHTI Member Companies
The business scale of the member companies is diverse and the AHTI is planning to make a
space where it can manage the information of the existing IT companies in Honduras and
evaluate the level of their experience and competitiveness. The association also works hard to
train technical professionals; specifically, it has a scholarship program to offer an opportunity
to the youth for a technical career in engineering, computing, electricity, systems, etc. In
addition, it has courses to achieve global IT certificates and supports a half of the fee to the
students of the National Autonomous University of Honduras to take courses of Micro Soft.
Through the education and training by the AHTI, the ICT careers can improve the quantity
and quality as a fundamental base of the competitiveness of the country, businesses, and
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universities. Those activities are completed with membership dues that the member
companies pay without any support from the government.
Meanwhile, some software companies get together to take place various national and
international events such as hackathon, conference and developer forum. The developers are
focusing on overseas market such as the U.S. rather than the domestic market because of the
selling prices. For example, while they can get $2,500 for an application in the U.S., this
price falls to $1,000 in Honduras. According to an employee of a company, the average
salary of IT workers is $900-$3,000 depending on experiences and fields. The IT human
resources of Honduras have advantage of programing language such as Java but they need to
be trained to control and manage hardware.
Major Developers’ Event









TEDxTegucigapla (tedxtegucigalpa.org)
BarCamp Tegucigalpa (barcamphonduras.com)
Game On! Hackathon (gohackathon.com)
Americas Datafest (Americas.datafest.net)
Honduras Convive Hackathon (hondurasconvive.com)
TedxRíoDePiedras (tedxriodepiedras.org)
BarCamp SPS (barcampsps.com)
Startup Weekend SPS (sanpedrosula.startupweekend.org)
Festival CREA (creahonduras.org)
[Table II.2-6] List of Major Developers’ Event
In 2012 their sales increased 38.5%. According to the AHTI, the local market of services and
software products occupy 41% and 40% respectively; on the contrary, the services for
hardware represent 16% and 2.3% for hardware products. Manufacture, distribution, retail,
financial services, outsourcing, health services, marketing and communication are the sectors
that the Honduran IT companies provide to the clients.
Only 9% of the companies have different types of certificates such as ISO, CMMI, IT Mark
or Spice. On the other hand, the IT industry is dominated by 75.3% of men. The most wanted
professionals by the companies are software developer, technic documentation writer, project
manager, software architect and engineer. In terms of salary, the software architect earns the
best and project manager, IT consultant and senior software developer are following behind.
Their focus is to offer a prompt solution to users and information accessibility with more
specialized solutions. In this field, the education and public security sectors seem to be the
early adopters of new technologies, largely because of the need for digital inclusion to reduce
costs and improve access to basic services to the population.
2.2. National ICT Policy & Strategy
2.2.1. Country Vision and National Plan
Honduras developed the Country Vision (2010 – 2033) involving the establishment of
principles, objectives, strategic goals and guidelines that must be achieved during the next
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seven periods of government and corresponding the National Plan (2012 – 2022) covering the
first phase of the Country Vision made up of strategic guidelines, objectives and indicators
that mark the progressive responsibilities of the next three governments around the National
Vision.
Honduras set objectives in terms of ICT and e-Government as a modern, transparent,
responsible, efficient and competitive State:
 To improve the position of Honduras in the Global Competitive Index to 50
 To reach a decentralization of the public investment of 40% to municipal level
 To reach to a proportion of 90% of the public officers invoked to a stable regime of
civil service that rewards the competency, capacity and performance
 To develop the principle processes of a attention to citizen in the institutions of the
State by electronic means and to reach the position of Honduras in the Corruption
Control Index, of the indicators of governances of World Bank to percentile 90 – 100
To achieve the objective of modern, responsible, efficient and competitive nation, Honduras
will have a modern government, make norms and efficient, decentralized to the municipal
level, evolved in terms of administrative facilitation and consolidated in terms of legal
certainty for citizens, businesses and investors transparently. The civil service will be
improved and public officials have achieved a high level of professionalism. The country will
have then consolidated the development of external and internal country image program and
the transformation of the diplomatic and consular corps in the first against promoter exports,
tourism and investment opportunities in Honduras international image.
To achieve the objective of consolidated social welfare system without extreme poverty
education and wealthy, Honduras set goals of eradicating extreme poverty, reduction to less
than 15% the percentage of households in poverty, increase of the average schooling to 9
years, achieving 95% coverage of health at all levels of the system, and universalizing the
retirement and pension system for 90% in Honduras. Moreover, Honduras is trying to reduce
the crime level to international average for the objective of making Honduras developed in
democracy with security and without violence.
Accordingly, Honduras developed National Plan with highlights of strategic guidelines
concerning ICT and e-Government as follow:
 Education and culture as means of social emancipation
 Health as foundation for improving the life conditions
 Productive infrastructure as engine of the economic activities
 Competitiveness, national image and development of productive sectors
 Adaption and mitigation to the climate change
As can be seen from the Country Vision and National Plan, Honduras pursues sustainable
economic development, social development and improvement of living standards based on
education and health system, and transformation to modern, transparent and competitive
government. ICT and e-Government will be one of the major drivers to achieve Country
Vision and National Plan.
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2.2.2. Digital Agenda 2014 – 2018
2.2.2.1. Vision, Mission and Strategic Axes
The formulation of the Digital Agenda 2014-2018 of Honduras is part of the efforts of the
Secretariat Technical of Planning and External Cooperation (SEPLAN) aimed at promoting
competitiveness and innovation through effective, widespread and qualitative use of
Information and Communication Technologies (ICT), in order to reduce the digital divide in
the country and thus promote more efficient government closer to its population and more
competitive and developed economy.
The contents of the Digital Agenda are part of the objectives of the Country Vision, especially
with the aim of achieving "a modern, transparent, accountable, efficient and competitive
State." In addition, the objectives of the Agenda attempt to be consistent with the country's
needs in the field of ICT and the current restrictions on the macro level, mainly at the level of
public finances.
The Agenda is comprised of four strategic axes, with the lines of action and a set of initiatives.
The first axis is oriented to increase the penetration rate of the Internet and other information
technologies through participatory methods that promote the access equity and also the
reinforcement of the telecommunications infrastructure and the development of broadband.
The second axis focuses on a set of digital government initiatives that promote the approach
of the government to citizens and the facilitation of business procedures. The third axis aims
to strengthen the inclusion of ICT education and training at different levels of the education
system in order to improve the competitiveness of the human resources. Lastly, the fourth
axis emphasizes legislative and institutional framework aspects, as basic elements for the
development of ICT.
In general, it is considered that the Digital Agenda should be conceived as a tool to help
further progress based on the Country Vision and Nation Plan (2010-2022), enhancing the
capabilities of its citizens, businesses and/or public officials, with the support of a process
approach to enable functional integration and exchange of information. Specifically, it is
expected to help improving effectiveness of the Agenda in public institutions, reducing
response time of services and promoting the efficiency in the use of resources.

Mission
To promote the development of Information and Communication Technologies (ICT) as a
supporting tool for social, cultural and economic transformation of Honduras, through a
series of innovative initiatives consistent with the current needs and existing resources.

Vision
Through the implementation of the Digital Agenda, it is expected to lay the foundation for the
development and consolidation of a culture that promotes the knowledge and information
society, which is intended to: a country with high standards of inclusive digital connectivity,
similar to the average of middle-income countries, which promotes transparency and
efficiency in the delivery of public services and the competitiveness of the Honduran
economy.
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
Guiding Principles





Equity: The entire population of Honduras, without any kind of discrimination, is
entitled to access and use of the advantages of digital connectivity.
Transparency: The digital connectivity should tend to clear, timely and
understandable information about governance, citizen participation and private
transactions.
Efficiency: The development of ICT in Honduras should be aimed at improving the
supply of goods and services, both public and private, for the benefit of society and
enhancing the competitiveness of enterprises and human resources of Honduras.
Security and privacy: The citizen, government and businesses should have
guarantees of security and privacy in the exchange, management and storage, with
the principle of transparency.
Strategic Axes
Axes
Initiatives
Digital Connectivity with Equity
•
•
•
•
•
•
Internet for all
Digital literacy
National Development Plan of Broadband
Digital communities
Digital access of the SMEs
Telework
Digital Government
•
•
•
•
•
•
•
•
Interoperability
Government portal
Government contact center
Electronic procurement and acquisition system
Business portal of Honduras
Single window of customs system
Government Data Center
National system of digital certification
ICT Human Talent
• Tele education platform
• Improving “EDUCATRACHO”
• ICT superior training
Development of Institutional and • Reinforcement of institutions
Regulatory Framework
• Regulatory planning
[Table II.2-7] Strategic Axis of Digital Agenda 2014 – 2018
The Digital Agenda clearly states fundamental aspects of vision, mission, and guiding
principles, and four strategic axes of digital connectivity with equity, digital government, ICT
human talent, and development of the institutional and regulatory framework. It also defines
objectives, lines of action and principle initiatives in accordance with the strategic axes. It
presents implementation of agenda and monitoring and evaluation.
Even though the Digital Agenda defines critical factors for successful implementation,
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monitoring and evaluation of national ICT initiatives, it is insufficient to provide viable and
visible implementation plan. Hence, there should be development of implementation plan in
details subsequent to national ICT policy and strategy, which are also presented in the Digital
Agenda 2014-2018.
There has been a progress of organization reform, but little progress in budgeting and
financing. It is important to enforce policy as well as to make policy with provisioning of
guidelines including planning and budgeting.
2.2.2.2. e-Government in Digital Agenda
The Digital Agenda mentions e-government as the second strategic axis. The development of
public policies for Digital Government in Honduras had many trials without great results. In
the 90s the Presidential Unit of Organization and Informatics was created. Subsequently, it
took nearly ten years for the Presidential Commission of the State Modernization to establish
a vision and strategies for national development. Regarding the legal and institutional
framework, the efforts have been made in the preparation of drafts of legislative bills:
Electronic Signature, Digital Government, and Information and Communication
Technologies; however, the institutional development has been weak, without a vision
aligned with the priorities of government or legal authorities to lead the development and
implementation of a national program of Digital Government.
Objective: to promote the use of ICT by government institutions, in order to create a new
public administration model that allows qualitatively improve the provision of services and
information to the citizens, and also to increase efficiency, effectiveness and transparency of
the public sector, with full participation of citizen.
Lines of action: 1) to standardize government processes that allow (organizational, semantic
and technical) interoperability of systems in conjunction with the public, private and
academic sectors, 2) to create a centralized unit to administrate the metadata of the central
government, in order to streamline the integration of systems for the provision of the services,
3) to design and implement a data center that allows the central operation of systems or
applications, through which Honduras provides consolidated services to the citizens using the
best practices in management, service delivery, information security, IT contingency and
business continuity, 4) to implement and operate an Information Security Management
System based on international standards of the ISO/IEC 27000 series, which provides the
establishment and operation of systems, processes and reliable applications, 5) to improve
local public management by promoting digital or analog services to propel the development
of contents and applications, 6) to create a single portal for all public institutions to improve
the access for the citizen, and 7) to encourage the streamlining of public processes through a
strategy of modernization and administrative simplification.

Interoperability
Objective: to establish mechanisms and instruments that transfer and use information in a
uniform and efficient way among the information systems of the public institutions, using
rules and standards to ensure the efficiency and information security in the service delivery to
the citizen.
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Components: 1) creation of a set of norms and standards for interoperability among the public
institutions, 2) design and implementation of training programs for the effective
implementation of the interoperability norms and standards, 3) implementing a set of
technological infrastructure for the public institutions lacking in these services: e-mail, web
site contents management, document procedure system, data base, etc., 4) creation of the
relevant legal instruments for the implementation of the interoperability, and 5) creation of a
audit program and continuous improvement.

Government Portal
Objective: to develop conditions that allow the citizens and private institutions to effectively
communicate with the public institutions, and to improve the national image, as fundamental
elements of support the national competitiveness.
Components: 1) legal basis to facilitate the implementation of the portal, providing content
and links with the government institutions, 2) appropriate organizational structure for
successful implementation and operation of the government portal, 3) portal equipped with
services and functions classification system, oriented to the consumers (citizens, businesses,
etc.), 4) websites of the government entities related with the Manual for the Development of
Government Websites, and 5) standard model that includes virtual desktop for public officer
that attend the required services for the citizen and allows to concentrate tracking service
requests on a single site. For this purpose, the portal will have the necessary interfaces to
consolidate the information and required systems.

Government Contact Center
Objective: to have an easily accessible contact point for citizens, businesses, public officials
and foreign visitors who require basic information about procedures and services offered by
the public institutions of Honduras, thus contributing to the optimization of resources and
modernization of the public administration, significantly improving the government-citizen
relationship.
Components: 1) efficient infrastructure that provides a high degree of physical and virtual
security and high scalability, in order to have a robust data center, 2) open and modular
architecture technologies and components that allow the interoperability of Digital
Government applications (protocols, interfaces, messages, data structure, encryption), 3)
human capital with adequate communication capacities, both voice and data, and high level
of reliability, and 4) sustainable processes, updating processes, regulations and information of
the procedures and services for the citizen by the affiliated institutions.

Electronic Procurement and Acquisition System
Objective: to establish an electronic platform for the realization of 100% of public electronic
procurement (paperless), under a scheme to improve the transparency and traceability of the
public procurement, and to provide citizen with the process of control about the efficiency
and legality of purchases.
Components: 1) promotion strategy for implementation of the system at the whole
government level, 2) improving the regulatory and institutional framework of ONCAE,
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reinforcing its role as leading agency of public procurement, 3) facilitating the access to small
bidders of the State, 4) promoting the government efficiency, through competitive
procurement at lower cost and with more diversity of supply and suppliers, 5) establishment
of a National Register of Providers, 6) establishment of a single base of products, following
the best practices and list of international dominant, 7) establishment of a model with open
standards, and 8) strategic alliances with countries and organizations that can share
technology and experiences and even lower costs.

Business Portal for Honduras
Objective: to facilitate and optimize all relevant information under a single interface to
promote the efficiency, transparency and information transfer of the required procedures for
the creation and operation of businesses in Honduras, significantly improving the relations
between the government, businesses and citizens.
Components: 1) establishment of the basic processes that allow the institution to continuously
improve their processes, 2) systematization, documentation and automation of the processes
and workflow of procedures, 3) integration of new services or applications according to the
growing needs, 4) unlimited access to all information and all necessary services through an
internet browser standard, and 5) links to different information sources.

Single Window of Customs System
Objective: to achieve the administrative simplification for benefit of all users and operators of
the customs service, as well as the increase of the businesses related with the foreign trade.
Components: 1) strengthening the promoter institution at the governmental level, through a
cooperation system with all stakeholders, 2) standardization and unification of processes,
forms and relevant data, 3) improving processes of work and the institutions related to the
adoption of the Single Window, and 4) preparation of the technological infrastructure for the
system.

Government Data Center
Objective: to integrate electronically all organs of Honduras to allow efficient transfer of
information and improve efficiency in the services delivery to citizens; considering the
adherence to the best industrial practices, ensuring sustainability, reliability and availability
of the services to be provided within the framework of e-government.
Components: 1) definition of the physical areas within the country to build the Data Center
consolidated the State, providing primary and contingency site, 2) design center, according to
best industrial practices, corresponding to: areas and flows, architectural system, air
conditioning, uninterruptible power, telecommunications, security and control; considering
the expected availability, estimated total power, number of cabinets to be implemented and
defined physical area, 3) equipment with the technological and electromechanical
infrastructure corresponding to the Data Center operation with the components for
contingencies, 4) Establishment of the basic processes of Data Center operation, which
allows Honduras efficient and effective IT services delivery; covering the change, problem
and assets management, and 5) implementing the Data Center consolidated the State, agreed
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with the realized design.

National System of Digital Certification
Objective: to have a Public Key Infrastructure (PKI) and use digital certificates to solve
unique and legal identification, validity and evidentiary, presumption of authorship, nonrepudiation, etc.
Components: 1) definition of policies by an advisory committee, 2) defining the functions of
the institutions of the National Digital Certification, 3) defining the Public Key Infrastructure
(PKI), 4) defining the Certificate Authority, 5) defining the Rood Certification Body, and 6)
Accreditation subject to compliance with international standards.
2.3. Organization
The Honduran government enacted the law, Decree No. 266-2013 to optimize public
administration, improve services to citizens and strengthening transparency in government.
This act was adopted on 16 December 2013 and entered into force upon its publication in the
Official Gazette on 23 January 2014, compliant with a National Vision and a National Plan
for Honduras (Decree 286-2009).
Based on this law, Honduras government seeks to set targets and goals, develop strategic
direction and planning through resources allocation and coordination with state bodies.
Honduras government reformed its organizational structure with creating sectorial cabinets
for the task of coordinating the work of various State departments, decentralized or regulatory
agencies, programs, projects and public companies which issues they deal: Sectorial Cabinet
of Governance and Decentralization, Sectorial Cabinet of Social Development and Inclusion,
Sectorial Cabinet of Economic Development, Sectorial Cabinet of Productive Infrastructure,
Sectorial Cabinet of Economic Execution and Regulation, Sectorial Cabinet of Security and
Defence, and International Relations Sector.
[Figure II.2-3] Government Organizational Structure – Sectorial Cabinet
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Secretariat of General Government Coordination was also created under the law, Decree No.
266-2013, PCM-001-2014 and PCM-002-2014 to assist the President in the coordination of
public administration: strategic planning in the framework of the Country Vision and Nation
Plan; defining the general policies; the allocation of resources for the fulfillment of the
objectives and goals set by the President of the Republic in the annual and multi-annual
strategic plan, coordinating subsystem budget and public investment program.
It is responsible to establish procedural mechanisms and monitoring management
performance of government. It is also responsible for transparency in the allocation and use
of resources; the formulation and implementation of policies and programs of transparency
and anti-corruption, development of public ethics; strengthening internal controls,
formulating plans for the modernization and reform, national statistics and monitoring of tax
collection.
Secretariat of General Government Coordination consists of Presidential Direction of
Strategic Planning, Budgeting and Public Investment, Presidential Direction of Performance
Management, and Presidential Direction of Transparency, Modernization and State Reform.
[Figure II.2-4] Government Organizational Structure – Secretariat of General Government
Coordination (SCGG)
Digital Government Unit was organized under Presidential Direction of Transparency,
Modernization and State Reform to promote the use of information communication
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technology by state institutions in order to simplify government closer to citizens and make it
more open.
Under the reformed organizational structure, it is expected to carry out strategic planning and
implementation of ICT and e-Government with holistic view as a whole of government and
in more coordinated manner with institutions. Commitment and decision-making is also
conducted in more efficiently and effectively.
However, currently Digital Government Unit is not fully organized or structured with proper
functions to carry out e-Government initiatives. There are only total 10 employees in the Unit,
so there are not sufficient resources in the Unit. The organizational structure shows there are
seven units in Digital Government Unit as follows:
[Figure II.2-5] Government Organizational Structure – Digital Government Unit
The detailed roles and responsibilities and person in charge of each position are shown as the
table below.
Division
Position
Person in
Charge
Coordination
Coordinator
of the Digital
Government
Unit
Claudia
Regina
Mondragón
Escalón
• Coordinating the activities of the Digital
Government Unit under the Presidential
Direction of Transparency, Modernization
and Reform of the State
• Monitoring the Digital Government
initiatives of the Digital Agenda for
Honduras
• Coordinating the proposals of Digital
Government projects that support
completing the goals of the Strategic Plan
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Major Roles and Responsibilities
Division
Position
Person in
Charge
of the Secretariat of General Government
Coordination
• Managing financing for the Digital
Government
initiatives
with
the
international cooperation
Citizen
Attention
Portal
Web Content Angel
Specialist
Orlando
Paz
• In charge of web application contents
design
Citizen
Attention
Portal
Graphics
Heydy
Design and Mejia
Online
Marketing
• In charge of design the application image
• Administrating the social network of the
SCGG web page
• Designing, diagraming, coordinating and
producing graphic material for the
different projects and activities of the
Digital Government Unit
Citizen
Attention
Portal
Web
Development
Specialist
Manuel
Muñoz
• Developing the web systems and
application of the Digital Government
Unit
• Implementing the best practices in the
development of information system and
information security
• Managing and maintaining data base and
web servers of the Digital Government
Unit
• Documenting the information systems,
data base, programing code and job
processes
Evaluation
Monitoring
and
and
Monitoring of Evaluation
the
Digital
Government
Strategy
Alejandro
Colindres
• In charge of analyze the advances, results
and indicators of the Digital Government
in Honduras
Programs and ICT Project
Projects
Sofia
Marcia
• Analyzing the initiatives and the results of
the Digital Government projects
• Creating the project profiles for the
Digital Government initiatives
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Division
Process
Management
Position
Person in
Charge
Process
• Darwin
Systematizati
Pineda
on
and • Ernesto
Process
Hogg
Engineering
• Elias
Mendoz
a
• Judith
Medina
• In charge of systematize and document
Digital Government Unit processes for the
Digital
Government
organizational
interoperability
• Providing the public institutions with
assistance in the processes systematization
and documentation for the Digital
Government
organizational
interoperability
• Methods studies for the processes analysis
for the interoperability
• Offering training workshops to public
officials for the interoperability processes
systematization and documentation
[Table II.2-8] Job Description of Digital Government Unit of Honduras
2.4. Laws and Regulations
Act on Optimizing the Public Administration, Improving the Services for Citizen, and
Strengthening the Transparency of the Government Decree No. 266-2013, which was
approved on December 16, 2013 and took effect on January 23, 2014, reformed the General
Act of the Public Administration in the Legislative Decree No. 146-86 of October 27, 1986.
This Act pursues that the Honduran Government have strategic and performance management,
which implicates designing plans, setting up objectives and goals, assigning resources, and
securing the coordination between the public bodies and activities. For the general
administration of the country, the actual ministries were created, and their creation,
modification or suspension is conducted by the president. The president can also appoint the
ministers.
The Article 22 mentions e-Government as one of the functions of the Board of Ministers,
which is “Regulate the necessary procedures for the Electronic Government.” In addition, this
act reforms the Administrative Procedures Act in the Legislative Decree No. 152-87 of
September 28, 1987, stating that the old act is not applied to electronic government or the
electronic procedures
Executive Decree PCM No. 002-2014 is legal basis of establishment of Presidential Direction
of Transparency, Modernization and Reform of Government, which is the superior authority
of the Digital Government Unit. The roles of Presidential Direction of Transparency,
Modernization and Reform of Government are: 1) to formulate and propose politics and
programs of transparency and fighting against the corruption, 2) to promote the public ethics
and accountability, 3) to strengthen more efficiency and establish appropriate coordination of
internal controls, 4) to strengthen the transparency in assignation and use of public resources,
5) to analyze, propose and execute the plans for modernization and reform of the State to be
more efficient, effective and transparent, and 6) to drive the utilization of ICT to simplify the
government for citizen.
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New government reformed The Administrative Procedure Act Decree No. 266-2013, which
provides legal framework in terms of Digital Government: The Administrative Procedure Act
shall not apply to electronic government or the procedures to be handled electronically, same
to be regulated by executive decree issued by the President of the Republic in the Council of
Secretaries of State: The administrative staff or resolutions shall be notified electronically.
The Administrative Procedure Act also provides institutional framework on ICT and eGovernment implementation: The authority of the Presidential Direction of Transparency,
Modernization and State Reform is to promote the use by state institutions information
technology to streamline the government closer to citizens and make it more open. Digital
Government Unit, under the Presidential Direction of Transparency, Modernization and State
Reform, which aims to promote the use of information technology and communication (ICT)
by state institutions was created, to create a new model of public administration that allows
qualitatively improve the provision of services and information to citizens and to increase the
efficiency, effectiveness and transparency of the public sector, with full public participation.
Electronic Signatures Act Decree No. 149-2013 and Efficient and Transparent Procurement
Act through Electronic Media Decree No. 36-2013 were enacted to government reform in
terms of Digital Government: Electronic Signatures Act recognizes and regulates the use of
electronic signatures the same legal validity granting the use of a handwritten signature: Act
on Efficient and Transparent Procurement through Electronic Media seeks to modernize the
contracting and procurement processes with regulating state purchases of goods and services
through the development of new types of contracts and the establishment of Electronics
Catalogs.
The aim of Electronic Signature Act is to recognize and regulate the use of electronic
signature in every type of information, granting the same validity and juridical effectiveness
as manual or other analog signature. This act includes scope of application, utilization of the
electronic signature, its effect, requirement of electronic signature, authority and so on.
There has been notable progress in laws and regulations to promote nationwide ICT
improvement and e-Government implementation, which enables visible and sustainable
changes in both public and private sectors. However, there are no overarching laws and
regulations to facilitate and promote ICT, government transformation and changes toward
technology driven society. There has been no action for critical areas such as network security
and data protection compliant to global standards.
2.5. Implications
Although ICT policy, Digital Agenda 2014 – 2018 is well developed aligned with Country
Vision and National Plan, there is lacking in viable and detailed plan putting the policy into
action. Despite government’s commitment and efforts to carry out ICT and e-Government
implementation, ensuring sustainability still remains as one of the major issues to be
addressed.
Digital Government Unit is established as a dedicated organization to pursue transformation
toward digital government, however, it is not organized in structured manner yet, and there is
lack of essential functions and human resources to perform essential functions to carry out e© Copyrights 2014, National IT Industry Promotion Agency
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Government implementation.
There has been progress in legal and institutional framework. However, there is no strong
legal base to enforce transformation toward information and knowledge society as well as
promote application of ICT in government operation.
3. Honduras e-Government Status Analysis
3.1. UN Global e-Government Survey
3.1.1. Introduction
According to the United Nations, while it is important to continue with service delivery,
governments must increasingly begin to rethink in terms of e-Government and e-governance,
placing greater emphasis on institutional linkages between and among the tiered government
structures in a bid to create synergy for inclusive sustainable development. An important
aspect of this approach is to widen the scope of e-Government for a transformative role of the
government towards cohesive, coordinated, and integrated processes and institutions through
which such sustainable development takes place.
The United Nations E-Government Survey is produced every two years by the Department of
Economic and Social Affairs. It is the only report in the world that assesses the e-government
development status of the 193 United Nations Member States. It serves as a tool for decisionmakers to identify their areas of strength and challenges in e-government and to guide egovernment policies and strategies.
The publication also highlights emerging e-government trends, issues and innovative
practices, as well as challenges and opportunities of e-government development.
The e-government development in the region has also benefited from small and mediumsized enterprises (SMEs) that represent the majority of private enterprises, accounting for 99
per cent of businesses and employing 67 per cent of employees in 2013. E-procurement
opens up new opportunities for micro and small businesses, and provision of open
government data can greatly facilitate urban services, as the Americas region has a fast
growing population with large concentrations in urban areas.
To meet the goals for developing Honduras’s e-Government and to drive adequate eGovernment strategies and multi-year action plans, this chapter will inform of the status of eGovernment in Honduras through various documentation and interview results. With
understanding the requirements for meeting the e-Government development criteria for the
United Nation’s Global e-Government survey, current status of Honduras’s e-Government
status will be discussed.
The conceptual framework of the United Nations e-Government program is embedded in the
paradigm of human and social development. UN survey’s e-Government in this context
encompasses the capacity and the willingness of the public sector to deploy ICT for
improving knowledge and information in the service of the civilian. The UN Global eGovernment Survey framework encompasses the economic and social development context
of a country.
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3.1.2. e-Government Raking
According to the 2014 United Nations E-government Survey rankings, the Republic of Korea
is the world leader (0.9462) followed by the Australia (0.9103), the Singapore (0.9076) and
France (0.8938), with the Netherlands, Japan, United States, United Kingdom, New Zealand,
Finland, and Canada close behind. With an average of 0.8368, the top 25 countries are far
ahead of the rest of the world (world average of 0.4721). One of the primary factors
contributing to a high level of e-government development is concurrent past and present
investment in telecommunication, human capital and provision of online services. This
reflects that countries in general have improved their online service delivery to cater to
citizens’ needs. On a regional level, Europe (0.6936) lead, followed by Americas (0.5074),
Asia (0.4951) and Africa (0.2661). Despite progress, there remains an imbalance in the digital
divide between developed and the developing countries, especially in Africa. The latter
region had a mean e-Government development index of about 30 per cent of Northern
America and about half of the world average. The digital divide is rooted in the lack of einfrastructure, which has hindered information-use and knowledge-creation.
The tremendous difference of broadband width and subscriptions between the developing and
the developed world proves that there are yet many milestones to be reached in order to close
the gap of the digital divide Honduras is ranked in 114th following the countries such as
Costa Rica, El Salvador and followed by the countries like Guatemala and Nicaragua in
Central America region.
Rank
2014
Country
Sub-region
EGDI
Online
Service
Telecomm.
Infrastructure
Human
Capital
50
Colombia
South America
0.6173
0.7874
0.3297
0.7348
63
Mexico
Central America
0.5733
0.6614
0.3139
0.7445
54
Costa Rica
Central America
0.6061
0.6142
0.4461
0.7582
88
El Salvador
Central America
0.4989
0.5354
0.3198
0.6414
114
Honduras
Central America
0.4083
0.4016
0.1951
0.6281
133
Guatemala
Central America
0.316
0.1496
0.2713
0.5272
0.0945
0.1692
0.5639
147 Nicaragua
Central America
0.2759
Source: United Nations e-Government Survey 2014
[Table II.3-1] 2014 e-Government Development Index
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[Figure II.3-1] e-Government Development Index of Honduras and its Neighboring
Countries
According to United Nations e-Government survey 2014, the key challenge for the eGovernment development of Central America remains the widespread lack of infrastructure
and functional literacy. These challenges have translated into a lower than world average eGovernment development for all sub-regions.
e-Government and innovation can provide significant opportunities to transform public
administration into an instrument of sustainable development. e-Government is “the use of
ICT and its application by the government for the provision of information and public
services to the people” (Global e-Government Readiness Report 2004). More broadly, egovernment can be referred to as the use and application of information technologies in
public administration to streamline and integrate workflows and processes, to effectively
manage data and information, enhance public service delivery, as well as expand
communication channels for engagement and empowerment of people. The opportunities
offered by the digital development of recent years, whether through online services, big data,
social media, mobile apps, or cloud computing, are expanding the way we look at egovernment. While e-government still includes electronic interactions of three types—i.e.
government-to-government (G2G); government-to-business (G2B); and government-toconsumer (G2C)—a more holistic and multi-stakeholder approach is taking shape.
Through innovation and e-Government, public administrations around the world can be more
efficient, provide better services and respond to demands for transparency and accountability.
e-Government can help governments go green and promote effective natural resource
management, as well as stimulate economic growth and promote social inclusion, particularly
of disadvantaged and vulnerable groups. ICT have also proven to be effective platforms to
facilitate knowledge sharing, skills development, transfer of innovative e-government
solutions and capacity-building for sustainable development among countries. E-government
can generate important benefits in the form of new employment, better health and education.
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3.1.3. Sub-Index
The United Nations Global e-Government Survey is recognized for providing a
comprehensive assessment of national online service, telecommunication infrastructure and
human capital. To suggest better initiatives for developing e-Government of Honduras,
Honduras e-Government status accessed by the reports will be discussed.
Central America faces some challenges regarding their online service delivery. Firstly, the
infrastructure gap and broadband quality at the national level constrain access to online
service. Countries like Costa Rica, El Salvador and Honduras have their Telecom
Infrastructure Index pulling down their overall E-Government Development Index (EGDI)
values.
In general, institutional weaknesses in the design of policies, the organization of programs
and stakeholder coordination jeopardize the long-term development of e-government
practices. The countries with higher rankings have already overcome the process of providing
clarity about the institutional setting for e-Government. The Online Service Index of Central
America (0.4006) is lower than the rest of the region; however, it is still higher than the world
OSI average (0.3919).
3.1.3.1. Online Service Index
The Online Service (Web Measure) is based upon a four-stage model, which is ascending in
nature and builds upon the previous level of sophistication of a state’s online presence. The
model defines four stages of e-Government Development according to scale of progressively
sophisticated civil services.
Country
Description
Stage1:
Emerging
Presence
Represent limited and basic information by comprising a web page/or an
official website links to ministries/departments of education, health, social
welfare, labor and finance may/may not exist links to regional/local
government may/may not exist some archived information such as the head
of states' message or a document such as the constitution may be available
on line, and most information remains static with the fewest options for
civilians.
Stage 2:
Enhanced
presence
Provides greater public policy and governance sources of current and
archived information, such as policies, laws and regulation, reports,
newsletters, and downloadable databases. The user can search for a
document and there is a help feature and a site map provided. Though more
sophisticated, the interaction is still primarily unidirectional with
information flowing essentially from government to the civilian.
Stage 3 :
Transactional
presence
Allow two-way interaction between the civilian and his/her government.
Includes options for paying taxes; applying for ID cards, birth
certificates/passports, license renewals and other similar C2G interactions
by allowing him/her to submit these online 24/7. The civilians are able to
pay for relevant public services, such as motor vehicle violation, taxes, fees
for postal services through their credit, bank or debit card. Providers of
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Country
Description
goods and services are able to bid online for public contacts via secure
links.
Represents the most sophisticated level in the online e-Government
initiatives, can be characterized by an integration of G2G, G2C and C2G
(and reverse) interactions. The government encourages participatory
Stage 4 :
deliberative decision-making and is willing and able to involve the society
Connected
in a two way open dialogue.
presence
Through interactive features such as the web comment form, and
innovative online consultation mechanisms, the government actively
solicits citizens’ views on public policy, law making, and democratic
participatory decision making.
Source: United Nations e-Government Survey 2014
[Table II.3-2] Online Service (Web Measure) Model: Stages of e-Government Evolution
Implication in this model is the integration of the public sector agencies with full cooperation
and understanding of the concept of collective decision-making, participatory democracy and
civilian empowerment as a democratic right.
The survey assesses the same number of functionally same/similar sites in each country to
ensure consistency. In keeping with its conceptual framework of human development these
were the Ministries/Department of Health, Education, Social Welfare, Labor and Finance
which are representative of the services civilians require most from the government. Each
ministerial site was assessed on the same set of questions. E-government services such as eprocurement, which may be provided as part of a country's e-Government initiative and
measured elsewhere, are not the focus here.
Furthermore, the survey emphasized online services and e-participation more than previous
years. This included availability of mobile applications, Web 2.0 tools, use of online services
by civilians, and the extent to which governments are integrating back office operations.
Greater weight was given to development of participatory and integrated transactional
services than in the past as a reflection of the need to promote inclusion and narrow the
digital divide.
Country
OSI
Colombia
Costa Rica
El Salvador
Guatemala
Honduras
Mexico
Nicaragua
0.7874
0.6142
0.5354
0.1496
0.4016
0.6614
0.0945
Stage1
88
94
94
25
59
97
16
Stage2
75
55
55
27
48
73
14
Percentage
Stage3
56
37
30
9
26
40
16
Stage4
65
44
24
6
21
32
3
Total
70
56
49
17
38
59
12
[Table II.3-3] Online Service Index (OSI) and its Components
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[Figure II.3-2] Online Service Index of Honduras and its Neighboring Countries
Honduras is in the lower level compared to the countries falling behind the Honduras such as
Guatemala, Nicaragua in overall e-Government development ranking. It is assumed that
Honduras`s online service is more focused on indirect civil services rather services such as
education, social welfare and labor. Also the development of participatory and integrated
transactional services of Honduras`s e-Government could be one of the weak point of
Honduras which lead to the low score in online service.
3.1.3.2. Telecommunication
Access to information technologies has become crucial to development. ICT have allowed an
unprecedented opportunity for countries to leapfrog traditional modes of service delivery and
make manifold improvements in process effectiveness and efficiency. Governments can now
deliver better, more cost effective services more speedily.
The telecommunication infrastructure index is a composite of five indicators: number of
personal computers per 100 persons, number of Internet users per 100 persons, number of
telephone lines per 100 persons, number of mobile cellular subscriptions per 100 persons and
number of fixed broadband subscribers per 100 persons.
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[Figure II.3-3] Telecomm Infrastructure Status of Honduras and its Neighboring Countries
Infrastructure index causes lower ranking in e-Government development of Honduras
compared to other indexes. Considering the fact that development of telecommunication
infrastructure is essential for providing e-Government service, the infrastructure should be
focused on telecommunication infrastructure as well as the users, the civilians. To meet the
level of infrastructure that provides fair and even e-Government service to civilians, current
infrastructure status of Honduras should be more developed
3.1.3.3. Human Capital
Information technologies are increasingly being seen as the means of complementing
traditional educational techniques. Incorporation of new technologies has enabled education
systems to adapt to the emerging learning and training needs of societies. Computer
simulation, telematics, and teleconferencing, alongside educational TV or radio, have greater
potential to reach larger audiences through e-learning than the traditional classroom process,
and to make learning more effective, attractive and stimulating.
The increasing variety of interactive media enlarges the scope and possibilities of selfdirected learning, particularly the 900 million illiterates in the world and the 130 million
children unable to attend primary school, and for making lifelong education for all feasible,
particularly for learners for whom access is limited by time and space, age, socio-cultural
environment, work schedules and physical or mental handicaps.
The data for the human capital index relies on the UNESCO’s indicators, which is a
composite of the adult literacy rate and the combined primary, secondary and tertiary gross
enrolment ratio.
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[Figure II.3-4] Human Capital Status of Honduras and its Neighbouring Countries
In the UN e-Government Survey 2014, Honduras is relatively middle level of Human Capital
Index among Central American countries, which is 0.6281.
3.1.3.4. e-Participation
The e-participation questions, as part of the e-Government questionnaire, extend the
dimension of the Survey by emphasizing quality in the connected presence stage of eGovernment. These questions focus on the use of the Internet to facilitate provision of
information by governments to citizens (“e-information sharing”), interaction with
stakeholders (“e-consultation”), and engagement in decision-making processes (“e-decision
making”). A country’s e-participation index value reflects how useful these features are and
how well they have been deployed by the government compared to all other countries. The
purpose of this measure is not to prescribe any particular practice, but rather to offer insight
into how different countries are using online tools to promote interaction between citizen and
government, as well as among citizens, for the benefit of all.
The results were not reflected to the ranking but offer insight into how different countries are
using online tools to promote interaction between civilian and government, as well as among
civilians, for the benefit of all.
Rank
2014
Country
14
Costa Rica
0.8235
45
El Salvador
0.6078
EPI
e-Information
eConsultation
e-Decision
Stage1 (%)
Stage2 (%)
Stage3 (%)
74.14
92.59
77.27
11.11
55.17
85.19
40.91
0
Total (%)
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e-Information
eConsultation
e-Decision
Stage1 (%)
Stage2 (%)
Stage3 (%)
31.03
40.74
31.82
0
0.1961
18.97
22.22
22.73
0
0.0980
10.34
11.11
13.64
0
Rank
2014
Country
97
Honduras
0.3333
137
Guatemala
164
Nicaragua
EPI
Total (%)
Source: UN e-Government Survey 2014
[Table II.3-4] e-Participation Index and its Utilization by Stages
[Figure II.3-5] e-Participation Index of Honduras and its Neighboring Countries
Honduras has low level in e-participation while Costa Rica and El Salvador has high level of
e-participation considering their EGDI rank. In order to reach a goal of e-Government,
especially to promote interaction between civilian and government, as well as among
civilians, e-participation requirement should be improved
3.1.4. Implications
The analysis of UN e-Government development index presents implications and suggests
improvement opportunities for Honduras e-Government as follows.
Implications
Opportunities
Compared to the development level of national competitiveness, Increase the level of
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Implications
network readiness and ICT, Honduras’s e-Government is less
developed, mostly for the reason of lower level of infrastructure
and civil participation what UN focuses on.
 Providing online service, Honduras government need to
consider about civil participatory and integrated transitional
service, which is considered for evaluating online service.
 To promote G2C services, e-participation is important, and
reinforcing the services in e-information, e-consultation, and
e-decision making should be considered.
Opportunities
online service and
civil participation,
and transaction
between institutions
Honduras needs to focus more on its online service in Health,
Provide basic online
Education, Social Welfare, Labor and Finance, which are
service for the citizen
considered as representative services for the civilians
To cope with e-Government development index and global
requirements, follows need to be considered
 It is needed to have effective online services for vulnerable
groups.
 New technology such as mobile applications, big data can
support the civil participation.
Increase civil
 Effective use of multi-channel service delivery, in particular
accessibility through
the availability of mobile services (SNS, mobile web, text
various technologies
service) will be important for the future e-Government.
 UN recommends the provision of free connectivity through
public kiosks and other facilities and the introduction of
useful infrastructure and decrease a digital divide to induce
participatory of civilians.
To cope with environmental issue, providing information and Develop an
services for promoting awareness and advocacy of environment environment related
is necessary
systems
[Table II.3-5] Implications from UN e-Government Development Index
3.2. ICT Infrastructure for e-Government Implementation
The use of information and communication technologies (ICT) is a key factor to promote the
national competitiveness, economic development and productivity, allowing the efficiency
and transparency in public administration by streamlining the processes. The analysis of ICT
and e-Government infrastructure of Honduras has been performed through surveys,
interviews and data research.
3.2.1. Networked Readiness for e-Government Development
The main challenge of the Honduran government is digital divide; only 17.8% of the
population is Internet users and Honduras ranked 116th out of 148 countries (with the value of
3.24) in the Networked Readiness Index (NRI) 2013 published by World Economic Forum,
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which implicates that there is considerable digital divide not only compared with the
developed countries but also in Latin America region including Central American countries.
The NRI comprises four sub-indexes: these indexes measure the environment for ICT; the
readiness of a society to use ICT; the actual usage of all main stakeholders; and, finally, the
impacts that ICT generate in the economy and in society. The three first sub-indexes can be
regarded as the drivers that establish the conditions for the results of the fourth sub-index,
ICT impacts. These four sub-indexes are divided into 10 pillars composed of 54 individual
indicators in total, according to the following structure:
Index
Sub-index
A. Environment
1.
2.
Political and regulatory environment
Business and innovation environment
B. Readiness
3.
4.
5.
Infrastructure and digital content
Affordability
Skills
C. Usage
6.
7.
8.
Individual usage
Business usage
Government usage
D. Impact sub-index
9. Economic impacts
10. Social impacts
[Table II.3-6] Sub-indexes of Networked Readiness Index
[Figure II.3-6] NRI Results of Honduras
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Honduras closes the regional rankings following Paraguay (102nd) and Venezuela (106th) and
followed by Bolivia (120th), Nicaragua (124th) and Haiti (143rd). These countries all suffer
from both important weaknesses in the development of their ICT infrastructures and a lack of
innovation and entrepreneurial conditions that could help them fully leverage them.
Indicator
Rank/148
Value
1 Pillar: Political and Regulatory Environment
128
2.9
Effectiveness of law-making bodies (1-7)
121
2.8
Laws relating to ICT (1-7)
119
3.1
Judicial independence (1-7)
108
3.0
Efficiency of legal system in settling disputes (1-7)
109
3.2
Efficiency of legal system in challenging regulations (1-7)
96
3.1
Intellectual property protection (1-7)
103
3.1
Software piracy rate (% software installed)
75
73
Number of procedures to enforce a contract
138
47
Number of days to enforce a contract
128
920
118
3.7
Availability of latest technologies (1-7)
93
4.5
Venture capital availability (1-7)
82
2.5
Total tax rate (% profits)
78
39.2
Number of days to start a business
70
14
Number of procedures to start a business
137
13
Intensity of local competition (1-7)
104
4.6
Tertiary education gross enrollment rate (%)
95
20.6
Quality of management schools (1-7)
123
3.4
Government procurement of advanced technologies (1-7)
125
2.8
115
2.8
Electricity production (KWh/capita)
100
916.3
Mobile network coverage (% of population)
116
89.9
International internet bandwidth (kb/s per user)
118
4.2
Secure internet servers/million population
95
9.5
Accessibility of digital content (1-7)
107
4.5
77
5.2
Prepaid mobile cellular tariffs (PPP $/min)
107
0.36
Fixed broadband Internet tariffs (PPP $/month)
83
34.71
st
nd
2 Pillar: Business and Innovation Environment
rd
3 Pillar: Infrastructure and Digital Content
th
4 Pillar: Affordability
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Indicator
Rank/148
Value
1
2.0
112
3.7
Quality of educational system (1-7)
141
2.4
Quality of math and science education (1-7)
144
2.2
Secondary education gross enrollment rate (%)
102
73.1
Adult literacy rate (%)
101
85.1
106
2.5
Mobile phone subscriptions/100 population
99
92.9
Individuals using Internet (%)
105
18.1
Households with personal computer (%)
104
15.1
Households with Internet access (%)
100
13.2
Fixed broadband Internet subscriptions/100 population
110
0.8
Mobile broadband subscriptions/100 population
90
8.6
Use of virtual social networks (1-7)
98
5.3
91
3.4
Firm-level technology absorption (1-7)
74
4.7
Capacity for innovation (1-7)
112
3.1
PCT patents (applications/million population)
122
0.0
Business-to-business Internet use (1-7)
91
4.6
Business-to-consumer Internet use (1-7)
93
4.1
Extent of staff training (1-7)
77
3.9
133
3.0
Importance of ICT to government vision (1-7)
139
2.7
Government Online Service Index (0-1)
94
0.38
Government success in ICT promotion (1-7)
146
2.9
116
2.7
Impact of ICT on new services and products (1-7)
109
3.9
ICT PCT patents (applications/million population)
93
0.0
Impact of ICT on new organizational models (1-7)
94
3.8
Knowledge-intensive jobs (% workforce)
100
12.8
10th Pillar: Social Impacts
119
2.9
Impact of ICT on access to basic services (1-7)
115
3.5
Internet access in schools
115
3.1
Internet and telephony competition (0-2)
5th Pillar: Skills
6th Pillar: Individual Usage
7th Pillar: Business Usage
8th Pillar: Government Usage
9th Pillar: Economic Impacts
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Indicator
Rank/148
Value
ICT use and government efficiency
134
3.0
e-Participation Index (0-1)
82
0.13
[Table II.3-7] The Networked Readiness Index of Honduras in Detail
3.2.2. ICT Usage
As shown in the following figures, the number of fixed-telephone subscriptions per 100
inhabitants is less than 10, while the number of mobile phone subscriptions per 100
inhabitants exceeds 100. In 2011, it decreased mostly because of exclusion of inactive
accounts by one of the main operators, and the decline in 2012 was due to merge of second
and third operators of the mobile market in Honduras.
Source: ITU
[Figure II.3-7] Fixed-telephone Subscriptions per 100 Inhabitants
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Source: ITU
[Figure II.3-8] Mobile-cellular Telephone Subscriptions per 100 Inhabitants
Even though the percentage of individuals using the Internet seems to increase, the level is
still low as the following figure shows. Fixed (wired) broadband subscriptions per 100
inhabitants are markedly low and the speeds are merely equal to 512Kbps.
Source: ITU
[Figure II.3-9] Percentage of Individual Using the Internet
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Source: ITU
[Figure II.3-10] Fixed(wired)-broadband Subscriptions per 100 Inhabitants
Meanwhile, 20.1% of households possess computer – the rate shows 32.7% in urban area and
7.9% in rural area. The rate of households having fixed phone also shows the regional
difference; among the total 20.7% of households 90% is in urban and 9.9% in rural area, in
other words, 37.9% of urban and 4.0% of rural households possess fixed phone.
Some practical difficulties such as unstable political framework and lack of budget have had
real effects on the country’s telecom market. Fixed-line teledensity at only 7% is significantly
lower than the Latin American and Caribbean average. Poor fixed-line infrastructure has been
exacerbated by low investment and difficulties in local terrain which have made investment
in rural areas unattractive or uneconomical. As a consequence, the internet has been slow to
develop in Honduras: DSL (Digital Subscriber Line service) and cable modem technologies
are available but relatively expensive, while higher speed services are largely restricted to the
major urban centers. Nevertheless, the demand for broadband is steadily increasing and there
has been some investment in network upgrades to fiber-based infrastructure, though this is
restricted to the main cities. Poor fixed-line connectivity has also inhibited the take-up of
VoIP, which would otherwise be a preferred communications medium to expensive domestic
calls.
On the positive side, these factors have encouraged consumer take-up of mobile services, a
sector where there is lively competition supported by international investment and know-how.
As a result, mobile penetration is about 20% above the regional average. Revenue from the
mobile sector looks promising in coming years as operators invest in their networks,
expanding their reach and upgrading their capabilities to accommodate mobile broadband
services. Mobile data as a proportion of overall mobile revenue is likely to double in 2013,
though low-end SMS services will continue to account for the bulk of data revenue for some
years.
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3.2.3. Ongoing Projects for ICT Infrastructure Expansion
To build the ICT infrastructure at national level, the National Commission of
Telecommunications (CONATEL) is pushing forward the project in priority to expand free
Wi-Fi zones in schools and public parks and further hospitals and police stations. According
to the CONATEL, 97,271 students of the public schools will benefit from the School
Connected with Internet Project. The total connections of Internet del Pueblo, which is Free
Wi-Fi Project, are shown in the following table.
Area
Total Connections
Tegucigalpa
6,179
San Pedro Sula
8,785
Ceiba
7,702
Gracias
7,794
Comayagua
4,219
Choluteca
4,000
Juticalpa
3,593
Danli
2,425
El Progreso
2,300
Museo Ferrov
650
Trujillo
2,800
Source: CONATEL
[Table II.3-8] Connections with Free Wi-Fi Project “Internet del Pueblo”
In spite of the efforts to expand free Wi-Fi zones, the current ICT infrastructure in Honduras
is not established enough in particular in rural areas. The following figures are showing the
actual backbone of optical fiber and mobile network coverage. The optical fiber is
constructed with San Pedro Sula and Tegucigalpa as a center. Generally Honduras is covered
with 2G mobile network in the west side but 4G is covering only in La Ceiba, San Pedro Sula
and Central District. It seems that it is difficult to build Internet or mobile network in the east
side because it is mountainous area and there are national parks.
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Source: CONATEL
[Figure II.3-11] Backbone of Optical Fiber in Honduras
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Source: CONATEL
[Figure II.3-12] Mobile Network Coverage of 2G, 3G and 4G
Meanwhile, each public institution of Honduras has its own network by contracting different
operators, thus there is no integrated national administrative network yet.
3.2.4. Current Status of e-Government System
Based on interview and reference review, some well-developed e-Government systems are
identified. Even though, those systems are still in use only within institution which have
ownership or shared with limited users. They are also lacking of integration and
interoperability with related systems.
Institution
Information Systems
Secretariat of Education (SE)
SACE (Education Center Administration System):
registration of public and private education centers,
teachers, enrollment of students, administration and
statistics at national, regional and individual level
SIARHD (Human Resources Administration System):
registration of name, licenses of teaching staff at national
level and payment connected with the Secretariat of
Finance, planning and budgeting
SIPLIE (System of Education Infrastructure Plan): to copy
all information of infrastructure and furniture in every
education center at national level
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Institution
Information Systems
ERA (Evaluation of Academic Output): registration of the
education standard test
National
University
(UNAH)
of
Autonomous Financial Information System
Honduras
Virtual Campus
Student Registration System
Library System
Human Resources System
Institutional Repository Documents System
Secretariat of Health
SIS (Statistics Information System): control and manage
health matters
Blood Bank System
Secretariat
of
Social e-Purse System: payment of social benefits
Development and Inclusion
Blood Bank System
(SEDIS)
Secretariat of Infrastructure Transportation System
and Public Services (INSEP)
Secretariat of Security
SEPOL (Online Police Statistics System): registration of
death, homicide, and incident
AFIS (Automated Fingerprint Identification System)
AVL (Automatic Vehicle Location)
IBIS (Integrated Ballistics Identification System)
Driver’s License Registration System
Criminal Record System
Nationwide 911 System
Secretariat of Labor
Employment System
Administration System
Institute
of
Professional Institutional Communication Program (P-CI): intranet for
Training (INFOP)
central and regional offices, regulations, internal
communication among collaborators and teachers
Secretariat of Agriculture and Online System for Export and Import Permission
Stock Farming (SAG)
Plague Information System
Online Animal Health System
Producers Registration System
Secretariat of Energy, Natural MIGA (Environmental Geographic Information Module)
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Institution
Information Systems
Resources, Environment and MIRA (Environment Registration Information Module):
Mines (SERNA)
tracking system
MIAH (Honduras Environment Indicators Module)
RETC (Air Emissions, Transferences and Contaminants
Registration)
Secretariat of Human Rights, SIMEX (Procedure Tracking System): file management and
Justice, Governance and workflow system
Decentralization (SDHJGD)
Rent Contract Management System
Jail System
Secretariat
(SEFIN)
of
Finance SIAFI (Integrated Financial Administration System)
Central Bank of Honduras Real-Time Gross Settlement System (BCH-TR)
(BCH)
Central System of Securities Depository (DV-BCH)
Automated Payment System: automated payment procedure
between BCH and the government finance functions
ERP (Enterprise Resource Planning)
SENDI (Electronic Currency Exchange System)
ALM (Anti Money Laundry System)
PKI
Secretariat of
Development
Economic Information System: open all information about promoting
investment, tourism and export
SECEH (Export Permission System)
Secretariat
(SDP)
of
Presidency Institutional e-mail system
Institute of Access to Public SINAIP (National Public Information System)
Information (IAIP)
SIELHO (Electronic System of Honduras)
Revenue Executive Service SIT (Tax Information System)
(DEI)
Vehicle Registration System
SIDUNEA (Automated Customs System)
Tax Collection System (DET/FENIX)
Public
(MP)
Prosecutor's
Secretariat
Government
Office Case Management System
of
General Cloud Computer
Coordination
Process Management System
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Institution
Information Systems
(SCGG)
e-Catalog, HonduCompras (e-Procurement system)
[Table II.3-9] Current e-Government System
3.3. Interview Result
3.3.1. Introduction
The interview is conducted to understand current states of organization, operation, and eGovernment and supporting ICT infrastructure, and to acquire core e-Government
requirements, and to identify major improvement opportunities and potential e-Government
initiatives from various stakeholders.
The Questionnaire comprises (1) mission and tasks of your organization, (2) policies and
planning regarding development of ICT & e-Government, (3) status of ICT & e-Government
projects, (4) requirements for developing ICT & e-Government, and (5) current resource
status prior to developing ICT & e-Government.
The interview has been conducted with ICT officials in charge at 27 institutions from August
26th to September 2nd.
According to the interview results, some institutions such as Secretariat of Education,
National Autonomous University of Honduras, Secretariat of Security, Secretariat of Finance,
Central Bank of Honduras, National Commission of Banks and Insurance, National
Commission of Telecommunications and National Institute of Statistics have relatively well
structured and developed ICT infrastructure and systems. However, those ICT infrastructure
and systems are used within the institutions which own them and not integrated with other
systems.
Central ICT unit has been organized within each institution after government reformed in
2014, which is in progress of approval by parliament. However, there is no direction or
guideline to standardize organization and operating procedure at government level as a whole.
The proportion of officials who have professional ICT knowledge is also varied, but very low
in general.
Most of data centers are merely storage rooms for ICT equipments with obsolete H/W and
outdated S/W and without proper facilities such as air conditioning, fire precautions and UPS.
Network infrastructure for those data centers is very also poor without adequate security to
protect sensitive and confidential information.
Only a few institutions provide training courses for ICT officials and government officials,
which are limited to basic computer skills such as office, e-mail and internet, end user
training after system implementation and basic tools and services for system development.
There is no official training to improve skills and knowledge and increase usage of ICT
aligned with job requirements and career development path.
There are common major issues encountered and identified by almost all institutions: lack of
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ICT infrastructure in general as well as in regional area, budget for both development and
maintenance, ICT resources and awareness and consensus concerning ICT and e-Government.
It is also identified as major issues to plan and execute projects within each institution
without a holistic view as a whole of government, which causes redundant investment, silo
system with lack of interoperability and polarization of ICT infrastructure and resources.
Lack of awareness and consensus on ICT and e-Government both within and outside
government are also considered big barriers to transform toward e-Government. A want of
sustainability to carry out policies and long-term plan is also considered one of the biggest
barriers.
Accordingly, it is considered key success factors of ICT and e-Government implementation to
improve ICT infrastructure, provide ICT education or training, promote ICT industry,
establish ICT laws, regulations and incentives, and make a commitment for sustainable ICT
and e-Government.
Summarizing interview results, implications for improvement opportunities are derived: it is
required to implement common ICT infrastructure with high priority so as to establish a
foundation, remove redundant investment and have each institution concentrate on core
value: it is important to promote e-Education which is leveraged to provide training and
education on ICT and e-Government and drive improvement of ICT and e-Government at the
same time with contributing to increase of awareness and consensus building within and
outside government: it is essential for government to show strong leadership and commitment
with feasible and sustainable plan on ICT and e-Government implementation.
3.3.2. Secretariat of Education
Secretariat of Education is to guarantee high-quality educational services for all including
children, youth and adults in accordance with constitutional and international agreements, by
providing and promoting public and private educational services according to the necessities
of human development and nation vision, with the participation of the civil society in the
formation and finance of the services
Main functions of Secretariat of Education are to define education policies at national level,
manage the national budget for education, make strategic education plans, train teachers and
educate students. It focuses on these areas because they define the direction of national
education in terms of scope, quality of education, status of educational infrastructure, training,
and academic results of students.
ICT unit at Secretariat of Education provides all system services for all departments within
the Secretariat. It has direct connection with Secretariat of Finance for effects of payroll and
pay to suppliers. A1PRAF gives information of enrollment of beneficiary students with the
Vida Mejor.
Secretariat of Education is currently carrying out projects for SACE (Educational Centers
Administrations System), SIARHD (Human Resources Administration System), SIPLIE
(Education Infrastructure Plan System), and ERA (Evaluation of Academic Output), Business
Intelligence Project.
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It also plans to improve SACE with online enrollment registry, academic output, and other
educational indicators, and implement teaching staff training system by web, complaint
register system by telephone and web, and customer service by ticket system.
It emphasized teacher training system because teacher training is a process that should be
managed as an important element to improve the quality of education. This project was
planned as a new alternative of training teacher, providing an information solution that
overcomes the limitations of current training and gives the teachers to extend their career in
their interesting knowledge.
ICT human resources at Secretariat of Education are professional and competitive in
infrastructure administration, application development, projects management, but no technic
personal with permanent labor contract, which is very high risk to continue the processes and
projects. However, there is no official job training for ICT staffs.
The development budget for ICT of Education is assigned by Education, Finance and
President, but in 2014 budget for investment in IT team and services was reduced.
Maintenance recurrent budget comes from Secretariat of Education, financing approved by
the nation and international organizations.
Secretariat of Education thinks of limited budget for ICT investment and lack of job security
in ICT unit as major issues. It also mentioned that each institution has different standards and
policies that make working together difficult, which should be addressed through the
direction of ICT and e-Government. In case of Secretariat of Education, it is working in
integrating all systems, which is essential for good use of information.
It considers it key success factors to provide ICT education at all education levels, increase
the coverage of technology in the nation, promote ICT industry through universities, and
regulate ICT industry. And it provides comments that it is necessary to communicate between
Ministries and institutions to work together and avoid redundant initiatives and works and to
make a national indicator system that joins the national variables in education, health, finance,
infrastructure and work.
It shows concerns about integration of the systems of government ministries and institutions
with the security of information and confidence of population in which the procedures will be
dealt with and resolved.
3.3.3. National Autonomous University of Honduras (UNAH)
The mission of National Autonomous University of Honduras is to manage leadership and
improve the higher education in Honduras, provide Honduras with high level of human
resources in academic, scientific and ethics fields, do high level scientific research to promote
the Honduras development. These are three important tasks the academy, the science and the
link with the society.
National Autonomous University of Honduras focuses on scientific research, academy at high
level, promotion of the Honduras development with scientific search and constitutional
mandatory to under the national higher education level.
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The ICT department is the universal axis at the university with having relations with every
development. The main three types of relations are networking infrastructure, information
system, and technical infrastructure for teaching and learning and capacity building.
National Autonomous University of Honduras already has an ICT Master Plan and ICT policy,
which allow it to develop the its technological platform. To establish the standards for ICT
environment, it is participating of a specific project called “Universitic”, which is a core of
indicators to handle the ICT development at National Autonomous University of Honduras.
It is currently implementing networking and infrastructure at national level and working on
institutional agreement at national level based on ICT policy and Master Plan.
National Autonomous University of Honduras has 23 information systems to support ICT
environment and major systems are financial information system, virtual campus, student
registration, library system, human resources, institutional repository documents, business
intelligence for decision making and software for university hospital.
There are 150 ICT staffs in National Autonomous University of Honduras and portion of ICT
professionals is considered less than 50%. National Autonomous University of Honduras has
a set of program to improve the capacity building and IT certifications in ICT area, and
special department for capacity building.
It finances for ICT in three main activities of its own budget, international cooperation and
sales of services. It also has a specific budget to dedicate to ICT development, which is
managed by project.
National Autonomous University of Honduras thinks of indifference of the institutional
personal, lack of ICT experts, lack of social infrastructure especially electricity and lack of
ICT laws and regulations as major issues. It also think the better way to direct ICT is to
continue with the ICT governmental projects because in Honduras every government period
everything change and there is no continuity because of that we cannot develop whole
program.
Accordingly, it identifies capacity building, more ICT facilities and laws and regulations as
key success factors for e-Government implementation. It also mentions improvement of
citizen’s literacy as a key success factor.
National Autonomous University of Honduras comments that meeting with various people is
very important to get good information in order to develop plan and continue the work in
spite of change of the government.
3.3.4. Secretariat of Health
The primary mission of Secretariat of Health is to develop, design, control, monitor and
evaluate policies, standards, plans and national health programs, exercise stewardship of the
Sector; target resources of the National Health as well as promote, conduct and regulate the
construction of healthy and improving the living conditions of the population, development
and strengthening of a culture of life and health, generation of intelligence in health care
needs and demands of health, ensuring safety and quality of goods and services of health and
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intervention groups at risk and damage health.
Secretariat of Health aims to ensure favorable conditions for the Honduran people's health
through collective and proper conduct of a national integrated health system, decentralized,
participatory and inter-sectorial, with equal access, universal coverage and high levels of
quality, timeliness, effectiveness and efficiency in service delivery.
Secretariat of Health places importance on improving centralized procurement and
distribution to supply government hospital with medicine effectively, controlling epidemic
disease and managing diabetes and blood bank in 2014.
It implemented SIS to control and manage national healthcare matters in 2010 and 2011, and
organized central ICT unit after government reform in 2014. It is implementing blood bank
system and websites for Secretariat of Health and public hospitals, and plans to develop
diabetes management system in 2014.
There is no official training for ICT officials or user training for government officers.
Most of development budgets have been provided by the Non-governmental Organizations
and private sectors because there is no separate and independent budget for ICT and/or eGovernment within Secretariat of Health. Systems are not properly operated nor managed
due to absence of recurrent budgets for ICT and/or e-Government.
Secretariat of Health mentioned lack of system integration, poor ICT infrastructure,
insufficient human resources, and lack of support from institutions as major issues in general
to implement e-Government. Accordingly, it lays emphasis on infrastructure, political
leadership and needs for better healthcare services from the citizen as key success factors.
From the perspectives of Secretariat of Health, major issues are lack of real-time data and
manual processing due to poor infrastructure especially in the region, which obstructs
efficient and effective control over disease.
Low awareness of ICT and e-Government both within and outside government is also
discussed as major issues. Hence, change management with proper training and clear
communication needs to be planned and provided for the success of e-Government
implementation.
3.3.5. Secretariat of Social Development and Inclusion (SEDIS)
The mission of Secretariat of Social Development and Inclusion is to coordinate the social
policy by legislating acts that realize the policy in order to contribute to development of
Honduran society focusing on the vulnerable people and to be the institution that favors to
human, fosters its capability, contributes to well-being, and strengthens the protection and
integral development of the vulnerable people.
Main functions of Secretariat of Social Development and Inclusion are generating gradually
and progressively social conditions that contribute to personal and collective welfare as well
as to empowerment of abilities and capabilities for human rights under poverty, extreme
poverty, vulnerability, excluding and social risk in order to create and extending their
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opportunities in order to generate family welfare and wealth with including them in the
society.
Secretariat of Social Development and Inclusion focuses on the following four areas: to
reduce poverty, extreme poverty, vulnerability and social excluding of people subject to the
Social Protection Policy, through legislation of strategic acts as regards prevention, mitigation,
overcoming of social, economic and natural risks: to promote legislation and increase of the
public and private supply of resources, services and opportunities of social and economic
development, with effective and efficient way, in order to guarantee the welfare and
honorable life of people, families and communities: to encourage the participation of families
and communities to strengthen their indelible role of protection and formation of their
members and create a culture of right: to help with special way to social groups that are
excluded in the situation of high social risk or damaged which requires special attention, by
the reasons related with their age, gender, multicultural, disability, sexual orientation, gender
identity, serological condition or lack of protection.
Secretariat of Social Development and Inclusion is developing a platform that can carry out
an efficient and effective control of the social benefits that the Secretariat gives to people in
extreme poverty. It is also implementing of e-purse for pay of social benefits and social
projects procurement system. It plans to formulate a manual of technology contingence.
There is restriction to buy technologies equipment and lack of investment in technology in
the part of central government.
Secretariat of Social Development and Inclusion thinks lack of ICT budget, ICT
infrastructure, devices and laws and regulations as major issues. Accordingly, it considers
establishment of ICT laws, regulations and incentives, and promotion of ICT industry key
success factors.
It also comments that it is very good initiative to develop ICT in the government in the
structured manner and very good opportunities to create organized structure of e-Government.
At the same time, it shows concerns of lack of continuation of e-Government master plan and
initiatives defined from the plan.
3.3.6. Secretariat of Infrastructure and Public Services (INSEP)
The mission of Secretariat of Infrastructure and Public Services is to plan, manage, regulate
and implement projects and programs of infrastructure, transport and housing and contributes
to a comprehensive socio-economic development of the population, and optimizing resources
allocated efficiently, effectively and transparently.
Secretariat of Infrastructure and Public Services aims to be the leading institution to
encourage and promote public and private investment for the development and modernization
of infrastructure, transport and housing of the country in a coordinated and committed to
responding to the needs of society.
It focuses on construction of road with high priority in 2014, but it is also important to keep
balance among road, water, communication and other public infrastructure and services. For
ICT and e-Government, it focuses on organizing centralized ICT unit within the Secretariat
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after government reformed in 2014.
In 2014, there are two major ICT projects are in progress: improvement and integration of
current transportation system with the key feature of enhancing security system:
Development of monitoring infrastructure to increase transparency of budget appropriations.
There are about 80 ICT officials after centralization of ICT resources: including 1 DBA, 1
senior programmer, 1 telecommunication specialist, 1 process analyst, 2 system analysts, 1
system administrator, 1 network specialist, and 12 technicians. It is required to assess and
reorganize current resources.
There are 1 main database for transport and transport permission records, 7 servers, 57
network equipment, 350 PCs, 165 printers, 24 scanners and 42 UPS. Most of servers are
outdated, some S/W licenses are not renewed properly and ICT assets were poorly managed
by the preceding institution. Annual ICT budget is about 40 USD, which includes H/W and
S/W licenses.
Secretariat of Infrastructure and Public Services recently finished developing curriculum of
bask skills for ICT unit and end users. It plans to implement within the Secretariat in 2014,
and then expands to other Ministries in 1 year.
Small projects for ICT and e-Government including equipment are financed by World Bank
because there is no separate and independent budget for ICT and/or e-Government within
Secretariat of Infrastructure and Public Services.
Secretariat of Infrastructure and Public Services raises major issues for ICT and eGovernment as human resources and inadequate ICT facilities: for human resources, there are
lack of number of resources as well as lack of skills, knowledge and experience of some
resources: for ICT facilities, location is not properly selected and there is lack of essential
conditions such as backup power generation, disaster tolerance, air conditioning, etc.
Accordingly, Secretariat of Infrastructure and Public Services identifies ICT access at rural
area as one of key success factors for e-Government implementation. It also thinks promotion
of ICT industry and awareness of ICT benefits by both the citizens and government officers
as success factors for ICT and e-Government.
Secretariat of Infrastructure and Public Services suggests that infrastructure development
should be emphasized in national direction of ICT and e-Government. It presents comments
that it is important to identify and engage resources from institutions and it is required to
establish one institution to coordinate all ICT and e-Government projects within the
government. It also shows concerns of political leadership to follow through with ICT and eGovernment implementation and tradition and bureaucracy for change barriers.
3.3.7. Secretariat of Security
Secretariat of Security is an active body which carries a modern structure that deviates from
the traditional way of providing security and how they managed from a legal point of view. It
is created as a permanent professional and apolitical institution with purely civilian nature, in
charge of ensuring the preservation of public order, prevention, control, fighting crime and
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protecting the safety of people and property.
Its vision is the comprehensive protection of the public, through the application of the police
legally established under the principles of legality, sustainability, professionalism, hierarchy,
discipline, partisan apolitical, equality, solidarity, ethics and impartiality and with supporting
ecological justice system, all in strict respect for human rights.
Secretariat of Security is under Security Sector, which keeps close ties with Supreme Court
and Public Prosecutor’s Office with using SEDI for file management.
Secretariat of Security has implemented and integrated various information systems
continuously over 10 years: AFIS, IBIS, NACIS, driver license registration system, firearms
registration system, criminal record system, stolen vehicle system, driver license for public
transportation, nationwide 911 system, GPS for police, and statistic information system.
It plans to expand current system to more users in other organization within the Secretariat or
related institutions outside the Secretariat and implement new ICT infrastructure and system:
for expansion, nationwide 911 system to fire department and statistic information system up
to 30 office nationwide: for new ICT infrastructure implementation, unified data center: for
new system implementation, call reporting system from traffic accident to crime, government
administration system including finance and HR, and file management system replacing
SEDI.
Secretariat of Security provides training programs on ICT limited to continuous training
programs of office productivity tools, institutional email and internet. There is no specialized
training for ICT staff of the Directorate contemplated until 2015.
Funds for implementing new system are mainly obtained outside government. Due to lack of
recurrent budget for ICT and e-Government, Secretariat of Security tries to forecast and
secure budget for operation and maintenance when it finances for development.
There is no budget for ICT and e-Government and financing is not always carried forward as
it is planned, hence some of plans are not delayed or canceled: it took 6 months for planning
unified data center, but implementation cannot be started because budget is not secured.
Secretariat of Security considers lack of ICT policy or guidelines at national level, no long
term plan, no budget and poor ICT infrastructure major issues. There are no guidelines and
long term plan for ICT and e-Government at national level, so each Secretariat has to develop
its own plan temporarily without ensuring consistency and interoperability. Secretariat of
Security pointed out concretely national network coverage and connectivity in the regional
area out of issues in ICT infrastructure.
With addressing major issues Secretariat of Security encounters, it identifies policy making
and enforcement, improvement of awareness, general level of society and maturity toward
ICT, solution to overcome limited access for services as key success factors. It suggests that
direction of ICT and e-Government should be communicated properly with stakeholders and
citizens. It also comments that government has to provide direction and guidelines with
detailed plan and timeline, so institutions can cope with in timely and proper manner and high
level of commitment is required by all sectors involved in decision making.
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3.3.8. Secretariat of Labor
The mission of Secretariat of Labor is to boost the generation of decent employment by
policies and services to citizen, besides of the verification of the labor conditions, the
promotion of the health and security in the jobs, and resolution of controversies in the labor
relations of employers and workers of the country.
Main function of Secretariat of Labor is to provide services of employment, inspection, labor
relations regulation, social forecast, procurator and salary.
Secretariat of Labor focuses on activities related to make productive, to promote the right to
work from the conception with the link employment opportunities to the regulation during the
existing relation, and the protection when finishing by the conciliation and the judicial
representation. It also considers it high priority that employment programs are the insignia by
the government in the matter of social programs and being directly linked with the results of
the government plan and the nation.
Secretariat of Labor updates ICT strategy in every 2 years, translating the priority projects,
based on the resources availability and the current cooperation, according to a government
outline. IT area in the Secretariat has total autonomy and decision about how to deal with
each project according to the priorities.
It is currently upgrading employment system, consolidating contents of new administration
system and developing new interface for inspection system. In accordance with ICT strategy,
it plans to implement e-Government initiative within the Secretariat, which will be developed
by September, 2014 and provides services to the users.
ICT resources are centralized in the administrative management office and job training is
defined by planning and management evaluation unit.
The national funds are managed in centralized manner and the Secretariat of Presidency
authorizes the investment according to availability and priority. External resources are
managed by the donors, with the technical guide of IT area, following the processes of each
organization.
Secretariat of Labor thinks of lack of ICT budget, social infrastructure, and laws and
regulations as major issues. Accordingly, it consider it key success factors for e-Government
implementation to build ICT facilities, provide ICT education and establish ICT laws and
regulations.
It provides comments of supporting technologies of hardware and software, and shows
concerns approval by the parliament for e-Government implementation. It also provides
opinion on direction of ICT and e-Government that government should strengthen and
manage more and in a better manner to reduce the emergency incidence.
3.3.9. Institute of Professional Training (INFOP)
Mission of Institute of Professional Training is to direct and offer professional training,
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accreditation and certification by the administration and execution of scientific and
technologic processes, which meet the necessities of human talent to contribute with the
social and economic development of Honduras.
Main functions of Institute of Professional Training are to realize investigations of the current
human resources, determine the necessity of their professional training, and plan it, organize
and execute programs of professional training for all sectors of the national economy and all
levels of employment, organize and execute professional training programs for employed,
unemployed and underemployed workers, give technical assistance to contributing
businessmen for structure creation and functioning of their own training services, collaborate
in development of adults literacy programs, collaborate national services of positioning and
hiring, and perform more tasks to reach the object of the article 2 of INFOP law.
Institute of Professional Training currently focuses on organizing and executing professional
training programs for employed, unemployed and underemployed workers, contributing to
increase the national productivity and economic and social development, through the
establishment of a professional training system for all sectors of the economy and for all
levels of employment, according to national plans of economic and social development, and
leading, controlling, supervising and evaluating the activities of professional training at
national level.
The processes and structure involved in the services that Institute of Professional Training
maintains include general administration, finance, human resources, technic teacher, planning,
technical cooperation, legal consulting, systems and procedures, quality management,
protocol and public relations, audit, formative actions and regional directions and each of the
sub-processes, according to its functional structure.
Institute of Professional Training is currently implementing the Institutional Communication
Program (P-CI) which consists in the strategies implementation of internal and external
communication. P-CI includes intranets for central and regional offices, regulations, internal
communication to center for collaborators and teachers, and strengthening the web page as
tool of efficient communication.
It plans to implement Integral professional Training Program (P-FPI), Quality Management
Program for the Integral Professional Training (P-GC-FPI), Institutional Communication
Program (P-CI), and Institutional Empowerment Program (P-FI).
There are not enough hardware including personal computers for all areas and also no
software licenses for office programs, antivirus, OS and development programs.
Implementation budget for Information Services Platform Module PMIS is about 165,000
USD distributed for equipment, software and human resources.
Institute of Professional Training thinks lack of ICT experts, ICT budget, ICT devices, ICT
systems of services and ICT infrastructure as major issues for ICT and e-Government
implementation. Accordingly, it considers it important success factors to attract overseas
organization or companies to participate in the virtualization due to limited budget for
hardware. And it consider it key success factors to improve literacy of people and human
resources, provide ICT education or training for students, promote ICT industry, and establish
ICT laws, regulations and incentives.
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It provides additional comments for the e-Government Master Plan to contribute to
development and growth of the institution, the social and economic impact that contribute to
the services provided by the institution improving the qualified workforce and driving new
businessmen.
3.3.10. Secretariat of Agriculture and Stock Farming (SAG)
The mission of Secretariat of Agriculture and Stock Farming is to dynamize and modernize
the agroforestry sector to guarantee the food security and sustainable reduction of rural
poverty, by increasing the competitiveness of food production process and capability to insert
in the national and international markets, and to collect and provide information related with
the farming and fishing, maintain strategic alliances with entities, in order to meet necessities
of information of the users with efficient, effective and opportune way.
Main functions of Secretariat of Agriculture and Stock Farming are to prepare issues of care,
technics, administration, planning, production, and more about agro-food area, to give
technical assistance to agriculture producers, companies or organizations, to offer
components for production to small producers, to watch constantly the customs, in order to
avoid the invasion of plagues that damage the national production, to certificate companies
for the export of agricultural products, to create and strengthen agro-food value chain, to
regulate and protect marine resources for rational use and to offer permission for production,
import, and sale of agricultural ingredients.
Secretariat of Agriculture and Stock Farming focuses on the above functions with high
priorities because the Secretariat leads the sector that produces food for the nation.
ICT unit at Secretariat of Agriculture and Stock Farming and its relationship with other units
are maintaining the network infrastructure in perfect operation; securing that equipment is
updating and there is no problem of communication; maintaining preventively and
correctively the different directions of the Secretariat; qualifying issues of security and office
computer, maintaining different web systems; administrating the network, firewalls, data
bases and communication systems, administrating the web portal of the Secretariat and
dependencies (www.sag.gob.hn); maintaining and managing the catalog book system
(catalogo.infoagro.hn); making reports with add value of the information that is copied in the
agro-food sector for decision making; and producing maps and geo-referencing of products
zones, risk districts and others that are involved in the agro-food sector.
Secretariat of Agriculture and Stock Farming is considering digitalize all information for
agro-food sector, with online system to optimize time and resources as well as improve
response time and making necessary documents for the agro-food sector: online system for
export and import permission, dynamic geo-portal of lands, product zones, consulting of
interested user, plague information system, animal health online system, and producers
registration system.
Most of the equipment such as computers are old and obsolete, and the budget has been
eliminated from the national fund. Updating of recent hardware is not reachable to all
departments at national level. Most of the systems implementing in SAG have been financed
by USDA, IDB, WB and NGOs. The tools for implementation of systems for internal use
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have been developed by open source with personal of Secretariat of Agriculture and Stock
Farming and dependencies.
IT budget is limited and the decisions to use the budget do not depend on the IC departments
but on the vision or necessities of the dependencies that receive the fund.
There is no official training for the part of human resources and not included structured
training plan for ICT and e-government.
Secretariat of Agriculture and Stock Farming thinks of lack of ICT budget, lack of recent
hardware, lack of ICT infrastructure and lack of social infrastructure as major issues.
Accordingly, it considers it key success factors to attract foreign organizations or companies
to participate in virtualization to overcome some of major issues. It also considers it key
success factors.
It comments that the e-Government master plan should be not only planed and remain as the
final document, but addressed some of initiatives implemented with assistance as training and
finance
It also concerns about sustainability of the plan, which is the reason establishment of ICT
laws and regulations is considered one of key success factors.
3.3.11. Secretariat of Energy, Natural Resources, Environment and Mines
(SERNA)
Secretariat of Energy, Natural Resources, Environment and Mines has mission to drive the
sustainable development of Honduras by formulation, coordination, execution and evaluation
of public policies oriented to get the preservation of natural resources and conservation of
environment, which contributes to improve the quality of life of people, with value of honesty,
responsibility, compromise, efficiency and transparency.
It sets a vision of being an institution that promotes nationally efficient management of
natural resources and the environment, actively participating in the work of environmental
protection, promoting public and private actions that help preserve natural resources, and
providing environmental information in a timely manner to support the decisions of those
involved in the sector.
Main functions of Secretariat of Energy, Natural Resources, Environment and Mines are to
achieve the sustainable use of the water resources, increase the energy efficiency and
diversification, and radiological security, improve the monitoring and control of
environmental contamination, strengthen the environment management in different sectors of
the country, harmonize the economic development and protection of environment in efficient
and participative form, increase the number of persons at national level, with knowledge of
climate change, and promote protection and conservation of the biodiversity.
Secretariat of Energy, Natural Resources, Environment and Mines puts priority on policy
making, strategy development and legislation. It also defines corresponding activities for
process improvement and action items to enforce policies and regulations and put strategies
into practice.
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One of the major achievements of Secretariat of Energy, Natural Resources, Environment and
Mines in ICT is to implement National System of Environment Information (SINIA),
integration of human resources, technology and institutional logistics, which together
systematize the environment information, provide the access and distribution, application and
sharing, analysis and investigation, helping decision making and environment management.
Secretariat of Energy, Natural Resources, Environment and Mines is currently implementing
Environmental Management Systems to integrate monitoring to record of environmental
impact study: MIGA, NEPAssist of environmental geographic information module, MIRA,
tracking system of environment registration information module, MIAH, Honduras
environment indicators module and RETC, air, transference and contaminants emissions
registration.
There are 9 ICT staffs to support about 600 government officers in Secretariat of Energy,
Natural Resources, Environment and Mines. There are only 334 computers for 600
government officers. Most of ICT equipment including PC are obsolete and S/W and
database need to be upgraded.
There is no formal training for both ICT officials and government officials. Hence, even the
basic knowledge of computing of general users is low. Specialized technical users get trained
to used tools and servers, but need continuous training to cope with new technologies and
specialized training for ICT experts.
Annual budget for ICT is less than 1,500 USD excluding labor costs. Reasonable amount of
development budget is not also obtained. Due to the low budget, Secretariat of Energy,
Natural Resources, Environment and Mines decided to use free software replacing exclusive
software, which increases training needs for open source software.
Secretariat of Energy, Natural Resources, Environment and Mines notes lack of ICT budget,
devices including obsolete PC, ICT infrastructure and laws and norms. It also mentions that
lack of social infrastructure such as electricity, problems with the electric connections and
energy support is barrier to improve overall ICT infrastructure and e-Government.
Accordingly, it consider it key success factors to increase the penetration of ICT
infrastructure, build more ICT facilities, attract overseas organizations or companies to
participate in the virtualization and establish ICT laws, regulations and incentives. It also
considers that it is important to provide ICT education or training for student, promote ICT
industry and ensure sustainability of policies, strategies and projects of ICT and eGovernment for the successful implementation.
Secretariat of Energy, Natural Resources, Environment and Mines comments thinks of the
changes as potential opportunities, which contribute to strengthen competitiveness, reduce
cost, and increase income.
3.3.12. Institute of the Property (IP)
Institute of the Property has the mission to apply the property law to strengthen and grant
legal security to the property titles, issuing and supervising the use of the appropriate
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regulation in the nation in permanent, prompt, effective, transparent and fair way; developing
and generating the strategic special information with the necessary attributes to create and
implement public policies.
Its main functions are titles of property, certification of property registrations, certificate of
brands and patents, and property recording. It focuses on granting the legal security in
effective and prompt manner.
ICT unit at Institute of the Property systemizes the operations and provides administration
and maintenance of the communication network.
Institute of the Property is developing its website now and plans to implement proxy, firewall
and DNS, mail server and private cloud.
There is no development budget administratively, only liberal resources that utilize internally
in department. For the maintenance, it should request through PACC and Annual Operative
Plan (POA), achieving only physical material if the administration thinks it is important.
Institute of the Property thinks of lack of top manager’s will, lack of ICT budget, lack of
social infrastructure as major issues for ICT and e-Government implementation. Accordingly,
it considers it key success factors to promote ICT industry, attract overseas organization or
companies to participate in the virtualization and establish ICT laws, regulations and
incentives. It also considers it important to improve literacy of people and human resources,
and provide ICT education or training for students.
Institute of the Property would like to implement more ICT to accelerate processes. It also
provides opinion on direction of ICT and e-Government that about technological advance, all
areas and spaces are directly related, connected and embedded from a perspective of the new
technologies.
3.3.13. Secretariat of Human Rights, Justice, Governance and
Decentralization (SDHJGD)
Main functions of Secretariat of Human Rights, Justice, Governance and Decentralization are
matters related to citizenship, human rights, NGO, management document for rent,
immigration, and general balance management for regional government.
Secretariat of Human Rights, Justice, Governance and Decentralization focuses on activities
related to NGOs and coordination of local government. Regarding activities related to NGOs,
Secretariat of Human Rights, Justice, Governance and Decentralization receives general
balance from local NGOs registered to Honduras and reports to those general balances to
international NGOs in respond that International NGOs want to know how money they
donate to Honduras are spent and make sure the money they donate is used and managed with
transparency. Regarding coordination of local government, it collects F/S from local
government and sends them to Secretariat of Finance and some local governments could
upload F/S through online.
SDHJGD is activity related to NGOs managing fund from NGOs. Local NGOs should
register URSAC, then have to submit F/S (URSAC is the system to manage all civil
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organization in Honduras). International NGOs want to know how the money that they
donate to Honduras is spent and to make sure that the money is used and managed with
transparency. This institution receives general balance from local NGOs registered to
Honduras and reports to those general balances to international NGOs. In addition, it collects
F/S from local governments and sends them to Secretariat of Finance; some local
governments can upload F/S through online.
SDHJGD is operating a file management and workflow (no digital signature) system, SIMEX.
Over 200 users within the institution are using this system and there are about 250 services. It
was implemented on window NT basis 10 years ago, and upgraded to web based version
about 2 month ago. As current projects, SDHJGD is designing and developing Jail System
and its analysis of process, data and network is completed. Moreover, it is expanding SIMEX
to immigration server, and implementing Transparency website.
There are 5 ICT officials among total 700 employees, including head of unit, developer, web
master, server/network manager, and supporting staff. Three or more staff to support end-user
are required. SDHJGD has 8 old servers and one new server for SIMEX upgraded 2 months
ago, and one storage room in main building and one for back up in the other building. There
is only one air conditioning which caused shutdown of some system and the storage rooms
are not proper facilities for equipment. In case of Firewall, its version is 2008, which needs to
be upgraded or purchased new version.
According to the interview, main issues are lack of human resources – only 20% are
permanency, poor infrastructure, and lack of budget. Key success factors are job security and
training for end user: basic computer skills including MS office which will help ICT staff
focusing on developing and upgrading system.
SDHJGD answered that e-Education should be invested and it is necessary to standardize all
information systems that operate the government, and it would be good to orientate the vision
for the free software. It would be very useful to train personal and guarantee the permanence
for better management of resources. The concern is that this project would finish with waste
of time like happened in previous administrations.
3.3.14. Secretariat of Finance (SEFIN)
The mission of the Secretariat of Finance is formulation, coordination, execution and
evaluation of the policies related to the public finance and the general budget; regarding the
public debt, programming the public investment, in a legal and transparent framework, to
contribute to the economic development of country.
The main functions are 1) improving the supervision, control and analysis of the financial
execution of the public fund so that the authorities realize the opportune adjustments, 2)
improving the control of the duty-free and tax waivers to increase the resource availability, 3)
maintaining the sustainability of public debt to conserve the credibility in the financial
markets, and 4) improving the national public investment system, emphasizing in the control
of the investment projects to opportune decision making.
SEFIN watches the proper use of the financial resources to offer the management mechanism
that permits execution of expenditure congruent with the national reality. The proper fiscal
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monitoring permits clear visibility of the policies to continue. SEFIN offers IT services to the
internal employees and other governmental sector, central administration, and institutions,
especially in the use and operation of Financial Administration Integrated System,
communications services and network.
It is supplying the financial management services by SIAFI since 1998. Currently SEFIN is
conducting project for sustainability and conclusion of SIAFI, project for development and
implementation of municipal-local government administration system, Project for conceptual
redefinition and technological modernization of SIAFI, business intelligence project, project
of interoperability between SIAFI and institutions related with services, public investment
national system, and virtual education platform of governmental sector.
SEFIN uses budget of national fund to sustain the projects and external fund (IDB and WB)
to finance new projects. The assignment of resources is made by asking of the State with the
purpose to sustainability of the projects and new initiatives. The funds are administrated by
the project administration unit that is in charge of managing and executing the fund. The
modernization unit makes execution plan with the needed elements (services, goods and
consulting) to guarantee the objective of the project.
According to the interview, main issues are indifference of the members, lack of ICT experts,
and lack of ICT laws and regulations. Key success factors are establishing ICT laws,
regulations and incentives, promoting ICT industry, and providing ICT education or training
for the students. SEFIN mentioned e-Education as an area that should be invested and pointed
out efficiency and interoperability for ICT application. Furthermore, this project is important
for country and should have institutional structure and credibility of those who execute.
SEFIN’s main concern is lack of understanding.
3.3.15. Central Bank of Honduras (BCH)
The Central Bank of Honduras has been a leader and pioneer institution within the
governmental sector in many aspects among its field of competition; leadership that puts the
entity in a position of high relevance and prestige so much at national level as international,
which has allowed and facilitated with great measure to accomplish adequately the basic
objectives that the law mandates.
The BCH formulates and directs the Monetary, Credit and Exchange policy of the country,
issues the corresponding regulations and also issues the bills and coins of legal course in the
country's territory. It enables the changing agents that could negotiate exchanges in the
national territory and administrates the International Monetary Reserves as well as
determines the exchange rate in function of the supply and demands. In addition, this bank
makes credit operations to attend the insufficient illiquidity of the institutions of the Financial
System and makes operations of monetary stabilization. Lastly, it also practices the duty of
bankers, fiscal agents and economic/financial counselor of the State and elaborates and
publishes the principal macro-economic statistics.
The strategic goals of the BCH are: to control inflation, to adequate monetary reserve limit, to
keep a good and functioning payment system, and to develop monetary exchange policy against foreign currency.
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The BCH is cooperating nationwide to regulate all financial transactions of government
organizations, financial institutes, etc. under the law. It has interaction and relationships with
Secretariat of Finance for national policy making, budget management, and coordination with
cabinet and commission. The interaction with Secretariat of Finance is performed through
secured dedicated network with 3-tier security system. ICT unit plans report with prioritized
ICT related requirements to Technology and Security Committee every year and the
Committee approves annual plan. Independent unit for Information Security identifies issues,
prioritizes them, and obtains budget and execute projects.
The bank implemented an automated payment system in 2012 for automate payment
procedures between central bank and government finance function. As regards ERP the BCH
implemented 8 modules of SAP in 2012, which is customized for central bank. It receives
technical support from SAP directly from local suppliers and provides continuous training for
certification to its employees. Moreover, the bank implemented Anti-Money Laundry (ALM)
System and Automated currency exchange system with PKI in 2014.
The BCH updates and reports ICT strategy and plan to Technology and Security Committee
every year, and it continuously improves ICT organization in BCH, widening and improving
ICT unit. In 2015, the bank will start a project for Central Data Center including features of
migration from outdated software to new one, payment system upgrade and information
security infrastructure enhancement.
As to ICT development budget, the BCH set Direction of Modernization in 1980, but it was
kicked off in 2005. Some budget is obtained from World Bank on a yearly basis. In part of
maintenance budget, currently BCH purchase 1 year of technical support when it purchase
H/W and S/W, and it is going to change to purchase 2 years of technical support on the
purchase of H/W and S/W. The amount is 2.3 million USD a year.
The bank has 64 officials in its ICT unit and they answered that no less than 75% are
professional. In regard to ICT laws and regulations it has Policy of Information Security,
Policy for Adoption of ICT Best Practices and government, Policy for use of unified
electronic communications, Policy for acquisition of information solutions of world class,
Policy for replacement of technically obsolete equipment and COBIT, ITIL (ISO20000) and
ISO/IEC 27001/27002 to accomplish the policy for adoption of ICT best practices and
government.
According to the interview, the major issues that the BCH considered are as follows:
▪ Lack of information sharing and manual process for procurement
- Lots of manual process with wasting of time for mass purchase of ICT
equipment.
▪ Lack of ICT normative
- Lack of laws and regulations with timely and effective manner such as PKI and
interoperability which is major barrier for ICT improvement in the country.
- It causes redundant investment within government organization and poor
interoperability.
- Proper laws and regulations encourage government innovation and service
improvement.
- National ICT standards should be developed and provided complaint with global
standards such as ISO 27001, COBIT, and ISC 20000 which have already been
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▪
▪
adopted by BCH.
e-Government Ruling and Executing body
- Ruling body provides guidelines for e-Government and controls all institutions
following guidelines to implement e-Government in order to increase
transparency and efficiency.
- Executing body to actually implement e-Government.
- Ruling and executing body will enable sustainability, continuity, etc. of eGovernment implementation.
- There has been a try to implement e-Government 6 years ago, but it was failed
due to lack of continuity followed by government changes.
Poor ICT infrastructure nationwide
- ICT expert, budget and physical infrastructure such as network.
- Poor H/W and S/W.
- Hard to maintain good human resources.
- No long term vision and obligations for e-Government.
For successful implementation of e-Government, a dedicated body for ruling and executing eGovernment is required. It is important to keep good ICT expert within government
organization. The government could not provide long term career for ICT experts, so they
prefer to move to private sectors and even international opportunities as freelancer. It is
necessary to strengthen political e-leadership, establish ICT laws, norms and incentives,
promote ICT industry, attract overseas organizations or companies to participate in the
vitalization, provide ICT education or training for students, increase the penetration of ICT
infrastructure and improve literacy of people/human resources.
The BCH answered that e-Education, e-Commerce, and e-healthcare & welfare should be
invested, and recommended to establish the institutions at e-government level, define the
government and management, and define the interoperability (semantic and technical roles)
for e-government.
The bank additionally commented that e-Government master plan should be a solution to
remove redundant work and to share ICT resources, and should include accessibility,
improvement of government service quality, efficiency, transparency at global standards and
unique registration point. Last but not least e-Government organization should dedicate with
sustainability and continuity.
3.3.16. National Commission of Banking and Insurance (CNBS)
The mission of National Commission of Banking and Insurance is to supervise the stability
and solvency of the financial systems and regulation, supervision and control. Moreover, it
watches the right of users of finance and contributes to promote the financial inclusion,
prevention system and detection of assets laundering and finance to terrorism, in order to
safeguard the public interest.
The CNBS is focusing on 1) maintaining the supervise system with solvency levels according
to the current regulation, by securing that the institutions manage all risks based on the sound
practices, revelation, and transparency of information, and completing the legal framework
applicable to safeguard the stability and public interest, 2) watching the transparency, with
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regard to right of users of finance and promotion of the financial culture, 3) creating a
favorable environment to financial inclusion of the majorities, 4) strengthening in the
supervise system the prevention of assets laundering crime and finance to terrorism, and 5)
promoting the consolidation and solvency of the Social Security System to improve the
inclusion index and the quality of benefits and services that are provide in the nation, in the
framework of Nation Plan and Vision.
This commission utilized an in-house development strategy for software of specific purpose
of supervision and achieved licenses for software of general purpose. Currently it is
conducting consolidation of administration and processing infrastructure, actualization of
communications infrastructure, and auto service business intelligence tools.
It plans budget annually based on the necessities of team and CNBS systems. ICT budget
comes from the general budget of CNBS. The resources for ICT maintenance are obtained
annually through the State general budget and administrated through the Administrative of
CNBS, and the decisions of the budget are taken with Administrative and ICT department,
based on the institutional necessities. The general budget of CNBS is approved by the
National Congress; a portion of the budget is designated to the acquisitions related with
technologies, which are defined with priority.
There are 36 ICT officials and CNBS utilizes Microsoft technology at PC level, server and
database. Training is realized based on the required competencies by the public officers
identified international certifications compatible with the required public officers. It has an
institutional education program for new employees, which includes information and signature
security but there is no ICT study plan.
CNBS replied as regard key success factors that it is important to increase the penetration of
ICT infrastructure, improve literacy of people/human resources, increase the accountability
for citizen, and promote the transparency. It regards that e-Education, e-Banking, and eCommerce should be invested. It must be established clearly the scope of the project with
realist timetable and the ICT as catalyst of the strategic vision of the government institutions.
Finally, CNBS commented that the government should educate and involve the citizen for
early childhood to see the benefits of this initiative and in the future they demand the services.
The access to technology is extremely limited so it is necessary to define the channels of
main access to the services.
3.3.17. National Commission of Telecommunications (CONATEL)
The National Commission of Telecommunications is a regulatory entity to administrate, drive
and democratize the telecommunications sector, promoting the universal access to ICT, in
order to develop the investment and reduce the digital gap.
Its main functions are follows:
 ICT: Determining the legal framework for promotion and expansion of ICT, in order
to drive the development and competitiveness of the nation for insertion in the
information and knowledge society.
 Advice/representation: Collaborating with the president of Honduras to make
telecommunications policies
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Regulation: Issuing technic regulations and norms required for benefits of
telecommunications services; regulations related with the fare that will charge the
telecommunications services operators; classifying telecommunications services;
granting authorizations, permissions, registers and licenses, for benefits of
telecommunications services to renew, modify, declare expiration or cancel
agreement with the corresponding regulation; and approving norms about approval of
telecommunications equipment and devices
Supervision: Completing and making complete the laws, regulations, technic norms
and other arrangements such as international treats and agreements on
telecommunications; adopting the necessary measures for the telecommunications
services to offer in efficient way, without interruption, interference and
discriminations; keeping for users' right and establishing the mechanisms in which
users can practice their right against the operators; supervising the accomplishment
of the obligations established in the concessions, licenses, permission or registers;
and administrating and controlling the use of radio electric spectrum
Promotion: Promoting the universalization of telecommunications services and
obtaining as high quality and low cost as possible; and promoting the private
investment and competition in the benefits of telecommunications services
Administration: Establishing the fare and charge, which should be paid to the nation
by the telecommunications services operators
Sanction: Investigating, combating and sanctioning the predicted infringement in the
framework law, collaborating with the president of Honduras in making
telecommunications policies.
In the Decree 325-2013 (March 7, 2014), Framework Act on Telecommunications Sector,
CONATEL determines the regulate framework, promotes and develops the public policies
corresponding to the telecommunications ad ICT sector, and leads the strategies of ICT
development and activities related with ICT in the government. Current projects of
CONATEL are all institutional processes automation system, through an integrated platform
called SITAE, INTERNET DEL PUEBLO (Internet of People) Project which connects all
public parks with free internet, Digital Lempira Project which provides internet service to all
schools in Lempira department, and Internet School Project which provides internet service
to all public schools.
The General Direction of ICT is in charge of budget and resources planning for ICT. The
fund for ICT projects is acquired by FITT (Telecommunications and ICT Investment Fund).
The budget consists of: the monthly obligatory contribution that should affect compulsorily
the public service operators and ICT is equivalent to 1% of the gross monthly product from
the benefits of telecommunications services; the financial output acquired as the consequence
of the investment realized with the own resources, in compliance with the legal arrangement
and regulations; the revenue that would receive to any legal title, such as the product or fruit
of goods; donations and legacy; and granting credits from external or internal sources.
The number of ICT officials is 50 and less than 50% is professionals. The major issue is lack
of ICT experts. For successful implementation of e-Government, it is important to improve
communications infrastructure for data transition, strengthen political e-leadership, promote
ICT industry, and attract foreign organizations and companies to participate in vitalization.
CONATEL mentioned e-Education, e-Healthcare and Welfare, e-Commerce and e-Tourism as
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areas that should be invested. Now with the new reform of telecommunications sector, it is
starting point legally and politically, where the directions and guidelines for ICT project
development are established.
3.3.18. Secretariat of Economy Development
The Secretariat of Economy Development promotes internal economy to protect consumers,
promote production, reduce the processes of economic activities and digitalize the work of
economic activities as well as promotes international economy such as FTA. It also promotes
export to foster tourist industry and improve national image, and supports small and mediumsized companies to strengthen the capacity and competitiveness of small and medium-sized
companies.
There is no official ICT department and each system is developed by hiring consultants. This
department maintains the existing government portal (www.gob.hn) and provides only basic
technical support.
This Secretariat has a system for open all information about promoting investment, tourism,
and export and a website Honduras open to business. System for export permission (SECEH)
is been developing by external consultants
To develop ICT it has internal budget and it is supported by international organizations for
SECEH (system for export permission). The major issues are lack of budget, lack of ICT
experts: the government should integrate, and lack of interdepartmental integration. Key
success factors are top manager's will and leadership and personal for marinating after
implementation. Furthermore, the role of SCGG is important. It should lead the e-government.
Total employees of the Secretariat of Economy Development are 300 and there 4 ICT
officials. As to ICT infrastructure, it has 5 servers for e-mail, domain, infra, directory, and
application but they are obsolete.
This Secretariat hopes that ICT develops systems for promoting investment. The existing
systems are focusing on dealing with internal work so a system that provides services such as
investment process to foreign investors is necessary. In addition, it is necessary to make
database of companies as a system for administration.
3.3.19. Secretariat of Foreign Affairs and International Cooperation (SRE)
The mission of Secretariat of Foreign Affairs and International Cooperation is to manage the
foreign policies by the president, dealing with the consular interactions with the Hondurans in
abroad. Its main functions are managing development systems, maintaining network and
equipment, implementing new technology, and administrating telephone and servers.
Development of applications and implementation of new technologies are its priority area.
SRE provides services to internal departments to develop applications and maintain
equipment and telephone. And it manages interaction with SEFIN and DEI, using the
information system.
SRE identified big necessities and realized the process based on criteria of importance.
Currently it is updating equipment, and implementing platforms, virtual academic platform
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and electronic library. As a future plan, SRE is developing the inclusion of the Hondurans in
abroad for a better communication through telephone IP.
Budget plan is discussed with Secretariat and/or international organizations after project
planning. SRE obtains fund from international organization or private sector outside the
government. Development budget is mainly donated and maintenance budget is allocated
from Secretariat budget.
There are total 10 people in ICT unit: 1 head of ICT unit, 7 for maintenance, 1 for project and
1 for programming. Basic roles and responsibilities are defined, but all resources are shared
for project and day-to-day operations. However, only less than 50% are professionals. SRE
has 6 servers: platform is well developed, but servers are too old and poor; main servers are
mirrored with 2 servers; H/W is not upgraded due to license issue. In addition, there is a risk
to lose important information because of improper UPS and ICT infrastructure is not
equipped with central air conditioning. There are 100 personal computers but 30 PCs are
needed to be replaced.
The major issues are ICT human resources gap and difference of awareness of ICT and egovernment. Key success factors are provision of opportunities to experience and realize
benefits from ICT, more and better infrastructure such as H/W, S/W, etc., and training.
Infrastructure should be migrated to government central data center with phased approach. If
there is proper network infrastructure, then system in government data center could not be
used properly.
SRE responded that there are no direction and guidelines about ICT and e-Government and
also it is confused who is responsible and what are the roles and responsibilities of each
organization related to ICT and e-Government. ICT functions at each Secretariat should be
migrated or centralized by phased approach considering ICT level and culture at each
Secretariat. Lastly, it mentioned its concerns on e-Government project: 1) many institutions
try to have leadership in the same project, so stakeholder management is important, 2)
practical, different, unique requirements from each Secretariat should be considered, and 3) it
is important to secure sustainability and continuity.
3.3.20. Secretariat of Presidency (SDP)
The Secretariat of Presidency has the mission to conduct the Nation Plan, coordinate the
sector of prevention, and guide the modernization of public employment and
professionalization of the public servant, the condition of political relationship, the
communication and coordination with political parties, judiciary, prosecution, general
attorney, supreme electoral court, national registration of persons and court of auditors, in
order to pursuit and accomplish the priorities of the State and guarantee the efficiency and
effectiveness of the public services for Honduran society
Its main functions are 1) creating the institutional communication and coordination
correspondent to the institutions indicated by the law, in condition of political link, 2)
developing a modern system of public employment and professionalizing public servants, 3)
conducting the sectorial coordination for prevention of the government and the State, and 4)
strengthening the functioning, supervision and others related to regional development advice,
regional commissioner and regional permanent technic units of the Nation Plan.
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SDP conducts different functions mandated by the president, in particular, strengthening the
functioning, coordinating the prevention sector, monitoring and ruling the system and finally
coordinating and maintaining a communication with the different institutions attached to the
Secretariat and other designates through executive decree by the president.
Major achievement of SDP is implementation of institutional data center with high
technology, and its current projects are institutional mail and portal of transparency. There are
3 professional ICT officials. ICT assets are not enough because of budget; there are 5 active
servers and 2 reserved servers in its data center.
SDP answered that the major issues are lack of ICT experts and budget. Key success factors
are increasing the penetration of ICT infrastructure, providing ICT education or training for
students, 3) promoting ICT industry, and 4) attracting overseas organizations or companies to
participate in the vitalization.
According to SDP e-Education and e-Commerce should be invested, and it is required to
develop education systems related to the different aspects of the information and information
transmission. In addition, it is concerning that the published information would not be
truthful, effective, and within range of all.
3.3.21. Institute of Access to Public Information (IAIP)
The mission of Institute of Access to Public Information is to guarantee the fundamental right
of people to access to the information and protection of data promoting the transparency and
accountability to contribute to competing corruption.
According to the Article 11 of the Transparency and Access to the Public Information Act, the
main functions of IAIP are 1) to hear and decide appeals brought by applicants from this law,
2) to establish manuals and instructions of procedure for classification and public information
protection, which the public institutions should apply according to, 3) to support the actions
and the National File related to the formation and protection of the national document fund,
4) to establish the criteria and recommendations for National System of Public Information,
5) to apply the penalty framework of the law, 6) to realize the administrative management to
guarantee the right to access to information for the citizen, 7) to regulate, plan, organize and
carry out the internal function, 8) to present a report of activities semiannually to the
Presidency and National Congress, 9) to realize activities of promotion and spreading about
the right to access to the public information, 10) to operate an information system of its
functioning, and 11) to secure publishing the information that should be spread according to
the article of this law.
IAIP’s priority area is focusing on the verification of the web portals of transparency of the
institutions to accomplish the LTAI, implement the SINAIP (National System of Public
Information) for citizen to have access to the public information. As regards its relationship
with other institutions, Verification of Transparency Office supervises the transparency web
portals of the obligate institutions. The Info-technology Unit provides space for server of
IAIP to the institutions that do not have the technological capacity to have their own web
portal.
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IAIP has responsibility to facilitate the citizen to the information through SINAIP, and
integrate the subsystems of SINAIP such as Transparency Portal, SIELHO (Electronic
System of Honduras), Civil service center, Virtual Platform of Education, and Study and
Investigation Center. SINAIP was established in the Regulation of the Law of the
Transparency and Access to the Public Information, Article 4 and No. 17, published on March
6, 2008.
Its ICT officials are 65 and IAIP replied that no less than 75% of them are professionals. IAIP
considers that major issue is lack of budget and improving literacy of people and human
resources as well as providing ICT education or training for students are key success factors.
In addition, it mentioned e-education as an area that should be invested, and the major
concern is lack of continuance in the changes of government.
3.3.22. Executive Revenue Service – Tax Office (DEI)
Executive Revenue Service has the mission to efficiently collect internal and customs taxes
through a transparent and correct application of the tax laws, attending to taxpayer, in order to
supply to the government necessary resources to reach the goals of social and economic
development.
The main functions are as follows:
1) National tax registration
 Registration and identification of taxpayers
 Registration and control of tax obligations
2) Collection of internal taxes
 Receive declarations and tax pay by bank system
 Administration of current account of tax
 Retrieval
 Tax control
3) Management of customs and collection of customs tax
 Registration and control of customs operations of all regimes (import, export, transit,
etc.)
 Authorization of assistant of the public function in customs material
 Collection of customs taxes
 Monitoring customs
Each department has relationship with internal and external institutions.
1) Department of Systems Development and Quality Control: Creation and maintenance of IT
solutions (Information and applicative systems)
 Internal relations: With normative departments that define, evaluate and approve the
information solutions, especially for automation of operative processes of the internal
and customs taxes.
 External relations: Developing interoperable solutions with other institutions (SEFIN,
Central Bank, etc.) and with business associates (banks that collect taxes, external
trade operators, etc.)
2) Department of Technology Infrastructure and IT Security: Planning the capacity,
implementation of technology and services, and protection of information
 Internal relations: Since the technology infrastructure is part of the institution
infrastructure, it is working on Administrative department and Executor unit of
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projects, which provide resources for investment and sustainability of the
technological platform. And it is internally coordinating with Technical support and
production, and departments that use infrastructure.
 External relations: Interacting with providers of technology that provide equipment,
service and support and working with other institutions (SEFIN, BCH, DNII, etc.)
which are DEI system users.
3) Department of Production: Administration of systems and data base, administration of
access to users, and maintenance of operating systems and services.
 Internal relations: Its principle relation is with operative areas of the institution that
are users of the information systems, and ask for the services of this department for
qualification of users, generation of information, and processing of data. Relating
with Department of infrastructure, which manages the platform, and with Department
of Systems Development that is permanently developing and maintaining the
applications that are implemented in production.
 External relations: Exchange of information with public institutions (SEFIN, BCH,
INE, DNII, Police, Interpol, etc.), and with business associates that are users of the
systems. For example, 2/3 of the information system users are external trade
operators (customs agencies, carriers, port operators, etc.).
4) Department of Technical Support and Service to User: Serving contact point between users
and IT Department, training and assisting to users in the use of technologies, and resolution
of hardware and software problems.
 Internal relations: With all administrative units that are technology users
 External relations: With providers of technology equipment and services
In 1995 General Direction of Tax developed a center of data processing (PAD) and
information system and Direction of Customs had SIDUNEA, national customs system. In
addition, DEI implemented Tax Information System (SIT) for internal taxation. It
implemented vehicle registration system based on the SIT in 1998. In 2001, the customs
information system SIDUNEA 2.7 (mainframe architecture) migrated to SIDUNEA++. This
system is the first that places transactions registration on the external final user (business
operator) thanks to the architecture (client/server) and implementation of a national network
between DEI and public customs assistants. Later it implemented the tax collection system
DET/FENIX in 2002. This is one of the first services of e-Government in Honduras. It
provided taxpayers with an information application for declaration of tax and payment; and
the banks with an application for receipt and consolidation of payment to send electronic
form to DEI.
In 2003, the system SIT (mainframe architecture) moved to the system E-TAX (multilayers
architecture with web technology), the first information system provided by intranet. The first
web site of the DEI launched in 2004 to provide general information about the institution.
Intranet and network service based on Active directory was established as national networkin
2006. In 2008 Online DEI for the first time presented services through internet to taxpayers
for presentation of tax declaration, updating inquiries of data, etc. Furthermore, taxpayers
started paying tax through the e-bank portal with electronic payment system. Real time
transactions were realized in 2009.
The customs system SIDUNEA++ (client/server) moved to SARAH (multilayers architecture
with web technology, and web service base). This system works 100% through the internet
and all operations are processed in real time from the offices of the customs circuit operator.
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100% of the customs’ collection is processed in the system and 80% are received through
electronic payment by e-bank services. In 2010 a new interactive web site was launched
which permits pass information from a site to a site that offers services to the citizen, such as
interactive inquiries, download of form and application for accomplishment of tax obligations
and access to online services.
In 2013 interoperability system with Central American customs administrations was started
for declarations exchange of International Transit of Merchandise (TIM) and import and
export declarations between Central American countries (FAUCA). It was consolidated
infrastructure in conditions of high availability for DEI services and systems with a data
transporter network supported by connections with data base cluster and high availability by
qualification of alternative site. In 2014 the old application DET (desktop application,
without communication with DEI systems) replaced by new DET Live. This new application
is installed or updated through the internet and permits to create declarations and transmit
them online to DEI.
Currently the tax declarations are realized in DET Live but it uploads to DEI through the
online DEI platform. This second step can realize the transition of declarations through the
client of DET Live directly to the DEI. In addition, DEI is conducting Electronic Invoicing
Regime. It is in the second step, which is the subscription of the taxpayers to the regime. It
will use the service massively because the users are about 120,000, so it will be utilized as
client platform of DET Live, with the module (plug in) of taxpayers’ subscription to the
invoicing regime. Lastly, the interoperability is developing to realize the banking cooperation
and process that include the validation of what reported to DEI in concept of tax pay to the
banks and what the banks report to BCH and necessary process for SEFIN to know which the
real volume of tax collection is
The Annual Operative Plan (POA) is made between August and September of previous year,
in order to socialize and include the financing component in the next year budget. IT
department is in charge of designing and carrying out the projects, and developing the
projects requiring human resources, software, hardware, IT services contract as data link and
internet, and clouding services. Annual budget of IT is no more than 45 million Lempiras,
which includes payment, salary for IT personal, platform sustainability, data link, etc. The
technology area doesn't have exclusive budget for developing the projects but it presents each
year because there is no exclusive part for ICT projects.
As to ICT maintenance budget, most of the IDB projects have something to technology so
DEI obtained benefits for equipment (server, telecommunications infrastructure, etc.). The
fund is exclusive to acquire goods and contract consultants but not for sustainability.
Moreover, DEI owns fund and plan for investment in the sustainability of the platform,
renovation of license, support contract, special support, etc.
DEI described its ICT assets as follows:
1) At final user level:
 42 locals with network and data link
 About 2,300 computers
2) At central technology infrastructure of DEI:
- Server (equipment distributed between principle and alternative data center)
 49 physical server
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 183 virtual server (70 for collection server)
 Platform of Implemented Virtualization
 4 distributed storages (SAN)
- Telecommunications equipment
 43 places at national level, about 60 LAN networks
 Daily traffic of 12,500 internal and external users
 1,500 users connected to internet services (e-payment, SARAH, vehicles, etc.)
- Principle Data Center Infrastructure
 Generator: capacity 170 gallons, full loading range 48 hours
 Central UPS for Data center: 40 KVA, operating 60% of the capacity
 4 air conditioners (comfort, not pressure)
- Alternative Data center
 Two racks of 42U in data center tier 3, redundant links and general conditions of high
availability
- Data base
 Production: 2 RAC (high availability), 4 nods Oracle Database Standard Edition
(Systems: SARAH, BDF, E-TAX, BDH)
 SQL Server Standard 2008 (TAV)
- Security
 Antivirus ESET NOD32 (2,000 licenses)
 Microsoft Active Directory (8 servers, 2230 users of service)
 FORTIGATE 310B
According to the interview, the major issues are lack of strategy at high direction level, lack
of capability of budget execution, lack of ICT budget, lack of ICT experts, and lack of ICT
laws and norms. The Key success factors are extending and improving the access to broad
band, automatizing the services for citizen, and basic education of ICT. e-Education and eBanking are the areas that should be invested.
e-Government should have strategic and political policies from the highest level of the
government, so that the institutions don't purchase and implement technology very
heterogeneously that complicate including the interoperability between institutions. Now
each institution defines its own ICT requirements and realizes purchase process, technical
assistance or training, without knowing what other institutions are utilizing.
Lastly, DEI commented that this project should start focusing on impact and concrete
products such as platform for interoperability between government institutions, principle
Data Center, and solutions for citizen, especially to facilitate the procedure and help to
improve national competitiveness index.
Meanwhile, the first concern is sustainability. In spite of capacity to develop projects and
implement solutions, the government always has difficulties to sustain the solutions
implemented in the previous administrations. The principle reasons to give up projects or
initiatives are loss of priority, resources, and interest in the project, no plan of economic
sustainability, and loss of qualified human resources.
3.3.23. National Institute of Statistics (INE)
The mission of National Institute of Statistics is consolidation and modernization of the
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National Statistic Information System to meet the requirements of reliable and opportune
statistic information, which facilitates the decision making of public and private sector in
general.
The main functions of INE are 1) to secure the production, proper use, and spreading of
reliable and opportune statistics to know the national reality, including national census of
population and house, agriculture and fishing census, life (birth and death), survey of income
and expenditure (export and import), and national survey of health; 2) to establish the
regulation, integrate and rationalize the official statistics, such as National Statistic System
(SEN) made by all dependencies of the State, which have activities of collaboration,
recollection analysis and publication of statistic information, National Statistic System
Commission which is technical organism of advice presided by the INE Director, and
Technical Committees; and 3) to program, analyze, spread and publish the statistic
information in census, survey and administrative registrations, including library service with
more than 15,000 documents and publications, publications and spreading through the web
page (www.ine.gob.hn), and mapping service disaggregated at national level.
INE’s priority area is to offer information about the national statistics to public or private
entities, which need indicators of national statistics for decision making. It provides statistic
information through the web page and presents special service to Information department by
database, backup, user management and network security. Other vital department is the
National Census of Population and House that uses services of Digital cartography. INE has
relationship with the Secretariat of Finance for access to System of Integrated Financial
Administration (SIAFI) and HONDUCOMPRAS.
Currently it has a training program for INE personal: courses of Excel, repair and
maintenance of computer equipment, wiring structure, and maintenance of network. In
addition, this institute collaborates with other public and private dependencies to establish:
Metropolitan Information Network, Mesoamerican Information Highway (AMI), and
Hospital school Program.
INE is updating the web page information of the institution to offer the information online to
citizen and public and private institutions and digitalizing national cartography. Furthermore,
it is planning to support the development of ICT and e-government, not only participating in
the principle initiatives like Master Plan, AMI, Metropolitan Information Network, HospitalSchool program but also implementing the Information Contingency Plan and updating web
page to facilitate the services that are presented directly to the citizen.
As to ICT development budget, it is very difficult to deal with the administrative part, and
generally financial resources are obtained more for purchase of new equipment than
maintenance of current network and equipment. Yet, now the resources was obtained to
improve the information network, to implement a security system that permits a better control
about the proper use of the equipment for public officers, and to optimize the use of broad
band. Fund for the National Census of Population and House achieved the new version of
equipment that benefits to labor of workers of institution.
There are 160 ICT officials and the proportion of professionals is less than 75%. INE has 157
computers for direction, administrative and management offices, 170 Population and House
Census, 10 Servers, Database (external trade, survey of house and multiple purposes, geo-
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reference, or digital cartography), and Backup system of external hard disc. The equipment is
in good condition with maintenance of minimum twice per year, and the vital shortage is
electric energy support system for servers.
According to the interview, major issues are lack of ICT budget, lack of infrastructure of
proper electricity support and lack of ICT laws and regulations. It was mentioned as key
success factors that 1) legal framework is needed to regulate and direct the guideline; 2)
public and private universities should make an effort to improve the quality and quantity of
professionals; 3) Honduras has a good basic communication infrastructure owned by private
companies, which makes the expansion of ICT difficult due to the high cost of connectivity,
and it is recommendable to strengthen the infrastructure of the National Telecommunications
Company to reduce the cost and improve the coverage; 4) in order to reduce the digital gap,
the digital literacy plan is necessary orienting to good use of the actual technology for
investigation, knowledge, communication, business and distance learning, etc.; and 5)
implementation of ICT services to cellular phones by public and private entities is required.
Meanwhile, INE mentioned e-Education as an area that should be invested. The directions for
development of ICT and e-Government are good but still it needs some regulations and State
infrastructure. INE will offer services to citizen, achieve the infrastructure and human
resource to speed up and make transparent administrative procedures collaborating with
national development.
3.3.24. National Resident Registration (RNP)
National Resident Registration has mission to guarantee the veracity of the inscription of acts
about marital status of natural persons, the universal right to the identity with focus on human
rights, developing and strengthening the democratic system of Honduras; with the
compromise of excellent services to reach the confidence of citizen.
Main functions of RNP are to guarantee the inscription of vital acts about the marital status of
natural persons; to protect and certificate the acts executed by the citizen in the civil
registration; to issue the document of identification of the Hondurans, with efficient, quality
and security; to implement the regulations and policies that guarantee the security of the
information and documents that support the proceedings realized by citizen; to establish and
implement regulations, procedures and controls that guarantee producing reliable information
for other institutions, the government and society in general; and to promote the culture of
registration.
Its priority areas are to guarantee the inscription of vital acts about the marital status of
natural persons; to issue identification of the Hondurans; to secure information security; to
produce reliable information; and to promote the culture of registration.
RNP provides the online external consulting system to the public or private institutions,
requiring the inter-institutional cooperation agreement, provided for free in the case of the
State institutions, and possible to sell the consulting service for private companies through the
contract, which utilize two web services, civil registration consulting and identification
consulting. It offers information one by one, using the name or the number of identity card of
citizen, and gives 6 public data authorized by RNP law, first name, last name, sex, date of
birth, address, status of marriage or death. In addition, RNP provides identification consulting
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offering the complete information of individual including photo and residence. The entities
with access, which signed the inter-institutional cooperation agreement are: Secretariat of
External Relations (with 69 consulates in the world), Public Prosecutor’s Office (with 6
attorneys), FHIS, Migration and foreigners, Interpol, Secretariat of Finance, DGIC,
Secretariat of Health, Special services of Investigation, PRAF, CEINCO, Juvenile Courts,
DEI, National Committee of Human Rights, and Secretariat of Education. For access to
census system, RNP offers internal web service, additional information, photo, fingerprints
and family tree of individual, utilizing for investigation organization and State security.
Interpol asks for in writing to RNP.
RNP’s current projects are automatizing civil registration; connecting by digital link, wireless
and satellite link; remote monitoring of infrastructure equipment; digital capture of document
supporting the inscriptions of civil registration, marginal notes and request of identification
system; implementation of an interoperability platform by a portal, with licensing Oracle; and
implementation of an additional control to observe the performance and hits of connection of
different users of web service.
As regards ICT maintenance budget, resources are generated by benefits from services,
cooperation resources for concrete requirements of modernization project, SEFIN
management and inter-institutional agreement. Its ICT officials are 15 and only less than 10%
are professionals. It has ICT assets such as Database ORACLE, SQL and Access, Server
Blade, Rack, SAN and Desktop Server, communication system with capacity to deal with
dedicated line, link and satellite link, and Firewall of hardware, software, perimeter, web
server, and antivirus.
According to the interview, major issues are lack of Top manager's will, lack of ICT budget,
and lack of ICT laws and regulations. The key success factors are increasing the penetration
of ICT infrastructure and establishing ICT laws, regulations and incentives. In addition, it
answered that e-Education, e-Healthcare and Welfare, and e-Banking are the areas that should
be invested.
RNP additionally commented that it is necessary to implement a pilot plan, create an interinstitutional committee of ICT, create an interoperability committee, and establish a
prioritization of attention. Lastly, the main concern is lack of resources, in particular human
resource to realize the implementation.
3.3.25. Supreme Court of Audit (TSC)
Supreme Court of Audit is responsible to watch the proper management of the State's
resources, controlling to guarantee the transparency of the public administration. Its main
functions are realizing audit of finance, legal accomplishment, and special and environmental
management; inspecting the implementation of the recommendations made by audits;
controlling the public entities’ degree of ethical accomplishment; training the code of ethics
of public servants and good practices in the public administration; determining indicators of
illicit enrichment in the public workers and employees; resolving the punctual and specific
reports of citizen; inspecting the accomplishment of the applicable norms to register control
and custody of national goods; and automatizing the process of the audit through using
TAAC's.
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As a government entity of system control, TSC has constitutional function to inspect fund,
goods, and resources of the State and institutions including banks, National Commission of
Banks and Insurances, municipalities and other special organizations or public and private
entities that receive or administrate public resources of internal or external source, carrying
out various types of audit such as legal accomplishment, finance, management, and public
work.
As to major achievement, in 2010, the active and passive declaration process started a
technological solution with which the same citizen could fill the declaration and present it.
Besides, a technological platform was established in 2006 in which citizens can notify the
irregularities. TSC is currently automatizing various processes of dependencies, upgrading
technological platform, and creating ICT norms.
According to the Article 45 of TSC Organization Law, and dealing with the ICT for effective
and efficient use of public resources, ICT will provide minimum institutional capacity to start
audits of systems and information technology. ICT resources will finance national and
international consultants, equipment and training for following activities: 1) making rules,
manual and guideline to realize audit of systems and IT, 2) training a task force team
designed by TSC, conformed with civil servant of each operative area and Technology
directorate, 3) developing two pilot audits and realizing adjustment to policy and legal
document based on the pilots, and 4) implementing audit of system with general controls and
specific applications.
ICT development budget is financed by IDB, and a portion of the TSC budget is assigned to
ICT for realization of the programed projects. In addition, it does not have enough
professional ICT officials (less than 10%). Even though there is existing educational program,
it does not cover ICT and e-government.
TSC pointed out lack of ICT budget, lack of ICT and e-government laws and regulations,
lack of ICT and e-government personal training, and lack of will of national authorities as
major issues as to e-Government implementation. As key success factors, it is necessary to
create and promote a legal framework at national level, which is in charge of organizing,
controlling and leading all references to e-Government and ICT; to create the laws relevant to
ICT legal framework at national level; to realize an evaluation of actual study plan in all
categories in order to update the gap of education level; and allocate a big budget to ICT.
To be a leader in the region, Honduras should adopt the internet as a policy to take advantage
of extended benefits of the internet. It is imperative to prepare a digital agenda that organizes
all challenged and opportunities: business and e-government policy and regulation, numerical
portability (already started), security norms to provide public information via network,
standards to upgrade the information for citizen, connectivity for municipalities and families,
and navigation via mobile by local applications. Honduras is a nation with big penetration of
mobile phone and ISP, and it should take advantage of the infrastructure to promote the
foreign investment in contrast to laws prepared for empowerment and under the initiatives.
TSC answered that it should utilize ICT as an excellent tool of institutional management,
which helps positively the development and viability of organizations. It would like ICT to
add value to operational activities and institutional management of TSC, and obtain
competitive benefits. Finally it congrats to this project to lead the nation toward the
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knowledge society and implementation of e-government, but the concern is that this initiative
would not continue in next government.
3.3.26. Supreme Court of Justice
The mission of Supreme Court of Justice is to impart transparent, accessible, impartial,
prompt, effective and free justice by independent judges only subject to the Constitution,
international treats and internal legislation, in order to guarantee the juridical security and the
social peace and make sure republic and democratic vocation in the framework of the State
Right. The Judiciary is integrated by a Supreme Court of Justice, by the Courts of Appeal,
judges, and other dependencies that the law indicates.
Supreme Court of Justice is using ICT from 2004 such as data network, implementation of email, use of internet, videoconference, information system, etc., and it established policies for
proper use of ICT. Its current projects are redesign of data network, installation of network at
national level, virtualization, fire control system, implementation of new information systems,
civil complaint via web, consultancy on file by external users, digitalization of personal
archive and installation of information kiosk.
The financial resources for technology area are contained in the annual budget of Judiciary,
and sometimes it obtains budget of international cooperative organisms. The administration
direction manages the procedure to pay, the budget direction issues budget availability, and
info technology direction executes the projects. It has approved budget for all projects of the
Reengineering Plan. It has more than 4000 ICT officials and only less than 50% are
professionals.
As regards ICT assets, computer is changing gradually the equipment and Microsoft platform
is updating versions. It was not approved budget for training, so it has only basic computer
courses for employees, which leads to very low ICT knowledge asset.
According to the interview, the major issues of e-Government are lack of support by superior
authorities to acquire and implement ICT, lack of qualified and experienced personal, low
budget and electricity problem in the buildings. Key success factors are strengthening the ICT
education, increasing and maintaining the ICT infrastructure and supporting the superior
authorities in ICT budget as an investment.
ICT should be invested for infrastructure to give and receive information in particular, and all
areas such as health, education, judiciary, tourism, etc.. Recently IT direction has injected
budget for various IT projects and supported the superior authorities for development. In
addition ICT should be applied to share information among institutions and facilitate the
works for internal and external users, which would help economically because it would avoid
having photocopy.
Supreme Court of Justice answered that the e-Government Master Plan is an excellent project.
Various initiatives have been realized but they are not concluded in a product. In this time, it
hopes to achieve it. It is complicate that all institutions participate 100% but they can work
based on the institutions already developed and standardize step by step until achieving the
real e-government. Lastly, it was mentioned that security area should be invested, and
sustainability of the project and focusing on the socialization of the project at all levels are
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important.
3.3.27. Public Prosecutor’s Office
The Public Prosecutor’s Office of Honduras has mission to represent interests of society
related to victims of crime and human rights, and to be a civil lawyer for the citizen. Its main
function is prosecution, evidence examination ad conviction, and priority area is to reduce
general crime, extortion and organized crime and to prevent terrorism. For this, Public
Prosecutor’s Office has relationship with Secretariat of Security and Supreme Court under the
Justice Sector. Each Secretariat owns and manages its own information and requests for
information to another Secretariat by official letter and shares information and hard-copy
documents upon request. In addition, it interacts and relates with all ministries and private
sectors to collect required information.
As regards the major achievement, this institution implemented a file system (SEDI) 5 years
ago funded by international bank and conducted renewal of its website 2 months ago. Now it
is planning a new security management system replacing SEDI, which is case tracking
system and applies to all ministries under the sector of justice. However, there is no concrete
plan for development and implementation due to lack of budget and qualified resources (on
the contrary, Secretariat of Security is carrying out the project according to the interview with
Secretariat of Security).
Public Prosecutor’s Office has centralized ICT organization and there are total 30 people
supporting over 3,000 people in the Secretariat in the capital and other cities. Their major
roles and responsibilities are application design and programming as well as administration.
It has introductory training for newly joined employees and assigned job after introductory
training but it is not job training for ICT.
According to the interview, major issues for e-Government are lack of budget and lack of
laws and regulations. It has very small amount of government budget and also relies heavily
on international support and donation. Some laws and regulations should be reviewed and
revised according to environmental changes such as advancement and adoption of ICT.
Moreover, minister’s leadership was pointed out as a key success factor.
The employees of Public Prosecutor’s Office responded that ICT should be invested on
public security matters besides of e-Government area, and more training for government
officials is required. It is important to train institutions first, and then expand to the citizen in
order to increase citizen’s awareness of ICT. Furthermore, ICT should be used for security
system to improve efficiency and effectiveness as well as to shorten time of process and case
managing. Sharing information with using ICT makes it possible to reduce travel time and
ultimately to save cost.
Public Prosecutor’s Office commented that all Ministries need to be operated based on the
same level of ICT infrastructure to secure interoperability and collaboration, and have to
discuss on the same page and with the same language in the matter of ICT. Its concern is that
people would resist to the changes or are not easily changed; therefore, e-Government needs
to be implemented step by step.
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3.3.28. Secretariat of General Government Coordination (SCGG)
The Secretariat of General Government Coordination was founded in Feb 2014 and IT Unit
received the actions of the SEPLAN. The mission of SCGG is to develop and give technical
support for information systems of the institution. It plays a role of analyzing, designing,
programing, implementing, evaluating, documenting and maintaining all automatized
processes that operate in each administrative, financial and operational unit of the institution,
as well as guarantee well-functioning of these processes at national level.
Its main functions are 1) administrating efficiently the operation of the data base in diverse
information systems in order to guarantee the integrity of the systems, under the agreed
definition, design, maintenance and security of shared information, 2) adapting the current
systems to the necessities of the different departments and units, and training the public
officials in different applications developed for each specific area, 3) developing,
implementing and administrating communication network infrastructure of the institution and
related services, 4) supporting and maintaining the computer equipment, connectivity and
basic information resources in the best conditions, which guarantee better execution of the
administrative and operative functions of different units, and 5) investigating and
implementing the recent innovations in web technologies and multimedia.
SCGG helps all units of the Secretariat so that it can analyze feasibility of manual,
mechanized or electronic systems to produce the information and set up alternatives of
solution. And it provides technical support to automatized systems and IT equipment, and in
the same way, it develops and maintains programs for processing of the information and
decision making.
The Secretariat acquired server infrastructure under the concept of virtualization or cloud
computer in order to continue the services such as institutional mail, publication on website,
backup and technical support systems, biometric watch, and platform of Cooperation
Management and Performance Management. One of the major achievements is process
management such as data base development, website development, and IT technical support.
The current projects are implementation of VoIP, digital document, electronic signature,
electronic record of employee, and reinforcement of the private cloud of data center to meet
the increasing necessities of the new entities of SCGG.
SCGG responded that there are 6 ICT officials and the proportion of ICT professional is no
less than 75%. Its system department had some budget to strengthen the information system,
but this budget has been consolidated in general of SCGG. In detail, its annual budget was
assigned 230,374 lempiras for computer equipment maintaining and repairing, 155,625
lempiras for information system maintenance, and 203,251 lempiras for information service
and computerized systems.
According to the employees of SCGG, major issues for e-Government are lack of ICT budget,
lack of licenses, lack of social infrastructure, and lack of laws and norms. They indicated that
the key success factors are 1) enhancing the education level of Honduran people, 2) access to
internet service, 3) political willpower, 4) promoting ICT industry, and 5) establishing ICT
laws, norms and initiatives. In addition, they gave an opinion on direction of ICT and eGovernment saying that ICT and e-government are fundamental link to competitiveness of
the nation and development. They expect ICT would be utilized through applications for
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mobile devices because of its popularity and easy access that permit an opportune feedback
for decision making.
Lastly, they hope this project would be a guide for the actions or directions to improve
services for citizen and would include the international standards such as ITIL, ISO, COBY,
etc., would be one of the first steps in availability of the services for citizen, would provide
guideline to protect the information in different public entities, and would provide a legal
framework for training and continuing of IT personal. Moreover, they concern that this
project would be failure or simply stay just in paper.
3.4. Implications
There is huge gap between institutions which have well-developed ICT infrastructure and
information systems with experienced and skilled human resources and secured budget for
development, operation and maintenance and institutions which do not. To overcome such a
gap within government institutions is as important as to reduce digital divide in the country.
Hence, it is critical to present a solution or an alternative to reduce gap in ICT infrastructure
and information systems within government and facilitate collaboration for ICT and eGovernment implementation and system integration of currently used, under development
and planned. Most of H/W is old, most of S/W licenses are expired or not updated, and most
of data centers are not properly equipped.
For this reason, it is required to implement common ICT infrastructure such as government
data center with high priority so as to establish a foundation for e-Government, provide
alternative to resolve budget limitation and remove redundant investment. Common ICT
infrastructure also encourages collaboration among institutions for e-Government
implementation and ensures interoperability and integration among government systems.
There are insufficient human resources of ICT and most of them are not properly trained.
Training programs for ICT officials and end users are planned and initiated in a few
institutions, but those training programs remains basic level without adequate skill
development path. Hence, it is important to promote e-Education which is leveraged to
provide training and education on ICT and e-Government for systematic skill development of
ICT officials. e-Education also drives nationwide improvement of ICT and e-Government
with contributing to increase of awareness and consensus building within and outside
government. Most of interviewees select e-Education as the area to be invested besides eGovernment in order to invigorate ICT in Honduran society.
Government should show strong leadership and commitment with viable and sustainable plan
on ICT and e-Government. Government should also enact proper laws and regulations in
order to sustain ICT and e-Government implementation. These help government earn trust in
sustainable policy enforcement from both government officials and citizens with increase of
awareness and engagement in regards to implementation of ICT and e-Government.
4. Honduras IT Diagnosis
4.1. Introduction
For the appropriate direction for e-Government of Honduras, one of the most important
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factors is the proper understanding on IT levels of institutions and agencies in Honduras
government. Thus, it was carried out to diagnose the conditions of IT in government
institutions based on the Evaluation Method for Information Level. The 27 institutions
responded to survey for IT diagnosis, which are:
 Secretariat of Education (SE)
 Secretariat of Health
 Secretariat of Social Development and Inclusion (SEDIS)
 Secretariat of Infrastructure and Public Services (INSEP)
 Secretariat of Security
 Secretariat of Labor
 Secretariat of Agriculture and Stock Farming (SAG)
 Secretariat of Energy, Natural Resources, Environment
 Secretariat of Finance (SEFIN)
 Secretariat of Human Rights, Justice, Governance and Decentralization (SDHJGD)
 Secretariat of Economic Development
 Secretariat of Foreign Affairs and International Cooperation (SRE)
 Secretariat of Presidency (SDP)
 Secretariat of General Government Coordination (SCGG)
 National Autonomous University of Honduras (UNAH)
 Institute of Professional Training (INFOP)
 Institute of the Property (IP)
 Central Bank of Honduras (BCH)
 National Commission of Banks and Insurances (CNBS)
 National Commission of Telecommunications (CONATEL)
 Institute of Access to Public Information (IAIP)
 Income Executive Service (DEI)
 National Resident Registration (RNP)
 Supreme Court of Audit (TSC)
 Supreme Court of Justice
 Public Prosecutor's Office (MP)
 and National Institute of Statistics (INE)
The main purpose of the IT diagnosis was not to evaluate the level of e-Government of each
Secretariat or each institution but to analyze the overall level of e-Government of Honduras.
Moreover, because only one department participates in most of the organizations, it is very
difficult to analyze the whole organization. In conclusion, only the level of e-Government of
Honduras can be analyzed but the level of e-Government of each organization is not known.
4.2. Evaluation Method for IT Level
4.2.1. Evaluation Method
In order to diagnose the IT level of e-Government of Honduras, the Evaluation Method for
Information Technology Level has been applied. The method, operated by the National
Information Society Agency (NIA) of Korea, was created and developed to evaluate IT level
of various types of organizations since 1997 and has applied the Evaluation Indices of
Industrial Informatization (EIII) Model.
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4.2.2. Measurement
Even though the survey has adopted the EIII Model, the measurements of the Method have
been modified a little bit to make it suitable for the objective of the IT diagnosis. The
measurements of IT diagnosis consist of 5 areas and 13 sections, and the details are as
follows:
Area
1. IT
Strategy
2. IT
Environment
Section
1.1. IT Plan
• Information Strategy Planning (or IT Master
Plan)
• Implementation
1.2. IT Investment
• Awareness of IT Budget
• Feasibility Study
1.3. IT
Understanding of
Top Management
• CIO Policy
• Willingness of CEO for IT Development
2.1. IT Policy
• IT Regulations
• Standards for IT Resources and Asset
2.2. IT Organization
• Departments in charge of IT
• IT Expert Knowledge
2.3. IT Education
• IT Training
Employees
3.1. Hardware
• Types of Hardware Infrastructure
• PC Penetration
3.2. Network
• Speed of Network
• Frequency of Network Failure
4.1. Business
Support
•
•
•
•
4.2. Civil Affairs
• Internet-based Introduction and Transaction
Systems for Civil Services
4.3. Interoperability
of IT Systems
• Data Provision and Accuracy
• Data Timeliness
5.1. IT Utilization
• Practical Use
5.2. IT Effectiveness
• Contribution to Business Achievement
• Performance Assessment Index
3. IT
Infrastructure
4. IT
System
5. IT
Assessment
Measurement
Program
and
Period
for
Electronic Approval System
IT systems of Administration
Knowledge Management System
Electronic Communication Tools
[Table II.4-1] IT Evaluation Measurement
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4.2.3. IT Maturity Model
The Evaluation Method for Information Level includes the “Model for evaluation of IT
maturity” which analyses the level of the organization’s development processes with regard
to IT. The model consists of 5 stages such as basic infrastructure, process integration,
enterprise (organization) integration, business collaboration, and business knowledge. The
result of IT diagnosis will produce the stage that an organization is at, based on the
measurement. The characteristics of each stage are as follows:
Stage
Definition
1st Stage Basic
Infrastructure
IT supports personal
tasks or basic
business
2nd Stage
Process
Integration
IT systems are
constructed to
support and to
integrate business
processes
3rd Stage
Enterprise
(Organization)
Integration
Through IT, defined
business units are
integrated and
managed as a whole
4th Stage
Business
Collaboration
Businesses are
transacted through
the connection
Characteristics
• Beginning to construct and use IT tools and
IT equipment
• Closed IT environment (Isolated IT
systems)
• Showing interest in IT, and low IT
investment
• Neither IT master plan nor IT operation
regulations
• No IT department or unprofessional IT
department
• Installing IT systems connected to business
units (e.g., finance, accounting, and HR,
etc.)
• Showing interest in business integration and
connection
• Increase of IT investment in the IT
equipment (e.g., PCs, Servers, etc.)
• Devised IT plan, but low quality (or not
master plan)
• Although change of an organization is
required, there is no change of business
processes and functions
• Beginning to construct Integrated IT
systems such as ERP
• Redesigning the business processes (IT not
for functions but for processes)
• Showing interest in the IT security area
• Devising information strategy planning and
IT security planning
• Sharp increase of IT investment
• Increase of IT professional employees and
IT training
• Specialized IT department (Increase of IT
department’s value)
• Centralization of IT systems’ functions
• Connecting businesses among the related
organizations
• Deleting overlapped functions
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Stage
5th Stage
Business
Knowledge
Definition
Characteristics
between internal IT • Common platform and common framework
systems and external
among organizations are required
IT systems (Sharing • Redesign of business processes among the
information among
organizations
organizations)
Based on the
advanced business
knowledge, new
business model is
created and
developed
• Aligning business strategies with IT
strategies
• Pursuing innovative business structure
• Service (or customer)-oriented IT systems
• IT systems are benchmarked as advanced
cases
[Table II.4-2] IT Maturity Model
4.3. Result of IT Diagnosis
4.3.1. Summary
The total score of the IT diagnosis is 3.02, at the beginning of level 3. The figure indicates
that e-Government of Honduras has got out of the Process Integration Stage and is just
moving into the Enterprise (Organization) Integration Stage.
The results of all areas, except IT Strategy and IT Environment, scored at around level 3. This
shows that each area is developing at the similar pace. However, the relatively high score of
(3.67) for IT Infrastructure area including PC Penetration and Network means that the other
areas like IT Strategy, IT system, IT assessment and IT environment are not keeping up
enough with the IT Infrastructure although the IT Infrastructure is quickly changing.
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[Figure II.4-1] IT Diagnosis Results with Average Score in each Area
Area
Section
1.1. IT Plan
1. IT
Strategy
1.2. IT Investment
1.3. IT
Understanding of
Top Management
2.1. IT Policy
2. IT
Environment
2.2. IT Organization
2.3. IT Education
3. IT
Infrastructure
3.1. Hardware
3.2. Network
4. IT
4.1. Business
Measurement
1.1.1 Information Strategy Planning
(or IT Master Plan)
1.1.2 Implementation of the Planning
1.2.1 Awareness of IT Budget
1.2.2 Feasibility Study
1.3.1 CIO Policy
1.3.2 Willingness of CEO for IT
Development
2.1.1 IT Regulations
2.1.2 Standards for IT Resources and
Asset
2.2.1 Department in charge of IT
2.2.2 IT Expert Knowledge
2.2.3 IT Training Program
2.2.4 IT Training Period
3.1.1 Types of Hardware
Infrastructure
3.1.2 PC Penetration
3.2.1 Speed of Network
3.2.2 Frequency of Network Failure
4.1.1 Electronic Approval System
Result
2.74
2.84
2.26
1.79
2.26
3.47
2.21
2.32
3.37
3.89
1.58
1.53
3.21
4.05
3.37
3.42
2.63
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System
Support
4.2. Civil Affairs
4.3. Interoperability
of IT Systems
5.1. IT Utilization
5. IT
Assessment
5.2. IT
Effectiveness
4.1.2 IT systems of Administration
4.1.3 Knowledge Management
System
4.1.4 Electronic Communication
Tools
4.2.1 Internet-based Introduction and
4.2.2 Transaction Systems for Civil
Services
4.3.1 Data Generation and Provision
4.3.2 Data Accuracy
4.3.3 Data Timeliness
5.1.1 Practical Use
5.2.1 Contribution to Business
Achievement
5.2.2 Performance Assessment Index
3.05
2.05
4.37
2.68
2.37
3.16
3.68
3.58
4.00
4.32
2.11
[Table II.4-3] IT Diagnosis Results in Details
4.3.2. IT Strategy
The IT Strategy level was lagging behind other areas in the diagnosis. Even though some
organizations have conducted the feasibility studies (1.79) before implementation the IT
project, the establishment (2.84) and implementation(2.74) of IT master plan(or IT strategy
planning) is relatively small. It means that it is necessary to coordinate the individual projects
from point of view of the whole government or organizations.
The CIO policy (2.26) has not yet been put into action in many organizations while the
willingness of CEOs (3.47) for IT development is high. Another issue is that many people
involved are too concerned about the IT budget, and see investment in IT as a cost and not as
an investment (2.26).
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[Figure II.4-2] IT Diagnosis Results of IT Strategy
4.3.3. IT Environment
The IT environment level is the lowest in the almost areas. The majority of institutions have
organized IT departments and hired IT expert knowledge (3.89) even though there is some
shortage of employment. Furthermore, most of them understand the necessity of specialized
human resources and the necessity of specialized IT knowledge (3.37).
Regulation for IT had established by central government (2.21) and IT managers of all
organizations are following government standard strictly (2.32).
Also, most organizations recognized IT education for employees as one of the most important
elements for organizational development. To increase the IT knowledge, there are IT training
program (1.58) therefore it is necessary to reinforce the quality and periods of training (1.53).
Major issue in the IT environment area is that the majority of organizations did not invest
money and time for IT education and training.
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[Figure II.4-3] IT Diagnosis Results of IT Environment
4.3.4. IT Infrastructure
IT Infrastructure shows the highest results among almost the areas. The PC penetration is
good (4.05) and the organizations allocate PCs to almost all employees. Considering the PC
penetration is the most important factor of IT infrastructure, it is a quite achievement in the
Honduras government. Also, the majority of the Types of Hardware Infrastructure is the
client/server-based or the web service structure (3.21).
The speed of network and the frequency of network failure are on a middle level. The
network speed of most of the organizations is less than 20MB, and the average frequency of
network failure is approximately 1 hour or less per month.
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[Figure II.4-4] IT Diagnosis Results of IT Infrastructure
4.3.5. IT System
The IT systems area consists of three sub-sections, business support, civil affairs service, and
interoperability of IT systems. The business support systems are related with the general
administration such as HR, accounting, and electronic communication tools (e-mail and emessenger). The civil affairs service systems are internet-based information introduction and
transaction system. The interoperability of IT systems is related with generation and
provision of data, data accuracy, and timeliness.
The score of all sections in the IT systems is higher than the overall average (3.06). In the
business support section, almost all organizations are using the electronic communication
tools (4.37), which are constructed and being operated. However, the use of knowledge
management systems is relatively low (2.37) and there are few electronic approval system
(2.63) to share knowledge information.
Regarding the civil affairs service, there are a few internet-based introduction (2.68) and
transaction systems (2.37). For the interoperability of IT systems, date management in terms
of accuracy (3.68) and timeliness (3.58) is intermediate but it is necessary to generate and
provide more data.
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[Figure II.4-5] IT Diagnosis Results of IT System: Business Support Section
4.3.6. IT Assessment
The organizations generally use the main functions of their IT systems and feel that the
contribution of the IT systems to their business achievements is relatively high (Respectively,
4.32 and 4.0). For the investment in IT systems, it is very important to evaluate the
performance of current IT systems. However, there are no assessment indexes to calculate the
performance of IT systems (2.11).
[Figure II.4-6] IT Diagnosis Results of IT Assessment
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4.4. Implications
[Figure II.4-7] IT Maturity Level of Honduras e-Government
Based on the IT maturity model, the stage of e-Government of Honduras is on level 3
However, it cannot be said that the stage is definitively level 3 because the score 3, which
means IT infrastructure and IT assessment still remain on level 2, as a result, it is in between
2 level 2 and level 3. In conclusion, to move from level 2 into level 3, the following
implications and opportunities can be considered:
Implications
Opportunities
One of the most critical factors to increase operation productivity
and effectiveness is to improve the business processes. To do that,
organizations should redesign their business processes to make
them simple and efficient. Redesign and integration of the
processes of operation is required within a unit such as
department or a team that happens to be in level 2, or a whole
organization at level 3, or a whole service including a related
organization. Because of that, level 2 is called “Process
Integration” and level 3 is “Enterprise Integration”, and level 4 is
“Business collaboration”.
Improving the
business process
based on the IT
system
The IT education program should be continually reinforced and
completely implemented to achieve a good outcome. Thus, it
should be considered to establish IT academy regularly. For
example, government agencies in Korea provide IT education
programs for 1 week or more every year.
Establishing IT
academy for all
government
organizations’
employee
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Implications
Opportunities
Stabilizing of government network is a very urgent task for the eGovernment of Honduras. Many organizations do not satisfy
demand for current network quality and speed. Thus, Honduras
government should reinforce network maintenance as a matter of
urgency and should figure out the right solution with an
inspection for network situation.
Reinforcement of
network maintenance
especially focused on
network quality and
speed.
Business supporting systems such as electronic approval systems
and knowledge management systems are very useful IT tools to
improve business efficiency and to share information. However,
most organizations do not construct or operate the system, thus
Honduras should devise plans to build business supporting
systems as soon as possible.
Construction of
Business Supporting
System such as
KM(Knowledge
Management),
Electronic Approval
Even though some systems have web-based, the Host/Terminalbased structure is still popular computing models of government
agencies in Honduras. It means that employees cannot access
their systems and not work outside their offices. In order to
increase the usage of IT system, the computer structure should be
one which users can access anywhere and anytime
Changing IT system
into the more general
and accessible
structure(Web-Based)
The operation of IT systems is more important and difficult than
the construction of the systems. For effective and productive
operation of IT systems, assessment tools to evaluate the
capability and achievement of IT systems are needed. However,
very few of organization have assessment indexes for IT systems,
and most organizations do not have any kind of assessment tools.
Thus, before constructing IT systems, the objectives and purposes
of the systems should be accurately defined and then an
assessment index should be created in preparation for the
operation of the systems.
Establishing the tools
for evaluating the
capability and
achievement of IT
systems
[Table II.4-4] Implications of IT Diagnosis
5. Benchmarking
5.1. Case Study of Korea’s e-Government
Korea, as a newly industrialized country, has been developing after overcoming the Second
World War and the Korean War. In 2013, Korea’s GDP is $1.2trillion which is the 15th biggest
in the world, and GDP per capita is $28,739, ranked number 29 in the world. However, GDP
per capital was merely $254 in 1970 and $1,645 in 1980. Korea has been growing rapidly,
and it is estimated that the introduction of e-government was the huge driving force of
economic growth. E-Government promoted more favorable environment to the national
economic development as well as improved transparency and efficiency of the public
administration.
Furthermore, Korea has actively pursued e-Government as a critical means to make the
government more competitive, by leveraging the world’s best information technology (IT)
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infrastructure including broadband Internet. It had laid the groundwork for e-Government,
including National Basic Information System (NBIS) computer networks in the 1980s and
streamlining of applicable laws and institutions in the 1990s. From the 2000s, the Korean
government implemented e-Government as the major national agenda for the new century. It
concentrated on 11 major initiatives for e-Government (2001~2002) and 31 major tasks for
the e-Government roadmap (2003~2007). As a result, e-Government has become firmly
established in all areas of the Korean government.
5.1.1. Organization of e-Government Project
5.1.1.1. Organizational Structure for e-Government
Korea achieved world-class e-Government with the aim of realizing e-Government that is
open at the international level through establishment of consistent strategy from national
strategies, establishment of detailed implementation tasks and achievement measure, and
division of clear role between promotion institutions.
It is said that Korea started e-Government project establishing Administration
Computerization Promotion Committee under the Ministry of Government Administration in
1975 and after Information Industry Support Committee presided by the Chief Presidential
Secretary in 1983. It changed the name to Computer Network Coordinating Committee in
1987 and Informatization Promotion Committee in 1996.
In 2001, Korea set up a Special Committee on e-Government under the Presidential
Committee on Government Innovation and Decentralization in order to promote the eleven eGovernment initiatives. This special committee was operated separately to the
Informatization Promotion Committee which was reformed to National Informatization
Strategy Committee in 2009.
With those policy making and coordinating agencies, the executive body also changed
according to the e-government development stages. Until the late-80s the Ministry of
Government Administration put various computerization plans of each Ministry and
institution and after the Ministry of Communications took over the functions of IT industry
from the Ministry of Commerce and changed to the Ministry of Information and
Communication. In the late-90s and early-2000s with the Ministry of Information and
Communication the Ministry of Planning and Budget involved in e-Government assigning
budget and the Ministry of Government Administration and Home Affairs restructuring the
organizations and administrating local governments. The Ministry of Government
Administration and Home Affairs created head office of e-Government in 2005. It changed to
the Ministry of Security and Public Administration in 2008 and took charge of e-Government
affairs as a main executive organization.
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*MOSPA: Ministry of Security and Public Administration
**NIA: National Information Society Agency
[Figure II.5-1] Organization of Korea’s e-Government
Korea established e-Government vision “To realize the best open e-Government in the world”
and set up national goal and national tasks to connect to the vision. According to the specific
goals it developed a 5-year roadmap. It defined and promoted 31 tasks divided into two
levels: first phase of basis reorganization and second phase of advancing services.
As regards e-Government organizational structure, some success factors of Korea are
follows:
 Clear definition of Roles and Responsibilities on e-Government
 Strong ownership on budget and project of competent authorities of e-Government
 Consistent direction from national strategy to specific project implementation
 Securing of professionalism and capacities by each role
 Operation of a performance management system that has specific performance goals
5.1.1.2. Ministry of Security and Public Administration (MOSPA)
The Ministry of Security and Public Administration (MOSPA) plays a role of enforcing and
providing administrative support as the authority in charge of development, deliberation and
adjustment functions of e-government. It is comprised of 2 vice-ministers, 5 offices, 25
bureaus and 72 divisions. E-Government Bureau is under the First Vice-Minister of the
MOSPA, which is in charge of major roles and responsibilities for e-Government related
affairs. However, some e-Government related functions are under other offices or bureau,
which are highlighted in red fonts in the following figure.
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Source: MOSPA website
[Figure II.5-2] Organizational Chart of MOSPA focusing on e-Government Functions
Main organization for e-Government, e-Government Bureau 1) coordinates policies to
promote efficient digital and mobile government, 2) promotes global cooperation in egovernment, 3) promotes efficient operation of information resources through e-government,
and 4) develops policies related to informatization of local communities. It is divided in 3
divisions: e-Government Policy Division, e-Government Support Division and Smart Service
Division. And Public Information Sharing Policy Bureau also deals with e-Government
related affairs. It has 3 divisions: Information Resource Policy Division, Information Security
Division and Public Information Sharing Division. The major roles & responsibilities for the
jobs in those two bureaus are shown in the table.
Division
Job Title
Major Roles & Responsibilities
e-Government
Bureau
Director of Bureau
• Directing e-Government Bureau
e-Government
Policy Division
Head of Division
• Directing
and
coordinating
Government Policy Division
Secretary
• Supporting e-Government export
• Coordinating e-Government system
Technical Secretary
• Coordinating general affairs of the
Bureau
Data Processing Official
• Global cooperation (ODA) and Global
e-
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Division
Job Title
Academy
• Integrating homepages
institution
• Planning e-Government
each
Broadcasting
Communications Official
• Supporting overseas expansion of eGovernment
Administrative Official
• General affairs of Export Support
Group
• E-Government basic planning
• Policy information offering
• White Paper of e-Government
• Contract, order, inspection, PMO and
software policy
Local
Official
Administrative • Planning
Action Official
e-Government
Support Division
of
• Supporting e-Government plan
• Personnel affairs, budgeting
legislation
• E-Government export promotion
• Legislative system
• General affairs
• Cloud
and
Specialist
• Overseas cooperation
Head of Division
• Directing
and
coordinating
Government Support Division
Technical Secretary
• Local Government informatization
• E-Government support projects
• Coordinating planning
• Local government information open
project
• Managing the Local Government
Common Ground System
• Coordinating consolidation of eGovernment foundation
Broadcasting
• Information Network Villages
Action Official
• Strengthening
e-Government
foundation
• Administrative Spatial Data
• General affairs and legislation
• Managing
e-Government
support
projects
• Promoting e-Government support
e-
133 / 328
Division
Job Title
projects
• Local e-Government services
Specialist
Smart
Service Head of Division
Division
• Research of GIS and Spatial Data
Application
• Directing and coordinating
Service Division
Smart
Technical Secretary
• Mobile e-Government (m-Gov)
• Developing administrative services
with new technologies
• Spreading
mobile
administrative
services
• U-Services projects
• Building, operating, and promoting
Smart Work Center
• Videoconferencing
• Building mobile common ground
Action Official
•
•
•
•
•
Mobile service construction
Videoconferencing common ground
U-Service
Operating Smart Work Center
General affairs, legislation and
budgeting
Director of Bureau
Public
Information
Sharing Policy
Bureau
• Directing Public Information Sharing
Policy Bureau
Information
Head of Division
Resource Policy
Division
Secretary
• Directing and coordinating Information
Resource Policy Division
• Standard Framework
• Standard
of
e-Government,
Government directory system and
standard code for administrative
services
• Information resources integration
• Coordinating legislation, budgeting and
result
• Government-wide EA
Action Official
• Policy of administrating Governmentwide informatization investment
• Expenses
• General affairs
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Division
Information
Security Division
Public
Information
Sharing Division
Job Title
Head of Division
• Directing and coordinating Information
Security Division
Broadcasting
• Information
and
communications
services using system
• Promoting
advanced
national
information
and
communications
service
• Coordinating major information and
communications security
• Information security service for citizen
• Software development security
• Supporting establishment of integrated
control
Specialist
• Information security policy and project
Action Official
• Major
information
and
communications infrastructure security
• Digital signature
• Legislation, accounting and budgeting
• Initial response to cyber attacks
Head of Division
• Directing and coordinating
Information Sharing Division
• Establishing sharing system
• Operating and educating
system
• Sharing public information
• Advancing sharing system
Public
sharing
• Administration of public information
Action Official
• General affairs, legislation and
budgeting
• Promoting public information sharing
system
• Monitoring and approval of using
public information sharing system
Source: MOSPA website
[Table II.5-1] Major Roles and Responsibilities of e-Government Organization in MOSPA
There are three more bureaus operating e-Government matters under Vice-Minister one,
which are the Policy Planning Bureau, Creative Government Planning Bureau and
Administrative System Policy Bureau.
The Policy Planning Bureau under the Planning and Coordination Office has three divisions
135 / 328
and the Legal Affairs and Statistics Division coordinates intra-departmental informatization
and statistics as well as administrates information resources and standard. In addition, it is in
charge of information security and personal data security.
There are three bureaus under the Creative Government and Organization Management
Office and two of them are assigned e-Government related operations. Under the Creative
Government Planning Bureau, the Administrative Collaboration Division implements and
promotes the integrated government communication system and inter-departmental
information sharing system. And the Public Data Policy Division operates and administrates
public information release system and promotes access to public data managing public data
portal and sharing service.
The Civil Affairs System Division under the Administrative System Policy Bureau operates
civil service portal called Minwon24 and develops and enhances the services and system.
Lastly, the Personal Information Protection Division plans and operates laws and systems
related to personal information security, and it is responsible for privacy impact assessment,
technical support and coding.
National Computing and Information Agency (NCIA) is affiliated organization of Ministry of
Security and Public Administration (MOSPA). It plays a role of efficient management of
national information resources and its main functions are as in the following:
 Protecting e-Government from cyber threats: National Computing Information
Agency (NCIA) manages computerized administrative systems of government
agencies and promptly responds to cyber-attacks such as D-DoS(Distributed Denialof-Service), hacking, and computer viruses.
 Economical operation of national information resources: The national information
communication network and e-Government enable integrated purchase and usage of
information resources, thus promoting more cost-efficient way of information
management.
 Supporting smart e-Government infrastructure with cutting-edge technology: To
respond to a fast changing administrative environment, NCIA works with MOPAS to
further promote smart work, mobile administration, and cloud computing services.
The National Information Society Agency (NIA), a quasi-government organization under
MOSPA conducts technology consultation and project management specifically in eGovernment Group. The group is made up of four departments: e-Government Planning
Department, e-Government Policy Department, Government Information Resource
Management Department and e-Government Project Department. The functions of each
department are as follows:
 e-Government Planning Department: 1) supports the development of mid to longterm basic planning that provides policy direction and tasks for e-Government, 2)
identifies and responds to current issues on e-Government such as the Gov 3.0, 3)
supports pre-negotiation for preventing redundant investment in e-Government
projects by central government agencies, and 4) establishes a management system for
e-Government projects of administrative agencies, develops and researches
methodologies to improve quality of e-Government projects as well as trains and
disseminates related information.
 e-Government Policy Department: 1) analyzes e-Government trends and researches
mid to long-term strategy, 2) researches and supports improvements on e-
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

Government related laws and institution, 3) manages evaluations by international
organizations such as UN and OECD, 4) researches e-Government performance
management methodology and does conduct performance management, 5) supports
administrative management capacity evaluation, and diagnosis analysis, 6)
formulates policy on e-Government project tender institutions and supports its
operations, 7) introduces e-Government project PMO system and supports its
operations, 8) establishes information system audit institutions and supports its
operation, and 9) inspects qualification on national certified information systems
auditors.
Government Information Resource Management Department: 1) improves efficiency
of information resources in the public sector, supports policy development and
implementation for raising investment performance and researches improvement
plans in the related legal framework, 2) implements EA (Enterprise Architecture) in
the public sector and provides consulting and education in its utilization, and 3)
manages information resource in the public sector through the pan-government GEA
(Government Enterprise Architecture) and provide related statistical material and
analytical results.
e-Government Project Department: 1) develops e-Government projects and
establishes implementation plans, 2) implements and manages e-Government support
projects, and 3) develops management methodologies and guidelines for eGovernment projects.
5.1.1.3. Ministry of Science, ICT and Future Planning (MSIP)
The Ministry of Science, ICT and Future Planning (MSIP) also plays a role for strengthening
e-Government foundation. It is consist of 2 vice-ministers, 4 offices, 21 bureaus and 70
divisions. The Information Management Division is in charge of informatization plan and
capacity building of public officials, and IT Strategy Bureau and Internet Policy Bureau are
related with national informatization policy, information security and network, which are
important for successful implementation of e-Government. In addition, the MSIP is assigned
regulating and supporting telecommunications, broadcasting, and software industry to
promote the favorable environment for e-Government. The detailed job description is as in
the following table.
Office
Bureau
Planning and Policy
Coordination Planning
Office
Bureau
Division
Information
Management
Division
• Promotes
basic
plan
and
implementation
plan
of
informatization
• Implements and operates intradepartment administrative process
system
• Information security and personal
information protection
• Training and education on
informatization
ICT
and ICT
Policy Coordination • Implements and evaluates basic
Broadcasting Convergence Division
137 / 328
Office
Policy Office
Bureau
Division
Policy
Bureau
ICT and Broadcasting
plan of ICT
Technology
Policy • Develops ICT and Broadcasting
Division
policy
ICT and Broadcasting • Legislates ICT and Broadcasting
related laws
Infrastructure
• Administrates
ICT
and
Division
Broadcasting promotion fund
ICT
Industry • Coordinates ICT and Broadcasting
Division
development projects
• Promotes ICT and Broadcasting
industry
• Supports ICT standard and
certification
Software
Policy
Bureau
Software
Division
Policy • Establishes Software related policy
and law
Software
Industry • SW statistics investigation and
market analysis
Division
• Develops SW new industry and
Software
creates employment
Convergence
• Foster SW platform
Division
• Promotes SW industry
Digital
Content • Integrates system and improves
system
Division
• Develops SW technologies
New Internet Industry • Promotes mobile and smart
Division
contents industry
• Cloud service, M2M/loT
• Supports
Internet
application
service and sensor network
Broadcasting Broadcasting Industry • Coordinates Broadcasting industry
Promotion
Policy Division
policy
Policy
New Media Policy • Legislates broadcasting related
Bureau
laws
Division
• Supports smart media industry
Digital Broadcasting • Formulates and enforces new
Policy Division
media service policy
• Monitoring program providers
IT Strategy Bureau
IT Strategy Planning • Coordinates
national
Division
informatization policy
• Legislates laws and regulations for
promoting national informatization
• Technical support for national
informatization
Cyber Security Policy • Coordinates private information
Division
protection policy
138 / 328
Office
Bureau
Division
• Operates
cyber
violation
prevention system
• Establishes electronic certification
policy
Information
Division
Internet Policy Bureau
Culture • Implements information culture
diffusion policy
• Establishes plan of Internet
addiction prevention and solution
• Prepares measures to resolve
digital divide
Network
Division
Policy • Establishes mid and long-term
plan for network enhancement
• Develops next generation network
• Implements public Wi-Fi zone
expansion
• Constructs BcN for rural areas
• Promotes network project
• Improves
Internet
related
regulations
Internet
Division
Policy • Improves
Internet
utilizing
environment and protects users
• Promotes Internet services
• Strengthens
smart
mobile
application development ground
Smart Network and • Research and developments future
Communications
Internet
and
promotes
Policy
standardization
• Establishes network equipment
industry policy
• Promotes remote working and
smart working
• Implements policy for promoting
digital document and e-commerce
• Advances investigation network
(KOREN/TEIN)
Telecommunications Policy Telecommunications • Establishes
telecommunications
Bureau
Policy
Planning
policy
Division
• Regulates
mobile
network
operators
Telecommunications
Competition Policy • Improves related policy and
distribution system
Division
• Telecommunications service tariff
Telecommunications
policy
Service
Policy • Integrated
management
of
Division
139 / 328
Office
Bureau
Division
Telecommunications
communication resources
Infrastructure Policy • Formulates policy on common
Division
utilization and implementation of
communication equipment
• Implements and operates national
telecommunications network
Radio Policy Bureau
Radio
Policy • Establishes mid and long-term
Planning Division
plan
Radio
and • Legislates radio related laws
• Improves policy and system on
Broadcasting
radio fee
Management
• Policy on radio industry support
Division
• Introduces broadcasting standard
Spectrum
Policy • Technical
evaluation
for
Division
permission
• Policy on permission, inspection
and observation
• Spectrum policy making
• Develops
spectrum
using
technologies
Source: MSIP website
[Table II.5-2] Major Roles and Responsibilities of e-Government Organization (MSIP)
5.1.2. Korea’s Journey to the e-Government
Korea introduced computer for the first time to government performance in 1961 by using
Punch-Card System in the Ministry of Home Affairs, and then used IBM4101 for statistical
survey in the Ministry of Economic Planning in 1967. Korea began e-government policy in
earnest in 1975 when President Park Chung-hee established the Committee of Administrative
Computerization Promotion as a Presidential decree and the Ministry of Government
Administration formulated Five-year Plan for Administrative Computerization in 1978. Since
the early 70s, Korea partially started administrative computerization with central government
departments as a unit, and this scattered computerization was developed as a national project
with the Administrative Computerization Plan. The development process of Korea’s egovernment is following.
5.1.2.1. Beginning (Mid-80s – Mid-90s)
The first step of Korea’s e-Government began in the mid-80s when the National Basic
Information System project was implemented. Through this project, national basic
information was systemized into databases for more convenient government administration.
This included resident registration, real-estate, vehicles, and others. Now, the services of
these fields are provided anywhere regardless of the applicants’ residence. Since the mid90s, Korea Information Infrastructure project was put forth in time coping with the trend of
building information superhighways in advanced economies. In addition, by establishing
Framework Act on Informatization Promotion as the legal background, Korea has achieved
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more progress in informatization.
5.1.2.2. Foundation (Mid-90s – Late-90s)
The government started providing real-estate registration, patent application, and military
administration services online and e-document approval and exchange spread rapidly within
the government. It was the time of informatizing administrative procedure of central and
local governments for the enhancement of productivity. In particular, in June 1999, the
Ministry of Government Administration and Home Affairs and the Ministry of Information
and Communication jointly established the Comprehensive Plan for e-Government and a
systematic framework for Korea's e-Government implementation. Since 2000, the
informatized online administrative services have been transformed from governmentoriented services to citizen-oriented services. More civil services have been brought online
and more information has been integrated for the convenience of the people.
5.1.2.3. Expansion (2001 – 2007)
Korea's efforts to implement e-Government were even accelerated in January 2001 by the
establishment of the Special Committee for e-Government. The Committee, composed of
experts and professionals from the public, private and the academic sectors, is under the
Presidency and has continuously supported and monitored the eleven high-payoff initiatives
to be completed by the end of 2002. The initiatives were already implemented and in
service since November 2002. After the last president got elected, the government
established a new roadmap for the Participatory Government program with 31 different
projects.
5.1.2.4. Maturity (2008 – Current)
Based on the progress of informatization promotion in each Ministry and the level of eGovernment development, President Lee, Myung-Bak administration, which inaugurated
in 2008, pursued quality management by the maturing of e-government through a shift of
focus from promotion and construction to utilization and connection. In this regard, the
frameworks for national informatization and e-government implementation were unified
under the control of Ministry of Public Administration and Security with improved legal
systems. The weight and value of e-government implementation have changed from
enhancing efficiency of public administration through computerization of government
works until the 1990s to increasing satisfaction and active participation of citizens into
policy-making since the 2000s. In this stage, e-Government is established and considered
as the government's key management system that serves as an infrastructure for developing
and improving the foundation for a democratic society and national competitiveness.
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5.1.3. e-Government Best Practices
5.1.3.1. Overview of Major e-Government Practices
Major e-Government Practices
Key Features
Government Integrated Data Center (GIDC) • Improved e-Government service
www.ncia.go.kr
stability
• Improved e-Government security
• Improved efficiency of government
IT operation
• Exported to Mongolia (‘07), Nepal
(‘07) and Vietnam (‘11)
• FutureGov Award-Data centers (‘10)
Civil Service Portal • Citizens can apply for civil services
and print or view information online
(Minwon24)
www.minwon.go.kr
at home or office
• Viewing more than 3,000 types of
civil services and printing 83 types
• Awarded UN Public Service
Awards(‘11)
Immigration Control • The entire process of immigration is
handed electronically, including
System
analyzing information on passengers
scheduled to enter
• Reduced waiting time and omitted
face-to-face reviews protect privacy
• Awarded UN Public Service
Award(‘07)
Korea
Online • All government bidding procedures
are processed online in one-stop
Procurement System
service
(KONEPS)
www.g2b.go.kr
• Awarded WCIT Global Excellence
Award (‘06)
• Selected
as
UN/CEFACT
International Standard
SOS Public
Service
Relief • Access to official documents
published by public org. anytime
anywhere
• Awarded UN Public Service Awards
(‘11)
Information Network • Information infrastructure such as
broadband network, community
Villages
(INVIL)
www.invil.org
information centers and websites are
established
• Designed for closing digital divide,
raising community incomes and
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Key Features
improving the quality of life in rural
areas
• Awarded UN Public Service Awards
(‘11)
Comprehensive Tax • Taxpayer can handle tax affairs
online at home or office without
System (Home Tax)
www.hometax.go.kr
visiting tax offices
• 39 types of online certificates are
issued online
• Selected as OECD e-Tax Best
Practice(‘06)
e-Customs Clearance • Export and import declaration, inport, freight management, drawback,
System (UNI-PASS)
portal.customs.go.kr
etc. are processed online
• Accelerated the speed of cargo
clearance and passenger flow
• Selected as ISO 9001, 20000 (‘06)
supports
disaster
National
Disaster • NDMS
management affairs to the central
Management System
and local government from the
(NDMS)
prevention to recovery
• Standardized
and
informatized
process of emergency relief for
efficient response to the emergency
call
• To be applied to the Mozambique
government (’11)
Digital Budget and • Financial activities in government
are managed on a real-time basis
Accounting System
• Provides statistics and analysis
(dBrain)
www.digitalbrain.go.kr
information using the accumulated
data within the system
Online Patent System • Patent application, examination and
tribunal procedures and other patent
(KIPOnet)
www.patent.go.kr
administration are provided online
• Costs of patent applications are
saved as much as KRW 2.5 billion
• Selected as WIPO IT Standard(‘06)
Government
Information Sharing
• 120
types
of
administrative
information are viewed in 438
government, public and financial
organizations
• Standardizes the contents, categories
and
storage
methods
of
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Key Features
administrative information in public
institutions for services
Postal Distribution • Integrated processing of postal
information
Information System
• Real-time tracking and other
(PostNet)
www.epost.go.kr
services provided to customers via
the Internet and call centers improve
the environment for postal service
users
• Exported to Kazakhstan (‘08)
• Capability
Maturity
Model
Integration (CMMI) Level 5
certification (‘11)
• Applied not only to government
e-Government
organizations but also to the private
Standard Framework
www.egovframe.go.kr
sector, where SMEs can also benefit
from the framework, as advanced as
the one used by large businesses
• Developed upon open source
software, preventing subordination
to
specific
companies
or
technologies and creating the
environment for fair competition
• Singapore FutureGov Award Government Organization of the
Year (‘10)
• CMMI certification (‘11)
• Facilitates citizen participation in
e-Participation
decision-making
process
by
Portal
(ePeople)
www.epeople.go.kr
allowing their complaints, proposals
and policy discussions to be
addressed through a single window
• Top 10 e-Government by the World
e-Government Forum, France (‘06)
• e-Challenge 2008 Conference ‘Best
Demonstration Stand Award’ (‘08)
• UN Public Service Award (‘11)
Business Process System (On-nara BPS)
• Approximately 362,000 government
workers are using the system in 103
administrative institutions of both
the central and local governments
• Approximately KRW5 billion can be
saved in budget from using
domestically produced database.
• ‘2007 Top 10’ in World e-
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Key Features
Democracy Forum, France (‘07)
One-stop
Business • Provides through an online single
window various information on
Support
Service
(G4B) www.g4b.go.kr
businesses, policies and industries as
well as other optional services that
are required in business activities
• The usage rate is constantly
increasing:
1,673
businesses
registered
online
in
2011
(achievement rate 103%), 1,721
cases of defense industry export
(achievement rate 101.4%), and
3,504 cases of requesting test
certificates in May 2012
Employment Portal • Provides information on a 750,000strong labor pool and 570,000
(WORKNET)
www.work.go.kr
businesses
• Job search and recruit activities can
be
carried
out
on
mobile
WORKNET and Job Young services
anytime and anywhere
• Average daily number of users:
350,000
Integrated Trading • Provides one-stop information of
export
Information Service
• Reduces acquisition cost of trading
(TradeNavi)
(www.tradenavi.or.kr)
information on FTA for small and
medium-sized companies
• Includes trading information of 49
countries and 34 export related
organizations
Intelligent Transportation System (ITS)
• Facilitates optimized and automated
traffic operation and provides traffic
information for travelers by applying
information, communication and
control
technologies
to
transportation means such as cars,
trains, ships and airplanes and to
facilities such as roads, railroads,
seaports and airports
• 50 local governments of Korea
adopted the Bus Information System
(BIS), which provides information
on bus routes and arrival time
• Exported to Bangladesh, Azerbaijan,
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Key Features
Mongolia, Vietnam, New Zealand,
Malaysia, Colombia, etc.
Shared Use of Administrative Information (e- • Civil service officers can process
service requests by checking
hanarominwon)
required information on the system
without requiring the applicant to
submit documents
• 438 institutions are sharing 120
types of administrative information.
About 390 million cases of
information sharing have been
processed and used so far
• Reduces KRW1.4 trillion in costs for
time, travel, fees and printing, thus
greatly contributing to eco-friendly
growth
• Resident
registration
and
management affairs are handled in
local government units, which
allows
a
more
concrete
understanding of the residence
relationship and further improves
residents convenience as well as
facilitating administrative service
processing
• Exported to Afghanistan (‘12) and
Azerbaijan (‘12)
Source: e-Government of Korea Best Practices (MOSPA)
Resident Registration Data System
[Table II.5-3] e-Government Best Practices of Korea
5.1.3.2. Government Integrated Data Center
Data computing centers that had been operated individually have been integrated and
managed by professional teams. More than 1,100 information systems with equipment of
20,000 facilities of 47 government organizations are integrated for management and
operation. Such a massive number of systems provide real-time status information of system
processing and operation through ‘n-TOPS’, which is exclusively developed for integrated
operation and management of GIDC. The GIDC displays an 8-layer comprehensive security
framework against cyber threats such as hacking, virus and D-Dos attacks.
With the business continuity management (BCM) system and disaster recovery system (DRS)
installed in case of natural or artificial disasters such as fires, earthquakes, power failure
and/or terrorist attacks, the data centers provide key services in a seamless manner. It
provides the optimal operational and security infrastructure including buildings, electricity,
fire protection, air-conditioning, etc., while providing high-quality communication services
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through the ‘National ICT Network’, on which government organizations are connected with
each other.
The government makes blanket purchases of IT resources, which are then offered to each
public institution for sharing and use for its own purpose.
Source: MOSPA
[Figure II.5-3] Government Integrated Data Center for Korea
5.1.3.3. Korea Online e-Procurement System (KONEPS)
All procurement affairs of the government are handled online through a single window. The
entire process of procurement affairs, such as supplier registration, bidding, contracting,
inspection and payment are handled online on the Internet. KONEPS serves as the single
window, through which bidding information of all public institutions is announced. All public
organizations can participate in bidding through a one-time registration process to KONEPS.
By connecting itself to 120 procurement systems of government institutions, KONEPS
provides one-step procurement services. KONEPS services are also available on a mobile
platform, such as the mobile phone bidding service. Goods management affairs are handled
by establishing an RFID-based management system.
147 / 328
Source: MOSPA
[Figure II.5-4] Korea Online e-Procurement System
The electronic procurement in Korea has grown to become a part of a big world-scale market,
where 44,000 public institutions and 220,000 suppliers participate with transaction volume
reaching KRW64trillion a year. Digitalized procurement businesses greatly increased
productivity and efficiency. The number of contract processing per person increased from
208 in 1997 to 960 in 2001 after the introduction of e-procurement system. Illegal attempts
are completely blocked with the help of fingerprint scan-based e-bidding, and online business
processes also decrease face-to-face contacts, further increasing transparency and integrity.
The procurement integrity level increased in 2011 by 25% from 2002, from 6.8 points in
2002 to 8.52 points in 2011.
It improved processes by simplifying procedures and it saved KRW8trillion in travel costs of
suppliers to government offices. As a result, it was exported to Pakistan in 2005, Vietnam in
2005 and 2009, Mongolia in 2007 and 2010, Georgia in 2007, Costa Rica in 2009,
Uzbekistan in 2009, and Tunisia in 2011. Moreover, KONEPS received UN Public Service
Award in 2003, Global IT Excellence Award by World Information Technology and Services
Alliance (WITSA) in 2006, and E-Asia Award by Asia Pacific Council for Trade Facilitation
and Electronic Business (AFACT) in 2007.
5.1.3.4. Civil Affairs Service Portal (Minwon 24)
Citizens can apply for civil services and print or view information they need through the
Internet at home or office. They can use administrative services anytime and anywhere
without having to visit offices in person.
By connecting civil service systems of each administrative institution, including the resident
registration management system and local government administration system, entire
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procedures of civil services from application to certificate issuance can be done in a one-stop
process, such as in the case of issuing copies of resident registration. Some 3,000 types of
civil services can be applied online without having to visit government offices, 1,200 types of
documents required for online service application can be received online, and 83 types can be
directly printed at home or office immediately upon application.
Furthermore, 82 types of documents including copies of resident registration and vehicle
registration can be issued for free or at discounted rates. Information is provided on more
than 5,000 types of civil services, including military service certificates, moving-in
notification, certificate of automobile tax payment, certificate of local tax payment, and
certificate of license tax payment.
Civil services for 20 areas including moving, handicapped welfare and real-estate can be
applied altogether, with the results notified to the applicants by email or SMS. A series of
civil services for the disabled such as the living information service and welfare-related
services can be applied for resulting in receipt through a one-stop process. In addition, 15
types of services for foreigners, including issuance of immigration records and extension of
stay are provided in five languages for foreigners or members of multi-cultural families.
Source: MOSPA
[Figure II.5-5] Major Achievement of Minwon24
As the main gateway to online civil services of the government, Minwon24 services and
subscribers have been steadily increasing since 2008. System functions of Minwon24 will be
improved to enhance user convenience for citizens and service delivery channels will be
diversified because the most used services are going to be provided through a mobile
platform, as the number of smart phone users have rapidly increased.
This civil service portal was awarded Best Public Website by Yahoo in2002 and UN Public
Service Award in 2011.
5.1.3.5. Electronic Customs Clearance System (UNI-PASS)
Procedures of customs clearance ranging from declaration and customs inspection to tax
payments for exports or imports are processed electronically. Declaration of items that need
quarantine inspection such as plants and/or food is processed conveniently through a onetime access to UNI-PASS. Before UNI-PASS, customs declaration had been made to the
customs authority, while quarantine declaration had to be made separately to the quarantine
149 / 328
authority.
Source: MOSPA
[Figure II.5-6] e-Customs System of Korea
Declarations are handled electronically through a network of institutions related to e-customs
including exporters, importers, air-carriers and bonded transporters. Users can benefit from
all major features through the Internet under the best security conditions. Air-carriers and
shipping companies transfer the list of passengers and goods to the customs authority, which
then manages following procedures regarding port entry, freight load-out or shipping for
export. Selecting imported goods for inspection, distributing declaration forms, export/import
statistics, banking notification to authority, payment receipt confirmation by authority and
other procedures are handled online. Information on passengers and goods is received prior to
their arrival, which helps analyze or even block any possible threats by using advanced
monitoring devices.
This system saved customs clearance time, for export more than a day reduced to 1.5minutes
and for import more than 2 days to 1.5hours, which leads to great savings in logistics costs.
KRW3.8 trillion is saved in business capital turnover and bonded warehouse construction
from reduced storage cost and customs review time. With these achievements the system was
exported to Kazakhstan in 2005, Dominican Republic in 2006, Mongolia in 2007, Kyrgyzstan
in 2008, Guatemala in 2009, Ecuador in 2010 and 2011, Nepal in 2011 and Tanzania in 2011.
In addition, it was awarded Leading country in customs administration system evaluation,
Australian Customs and Border Protection Service in 2006, Asia Pacific Council for Trade
Facilitation and Electronic Business (AFACT) ‘e-Asia Award’ in 2007, and the 1st place
ranking in Trading Across Borders, World Bank Doing Businesses in 2009.
By expanding logistics information and sharing it with overseas customs authorities, Korea
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expects to develop more diverse services including the Global Single Window for managing
the logistics supply chain. Phased-in construction of a 4th-generation network will be planned
to provide 24-hour seamless and zero-document customs service and logistics information
service customized for each user.
5.1.3.6. Comprehensive Tax System (HomeTax)
Taxpayers can handle tax affairs online at home or office without visiting tax offices.
Taxpayers who visit tax offices can go through the entire process of application services
using electronic pens. Total 39 types of online certificates are issued certifying business
license or registration, temporary closing, tax payment and amount of incomes. In addition,
tax returns, total 14 tax types including income tax, corporate tax, VAT, withholding tax,
individual consumption tax, liquor tax, stamp tax, and education tax are filed via the Internet.
Source: MOSPA
[Figure II.5-7] Comprehensive Tax System of Korea
The proportion of electronic tax filing through HomeTax and online certificate issuance are
85% and 73%, respectively, which led to save KRW150 billion in 2008 from the increased
number of electronic tax-filing and issuing copies of certificates as well as from decreased
amount of bill printing. Moreover, KRW400 billion is saved in service applicants’ travel
costs to tax offices. This system was exported to Sri Lanka in 2010 and Mongolia in 2011,
and also it was awarded the Best Practice in Electronic Tax Administration by OECD in 2006.
Many tax-related websites that had been operated separately by service type such as payment,
cash receipts and year-end tax adjustments, will be integrated in order to fully achieve one© Copyrights 2014, National IT Industry Promotion Agency
151 / 328
stop tax administration.
5.1.4. e-Government Legal Framework
5.1.4.1. History of legislation and Amendment
The Korean government has developed ICT related laws and regulations beginning with the
Framework Act on Informatization Promotion in 1986 to advance information networks and
to promote ICT industry. A total of 187 ICT related laws enacted or amended during 19952003; 86 laws including the Framework Act on Informatization Promotion were enacted or
amended for informatization promotion in the public sector, 101 laws including Electronic
Signature Act and Online Digital Contents Industry Promotion Act were enacted or amended
for the development of the IT industry and informatization of the private sector such as
software, contents, and games.
Period
Major Acts on ICT and e-Government
1986-1995
• Act on Computer Network Expansion and Usage Promotion (1986)
• Act on the Protection of Personal Information Maintained by Public
Institutions (1994)
• Protection of Communications Secrets Act (1994)
• Decree on Public Document Procedure (1994)
• Framework Act on Informatization Promotion (1995)
• Copyright Act (1995)
1996-2000
•
•
•
•
•
•
•
Electronic Freedom of Information Act (1997)
Official Information Disclosure Act (1998)
Digital Signature Act (1999)
Framework Act on e-Commerce (1999)
Framework Act on Informatization Promotion (Amendment 1999)
Act on Software Industry Promotion (2000)
Act on Management of Knowledge and Resources (2000)
2001-2007
•
•
•
•
Software Industry Promotion Act (2001)
Act on Computer Program Protection (2001)
Act on Resolution for Digital Divide (2001)
Act on Promotion of Information Communications Network Utilization
and Information Protection, etc. (2001)
Act on Protection of Information and Communications Infrastructure
(2001)
e-Government Act (2001)
Act on Online Digital Content Promotion (2001)
e-Commerce Consumer Protection Act (2002)
Act on Disclosure of Information by Public Agencies (2004)
e-Learning Industry Promotion Act (2004)
Act on the Protection, Use, etc., of Location Information (2005)
Act on the Efficient Introduction, Operation, etc. of Information System
(2005)
Civil Petitions Treatment Act (2006)
Enforcement Decree of the Management of Archives by Public Agencies
•
•
•
•
•
•
•
•
•
•
152 / 328
Period
Major Acts on ICT and e-Government
(2007)
• e-Government Act (Amendment 2007)
2008-2014
• Internet Multimedia Broadcast Services Act (2008)
• Information and Communications Technology Industry Promotion Act
(2009)
• National Spatial Data Infrastructure Act (2009)
• Framework Act on National Informatization (Whole Amendment of
Framework Act on Informatization Promotion 2009)
• Act on Establishment of Infrastructure for Informatization of National
Defense and management of Informational Resources for National
Defense (2010)
• e-Government Act (Whole Amendment 2010)
• Personal Information Protection Act (2011)
• Act on Use and Promotion of e-Procurement (2013)
• Special Act on Promotion of Information and Communications and
Convergence, etc. (2013)
[Table II.5-4] History of Korea’s e-Government Legal Framework
Korea converted the administration informatization project into the public informatization
project advanced under the Framework Act on Informatization Promotion with enactment of
e-Government law in 2001. Since 2004, Korea is strengthening administration related laws
and regulations such as e-Government law, public protection of personal information law and
administration procedure law, civil affairs law, government documentation law, and business
management regulations.
Before the enactment of e-Government law, the e-Government project was managed under
the Framework Act on Informatization Promotion. Digital signature and information
communication Infrastructure were regulated under the Digital Signature Act and the
Network Utilization and Data Protection Act. The legal base of the administration related
issues are regulated according to Administration Procedure Act, Freedom of Information Act,
Personal Information Protection Act, Public Archives Act, Office Management Regulation,
Administrative Appeals Act, and Civil Affairs Act.
e-Government law regulates the e-Government project promotion system and principles of eGovernment service, and it promotes the government’s e-Government establishment. It
promotes legislation of the management system connecting all procedures from planning of
the e-Government project, execution, follow-up management, and assessment, to planning of
new project. Legalizing participation of citizens and management of reverse functions such as
protection of personal information are emerged as an important issue.
Along with the informatization efforts led by the government, Korea strongly pursues the eGovernment project. It is continuously promoting pursuit of e-Government related laws and
regulations as separate tasks from 2001, led by the Presidential committee and related
ministries and agencies.
The Korean government concentrated its efforts in improving the e-Government related legal
153 / 328
system from 2003, and there have been results in detailed improvements of the system until
2007 as following:
 Secured procedural legitimacy in the legal system improvement
- Forming social consensus by collecting online opinions and increasing
participation of civil society groups
- Collecting citizens’ opinions on the improvement of a legal system and online
citizen participation portal and securing the rightness of legal improvement
through online hearings
 Promoted step-by-step according to the legal system improvement plan
- Connecting a yearly government legislation plan and the legal system execution
plan
- Link with the legislation plan of the Ministry of Government Legislation each
year and completing revision of the Personal Information Protection Act
 Gave priority to urgent areas
- Civil affairs e-Process laws was preferentially improved (317 Presidential decree
were all adjusted in March 2004)
- Separate regulations such as Administrative Procedure Act and Freedom of
Information Act were improved through priority pursuit of revision/security of
current law system. In particular, by reflecting online Administrative Judgment
system and establishing a system, the Freedom of Information Act provided
grounds for commencement of services enabling citizens to pursue
administrative dispute online
 Established an effective cooperation system between related institutions
- A system in which the related Ministry takes charge of improvement according
to promotion plans of commission responsible for planning and adjustment of
Presidential tasks and the Ministry of Government Administration and Home
Affairs in charge of e-Government
- Revision of the Personal Information Protection Act as well as improvement of
many separate regulations
5.1.4.2. Framework Act on Informatization Promotion (1995) and
Framework Act on National Informatization (2009)
The e-Government legal framework of Korea was led by Framework Act on Informatization
Promotion and it played a role to provide legal basis and directing point for government
policies, promotion system, and informatization infrastructure. Informatization influenced on
the whole field of the nation including public sector, industry, culture and infrastructure,
therefore, Framework Act on Informatization Promotion clarified the importance of
informatization, presented the direction of policies and led continuance and planning of
policies.
Framework
Act
on
Informatizati
on Promotion
Article
1.
Principle
s, etc.
Article
2. Promotion of ePromotion of Informatizati Governmen
Public
on
t
Informatizati
on, etc.
Article
2.
e-Government
Act
Act
on
the
Efficient
Introduction,
Operation, etc. of
Information
154 / 328
Promotio
n
System,
etc.
System
Knowledge
Information
Resource
Management Act
Article
Developme Digital Signature
5.
nt of Soft Act
Promotio
Infra
Framework Act
n Fund
on
Electronic
Commerce
Internet Address
Resource
Management Act
Information
Communications
Network
Act
(Promotion
of
Utilization)
Copyright Act
Computer
Programs
Protection Act
Article
2. Prevention of Personal
Act
on
the
Information
Information
Information Protection
of
Protection,
Dysfunction Protection
Personal
Protection of
Information
Users’
Maintained
by
Rights,
Public Institutions
Universal
Information
Service
Communications
Provision,
Network
Act
Information
(Protection
of
Culture
Users)
Diffusion,
Privacy Act for
etc.
Location
Information
Infrastructu Act
on
the
re
Protection
of
Protection
Information and
Communications
Infrastructure
Information
Communications
Network
Act
(Security)
e-Government
Act (Security)
Information Act on Resolution
Culture
for Digital Divide
155 / 328
Article
3. Development
of
Development Industry Infrastructure
of
Industry
Infra,
Technology
Development
Promotion,
etc.
IT Framework Act
on
Telecommunicati
ons
Telecommunicati
ons Business Act
Information and
Communication
Works Business
Act
Software Industry
Promotion Act
Online
Digital
Contents Act
Privacy Act for
Location
Information
Article
4. Development of Hard Infra Framework Act
Advancement
on
of
IT
Telecommunicati
Infrastructure
ons
Telecommunicati
ons Business Act
Radio Waves Act
Information and
Communication
Works Business
Act
[Table II.5-5] Informatization Related Acts
This act states that the government shall establish a basic plan for informatization promotion.
As regulating that the plan shall include informatization promotion in each area such as
public sector, region, industry and daily life, it stipulates the informatization of public sector.
On this basis, the first and second basic plan for informatization promotion were established
in promoting stage and also third to fifth plan in accelerating stage.
This act was revised entirely with new name, Framework Act on national Informatization, in
2009. The objective of this act is to contribute to realize sustainable knowledge information
society and improve the quality of life by regulating basic direction of national
informatization and requirements for policy making. The central and local governments shall
establish and enforce policies to promote national informatization and prepare measures for
information protection by cooperation with private sector. In addition, this act stipulates that
the Minister of Security and Public Administration shall establish and implement plan to
prevent and resolve Internet addiction and public institutions shall secure the website access
for disabled and aged people.
156 / 328
5.1.4.3. Electronic Government Act (2001, Whole Amendment 2013)
Electronic Government Act has laid the foundation for e-Government of Korea since it was
enacted in 2001 to promote e-Government and maximize its results. After continuous
amendments it was totally revised in 2010, integrating policies of informatization on public
sector as regards internal administration processes and services to the citizen in accordance
with governmental reorganization and simplification of legislative system.
The purpose of this act is to facilitate the efficient realization of electronic government,
enhance productivity, transparency and democracy in the public administration, and improve
the quality of life for citizens by providing for fundamental principles, procedures, methods
of promotion, and other relevant matters for the electronic processing of administrative
affairs. To achieve this, it specifies legal effect of electronic document to replace paper
document with electronic document and expand electronic process; provides e-government
development standard to guarantee accessibility to e-government services, improve safety
and convenience of users and assure new contents of services; demands to develop a multiple
service integrated and connected administrative information that different institutions possess
to improve national welfare, living safety and business activities; and stipulates efficient
administration of e-government services such as integrating redundant and similar services
and abolishing services with low utilization.
In addition, it regulates access authority and identity confirmation of public servants who use
information system or administrative information in order to strengthen internal information
protection; prepares legal basis to improve national benefits and administrative efficiency
through common use of administrative information; and introduces information system
supervision system to administrate information resources efficiently. Moreover, as regards
policies to realize e-Government, this act regulates result analysis and diagnosis instead of
result evaluation of e-government project and finds ground to promote and support local
informatization project.
5.1.4.4. Information and Communications Technology Industry Promotion
Act (2009)
This act aims at strengthening competitiveness of ICT industry and contributing to national
economic development by constructing base to promote IT industry. It defines that ICT
industry includes Software industry and industry related to e-document, e-commerce, elearning, information protection other information communications technology.
According to this act, the State shall establish comprehensive policy for ICT industry
promotion and prepare measure to secure required financial recourse, and local governments
shall provide policies for ICT industry promotion considering the state policies and local
feature.
It regulates the roles of the Minister of Science, ICT and Future Planning such as establishing
promotion plan and action plan; making and managing ICT industry statistics; supporting to
commercialize new technology; preparing measures to systematically and comprehensively
administrative and distribute ICT industry related information, to standardize technology,
products, network, services and so on, and to foster professional human resources; and
carrying out international cooperation.
157 / 328
In addition, this act became the legal basis to establish National IT Industry Promotion
Agency (NIPA), whose main roles are supporting policy research and making, professional
manpower training, supporting new business and marketing, international cooperation and
publishing and public relations on ICT industry. Last but not least, it specifies establishment
of Information and Communications Technology Industry Promotion Fund for projects of
ICT R&D, standard development, human resources training, ICT infrastructure, etc.
5.1.4.5. Personal Information Protection Act (2011)
It is becoming common to collect and utilize personal information all over the society and its
economic value increased because of accelerating information society, but it is not enough to
protect personal information because there is no protection principle and administration
standard for personal information. Moreover, there are happening cases of personal
information infringement such as information leakage, misuse, or abuse and even situations
causing mental and monetary damage such as illegal use of name and phone fraud.
For this reason, Personal Information Protection Act was enacted in order to regulate
administration principle of personal information at international level including public and
private sectors, protect the nation’s private secret by strengthening relief of damage cause by
personal information invasion, and assure the rights and interests on personal information.
This act regulates scope of personal information protection and requires establishment of
Personal Information Protection Commission belonging to president in order to deliberate
basic plan, law and system for personal information protection. In addition, it gives shape to
administration criteria with preparing phased protection standard for collecting, utilizing and
providing personal information. Furthermore, this act prepares measures to prevent
information leakage and abuse through Privacy Impact Assessment, and to contribute to
relieve and protect rights by establishing Personal Information Dispute Mediation Committee.
All statues in English can be found on the following website for your further information:
http://elaw.klri.re.kr/eng_service/main.do
5.1.5. Current e-Government State
Korea’s e-Government has produced visible results: the efficiency and transparency of
administrative work has been significantly improved; administrative civil services have been
greatly enhanced; and opportunities for people to participate in the policy-making process
have been expanded.
As a result, Korea is ranked the most developed country in the world in e-Government sector.
In 2001, Korea’s E-Government Readiness Index measured by UN was ranked 15th but with
continuously promoting e-government policies Korea was ranked 6th in 2007-2009 and
finally jumped to the first in 2010. Additionally, Korea gained the highest level in EParticipation, which is a measure of the level of service and information for online
participation of citizens in decision-making to public policies.
158 / 328
Source: UNPACS (United Nations Public Administration Country Studies)
[Figure II.5-8] UN e-Government Development Index
Section
UN eGovernment
development
index
Goal
Index
Measures capacity and will in using EGovernment for ICT-based national 0.9462
development
Rank
2010
2012
2014
1
1
1
1
1
UN eMeasures level of online participation of
Participation
citizens in decision-making for public 1.0000
1
Index
policies
[Table II.5-6] Korea’s Position in e-Government
Accordingly, the effectiveness of Korea’s e-Government is widely acknowledged by the
international community and various e-Government systems are being exported to foreign
countries. The e-Government of Korea achieved recognition as the best by receiving the UN
Public Service Awards in 2011. Five institutions and seven initiatives were awarded such as
Information Network Village (INVIL) and civil service portal (Minwon 24).
5.1.6. Key Success Factors
The development of e-Government has been possible on the solid foundation of advanced
Information Technology (IT) which was established as the best in the world during a short
period of time.
First of all, the government established 'informatization' as a crucial national agenda based on
strategic and sustainable plans and made continuous investment. In the 1980s, the foundation
for e-Government was built through the digitalization of the main tasks of government such
as administration, education, finance, defense and public welfare. In the 1990s, the necessary
infrastructure for an information society was prepared through the construction of a national
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high-speed information network. In the 2000s, the efficiency of administrative work and
quality of people's lives were enhanced through intensive investment in e-Government
projects.
The second step was the establishment and management of national administrative systems
for promoting 'informatization.' Agencies exclusively in charge of information were set up at
the Presidential Office and the Office of the Prime Minister to facilitate translating IT-related
projects into action, promptly and efficiently. These newly-created agencies worked as
watchdogs to oversee and coordinate 'informatization' policies. Relevant laws and regulations
were established at an early stage ― the Information and Communication Promotion Fund
was established in 1996 to support key informatization projects.
In addition, it can be indicated the establishment of informatization governance for mutual
benefit, and cooperation between the public and private sectors. In particular, expertise in the
private sector was harnessed in the development, execution and review processes of national
projects. Relevant industry insiders and associations held frequent meetings to discuss ways
to create a virtuous cycle in development of the projects and the ICT industry. The
informatization promotion system was open to users; collecting and reflecting opinions from
the public and companies.
Additionally a digital balance between central and local government was achieved. For
common key tasks of local governments, central and local administrations cooperated to set
up and use standard systems. Best practices of information systems of local governments
were identified and shared to prevent redundant investment. To support unique pilot projects
of local governments, the general public was engaged to participate in fund raising.
Support for sharing and the broad utilization of best practices and consultation on
digitalization was encouraged. Best practices were identified, shared, and became more
widely used across the country. On top of this, they received brand name recognition and
were exported to foreign countries.
What has to be pointed out last is the buildup of capacity for public use of online services and
information. In 2000, the "Digital Literacy Plan for 10 million" was set in motion and
pursued to help the public in understanding and using the system. In time for the
implementation of this plan, "the Act on Closing the Digital Divide" was established in 2001
for easier access to the Internet among the marginalized, including disabled people and those
with low incomes. Since 2008, job seekers and retired workers in the ICT field have been
employed to promote the use of online services and information provided by small and
medium enterprises and local service companies.
The Korea’s e-Government pathway has several implications as lessons for Honduras eGovernment projects, which can be expressed as below.
 Strong Government Leadership: Since the 1980’s the very beginning of Korea’s eGovernment, the top government officers including the President understood the
importance of e-Government and actively involved in promoting it. The eGovernment plan was strategic and sustainable plan for 20 years and it was also
aligned with performance evaluation.
 IT Governance: The Korean Government has effectively and efficiently operated
government-wide organizations such as the e-Government special committee,
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




informatization promotion committee, and relevant ministries at the stages of
planning, mediating, and implementing. It also assigned CIO for central and regional
e-Government and created dedicated support structures. Specialized e-Government
technical support agencies were utilized.
Customer-oriented e-Government services: Previously, most administrative services
for citizens were government-centric, which caused dissatisfaction and civil
complaints. Therefore, the Korean government placed focus on customer-oriented eGovernment services as the top priority.
Sustained investment in e-Government: Each year, the Korean Government invests
1% of the national budget into e-Government, which is about 3.5 billion USD. It also
created the Information and Telecommunication Promotion Fund to be utilized for
building e-Government early.
Performance-based program management: Quantitative and qualitative performance
indicators were used for managing projects at each level with clear goals.
Designation of an officer or organizing body in charge of project performance is
necessary for e-Government program management.
Change management of public officers: Change management of public officers in
changing e-Government environment assisted overcoming issues such as fear of
workforce reduction and resistance in using information systems.
Technology support: Such challenges were addressed by selecting experienced
system integration companies and specialized solution vendors for system
establishment, and by applying practical technology solutions for appropriate eGovernment services.
5.1.7. Toward a Smart Government
The Korean Government implemented Smart Government Plan 2011-2015 with a need for a
strategy to take leading role in global e-government development and for next-generation
strategy in smart IT environment. It is becoming more mobile, intelligent and smart as shown
the fact that smart-phone users are expected to increase from 7 million in 2010 to 25 million
in 2013 and convergence and mesh-up of ICT are on the rise such as cloud computing, web
3.0, etc.
Through Smart Government public users may enjoy easy and free access to government
services regardless of the delivery channel thanks to advanced information technology and
converged government services. In this context the government should adapt to smart IT age,
which will lead to a fundamental upgrade in how we live and work. As a result, Korea will be
able to resolve its social problems of low birth rate and the aging society, while actively
responding to future issues of social security and public welfare.
Vision
• To realize world’s best e-Government in tune with the people
Goals
• Global e-Government leader
• World’s best e-Government services
Agenda
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•
•
•
•
To realize a world’s best mobile e-government
To establish a safe and sound society
To promote smart work that balances work and life
To provide personalized services by communicating with citizens
• To build a strong e-government infrastructure
Strategies
Openness
• Public information and services made available to citizens
• Increased transparency in government policies and operations
Integration
• User-oriented service integration
• Multi-channel integration such as PCs, smart-phones, and smart TVs
Collaboration
• Expanding partnerships and information sharing with local autonomies,
public entities and private sectors
• Establishing collaborative culture and institutions
Sustainable
• Low carbon green growth through green IT systems
Growth
• Joint growth among e-government stakeholders
Source: MOSPA
[Table II.5-7] Smart Government Implementation Plan 2011-2015
5.2. Case Study of Colombia’s e-Government
5.2.1. Development of Colombia’s e-Government
5.2.1.1. Background
The initiatives to promote the use of Information Technologies (IT) in Colombia were
showed in the 90s. In the early 1997, the National Council of IT (Consejo Nacional de
Informática) was established, which was formed by the government representatives and the
private sector. As starting point for National IT Plan (Plan Nacional de Informática), the
Council published the “Guideline for a National IT Policy (Lineamientos para una Política
Nacional de Informática)” in April 1997.
5.2.1.2. Andrés Pastrana´s Administration (1998-2002)
In the National Development Plan (Plan Nacional de Desarrollo) 1998-2002 “Change to
Build Peace (Cambio para Construir la Paz)” five objectives as regards Telecommunications
were defined. Those objectives look for achieving that the sector contribute to increase the
productivity and the competitiveness, and to consolidate the process of decentralization that
has been proposed in the new development model. One of these five objectives consists of
“Lead to development of the Colombian IT Infrastructure (Propiciar el desarrollo de la
Infraestructura Colombiana de la Información”. In this respect, the infrastructure should play
an important role in supporting local and departmental governments, carrying out their
functions, the educative establishment and the community in general to contribute to promote
the economic and social development and encourage the increase of the regional
competitiveness. For this objective, Colombia relied on the collaboration of the Canadian
government through the Ministry of Industry, which has a wide experience in the formulation
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and execution of policies of connectivity.
In 2000 during President Andres Pastrana’s Administration, Colombia took its first step in egovernment with publishing the document CONPES 3072, which incorporates the Agenda for
Connectivity (Agenda de Conectividad) as an annex. This Agenda established six strategies
by defining ICT policy and the functions and roles of e-government. This document looks for
expanding the use of IT in order to increase the competitiveness of the productive sector,
modernize the public and government institutions, and socialize the access to the IT, by
following the guideline established in the National Development Plan 1998-2002.
The Presidential Program for ICT Development and the Colombian Government Portal were
also launched during President Pastrana’s Administration.
Strategy
1. Access
to
infrastructure
Objectives
the
IT • To strengthen the national IT infrastructure
• To offer access to the IT for the Colombians with more
affordable costs
2. Use of IT in the educative • To encourage the use of IT as educative tools
processes and Training in • To train the Colombians in the use of IT
the use of IT
• To foster the human resources specialized in the
development and maintenance of IT
• To sensitize the population to the importance of the use
of IT
3. Use of IT in enterprises
• To increase the competitiveness of the national
enterprises through the use and appropriation of IT
4. Encouragement of national • To create favorable environment to the development of
IT industry
IT industry
5. Fostering contents
• To promote the national contents industry
• To place the Colombian cultural heritage on line
• To support the fostering online contents and services
• To improve the functioning and the efficiency of the
State
• To improve the transparency of the State and strengthen
the social control on the public management
• To strengthen the function of the State in service to
citizen through the use of IT
Source: CONPES 3072, Agenda for Connectivity
6. Online Government
[Table II.5-8] Strategies of Agenda for Connectivity
5.2.1.3. Á lvaro Uribe´s Administration (2002-2010)
President Alvaro Uribe focused on bringing some institutional order to the management of
knowledge-based society initiatives and providing human and financial resources for the
Agenda for Connectivity. In addition, President Uribe committed to the advancement of ICT
in the country with the signing of two decrees: Decree 3816 and Decree 1151.
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Decree 3816 of 2003 established the Intersectoral Council for Policies and Management of
Information for Public Administration (COINFO: Comisión Intersectorial de Políticas y de
Gestión de la Información para la Administración Pública) with the following objectives:
 To define the strategies and programs for the production of the required information
in order to achieve an ideal production of public goods and services as part of the
State
 To create the right scenarios that allow the citizen to have access to the required
information in order to guarantee the transparency of the public administration and
execute an effective social control
 To optimize through the use of IT, the quality, efficiency and agility in the relations
of the public administration with the citizen, with its providers and between the
entities
 To establish mechanism aimed at removing the duplicity of information request
 To optimize the investment in ICT of the public administration
 To facilitate the monitoring and evaluation of the public management, through the
production, operation and information exchange, and use of ICT of the public
administration
 To assure the coherence, coordination and execution of the defined policies for the
strategy of Government Online (Gobierno en Línea) through the Agenda for
Connectivity Program (Programa Agenda de Conectividad)
The COINFO is integrated by the Vice-president, the Minister of Finance and
Communications and the Director of National Planning, Statistics and Public Function. This
decree became a key element for the approval of resources for the Agenda for Connectivity as
well as for the adoption of interoperability standards within the Colombian government.
Decree 1151 of 2008 launched an updated view of e-government in Colombia—the
Government Online Strategy (Estrategia de Gobierno en Línea)—along with a set of goals to
be achieved by all branches of government, as well as a timetable and a mechanism for
monitoring them. Government Online (Gobierno en Línea) is a strategy of the government,
led by the Ministry of Communications – established in 1953 and changed to the Ministry of
Information and Communications Technologies (MinTIC) in 2009 – to contribute to build a
more efficient, transparent and participative State, and to improve services to the citizen and
the enterprises, through the use of ICT.
Principles
•
•
•
•
•
•
Government focused on the citizen
Unified vision of the State
Equitable and multi-channel access
Government Online is more than technology
Personal information protection
Credibility and confidence in the Government Online
Objectives
• Efficiency of the State
• Transparency and Participation
• Better services
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Phase of the Strategy
• Phase of Information: Web site to publish information on line
• Phase of Interaction: The communication between entities and citizen and enterprises
with the online inquires and interaction with public servers
• Phase of Transaction: Electronic transactions for procurement of products and services
• Phase of Transformation: Changes of operating form to organize the required services,
with Virtual Single Window and by the use of Governmental Intranet
• Phase of Democracy: Encourage citizen to participate actively in decision making of the
State and public policy making involving the use of ICT
Source: Decree 1151 of 2008
[Table II.5-9] The Government Online Strategy
5.2.1.4. Juan Manuel Santos´s Administration (2010-present)
The Ministry of Information and Communication Technologies (MinTIC) launched the Live
Digital Plan (El Plan Vive Digital) in 2010 for 4 years, which make the country jump
technologically through the spread of Internet and development of national digital ecosystem.
This Plan allows the government to reach the democratic prosperity thanks to the
appropriation and the use of the technology. To achieve the spreading of the use of Internet,
the Colombian government would invest 5.5 trillion pesos until 2014 in implementing the
initiatives and the concrete goals:
 To triple the number of municipalities connected to the information highway through
the optical fiber network: expanding this infrastructure to reach at least 700
municipalities of the country
 To connect to the Internet 50% of the small and medium enterprises (SMEs) and
50% of the families in 2014
 To multiply 4 times the number of Internet connections: from 2.2 to 8.8 million in
2014
Infrastructure
Services
Applications
Users
• To expand the
national network of
optical fiber
• To assign spectrum
to mobile Internet
• To increase the
international
connections
• To
bring
infrastructure
of
CDN(Content
Distribution
Networks)
and
Datacenters
• To promote the
infrastructure
for
• To reduce VAT
for Internet
• To spread the
Internet
terminals
• To create an
outline
for
internet subsidies
• To create a legal
framework for
the convergence
• To reduce the
impact of ICT on
the environment
• To
drive
the
Government
Online Program
• Territorial
Government
Online
• Digital notary
• Online control
• Electronic system
of contracting
• Zero paper
• Online
corporations
• To strengthen the
IC and software
industry
• To create a
Regime
of
quality
and
protection
• To establish new
techno-centers
• To
propel
training
programs of ICT
• To
encourage
the responsible
use of ICT
• To promote ICT
for the disabled
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Infrastructure
Services
Applications
Users
rural areas
• To propel the
• To create standards
development
of
of
applications
for
telecommunications
SMEs
infrastructure
• To propel the
development
of
• To facilitate the
display
of
mobile
telecommunications
applications
infrastructure
• To propel the
• To universalize the
development
access to public TV
• To promote the
service
digital
contents
industry
• To initiate the
digital radio
• To promote the
telework
• To improve the
telecommunications
network for disaster
prevention
and
attention
Source: Vive Digital 2010-2014, MinTIC (www.mintic.gov.co)
[Table II.5-10] Digital Ecosystem
In just two years, Vive Digital achieved remarkable results, making Colombia the winner of
the well-known Global System for Mobile Communications Association (GSMA)
Government Leadership Award given during the Mobile World Congress in Barcelona in
February 2012.
Now Colombia is establishing the Vive Digital 2014-2018 as the next step with the following
principle objectives:
 To be global leader in the development of social applications for the poor: With
creating contents and applications that contribute to the decrease of poverty, it will be
promoted the use of the infrastructure and the connection to optical fiber that the
Live Digital Plan has displayed across the country. Colombia will be consolidated in
2014-2018 as global leader in the development of social apps for the poor, which
help to increase the productivity and the quality of life in agriculture, education and
health.
 To be the more efficient and transparent government thanks to ICT: Colombia will
advance in appropriation of the ICT for all Colombians to enjoy the benefits and
services of the technologies, entering a new digital world where all citizens find their
information in virtual platforms and make database. All of these will require the
information and the increase in the number of professionals and technicians
specialized in ICT areas.
5.2.1.5. e-Government Project in Colombia
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Ministry
Project
Ministry of
Information
and Government portal (www.gobiernoenlinea.gov.co)
Communication
Technologies
- The best government portal in Latin America
(MinTIC)
in 2006
National
Agency
Procurement
of
Public Electronic System of Public Procurement(SECOP,
www.contratos.gov.co)
- MinTIC conducted the system
Local government
Local governments portal
- Total 1,100 portals
National Police
System of referring to criminal record and issuing
clean record (www.policia.gov.co)
Public Prosecutors´ Office
Issuing
system
of
disciplinary
(www.contraloriagen.gov.co)
record
Ministry of Commerce, Industry and Single
window
of
export
and
import
Tourism
(www.vuce.gov.co)
- 19 government institutions were linked to one
window and reduced the processes from 200
to 98 steps
National Institute of Road
Transport information system (www.invias.gov.co)
- Real-time information of road, toll, traffic,
etc.
- Information service through mobile
Ministry of Nationa Defense
Military pension (www.cremil.gov.co)
National
Service
Commission
of
Civil System
of
public
(www.cnsc.gov.co)
National Institute of Penitentiary
Total system of
(www.inpec.gov.co)
office
prison
recruitment
and
penitentiary
Colombian Institute of Agriculture Sanitary Information System of Import and Export
and Livestock
of Agricultural and Livestock Products (SISPAP,
www.ica.gov.co)
Ministry of Finance
Colombian
Municipalities
Online
System
(www.dian.gov.co)
Federation
of
Tax
and
of Total Information System of Traffic Fines and
Penalties (www.simit.org.co)
Ministry of the Interior (National Online
Copyright
Registration
Direction of Copyright)
(www.derechodeautor.gov.co)
Ministry of
Protection
Health
and
Customs
System
Social Total
System
of
Social
Security
Tax
(minproteccionsocial.gov.co)
- Online collection of social security tax,
pension and medical insurance
Source: MinTIC
[Table II.5-11] e-Government Projects in Colombia
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Colombia uses the government portal to involve stakeholders in decision-making as part of
its transparent government policy at all levels. The Colombian government makes efforts to
enhance access to information, provide services online, encourage citizen participation in
policy-making and pursue anti-corruption strategies. In this environment, Colombia emerged
in e-government ranking as one of the leaders in the region as shown the table.
Regional
Ranking
Country
Level of Income
EGDI
Rank
2014
Rank
2012
1
Uruguay
High
0.7420
26
50
2
Chile
High
0.7122
33
39
3
Argentina
Upper Middle
0.6306
46
56
4
Colombia
Upper Middle
0.6173
50
43
5
Costa Rica
Upper Middle
0.6061
54
77
6
Brazil
Upper Middle
0.6008
57
59
7
Barbados
High
0.5933
59
44
8
Antigua and Barbuda
High
0.5927
60
49
9
Mexico
Upper Middle
0.5733
63
55
10
Venezuela
Upper Middle
0.5564
67
71
Source: UN E-Government Survey 2014
[Table II.5-12] Top 10 Countries in Latin America

Political support must be strong
In Colombia, the introduction of ICT in the society in general and the public sector in
particular has always counted on strong political support at the highest level, from the first
directive signed by President Pastrana in 1999 to the launching of Vive Digital by President
Santos in 2010.

The use of ICT must be state policy
The continuity of plans, initiatives, and teams throughout the last few years underscores the
importance of the principle stated in the first ICT strategic document released in 1999, which
set up the Agenda for Connectivity as a state policy that seeks to expand the use of ICT in
Colombia to increase the competitiveness of the productive sector, modernize public
institutions, and socialize access to information.

Financial resources must be sufficient
Since its launching in 1999, the Agenda for Connectivity has had the financial resources
needed to carry out its planned initiatives. Initially, the Agenda depended heavily on
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international financial cooperation, as evidenced by the fact that it was created under a United
Nations Development Program Transparency project, but gradually gained its place in the
general state budget. Under the leadership of the Minister of Information and Communication
Technologies, Diego Molano Vega, the government of Colombia announced ICT investments
of US$750 million per year (5.5 billion Colombian pesos for four years), thanks in part to
partnerships with the private sector, which will contribute 40 percent of the total amount.

e-Government must reflect and respond to the concerns of citizens
Colombia soon discovered that it was essential to focus on the citizen to succeed in egovernment. The country became a pioneer of the concept of apropiación—a Spanish
comprehensive concept that refers to access, adoption, usage, and sense of ownership—and
created an office dedicated to this matter within the Government Online program. This citizen
adoption-ownership vision is understood as the need to listen to citizens; to communicate
with them before, during, and after the implementation of e-government solutions; to seek
and attract them to e-government through modern marketing tools; and to ensure a minimum
level of connectivity and a basic knowledge of how to use the tools.

Cooperation across nations enhances progress
According to Roberto López, the general manager of the regional e-government network
RED GEALC, during the past 10 years, Colombia has been the most active participant of all
countries in Latin America in the network’s activities. Colombia has requested the most
information, participated in more expert exchanges, presented the most candidates for the
excelGOV awards, and been involved in more working groups and research activities than
any other country in the network. Throughout this decade, Colombia has learned from other
countries’ experiences in order to move faster and more successfully along the path of egovernment. The website of the RED GEALC, in the horizontal cooperation area, illustrates
this idea with specific activities.

Institutional and workforce capacity must be excellent
The Colombian government has conducted one of the most important efforts in Latin
America in building institutional capacity through the training of its human resources.
Through agreements with the OAS, CINTEL, SENA, universities, and other institutions, the
government program has trained nearly 200,000 civil servants in different areas related to egovernment.
5.3. Case Study of Mexico’s e-Government
The Mexican Government implemented e-government projects as part of the public
administration reform and modernization processes during President Vicente Fox’s
Administration (2000-2006). The strategy has required the construction and acquisition of
physical infrastructure as well as creation and modification of institutional and organizational
structure. Today, with different levels of progresses, the Mexicans can get access to
information and services online such as tax return, request for permits, licenses and passports,
job searching, medical appointment, and so on.
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5.3.1. History of Mexico’s e-Government
In Mexico, the National Development Plan (PND) 1995-2000 led to the Public
Administration Modernization Program coordinated by the Ministry of Audit and
Administrative Development (SECODAM: Secretaría de la Contraloría y Desarrollo
Administrativo), which is now Ministry of Public Function (SFP: Secretaría de la Función
Pública), and the IT Development Program coordinated by the National Institute of Statistics,
Geography and IT (INEGI: Instituto Nacional de Estadística, Geografía e Informática).
During the presidential period 2000-2006, there were important advances for e-government
such as the building physical infrastructure and services and procedures online and creating a
more appropriate legal framework. President V. Fox instructed the Minister of
Communications and Transports to start the National e-Mexico System (Sistema Nacional eMéxico), and in 2002, the Presidential Agenda of Good Government (Agenda Presidencial de
Buen Gobierno) in which the development of e-Government was a priority indicating that it
should use the ICT not only to reduce the corruption and make transparent public function
but also to make more efficient and provide services better quality.
In 2003, the Unit of e-Government and IT Policy (UGEPTI: Unidad de Gobierno Electrónico
y Política de Tecnologías de Información) as part of the SFP in order to give responsibilities
of development of ICT. Finally in 2005, the Agreement for the creation of the Interministerial
Commission of E-Government (Comisión Intersecretarial de Gobierno Electrónico) was
signed of which main objective is to take advantage of ICT for good government.
5.3.2. Strategies of e-Government
The Mexican Government through the e-Government project seeks to make profound
changes that allow Mexico to deal with promptly and efficiently the social necessities. The
general objective of the e-government strategy according to the National Development Plan
2000-2006 and the Presidential Agenda of Good Government is to construct an intelligent
government with capability to utilize the advanced administrative systems and technologies
to avoid the waste of resources and promote the effectiveness of the function, a flexible
government with capability to catch the opportunities, handle the problems and adapt to the
circumstances quickly and effectively, an open and transparent government, a decentralized
government and a global government inserted in the world context.
In Mexico, the e-government strategy carried out with the following strategic guidelines:
 Governmental technologic infrastructure: In the digital era, the fundamental
requirement to the effective communication and the collaboration among
governments is an information and telecommunications network that integrates all
dependencies and public officers through a government Intranet. At federal level, the
government coordinates the project of Internet connection to achieve efficiency and
economy of scale. In addition, it integrates the efforts to administrate the government
technologic infrastructure including hardware, software, systems, networks, Internet
connection, database, e-learning infrastructure, and specialized human resources.
Lastly, it shares methodological resources of infrastructure and of knowledge
between public servers in order to improve the utilization and avoid duplicity.
 Administration of digital knowledge and collaboration: In order to attain a
government as good as the best in the world, the federal government institutions
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should be digital and intelligent organizations. For this, the government started
utilizing technological systems and applications that improve the administration of
knowledge and the components – education, collaboration, evaluation and decision
making – by making a channel to offer government services to the public servers.
5.3.3. Relevant Actors in e-Government Project
5.3.3.1. Ministry of Public Function (SFP: Secretaría de la Función
Pública)
According to the Article 37 of the Organic Ley of the Federal Public Administration (Ley
Orgánica de la Administración Pública Federal), the SFP has authority to organize and
coordinate the control system and government evaluation, and promote e-government
policies as well as draw up and conduct the general policies, in order to establish actions that
lead to the transparency in the public management, accountability and access to information.
5.3.3.2. Ministry of Communications and Transports (SCT: Secretaría de
Comunicaciones y Transportes)
In December 2000, the President of Mexico instructed SCT to develop the National e-Mexico
System. In 2001, the General Coordination of National e-Mexico System (Coordinación
General de Sistema Nacional e-México) was established, which is in charge of operating the
national strategies to build the information and knowledge society in Mexico.
5.3.3.3. Fund of Information and Documentation for the Industry
(INFOTEC: Fondo de Información y Documentación para la
Industria)
INFOTEC is an investigation center that depends on the National Council of Science and
Technology (CONACYT: Consejo Nacional de Ciencia y Tecnología), which plays advisory
role of the SFP as regards e-government. It has supported the e-government strategy and
designed and implemented web sites such as the Citizen Portal (gob.mx) and the e-Mexico
Portal and the systems DeclaraNet and CompraNet as well as defined the platform.
5.3.3.4. Interministerial Commission of E-Government (CIDGE: Comisión
Intersecretarial de Gobierno Electrónico)
By means of the Presidential Agreement published in December 9, 2005 and with the
objective to promote and consolidate the use of the ICT in Federal Public Administration, the
CIDGE was established. This entity is chaired by the SFP and its Executive Secretary is the
Unit of E-Government (UGD: Unidad de Gobierno Digital).
The UGD is in charge of instrument the Digital Government strategy and propose normative
framework for strategic use of ICT in public administration in order to improve the
governmental operative efficiency, transforming and modernizing the process and services to
citizen, facilitating the access to the society and promoting the management of open, honest,
transparent and accountable government.
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Source: CIDGE (cidge.gob.mx)
[Figure II.5-9] Organizational Chart of CIDGE
5.3.4. National e-Mexico System (El Sistema Nacional e-México) 2003-2025
5.3.4.1. Background
In 2001, the Presidential Office for Government Innovation (Oficina Presidencial para la
Innovación Gubernamental) officially introduced the e-government as an initiative of public
policy to digitalize and modernize the government. The importance of this policy was
incorporated as one of the pillars of the National e-Mexico System (Sistema Nacional eMéxico). In Aug 2001, President Vicente Fox established the Council of National e-Mexico
System (Consejo del Sistema Nacional e-México), in which different dependencies of the
federal government participate, with which they will integrate the policies and projects under
a same focus. The main objective of this system is to extend significantly the level of
connectivity in order to offer digital services to the nation, as regards education, health,
economy and government, contribute to improve the quality of life, open opportunities for the
enterprises based on new economy, and promote a more rapid and equitable development
between different communities and regions.
5.3.4.2. Vision for 2025
The National e-Mexico System, as a project of the State, with an integrated and totally
intercommunicated society, where each Mexican lives in an environment of equality of
opportunities between them and with the rest of the world, respecting and preserving the
multicultural richness of Mexico.
5.3.4.3. Mission
To integrate the efforts realized by different public and private actors in the elimination of the
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digital divide and socioeconomic differences among Mexicans, through a system with
technological and social components that offer basic services such as education, health, trade
and government procedures, at the same time being the point of technological development of
Mexico.
5.3.4.4. Objective
To generate value alternatives through a technological system with the social content, which
offers the tools and opportunities that today it is possible to reach by ICT to improve the
quality of life of all Mexicans.
5.3.4.5. Main Axis of the System
Connectivity
Contents
Systems
• Investment in telecommunications network to increase the
infrastructure and coverage of the telephone service in the Mexican
families
• Creating a network of Digital Community Centers (CCD: Centro
Comunitario Digital) that serve connectivity to the people and families
who do not have access to the telecommunications infrastructure due to
economic and geographical limitations
• e-Education: Offering new options of access to the education and
training, which stimulate the education as a means for integral
development of the Mexicans, by promoting that the education would
be accessible to people regardless of identity and cultural environment
• e-Health: Raising the level of welfare and health, through the
integration of a technological system and social contents. All Mexicans
reach the health integral information, which contributes to human
development, by eliminating the barriers of access to the information
and health services.
• e-Economy: Accelerating the development of digital economy in the
enterprises especially SMEs, to enhance the competitiveness of the
Mexican economy and development the culture of the social
digitalization in particular in the consumers
• e-Science, Technology and Industry: Integrating an information and
knowledge society, which has reached a greater degree of development
from its own models and methodologies that have permitted to deal
with the necessities of the Mexicans to strengthen the industry
• e-Government: In the federal, regional, national and municipal range,
all Mexicans can execute their right to be informed and reach to the
services that the State offers, through the Mega Network of e-Mexico
System. Besides, the State, through the different government
authorities, assumes its obligation of guarantee the access of the all
population to the information, use of the different public services.
• Portal of portals: The most important thing is to direct toward the
citizen; the services and the information will be main utility for
principal axis of life: home, auto, family, tax, education, health,
business, etc. Each of these involves the benefits of different services.
The fundamental principle is to offer a single window to citizen, which
is to integrate and develop the portals of e-government, e-health, e-
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education, e-science, technology and industry, government and
municipal portals. It is necessary to work hard in the development of
the portals in order to pass the phase of convergence.
• Neutral Point of Access to Network (NAP: Punto Neutral de Acceso a
Red): It is the center where the data network traffic of all public
networks operators are exchanged, in the way of optimizing the access
to the e-Mexico contents.
• Data Center: It is a required equipment to concentrate the systems with
which e-Mexico operates in the first levels of information structure. It
will require computer resources and infrastructure, interconnection to
NAP and the services to maintain it operating.
Source: El Sistema Nacional e-México
[Table II.5-13] Main Axis of the National e-Mexico System
5.3.5. Connectivity Agenda (Agenda de Conectividad) 2008-2012
The Ministry of Communications and Transports through the National e-Mexico System
implemented Connectivity Agenda to reduce digital divide and improve universal right of
access to information.
The objectives of this agenda are as following:
 To integrate executable action plan to broadband network for 80% of National
Education System and 100% of National Health System
 To develop an effective integration mechanism to obtain benefits of economies of
scale and maximum use of existing investment
 To improve resources for social development such as fiber optic infrastructure and
3.3GHz frequency
 To promote the technological appropriation of ICT at regional level
5.3.6. Digital Agenda of the National System e-Mexico (Agenda Digital del
Sistema Nacional e-México) 2010-2015
Digital Agenda of the National System e-Mexico is a project implemented by the Ministry of
Communications and Transports as a part of e-Mexico Policies and developed Connectivity
Agenda. Its vision is to implement knowledge informatization environment such as network
and service infrastructure in order to achieve e-Mexico policies.
The strategic objectives and detail descriptions are follows:
 To spread technological appropriation through digital inclusion Vasconcelos 2.0:
Mobilizing 250-300 million students to teach read and write digitally for about 30
million people based on permanent community centers
 To generate a coordinated process of digital contents and services production:
Implementation of an inter-institutional and intergovernmental coordination model
for the production of contents, application and services online under the cloud
computing scheme, portal and collaborative spaces based on social networks
 To generate the infrastructure required for transit to the information society: Creating
a national connectivity platform of broadband and cloud computing for the education,
health, social development and government systems that accelerate the national
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technological adoption process and generate the connectivity and access conditions
to resolve digital divide
After launching the National e-Mexico System, the Mexican Government has achieved the
development of e-government as shown the rank of EGDI (E-Government Development
Index) surveyed by UN (United Nations). Thanks to e-government projects the Mexican
people are able to deal with the civil affairs of the federal government by Internet, which
reduced time and cost as well as administration cost for inefficient work. Actually more than
16,000 useless regulations and about 3,000 process procedures were abolished, reducing the
time of 95% and cost of approximately 248 million dollars during 2009-2011.
[Figure II.5-10] UN EGDI of Mexico
In Mexico, computer is turning into a window more than attention to citizen, but many of
these actions refer to online services and needs to advance in other important issues such as
interaction with the users and the cooperation among dependencies and government to
provide more integrated services.
The efforts to drive the e-government strategy of the Mexican Government are very valuable
but it is required more effort to reach the objective of establishing more transparent, efficient
and democratic government. The main goal is reduce the digital divide between urban and
rural areas, which needs vast investment and the government should look for a way to assign
the budget for it.
Mexico is a country that developed Internet and Internet services in Latin American region so
it is expected to expand more the Internet service with smartphone and mobile broadband and
also numerous Internet users are contributors to development of e-Government in Mexico.
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5.4. Implications
In order to efficiently proceed with an introduction of e-government, specific laws and
policies have to be prepared. Korea has been rated on top of e-government evaluation by UN
and reached the global-leading position on the law and policies. However, Korea was not
well equipped with laws and policies in the mid 1990’s when e-government was created and
developed through benchmarking advanced countries such as the USA which was evaluated
to be top in the field in the world at that time.
The following implications are derived from the benchmarking:
 Concentration of policy-adjustment functions through legislation of e-government act
- If e-government is implemented independently in each institution or department,
the compatibility between systems will be not preserved and it makes incoherent
management standards, which cause inefficiency.
- In order to minimize such adverse effects, precaution has to be given well in
advance through legislation and national EA has to be introduced.
 Securing strong driving force by Presidential Agenda
- In order to implement e-government, tremendous efforts and times are required.
However, the understandings and approaches of each institution might be
different.
- The coherency may be guaranteed by lawmaking and with a special concern of
the president to minimize such issues.
 Efforts to minimize digital divide
- Digital divide can turn out to be huge among regions, social classes, or income
statuses in course of implementing ICT and e-government.
- The government should give a proper precaution and special care to enhance
accessibility to information in the entire nation. The service that cannot be
realized offline is provided to all citizens through e-government.
 Awareness on e-Government as administrative innovation
- e-Government provides all the citizens with high quality services, and it is
required to entail administrative innovation of the government.
- With an acknowledgement that establishing e-government itself is an
administrative innovation, public servants should have a strong will to
implement it, and citizens, in turn, are provided high quality service.
6. e-Government Investment Status by International Funds
Organization
Country
IDB
Honduras
(InterAmerican
Development
Bank)
Project Name
Support the
Implementation
of the Strategic
Plan 2014-2018
for the
Improvement
Funding
Amount
Date
Status
$0.5M
2014
Preparation
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Organization
Country
Funding
Amount
Date
Status
Technical
Strengthening of
Congress to
Legislate on
Economic Issues
$0.7M
2014
Preparation
Organization and
Strengthening of
the General
Secretariat of
Government
Coordination
$0.7M
Program to
Support Resultsbased
Management
Systems at the
Municipal Level
$1M
Project Name
Contract:
Sep 25, 2014
$0.25M
RNPN
Modernization
and Institutional
Strengthening
$0.7M
Electronic
Notification
System for the
Constitutional
Court
$0.08M
Modernization of
the National
Police
Information
System
$0.44M
Improving
Efficiency of the
Ministry of
Finance and
Public Credit
$0.8M
Nicaragua
Approval:
Jul 18, 2013
Implementation
Contract:
Nov 20, 2013
El Salvador Design and
Implementation
of a New EGovernment
Procurement
System
Guatemala
Approval:
Implementation
Aug 28, 2014
Approval:
Jun 26, 2012
Implementation
Contract:
Dec 3, 2012
Approval:
Jun 25, 2012
Implementation
Contract:
Sep 17, 2012
Approval:
Implementation
Dec 10, 2012
Contract:
Aug 23, 2013
Approval:
Sep 18, 2013
Implementation
Contract:
Nov 19, 2013
Approval:
Jun 12, 2013
Implementation
Contract: Jul
11, 2013
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Organization
Country
Project Name
Support to the
implementation
of the National
Plan of Science,
Technology and
Inn
Funding
Amount
$0.08M
Date
Status
Approval:
Jul 12, 2012
Completed
Contract:
Aug 8, 2012
Completion:
May 7, 2014
Colombia
Mexico
World Bank
Honduras
Strengthening of
Colombian
procurement
system
$0.3M
Promotion and
Extension of an
Electronic
Invoice in
Colombia
$12M
Strengthening the
Ministry of
Mines and
Energy for
information
management
$0.5M
Support for the
Development of
the Digital
CreativeGuadalajara,
Mexico
$0.5M
Approval,
Implementation
Contract:
Aug 14, 2014
Elaboration of the
Plan to
Strengthen the
Civil Registration
System
$0.21M
Approval,
Contract:
Apr 11, 2014
Learning and
Innovation
Centers:
Reducing the
Digital Divide for
the Mexican BOP
$0.27M
Approval:
Implementation
Mar 25, 2014
Safer
Municipalities
Project:
$15.00M
2014
Preparation
Approval:
Implementation
Mar 19, 2014
Contract:
May 15, 2014
Approval:
Oct 25, 2013
Implementation
Contract:
Dec 10, 2013
Implementation
Contract:
Jun 4, 2014
2014
Implementation
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Organization
Country
Project Name
Funding
Amount
Date
Status
Environmental
Assessment
Honduras
Additional
Financing Social
Protection
$12.30M
Approval:
Implementation
Aug 08, 2013
Improving Public $18.20M
Sector
Performance
Approval :
Implementation
Dec 06, 2011
Dominican Caribbean
Republic
Regional
Communications
Infrastructure
Program
KOICA
(Korea
International
Cooperation
Agency)
$30.00M
Approval:
Sep 25, 2014
Implementation
Master Plan for
Strengthening
Ability of
Science and
Technology
Innovation Park
$2.5M
Contract:
Oct 18, 2013
Implementation
El Salvador Automatic
Vehicle
Identification
System for
Strengthening
Public Security
$3.66M
2014
Preparation
$5M
2014
Preparation
Colombia
Peru
Modernization of
Customs
Administration
and e-Trading
Single Window
[Table II.6-1] e-Government Investment by International Funds
7. Improvement Directions
7.1. Summary of Implications
Implications are derived key findings of issues and requirements to carry out implementation
of ICT infrastructure and e-Government based on macro ICT environment analysis, IT level
diagnosis (maturity level) and e-Government requirements from interview.
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From ICT environment analysis, the following key findings are identified:
 ICT policy, Digital Agenda 2014 – 2018 is well developed aligned with Country
Vision and National Plan. However, there is lacking in viable and detailed plan
putting the policy into action.
 Despite government’s commitment and efforts to carry out ICT and e-Government
implementation, ensuring sustainability still remains as one of the major issues to be
addressed and resolved.
From IT level diagnosis, key findings are identified:
 According to IT level diagnosis, Honduras is in early stage of integration, which is
resulted by some well-structured institutions and there are huge gaps among
institutions.
 IT strategy and policy that enables ICT and e-Government implementation in
structured manner still stay in the stage of low quality of plan, unit silo system
implementation, and lack of changes in organizations and process.
From e-Government requirements from interviews, key findings are identified:
 ICT infrastructure and systems are not implemented or managed properly due to lack
of awareness, lack of communication with stakeholders among institutions,
difficulties in securing budget and insufficient skilled human resources.
 Government creates dedicated e-Government unit and all institutions set centralized
ICT units within institutions. However, there is no standardized organizational and
management structure to operate them efficiently and effectively in collaborative
manner among ICT units in various institutions.
Implications derived from key findings in order to implement ICT infrastructure and eGovernment successfully are summarized as follows:
 Government develops implementable and sustainable ICT and e-Government plan,
and institutions engaged in development of detailed action plan to execute ICT and eGovernment initiatives.
 Social and institutional infrastructure as well as ICT infrastructure should be founded
not only for successful implementation of ICT and e-Government, but also benefit
realization from using them in practices.
 It is important to leverage, improve and expand well-operated current systems with
ensuring interoperability, scalability and flexibility.
 National ICT standards and standardized management structure needs to be
developed and put in practice in order to facilitate implementation, manage projects
efficiently and secure interoperability, scalability and flexibility.
7.2. Improvement Opportunities
Based on analysis of ICT environment, e-Government status, e-Government requirements
and IT diagnosis, improvement opportunities are identified with reference of UN index and
benchmarking:
 Legal and institutional framework is put into practice to ensure sustainable eGovernment.
 Advancement and optimization of ICT infrastructure is carried out with high priority
to promote e-Government implementation.
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



National ICT standards ensure interoperability compliant to global standards and
regulations.
Common systems applied to all or most of institutions are developed and
implemented in centralized way to reduce redundant investment, which also
accelerates implementation of standardized process and collaboration among
institutions.
Transform to digital government, e-Service provision and information offering are
carried out simultaneously.
Government needs to put more efforts in increasing awareness and encouraging
engagement within and outside government.
7.3. Improvement Directions
Improvement directions are set to realize improvement opportunities, which address eGovernment dimensions of e-Governance and ICT infrastructure at strategic perspectives,
and G2G, G2C and G2B at beneficiaries and transactional perspectives.
Improvement directions are defined as follows:
 Sustainable Digital Government
 Interoperable and scalable ICT infrastructure and e-Government
 Cost efficient investment through reusable and shared systems
 Common systems and standardized process
 Accessible and affordable government administrative services
 Streamlined and collaborative government work environment
 Increase of digital literacy and decrease of digital gaps
The relations of improvement opportunities, improvement directions and e-Government
dimension shows as below.
[Figure II.7-1] Relations of Improvement Opportunities, Improvement Directions and eGovernment Dimension
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III. Strategy Development
1. Methodology Framework and Activities for Strategy Development
Strategy Development is to develop e-Government vision and strategies, design future eGovernment model, define e-Government initiatives and provide e-Government blueprint
ultimately to achieve country vision and objectives. In order to develop e-Government vision
and strategy, improvement directions from assessment are reviewed. Defined initiatives in
strategy development become major input for implementation strategy and management
strategy.
[Figure III.1-1] Methodology Framework and Activities for Strategy Development
2. e-Government Vision and Strategy
2.1. e-Government Vision
To achieve objectives of Country Vision and national ICT vision and objectives of digital
government set in Digital Agenda 2014 – 2018, e-Government vision should be developed in
line with current Country Vision and national ICT policy.
e-Government vision has been developed through e-Government visioning workshop with
Digital Government Unit as “To be an efficient and transparent government seeking the
continuous improvement of services to citizens with using ICT in a sustainable way”.
Alignment of Country Vision, national ICT vision (Digital Agenda 2014 -2018), eGovernment vision and e-Government objectives are reviewed and shown as below.
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[Figure III.2-1]Honduras e-Government Vision
e-Government vision not merely addresses objective four, “a modern, transparent, responsible,
efficient and competitive State” in Country Vision, even though it is directly related to
government transformation toward digital government. It also addresses relevant objectives
in country vision such as an educated and healthy Honduras, democracy with security, and
opportunities and decent jobs, uses its resources in a sustainable way in order to contribute to
achieve country vision ultimately.
It supports national ICT vision in Digital Agenda 2014 – 2018, especially high standards of
inclusive digital connectivity, promotion of transparency and efficiency in the delivery of
public services and competitiveness of the Honduras economy.
It enables for government to achieve e-Government objectives in Digital Agenda 2014 -2018,
which are to create a new model of public administration, to improve the provision of
information services to citizens and to increase efficiency, effectiveness and transparency of
the public sector with full public participation.
2.2. e-Government Strategy
e-Government strategies to achieve e-Government vision and objectives with becoming
digital government for Honduras are developed in five dimensions of e-Government which
are e-Governance, ICT infrastructure, G2G, G2C and G2B.
The e-Government strategies has been also discussed and developed through e-Government
visioning workshop with Digital Government Unit as “committed and accountable
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government leadership” for e-Governance, “technology-driven transformation” for G2G,
“reliable and accessible government services” for G2C, “competitive Honduran business” for
G2B and “optimized H/W, S/W and N/W” for ICT infrastructure.
Alignment of e-Government vision, e-Government slogan, e-Government objectives and eGovernment strategies are reviewed and shown as below.
[Figure III.2-2] Honduras e-Government Strategies
Committed and accountable government leadership devotes itself to transform government
toward efficient, effective and transparent digital government in sustainable way.
Technology-driven transformation of government operation improves efficiency and
effectiveness of government operation and quality of administrative and information services.
It also contributes to increase transparency of government operation and administrative
service provision and earn trust from citizens.
Reliable and accessible government services for citizen improve quality of government
administrative services as well as information offering including reduced response time,
increased convenience, dedicated officials in charge, and transparent information, which are
enabled on the foundation of new government model with using ICT.
e-Government provides government services to business in more convenient and prompt
manner in order to support business with running its business efficiently and effectively. G2B
services lead transformation of private sectors with applying ICT in their business more
aggressively as well as support to improve efficiency and effectiveness of their operations,
which eventually strengthens competitiveness of Honduran business.
It takes time to implement proper ICT infrastructure for e-Government, so it is important to
optimize current H/W, S/W and N/W to initiate e-Government implementation. It is also
important to keep ICT infrastructure optimized in cost effective way and reduce overall
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and/or total cost with removing redundant investment and sharing ICT infrastructure among
institutions.
3. e-Government Initiatives
3.1. e-Government Initiatives Definition
Nineteen e-Government initiatives are selected out of forty potential e-Government initiatives
identified through assessment on the basis of political leadership, strategic evaluation,
interrelations analysis and strategic alignment review.
Four initiatives belong to e-Governance dimension – legal framework, operational model,
management structure and change management – are addressed in management strategy.
Fifteen initiatives for ICT infrastructure, G2G, G2C and G2B – government integrated data
center, network infrastructure, integrated document management system, government
administrative service system, HR system, performance management system, national
disaster and civil security management system, national education information system,
integrated tax and customs system, transportation management system, e-Government portal,
e-Education, e-Tax and e-Customs – are addressed in implementation strategy. Three G2C
and G2B initiatives out of fifteen initiatives for implementation strategy – e-Education, e-Tax
and e-Customs – are integrated with relevant G2G initiatives for efficient and effective
implementation.
Therefore, total sixteen e-Government initiatives are defined: four for management strategy
and twelve for implementation strategy.
Dimension
e-Governance
ICT Infrastructure
G2G
e-Government Initiatives
1
Legal Framework
2
Operational Model
3
Management Structure
4
Change Management
5
National ICT Standards
6
Institutional ICT Strategy
7
e-Government Funding Strategy
8
Government Integrated Data Center
9
Network Infrastructure
10
Information Security
11
Integrated Document Management System
12
Government Collaboration Workplace
13
Government Administrative Service System
14
Finance System
15
HR System
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Dimension
G2C/G2B
e-Government Initiatives
16
Asset Management System
17
Performance Management System
18
National Statistics Information System
19
Project Management System
20
Integrated Legislative and Court System
21
Integrated Judicial System
22
National Disaster and Civil Security Management System
23
National Health Information System
24
National Education Information System
25
Public Welfare and Social Insurance Information System
26
National Labor Management System
27
National Environment Management System
28
National GIS and Property Management System
29
Integrated Tax and Customs System
30
National Audit System
31
Food and Drug Safety Management System
32
Transportation Management System
33
Immigration System
34
e-Government Portal
35
e-Education
36
e-Health
37
e-Procurement
38
e-Tax
39
e-Customs
40
Business Support System
[Table III.3-1] e-Government Initiatives
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3.2. Strategic Evaluation
3.2.1. Evaluation Criteria
e-Government initiatives are defined by scoring and positioning in the ICT portfolio quadrant
based on strategic evaluation criteria of importance with urgency and effect and feasibility of
technology and institutions with reference in consideration of political leadership. In addition,
strategic alliance with Country Vision and Digital Agenda and interrelations among initiatives
are also considered.
Political leadership and strategic evaluation criteria to score and position e-Government
initiatives are defined as follows:
Evaluation Criteria
Definition
Measurement (Scoring)
H (4-5)
M (2-3)
L (0-1)
Willing
and
able to carry
out
project
immediately or
with
high
priority
Able
to
coordinate
with major
stakeholders
and try to
carry
out
project with
medium
priority or
according to
planned
schedule
Hard
to
carry
out
project
according to
planned
schedule
Short-term
(2~3 years)
Long-term
(~4years)
Many
citizens,
businesses
and
institutions
are affected
by
the
realization
of
the
project
A
few
citizens,
businesses
and
institutions
are affected
by
the
realization
of
the
project
Political Leadership
Political Leadership
Authority,
commitment
and mediation
power
to
engage major
stakeholders
and
take
actions
to
achieve goals
set
and
to
realize
expected
benefits.
Strategic Evaluation Criteria
Importance
Urgency
Effect
Impact
Policy,
Immediate
requirements of (within 1 year)
users,
and
phase of e-Gov.
implementation
/ Objectives,
influence,
relations
and
other factors to
implement the
project
All
citizens,
businesses and
institutions are
affected by the
realization of
the project
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Evaluation Criteria
Feasibility
Measurement (Scoring)
Definition
H (4-5)
M (2-3)
L (0-1)
Technology Technological
Fully possible
level
and to implement
capacity
to project
implement the
project
A
little
difficult to
implement
project
Very
difficult to
implement
project
Institution
Amendment
or enactment
of law or
regulation is
needed
Amendment
and
enactment of
law
or
regulation is
needed
Laws
and Fully possible
regulations to to
lead
implement the implementation
project
immediately
[Table III.3-2] Definition of Evaluation Criteria
3.2.2. Strategic Evaluation with Scoring
Initially, potential e-Government initiatives are scored based on political leadership to carry
out e-Government initiatives and strategic evaluation criteria of importance and feasibility on
5-point scale. And the final scoring results are calculated with weighted average value of 40%
for political leadership, 30% for importance and 30% for feasibility, and shown as below
table:
Scoring
e-Government
Initiatives
1 Legal Framework
Importance
Feasibility
Political
Leadership Urgency Effect/ Avg. Technology Institution Avg.
Impact
Weight
Avg.
5
5
5
5.0
5
1
3.0
4.40
2
Operational
Model
4
3
3
3.0
2
2
2.0
3.10
3
Management
Structure
5
4
3
3.5
4
3
3.5
4.10
4
Change
Management
4
4
4
4.0
4
1
2.5
3.55
5
National
Standards
5
5
5
5.0
2
2
2.0
4.10
6
Institutional ICT
Strategy
2
2
2
2.0
1
2
1.5
1.85
7
e-Government
Funding Strategy
5
5
5
5.0
5
3
4.0
4.70
8
Government
Integrated Data
5
4
5
4.5
2
2
2.0
3.95
ICT
188 / 328
Scoring
e-Government
Initiatives
Importance
Feasibility
Political
Impact
Weight
Avg.
Center
9
Network
Infrastructure
5
3
5
4.0
4
3
3.5
4.25
10
Information
Security
5
4
5
4.5
2
2
2.0
3.95
Integrated
Document
11
Management
System
5
4
4
4.0
4
3
3.5
4.25
Government
12 Collaboration
Workplace
3
2
3
2.5
4
3
3.5
3.00
Government
13 Administrative
Service System
5
5
5
5.0
3
4
3.5
4.55
14 Finance System
5
3
3
3.0
3
4
3.5
3.95
15 HR System
5
4
5
4.5
4
2
3.0
4.25
Asset
16 Management
System
4
3
4
3.5
4
3
3.5
3.70
Performance
17 Management
System
5
3
3
3.0
4
2
3.0
3.80
National Statistics
18 Information
System
4
4
5
4.5
2
2
2.0
3.55
Project
19 Management
System
4
4
4
4.0
4
1
2.5
3.55
Integrated
20 Legislative
and
Court System
2
2
2
2.0
3
1
2.0
2.00
Integrated
Judicial System
5
5
5
5.0
3
4
3.5
4.55
National Disaster
and Civil Security
22
Management
System
5
5
5
5.0
4
4
4.0
4.70
21
189 / 328
Scoring
e-Government
Initiatives
Importance
Feasibility
Political
Impact
Weight
Avg.
National Health
23 Information
System
4
4
4
4.0
2
1
1.5
3.25
National
Education
24
Information
System
5
3
4
3.5
3
4
3.5
4.10
Public
Welfare
and
Social
25 Insurance
Information
System
5
3
4
3.5
2
2
2.0
3.65
National
Labor
26 Management
System
4
3
3
3.0
2
2
2.0
3.10
National
Environment
27
Management
System
3
1
2
1.5
3
3
3.0
2.55
National GIS and
Property
28
Management
System
4
4
4
4.0
2
4
3.0
3.70
Integrated
Tax
29 and
Customs
System
5
5
5
5.0
4
4
4.0
4.70
4
2
3
2.5
3
2
2.5
3.10
Food and Drug
Safety
31
Management
System
3
1
2
1.5
4
4
4.0
2.85
Transportation
32 Management
System
3
3
3
3.0
4
3
3.5
3.15
30
National
System
Audit
33
Immigration
System
4
3
4
3.5
4
4
4.0
3.85
34
e-Government
Portal
5
5
3
4.0
4
4
4.0
4.40
190 / 328
Scoring
e-Government
Initiatives
Importance
Feasibility
Political
Impact
Weight
Avg.
35 e-Education
2
3
2
2.5
1
3
2.0
2.15
36 e-Health
2
3
2
2.5
1
2
1.5
2.00
37 e-Procurement
5
5
5
5.0
5
4
4.5
4.85
38 e-Tax
5
3
2
3.0
4
4
4.0
4.10
39 e-Customs
4
4
5
4.5
4
4
4.0
4.15
3
4
4
4.0
2
1
1.5
2.85
40
Business Support
System
[Table III.3-3] Scoring Results of e-Government Initiatives
First of all, potential e-Government initiatives with weighted average value over 4.0 are
selected as high priority initiatives. Among them, e-Government funding strategies is
excluded because it requires further in-depth research and analysis, integrated judicial system
is excluded because it is currently in progress and national ICT standards is excluded because
it belongs to strategic initiative. However, some of essential national ICT standards will be
developed and applied during the implementation of e-Government initiatives with higher
priority and required interoperability significantly.
Secondly, potential e-Government initiatives related to key components for management
strategy are included even though their weighted average values are lower than 4.0, which are
operational model and change management.
Finally, three potential e-Government initiatives are selected considering interrelations with
other e-Government initiatives and strategic alliances. Government integrated data center is
selected because it is one of the main ICT infrastructure for e-Government, addresses one of
the major issues of securing budget, and remove redundant investment with sharing common
infrastructure among institutions. Transportation management system is selected because it
could share main infrastructure and equipment implemented during national disaster and civil
security management system. e-Education is selected because it provides single gateway for
e-Learning as well as government administrative services related to national education. It is
also considered one of the most important areas besides e-Government according to the
interviews with institutions.
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3.2.3. Strategic Evaluation with Positioning into ICT Portfolio Quadrant
Potential e-Government initiatives are positioned into ICT portfolio quadrant which has
horizontal axis of importance and vertical axis of feasibility. ICT portfolio quadrant classifies
potential e-Government initiatives into four categories, which are best wins, strategic
initiatives, nice to have and leave for now. e-Government initiatives belonging to best wins
are classified again into three categories: quick fix to be initiated within 6 months, quick wins
within 12 months and major e-Government initiatives with high priority.
The definition and key features of each category is shown as table below:
Category
Definition
Key Features
Best Wins
High importance and • Big impact on management or target users
high feasibility
due to high strategic value
• Need to be invested with priority because
implementation is easy and tangible
benefits could be realized within a short
period of time
Strategic Initiatives
High importance but • Must be invested due to high strategic
low feasibility
value and big impact on management or
target users
• Professional skills are required
• High relevance with other processes
Nice to Have
Low importance but • Implementation is easy and tangible
high feasibility
benefits could be realized within a short
period of time
• Not urgent because the possibility of
realizing potential benefits and strategic
value are low
Leave for Now
Low importance and • Implementation is complicated and
low feasibility
strategic value is low
• Could be excluded under limited resources
and time
[Table III.3-4] Definition and Key Features of Category in ICT Portfolio Quadrant
ICT portfolio quadrant is very useful tool to visualize strategic value of e-Government
initiatives and support decision-making to prioritize those initiatives. Sectoral area indicates
that priority or sequence for e-Government initiatives within the same areas could be adjusted
in consideration of other factors than importance and feasibility.
Forty potential e-Government initiatives are positioned into ICT portfolio quadrant and
shown as diagram below:
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[Figure III.3-1] ICT Portfolio Quadrant with e-Government Initiatives
According to ICT portfolio quadrant analysis, e-Procurement requires to be initiated within 6
months with the highest priority. National disaster and civil security system, integrated tax
and customs system and e-Customs have higher priority which needs to be initiated within 12
months. e-Government portal also should be implemented with high priority and needs to be
aligned with implementation of government administrative service system.
The final prioritization is suggested as a roadmap in implementation strategy after defining
each selected e-Government initiative with action plan and in consideration of logical
sequence based on interrelations of initiatives.
3.3. e-Government Blueprint
Defined e-Government initiatives are categorized into e-Governance, e-Service delivery, eGovernment operation and ICT infrastructure to present e-Government blueprint for
Honduras in five years.
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[Figure III.3-2] e-Government Blueprint
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IV. Implementation Strategy
1. Methodology Framework and Activities for Implementation Strategy
Implementation Strategy is to develop viable and visible strategic plan for defined eGovernment initiatives with To-Be image, definition of main functions, workstreams and
action items for government to develop implementable plan efficiently and implement those
initiatives as planned. In order to develop implementation strategy, result from various
analysis and interview during the assessment and initiatives selection in the strategy
development have been reviewed.
[Figure IV.1-1] Methodology Framework and Activities for Implementation Strategy
2. e-Procurement System
2.1. Background
To improve government services to business and government as well as efficiency of
government operation, e-Procurement system transforms procurement function with the stateof-art technologies within government and provides e-Services functions to public and
private suppliers.
There has been feasibility study on e-Procurement system to understand current status of
electronic procurement process and system focusing on HonduCompras, which has been
developed and operated since 2005. However, it stays in mainly e-Catalog system based on
an annual contract with limited transactions and has not been extended to other institutions as
expected.
Major issues of current e-Procurement system and its operation are there is only basic legal
base for government to perform procurement by electronic media and there is lack of ICT
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resources to operate system properly and improve functions continuously.
Therefore, implementation strategy for e-Procurement system can be summarized as follows:
 Enforce e-Governance and legal framework, especially institutional arrangements to
engage related institutions and government officials.
 Secure transparency and improve efficiency of government procurement operation
and service delivery.
 Transform core competency from transactions to analytics, strategy development and
relations management.
 Contribute to increase business presences and operations of foreign companies
through providing global standards.
 Accelerate changes in government operations of related functions and institutions’
operations through reengineering and standardizing procurement process.
 Leverage lessons learn from implementation and operation of HonduCompras.
2.2. Overview
e-Procurement system plays an important role in improving government services to business
and institutions as well as efficiency of government operations. e-Procurement system
provides efficient, transparent and standardized collaboration workplace for both public
buyers and suppliers, improving operational efficiency and user satisfaction.
The goals of e-Procurement system are to:
 Secure transparency and improve efficiency of government procurement operation
and service delivery by standardizing process and integrating information.
 Streamline procurement process, computerize procurement operation and
information and provide self-service enabled procurement function.
 Strengthen capabilities for value added work including analytics, strategy
development and relations management.
 Drive transformation of private sectors’ business operation as well as government
operation.
The scope of e-Procurement system is defined as following:
 Develop task force team with related institutions and government officials, even
stakeholders outside government.
 Review feasibility study report and identify any changes in internal and external ICT
environment, systems, process, organizations, and laws and regulations, which affect
implementation of e-Procurement system.
 Identify additional user requirements and incorporate them to design of To-Be
process and system.
 Implement e-Procurement portal as a gateway, e-Procurement solution for
transaction services, procurement management to improve efficiency and user’s
satisfaction of procurement operation, and procurement intelligence to strengthen
competencies.
 Integrate and/or interface with related systems within and outside government to
streamline end-to-end procurement process as well as provide one-stop services.
 Establish integrated and centralized operation and maintenance foundation.
The expected benefits for implementing e-Procurement system are to:
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




Reinforce government’s strong direction on transparency and earn trust from citizens
and businesses.
Improve efficiency, reduce cycle time and increase satisfaction of procurement
function within and outside government.
Automate low value and transactional work as to have government officials move
forward value added work.
Reduce gap of service quality and exceptions across the entire government through
procurement process standardization.
Lead changes in both government operation and business operation in private sector.
Key consideration is also suggested that laws and regulations are prepared and put in place
for effective e-Procurement operation. In order to expedite analysis and design, it would be
also considered to make use of feasibility study report with ensuring up-to-date information
of any changes in status and additional user requirements. Honduras government also studies
lessons learn from previous experiences in implementation and operation of HonduCompras.
2.3. To-Be Image and Main Functions
e-Procurement system provides one-stop services to both public buyers and suppliers through
e-Procurement portal, service synchronization and data integration with related systems.
e-Procurement system basically consists of five sub-systems for government procurement
function – e-Procurement portal, public procurement policy management, e-Procurement
delivery solution, procurement management, and procurement intelligence – in order to
transform procurement function with using ICT. System administration for e-Procurement is
also located in it as sub-system, but it is integrated with centralized operation and
maintenance.
[Figure IV.2-1] e-Procurement System To-Be Image
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There are twenty six main functions in six sub-systems to provide a single-gateway and
integrated one-stop services, improve operational efficiency and competencies, increase
internal and external user satisfaction, and also enhance ICT service management capabilities.
Those main functions are defined as follows:
Sub-system
e-Procurement
Portal
Function
Description
Information
Offering
Information on procurement policy, laws, etc. in
structured or tailored or searchable way
Communication
Communication tools for question and answer,
decision support and information sharing
Transaction Service
Self-service enabled transaction service across
the procurement process
User Service
Basic and tailored service for public buyers and
suppliers by organization, transaction type,
contract date, etc.
Service Link
Linkage to website of related institutions or
companies within and outside government
Archive,
draft
for
announcement, important
Procurement Policy
news of policy, strategy,
Management
and standard terms and
procurement
Public
Procurement
Policy
Management
e-Procurement
Delivery Solution
discussion,
official
notice and the latest
procedures, guidance,
conditions for public
Evaluation and
Measurement
Standards
Standard process, criteria and metrics for product
and service evaluation, supplier evaluation, terms
negotiation, procurement measurement, and user
satisfaction
Laws and
Regulations
Archive,
draft
for
discussion,
official
announcement, important notice and the latest
news of law, regulations and institutions to
facilitate and manage public procurement
Strategic Material
and Sourcing
Official announcement, important notice and the
latest news about strategic sourcing materials,
and sourcing method, requirements and
application information
e-Bidding
Self-service enabled bidding service with tender
information, bidding procedures, document
submission integration, notification, etc.
e-Contract
Self-service enabled contract service with
negotiations of terms and conditions, price,
delivery, and schedule, workflow and electronic
signature, authentication, certificate, etc.
e-Catalog
Online catalog for government marketplace to
upload products and services, to manage
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Sub-system
Function
Description
contents, and to search products and service with
key word or pre-defined condition
e-Order
Order processing service to place an order,
inquiry order and status, issue purchase order,
and to integrate supplier’s sales system
e-Payment
Payment transaction with integrating financial
institute’s system either directly or through
payment gateway, and payment information of
status, schedule, workflow, etc.
Delivery transaction service to input delivery
information, inquiry delivery status, and confirm
e-Order Fulfillment
delivery, and to update information in real time
with using mobile logistic management devices
Procurement
Planning and
Performance
Procurement planning, progress to plan,
performance management with main dashboard
and analytical information
Document
Management
Document search, download, upload, sharing and
distribution required to public procurement
including linkage of providing government
issued document
User Management
Registration, evaluation, certificate, assistant of
procurement, and information management of
public buyers within government and suppliers
outside government
Supplier
Performance
Performance metrics to measure suppliers
performance and information on credit, average
delivery time, quality of products and services,
etc.
Procurement
Statistics and
Analytics
Statistics and Analytical information for
procurement operation, price comparison, cost
breakdown analysis, budget estimates, etc. by
products, services and procurement types
Procurement
Management
Procurement
Intelligence
Trend, insights, expert opinions, etc. provided by
Industry and
domestic and international organizations,
Market Intelligence
structured and searchable by industry and market
Benchmarking and
Case Studies
Benchmark data, benchmarking information and
case studies of special topics related to
procurement
operational
excellence,
eprocurement, tariff, tax benefits, etc.
Training and educational materials and
Capability Building curriculum to improve organizational and
individual capabilities on procurement operation
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Sub-system
Function
Description
and e-procurement
Operation and
Maintenance
ICT Governance
ICT governance policy, strategy and procedure
with organizational structure, major roles &
responsibilities, service level agreement, service
level management, performance measurement
and IT BSC
ICT Service
Management
Management of services for H/W, N/W and
application based on service level agreement and
performance measurement, with providing
service desk
System
Administration
System administrative functions of contents
management, user information management and
system
management
with
configuration
management,
change
management,
rule
management, etc., which are located in eProcurement System, but integrated with ICT
service management system
[Table IV.2-1] Main Functions of e-Procurement System
2.4. Workstreams
2.4.1. Workstream Definition
Workstream is defined as a group of action items addressing subject areas to implement eProcurement system successfully. Workstreams could be independent with each other or have
dependencies and also be carried out separately or combined manner.
Four workstreams are recommended as implementation of e-Procurement system,
implementation of integrated DB and data mart, system integration with related institutions,
and foundation of integrated operation in order to achieve the objectives set and implement eProcurement system efficiently. Those workstreams are carried out aligned with the whole eProcurement system life cycle of strategic planning, implementation, stabilization, continuous
improvement and innovation.
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[Figure IV.2-2] Workstream to Implement e-Procurement System
2.4.2. Implementation of e-Procurement System
The first workstream is implementation of e-Procurement system, which provides single
window-based one-stop procurement service and operation with integrating information and
government services through e-Procurement portal.
[Figure IV.2-3] Conceptual Function Diagram of e-Procurement System
Information is offered through e-Procurement portal through structured view and search by
pre-defined condition or key word, which could be set by personalized user services.
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Communication provides conferencing and discussion board for online meeting and instant
messaging for urgent communication and alert. Online guidance and self-service functions
are provided for transaction services. Some transaction services are integrated with other
systems where those services are provided originally and transaction services for eProcurement are also integrated with other systems to provide e-Procurement services in an
integrated way in every user at different institutions and private sectors. Through service
linkage with single sign on, e-Procurement system could be a procurement gateway for public
buyers and suppliers enabling one-stop services.
For public procurement policy management, announcement function is provided to let
stakeholders have the latest information and major updates without missing any important
information and working group function to have stakeholders participate in policy making
and related government activities. Strategic material and sourcing function enables public
buyers to manage strategic materials and sourcing activities for them in better cooperative
way with suppliers.
e-Procurement delivery solution is core sub-system for e-Procurement system with providing
procurement function directly online from tender to order fulfillment, which is operated
based on workflow and electronic signature, and document sharing and data integration.
For procurement management, dashboard and reporting tool are provided to improve
procurement planning and performance management by officials and decision-makers for
procurement function. Document sharing and authentication and certificate are provided to
manage, share and provide various procurement documents and their supporting documents
more efficiently and effectively.
For procurement intelligence, advanced analytical and reporting tools are provided for
procurement statistics and analytics based on data mining technologies. e-Learning programs
are provided for capacity building to transform toward e-Procurement according to plan and
improve e-Procurement capabilities for both institutions and private sectors.
System management is provided with configuration management, change management, rule
management and help desk for system administration sub-system.
To implement e-Procurement system successfully with achieving the objectives and realizing
expected benefits in line with e-Government Master Plan, there are four guiding principles
are recommended as follows:
 Develop user friendly functions and interface.
 Provide automated functions in accordance with type and use of information,
management purpose, transaction, etc.
 Play a role of a single window for related e-Services provided by government and
secure scalability and interoperability for integration with current and future eServices.
 Design system administration function in the light of integrated operation.
Action items for the workstream, implementation of e-Procurement system are also
recommended for efficient and effective implementation considering changes in various
environments surrounding e-Procurement system and ensuring alignment with other eGovernment initiatives. There are three action items recommended for implementation of e-
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Procurement system, which could be carried out consecutively or with term in between to
define improvement opportunities from issues, user feedback and technology trends, as
follows:
 Pilot project with basic functions and Services: Implement basic functions and core
transaction services for a few institutions as a pilot project.
 Improvement and expansion of system, services and user institutions: Improve
current functions and services, add functions and services with full scope, and
provide to all institutions.
 Implementation of intelligent procurement work environment: improve current
functions and services and implement procurement intelligence system.
2.4.3. Implementation of Integrated Procurement DB and Data Mart
The second workstream is implementation of integrated procurement DB and data mart,
which enables both government and private sector to access all information and official
documents for public procurement more efficiently and improves strategic decision as well as
day-to-day operations.
[Figure IV.2-4] Conceptual DB Diagram of e-Procurement System
To implement integrated procurement DB and data mart successfully with achieving the
objectives and realizing expected benefits in line with e-Government Master Plan, there are
four guiding principles are recommended as follows:
 Optimize integration of information in public buyer’s and supplier’s perspectives, not
merely technical perspectives.
 Develop foundation to provide information with well-organized structure with
relevant information, and to ensure accuracy, completeness, integrity, and
traceability complying with global standards.
 Pursue value-oriented design to enable value added information services through data
validation, statistical data generation, analytical data offering, data search by
condition and advanced data processing.
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
Make information available for practical use, private sector, and to support business
operation mutually connected between government and private sector, and to realize
practical benefits.
Action items for the workstream, implementation of integrated procurement DB and data
mart are also recommended for efficient and effective implementation considering status of eProcurement system implementation and changes in various environments surrounding eProcurement system and ensuring alignment with other e-Government initiatives. There are
two action items recommended, which should be carried out aligned with e-Procurement
system implementation and system integration with related institutions, as follows:
 Design, development and implementation of integrated procurement DB: Design,
develop and implement integrated procurement DB with scalability and flexibility to
future demands.
 Implementation of procurement data mart: Implement procurement data mart for
statistics, analytics and performance on procurement to support procurement
intelligence.
2.4.4. System Integration with Related Institution
The third workstream is system integration with related institution, which is carried out by
phased approach aligned with e-Procurement system implementation, ICT infrastructure
deployment and implementation of other e-Government initiatives.
[Figure IV.2-5] Conceptual Integration Diagram of e-Procurement System
To integrate e-Procurement system with systems in related institutions successfully with
achieving the objectives and realizing expected benefits in line with e-Government Master
Plan, there are three guiding principles are recommended as follows:
 Develop phased approach to integrate related systems within and outside government
in accordance with e-Government master plan and secure scalability to expand level
of integration followed by each phase.
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

Define integration type and method in view of contents and service function,
development and operation, conceptual and physical, and ownership.
Comply with global standards and adopt the state-of-art technologies to connect with
ICT infrastructure and related systems from private sectors.
Action items for the workstream, integration with related institution are also recommended
for efficient and effective integration considering status of e-Procurement system
implementation and changes in various environments surrounding e-Procurement system
including ICT infrastructure deployment and ensuring alignment with other e-Government
initiatives. There are two action items recommended, which should be carried out aligned
with e-Procurement system implementation and implementation of integrated procurement
DB and data mart, as follows:
 System integration for information and core services: Integrate related systems to
provide information and core transaction services, and interface with institutions’
website to have users to access from the website
 Continuous system integration: Integrate related systems to provide information, core
transaction services, and value added functions, and interface with user’s website to
have users to access from the website in accordance with improvement ICT and eGovernment.
2.4.5. Foundation of Integrated Operation
The fourth workstream is foundation of integrated operation, which is development of
foundation for integrated operation and maintenance of H/W, S/W, N/W, services and ICT
asset management. It consists of ICT governance and ICT service management with
addressing subject area of SLA and SLM, ICT operation and maintenance organization, ICT
service management and delivery process, and ICT service management system. System
administration, sub-system of e-Procurement system is integrated or interfaced with ICT
service management system.
To develop foundation of integrated operation successfully with achieving the objectives and
realizing expected benefits in line with e-Government Master Plan, there are four guiding
principles recommended as follows:
 Adopt service level agreement and service level management with stakeholders for
quality services, efficient operation and performance management.
 Design organizational structure and define clear roles & responsibilities responsible
for integrated ICT operation and maintenance based on advanced ICT service
management.
 Design advanced ICT service management and delivery processes, and implement
the processes internalized in ICT service management system.
 Develop and implement ICT service management system with the state-of-art
technologies supporting ICT infrastructure and e-Government programs.
Action items for the workstream, foundation of integrated operation are also recommended
considering overall status of ICT infrastructure deployment and e-Government initiatives
implementation as well as e-Procurement system implementation. There are three action
items recommended, which should be carried out aligned with e-Procurement system
implementation and progress of e-Government initiatives implementation, as follows:
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


Implementation of ICT governance: develop and implement foundation of ICT
governance focusing on organization, institutional arrangements and ICT BSC.
Implementation of ICT service management: develop and implement ICT service
management foundation with defining core domain, standardized process and
performance measurement and service level metrics, and ICT service management
system
Implementation of administration system: develop and implement system
administrative function for e-Procurement system, which is integrated into or
interfaced with ICT service management system in the future.
2.5. Action Plan
The recommended workstreams and action items for e-Procurement initiative are carried out
the following action plan.
[Figure IV.2-6] Action Plan to Implement e-Procurement System
3. Integrated Tax and Customs System
3.1. Background
Integrated Tax and Customs System transforms government operations, improves revenue
management, and innovates government services to citizen and business on tax and customs.
Tax and customs are major sources of government revenue, so government finance operation
needs to standardize, improve and integrate revenue recognition process and system with
entire finance operation. In order to do that, major sources of government revenue needs to be
managed in advanced and integrated manner.
Therefore, implementation strategy for Integrated Tax and Customs System can be
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summarized as follows:
 Transform functions of tax and customs based on administration reform through
automating and integrating process and information.
 Improve revenue management with tax and customs intelligence.
 Increase transparency and credibility of overall government operation on tax and
customs including policy making, taxation, collection and investigation.
 Integrate customs management with cargo management within and outside
government in order to provide value added services.
 Innovate government services on tax and customs to citizen and business based on
self-service enabled and financial transaction integrated services.
3.2. Overview
Integrated Tax and Customs System plays an important role in improving revenue
management as well as innovating government administrative services to citizen and business.
It provides efficient, transparent and advanced work environment for government officials
and a convenient and effective window for citizen and business, improving operational
excellence and user satisfaction.
The goals of Integrated Tax and Customs System are to:
 Lead government reform on tax and customs by reengineering process, integrating
operations and information and strengthening functions of investigation and risk
management.
 Improve revenue management from planning to collection by integrating operations
and information within institutions.
 Increase transparency and credibility based on more efficient and effective
information sharing to citizen and business.
 Provide one-stop government services on tax and customs through a single gateway
and self-service enabled functions.
The scope of Integrated Tax and Customs System is defined as following:
 Perform feasibility study to understand current status and identify issues and
requirements on ICT environment, systems, processes, organizations and laws,
develop detailed strategy and plan, and estimate budget to implement Integrated Tax
and Customs System.
 Implement tax management and customs management to transform government
operation, tax and customs intelligence to strengthen tax and customs management,
and e-Tax and e-Customs portal as a single gateway with transaction services.
streamline end-to-end process as well as provide one-stop services.
 Implement integrated and centralized operation and maintenance foundation.
The expected benefits for implementing Integrated Tax and Customs System are to:
 Reinforce government’s strong direction on transparency and earn trust from citizens
and businesses.
 Improve efficiency, reduce cycle time and increase satisfaction of tax and customs
functions within and outside government.
 Improve capabilities on investigation, risk management and case management based
on analytical information.
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
Increase satisfaction of payers with providing practical services integrated with
financial transaction and government administrative information.
Key consideration is also suggested that it is important to approach from the perspective of
transforming overall government operations including process, not merely improving
efficiency with using ICT in order to achieve goals and realize expected benefits.
Integrated Tax and Customs System supports government operation and administrative
services as well as provides a single window for taxpayer and business on import and export
with using ICT.
Integrated Tax and Customs System basically consists of six sub-systems for government
functions and payer’s duty on tax and customs – e-Tax and e-Customs portal, policy and
regulation management, tax management, customs management, cargo management and tax
and customs intelligence – in order to transform tax and customs functions with using ICT.
System administration for Integrated Tax and Customs System is also located in it as subsystem, but it is integrated with centralized operation and maintenance.
[Figure IV.3-1] Integrated Tax and Customs System To-Be Image
There are twenty nine main functions in six sub-systems to provide a single-gateway and
integrated one-stop services, integrated government operations, improve operational
efficiency and competencies, increase internal and external user satisfaction, and also
enhance ICT service management capabilities. Those main functions are defined as follows:
Sub-system
Function
Description
e-Tax and e-
Information
Information on policy, laws, incentives, rates, etc.
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Sub-system
Function
Description
Customs Portal
Offering
of tax and customs in structured or tailored or
searchable way
Communication
Communication tools for question and answer,
decision support and information sharing
Self-service enabled transaction service for tax
Transaction Service filing and custom clearance with providing
functions of inquiry, payment and certificate
Policy and
Regulation
Management
User Service
Basic and tailored service for government
officials and payers by organization, tax type,
imposing period, etc.
Service Link
Policy and
Guidance
Archive,
draft
for
discussion,
official
news of policy, strategy, procedures and guidance
on tax and customs
Law and
Regulations
Archive,
draft
for
discussion,
official
news of laws and regulations
Institutions and
Incentives
Archive,
draft
for
discussion,
official
news of institutions and incentives
Foreign Policy and
Regulation
Official announcement, important notice and the
latest news with website link or attachment of
foreign policy, regulations, institutions and
incentives on tax and customs
Taxation Ledger
Integrated management of taxation source from
initial registration, history management and
change management of taxpayers and officials in
charge.
Tax Filing
Integrated process, information and document
management and information sharing of
imposition, settlement, declaration, payment
and refund and automated operation of tax filing
Tax Collection
management and information sharing of taxation,
payment and refund status, status of tax arrears,
settlement and sequestration and items of deficit,
allowance and return
Investigation
Systematic investigation management of
analysis, targeting, planning, progress, findings,
corrective action plan, follow-ups and appeal
Tax Management
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Sub-system
Function
Description
Tax Information
Information and materials for taxation, collection
and civil affairs by type of tax, payer, period of
time, etc.
Customs Clearance
Integrated management of customs operation,
administrative service provision and information
along with import and export process
Customs Collection
management and information sharing of import
and Refund
customs collection and export customs refund
Customs
Management
Investigation
Systematic investigation and surveillance
management of analysis, targeting, planning,
progress, findings, corrective action plan, followups and appeal
Customs
Information
Information and materials for clearance
procedures, imposition, collection and civil
affairs by type of customs, payer, goods, period
of time, etc.
Standardized and integrated management of
Customhouse
loading and unloading, carrying into and out,
Cargo Management transportation in a bonded area and declaration of
import and export
Cargo
Management
Tax and Customs
Intelligence
Cargo Tracking
Inquiry and confirmation service for processing
and transferring status and expected schedule
along with import and export process
Managed Cargo
Selection and control items requiring supervision,
attention or special management
Inspection
Management
Systematic inspection management of analysis,
targeting, planning, progress, findings, corrective
action plan, follow-ups and appeal
User Analytics
Statistics and analytical information of taxation,
collection, payment, declaration, customs
clearance and appeal by individual user or user
classification
Tax and Customs
Analysis
Statistics and analytical information of taxation,
collection, payment, declaration, customs
clearance and appeal by type of tax and customs,
period of time, amount, etc.
Risk Management
Identification,
assessment,
prioritization,
mitigation, prevention and regular monitoring of
illegality such as evasion and fraud based on
collective risk level
Case Management
Information of individual or consolidated cases
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Sub-system
Function
Description
of applying laws, regulations and institutions into
practice
Operation and
Maintenance
ICT Governance
and IT BSC
ICT Service
Management
service desk
System
Administration
system
management
with
configuration
management,
change
management,
rule
management, etc., which are located in Integrated
Tax and Customs Management System, but
integrated with ICT service management system
[Table IV.3-1] Main Functions of Integrate Tax and Customs System
3.4. Workstreams
3.4.1. Workstream Definition
Workstream is defined as a group of action items addressing subject areas to implement
Integrated Tax and Customs System successfully. Workstreams could be independent with
each other or have dependencies and also be carried out separately or combined manner.
Five workstreams are recommended as feasibility study of integrated tax and customs system,
implementation of integrated tax and customs system, implementation of integrated tax and
customs DB and data warehouse, system integration with related institutions, and foundation
of integrated operation in order to achieve the objectives set and implement Integrated Tax
and Customs System efficiently. Those workstreams are carried out aligned with the whole
Integrated Tax and Customs System life cycle of strategic planning, implementation,
stabilization, continuous improvement and innovation.
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[Figure IV.3-2] Workstream to Implement Integrated Tax and Customs System
3.4.2. Feasibility Study of Integrated Tax and Customs System
The first workstream is feasibility study of integrated tax and customs system, which
provides viable plan with high level process design, conceptual system and DB design and
estimated budget.
3.4.3. Implementation of Integrated Tax and Customs System
The second workstream is implementation of Integrated Tax and Customs System, which
provides advanced operating environment for government officials and a single window to
citizen and business with integrating operations and information among institutions and
offering online administrative services on tax and customs.
3.4.4. Implementation of Integrated Tax and Customs DB and Data
Warehouse
The third workstream is implementation of integrated tax and customs DB and data
warehouse, which manages information on tax and customs more efficiently and effectively
at user perspectives. Data warehouse based on integrated tax and customs DB improves
strategic decision as well as day-to-day operations with offering enriched statistic and
analytical information by user and types of tax and customs. It also enables government to
securing revenue through proactive risk management.
The fourth workstream is system integration with related institution, which is carried out by
phased approach aligned with Integrated Tax and Customs System implementation, ICT
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infrastructure deployment, implementation of other e-Government
advancement of ICT in companies.
initiatives and
The fifth workstream is foundation of integrated operation, which is agreement of service
level and service management for operation and maintenance of H/W, S/W, N/W, services
and ICT asset management. It focuses on SLA and SLM, ICT operational organization, ICT
administration, sub-system of Integrated Tax and Customs System is integrated or interfaced
with ICT service management system.
To develop foundation of integrated operation successfully in line with e-Government Master
Plan, there are four guiding principles recommended as follows:
 Agree on organizational structure and define clear roles & responsibilities
responsible for integrated ICT operation and maintenance based on advanced ICT
service management.
 Use advanced ICT service management and delivery processes, and implement the
processes internalized in ICT service management system.
 Implement or adopt ICT service management system with the state-of-art
implementation as well as Integrated Tax and Customs System implementation. There are
two action items recommended, which should be carried out aligned with Integrated Tax and
Customs System implementation and progress of e-Government initiatives implementation,
as follows:
 Agreement of service level and implementation of ICT service management: agree
on ICT service level and implement ICT service management with defining core
domain, standardized process and performance measurement and service level
metrics, and ICT service management system
 Implementation of administration system: develop and implement system
administrative function for Integrated Tax and Customs System, which is integrated
into or interfaced with ICT service management system in the future.
3.5. Action Plan
The recommended workstreams and action items for Integrated Tax and Customs System
initiative are carried out the following action plan.
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[Figure IV.3-3] Action Plan to Implement Integrated Tax and Customs System
4. Government Administrative Service System
4.1. Background
Government Administrative Service System transforms government operation with using ICT
in order to improve operational efficiency as well as provide online government
administrative services to citizen and business anytime and anywhere.
Therefore, implementation strategy for Government Administrative Service System can be
 Restructure government administrative services to citizens and businesses with
standardizing and integrating processes among institutions in order to change
fundamentals of government operation.
 Implement government administrative service system as to sustain restructured
operational process and collaboration among institutions.
 Increase transparency and credibility of overall government operation on civil affairs
for both citizen and business with agreed rules for exceptions, but without letting
exceptions especially caused by request from higher authority, corruption and graft,
and bribe.
 Develop solid foundation in order to provide better administrative services at
citizen’s business’s perspectives.
4.2. Overview
Government Administrative Service System improves government operational efficiency and
quality of government services to citizen and business by providing specialized electronic
environment of civil affairs administration.
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The goals of Government Administrative Service System are to:
 Provide better automated and more specialized electronic environment for civil
affairs administration for institutions to perform civil affairs administration in
integrated, collaborative and service-oriented manner.
 Share common infrastructure and information to reduce investment and operational
costs, secure data integrity, completeness and accuracy, and provide consistent
administrative services.
 Have institutions manage and process civil affairs promptly, fairly and accurately,
and provide convenience and empirical benefits both to citizen and business.
 Increase transparency and credibility based on more efficient and effective
information sharing and service provision to citizen and business.
The scope of Government Administrative Service System is defined as following:
 Perform feasibility study to understand current status and identify issues and
requirements on ICT environment, systems, processes, organizations and laws,
develop detailed strategy and plan, and estimate budget to implement Government
Administrative Service System, which includes high level business process
restructuring.
 Implement Government Administrative Service System for citizen and business to
improve government operation, civil relations management system to manage inquiry
and petition, and administrative information management to develop foundation for
administrative information sharing.
 Integrate with e-Government Portal continuously to provide online government
administrative service in timely manner.
The expected benefits for Civil Affair Administrative System are to:
and businesses with providing fair services and sharing information.
 Establish solid foundation for operational excellence in government administration
and self-service enabled one-stop services to citizen.
 Improve efficiency, reduce cycle time, provide online one-stop services and increase
satisfaction of civil affairs.
 Improve quality of civil affairs administrative services with reducing gap of service
quality among institutions.
Key consideration is also suggested that Government Administrative Service System requires
e-Government Portal as it’s a single gateway to provide online one-stop services, so
implementation of Government Administrative Service System should be aligned with
carrying out e-Government Portal initiatives.
Government Administrative Service System provides advanced informatization foundation
for government administrative operation, civil relations and administrative information
sharing on civil affairs.
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Government Administrative Service System for civil affairs basically consists of four subsystems for government civil affairs function for both citizen and business – civil affairs for
citizen, civil affairs for business, civil relations and administrative information management –
in order to standardize and streamline end-to-end civil affairs administrative operation in
integrated and collaborative manner with using ICT. System administration for Government
Administrative Service System is also located in it as sub-system, but it is integrated with
centralized operation and maintenance.
It is requisitely integrated with e-Government Portal and common infrastructure with
identification and authentication, digital signature, workflow for administrative operation and
e-Payment, as to provide civil affairs administrative services in the best and safe way at user
perspectives.
[Figure IV.4-1] Government Administrative Service System To-Be Image
There are fifteen main functions in five sub-systems to provide integrated and standardized
government administrative services in every institution, improve efficiency and effectiveness
of civil relations, promote administrative information sharing within and outside government,
and also enhance ICT service management capabilities. Those main functions are defined as
follows:
Sub-system
Civil Affairs for
Citizen
Function
Description
Civil Registration
Standard forms and procedures for civil
registration, submission and process of civil
registration, notification of processing status,
registration into the system and confirmation of
registration completion
Application and
Issuance
Standard forms and procedures for driver
licenses, passport, work permit, etc., application,
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Sub-system
Function
Description
process and approval or rejection of the applied
civil affairs, notification of processing status,
registration into the system, and issuance of the
official document or certificate
Civil Affairs for
Business
Civil Relations
Administrative
Information
Management
Certificate
Inquiry of certificate status or request for
certificate issuance, notification of processing
status, and confirmation of certificate or
certificate issuance
Business
Registration
Standard forms and procedures for business
registration, submission and process of business
registration, notification of processing status,
registration into the system and confirmation of
registration completion
Business License
Application and
Issuance
Standard forms and procedures for various types
of business license, application, process and
approval or rejection of the applied or renewed
business license, notification of processing status,
registration into the system, and issuance of the
official document or certificate
Certificate
Inquiry of certificate status or request for
certificate issuance, notification of processing
status, and confirmation of certificate or
certificate issuance
Inquiry
Inquiry and confirmation and question and
answer of civil affairs for citizen and business
Submission of petition or formal objection in the
matter of civil affairs, notification of processing
Petition and Formal
status and action required by citizen or business
Objection
and result and closure of petition or formal
objection
Suggestion and
Complaint
Suggestion and complaint from citizen and
business, information on government officials in
charge, processing status and response from
government official on the subject in order to
promote participation to government civil affairs
Policy and
Regulations
Archive,
draft
for
discussion,
official
news of policy, guidance, laws, regulations and
institutions on civil affairs for both citizen and
business
Electronic Civil
Affairs Document
Various types of civil affairs documents including
submission, application, supporting documents
and certificates with electronic forms for both
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Sub-system
Function
Description
citizen and business
User Management
Integrated and real-time user information with
processing status of submission, application,
certificate, etc.
ICT Governance
and IT BSC
ICT Service
Management
service desk
System
Administration
system
management
with
configuration
management,
change
management,
rule
management, etc., which are located in
Government Administrative Service System, but
integrated with ICT service management system
Operation and
Maintenance
[Table IV.4-1] Main Functions of Government Administrative Service System
4.4. Workstreams
Government Administrative Service System successfully. Workstreams could be independent
with each other or have dependencies and also be carried out separately or combined manner.
Five workstreams are recommended as feasibility study of Government Administrative
Service System, implementation of Government Administrative Service System,
implementation of integrated civil affairs DB, system integration with related institutions, and
foundation of integrated operation in order to achieve the objectives set and implement
Government Administrative Service System efficiently aligned with implementation of eGovernment Portal. Those workstreams are carried out aligned with the whole Integrated Tax
and Customs System life cycle of strategic planning, implementation, stabilization,
continuous improvement and innovation.
4.4.1. Feasibility Study of Government Administrative Service System
The first workstream is feasibility study of Government Administrative Service System,
which provides viable and visible plan with high-level process design, conceptual system and
DB design and estimated budget.
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4.4.2. Implementation of Government Administrative Service System
The second workstream is implementation of Government Administrative Service System,
which provides standardized and collaborative administrative operating environment for
government officials and integrated and efficient administrative information sharing
environment within and outside government.
4.4.3. Implementation of Integrated Civil Affairs DB
The third workstream is implementation of integrated civil affairs DB, which manages
information on civil affairs efficiently and effectively at user perspectives and enables to
share information within and outside government. An integrated civil affair DB also
contributes to reduce management costs of civil affairs information.
phased approach aligned with Government Administrative Service System implementation, eGovernment Portal implementation, progress of other e-Government initiatives and ICT
infrastructure deployment in the country.
administration, sub-system of Government Administrative Service System is integrated or
interfaced with ICT service management system.
management.
items recommended, which should be carried out aligned with Government Administrative
Service System implementation and progress of e-Government initiatives implementation, as
follows:
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


Implementation of ICT governance: develop and implement foundation of ICT
Implementation of ICT service management: develop and implement ICT service
system
administrative function for Government Administrative Service System, which is
integrated into or interfaced with ICT service management system in the future.
4.5. Action Plan
The recommended workstreams and action items for Government Administrative Service
System initiative are carried out the following action plan.
[Figure IV.4-2] Action Plan to Implement Government Administrative Service System
5. e-Government Portal
5.1. Background
e-Government Portal provides integrated channel with user friendly interface to promote
communication, information sharing, government services among institutions, citizen and
business.
Therefore, implementation strategy for e-Government Portal can be summarized as follows:
 Establish ICT standards compliant with global standards in advance as to ensure
interoperability, scalability and flexibility.
 Implement e-Government Portal platform to provide core services with higher needs
and benefits, and offer government information currently available.
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

Promote communication and participation from citizen and business, even
government officials in order to increase transparency and credibility of overall
government operation and respond to their requirements more proactively.
Expand channel and media to reduce digital divide and reach all citizen and business
anytime and anywhere with realizing real benefits in user’s perspectives.
5.2. Overview
e-Government Portal improves quality of information and government services through onestop online services and promotes active e-Participation from citizen and business through bidirectional communication.
The goals of e-Government Portal are to:
 Provide a single gateway with multiple channels for government information and
online civil affairs administrative services, having citizen and business obtain
information, submit civil and business registration, and apply and receive certificate
from various government institutions through one-stop integrated services.
 Have institutions manage and process civil affairs and government information to
share with citizen and business promptly, fairly and accurately, and provide
convenience and empirical benefits both to citizen and business.
 Promote communications and interactions between government and citizen and
business, and participation on government operation from them.
 Increase transparency and credibility based on more efficient and effective service
provision and information sharing to citizen and business.
The scope of e-Government Portal is defined as following:
 Establish ICT standards on technology and development methodology compliant to
global standards in order to ensure interoperability, scalability and flexibility.
 Implement e-Government Portal platform citizen and business to improve
government operation, civil relations management system to manage inquiry and
petition, and administrative information management to develop foundation for
administrative information sharing.
 Integrate and/or interface with related systems within and outside government as to
 Integrate with e-Government Portal continuously to provide online government
administrative service in timely manner.
The expected benefits for Civil Affair Administrative System are to:
and businesses with providing fair services and sharing information.
 Establish solid foundation for operational excellence in government administration
and self-service enabled one-stop services to citizen
 Improve efficiency, reduce cycle time, provide online one-stop services and increase
satisfaction of civil affairs.
 Improve quality of civil affairs administrative services with reducing gap of service
quality among institutions.
 Increase quality of service delivery and information offering, and reduce overall
social costs of civil affairs.
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Key consideration is also suggested that building platform first and then have government
services and information move into the platform, in consideration that it is urgent to provide
government services and information online in integrated manner, but it takes time to develop
proper government operating environment to support those online services and information
offering.
e-Government Portal provides a single gateway for civil affairs administrative services,
information offering on both government general and civil affairs, and bi-directional
communication between government and citizen and business.
e-Government Portal basically consists of two components – e-Government Channel and eGovernment Portal – in order to provide government services and information in integrated
and collaborative manner and diversify access media with using ICT. System administration
for e-Government Portal is consolidated in the system administration sub-system in
Government Administrative Service System, but it is integrated with centralized operation
and maintenance.
It is requisitely integrated with Government Administrative Service System, other
government administration system and common infrastructure with identification and
authentication, digital signature, workflow for administrative operation and e-Payment, as to
provide government services and information in the best and safe way at user perspectives.
[Figure IV.5-1] e-Government Portal To-Be Image
There are eight main functions in four sub-channels to deliver integrated government services
and information. Those main functions are defined as follows:
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Sub-channel
Function
Home and
Business Internet
Fixed Internet
Government
Service Center
Web-based e-Government
functions and menu
Portal
with
full
Wireless Internet
Web-based e-Government Portal services with
full functions and menu
Smart Phone /
Tablet
Mobile-optimized e-Government Portal with core
functions and menu focusing on inquiry, progress
check, submission and application, petition and
official appeal, suggestion and complaint
2G Phone
Text-based e-Government Portal focusing on
information offering and alert of latest
information and progress of submission and
application
Kiosk
Web-based e-Government Portal with full
functions and menu based on Kiosk located in
community center
Kiosk
Web-based e-Government Portal with full
functions and menu based on Kiosk located in
government office and/or integrated government
service center (office)
Web Help Desk
Help desk function with FAQ and Q&A for both
web-based and mobile services.
Call Center
Call center to provide easy access over the phone
with web-based e-Government Portal and call
center operating system
Mobile
Community
Center
Description
[Table IV.5-1] Main Functions of e-Government Channel
There are eleven sub-functions in six sub-systems to deliver integrated government services
and information. Those main functions are defined as follows:
Sub-system
e-Civil Affairs for
Citizen
e-Civil Affairs for
Business
Function
Description
Registration
Standard registration form and online civil
registration such as birth, marriage, death, etc.
Application and
Issuance
Standard forms for various applications, and
application and issuance for driver license,
passport, work permit, etc.
Inquiry and Check
Inquiry and check of registration and application
status online
Registration
Standard business registration form and online
business registration
Application and
Standards forms for various applications, and
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Sub-system
Function
Description
Issuance
application and issuance license such as mining,
construction, factory expansion, etc.
Inquiry and Check
Inquiry and check of registration and application
status online
Government
Government information general, government
website, transparency website, the latest news,
important announcement, officials in charge, etc.
Civil Affairs
Policy and guidance on civil affairs, detailed
procedure by type of civil affairs and request,
institutions or officials in charge, etc.
Communication
FAQ, Q&A, message board, free e-mail services,
alert, and questions and message status
User Service
User Service
Basic predefined or tailored service for
government officials, citizen and business by
organization, type of user, etc.
Service Linkage
Service Linkage
Information
Offering
Communication
[Table IV.5-2] Main Functions of e-Government Portal
5.4. Workstreams
Workstream is defined as a group of action items addressing subject areas to carry out eGovernment Portal successfully. Workstreams could be independent with each other or have
dependencies and also be carried out separately or combined manner.
Four workstreams are recommended as e-Government development standards,
implementation of e-Government portal, implementation of e-Government channel, and
system integration with related institutions in order to achieve the objectives set and
implement e-Government Portal efficiently aligned with implementation of Government
Administrative Service System, other government administration system and various
government e-Services. Those workstreams are carried out aligned with the whole Integrated
Tax and Customs System life cycle of strategic planning, implementation, stabilization,
continuous improvement and innovation.
5.4.1. e-Government Development Standards
The first workstream is e-Government development standards, which provides standards on
business process, technology and development methodology compliant with global standards
already applied in some advanced institutions. Thereby, e-Government Portal and other eGovernment systems ensure interoperability, scalability and flexibility.
5.4.2. Implementation of e-Government Portal
The second workstream is implementation of e-Government Portal, which provides a single
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gateway for government e-Services and information sharing to citizen and business. eGovernment Portal also plays a role as an integrated channel for government to communicate
with citizen and business more efficiently and effectively.
5.4.3. Implementation of e-Government Channel
The third workstream is implementation of e-Government Channel, which aims all citizens
and business to have same benefits from e-Government Portal with avoiding digital divided.
In order to achieve the objective, e-Government Portal is provided in the best way according
to diversified channels. Government Service Center is also implemented to provide
government services and share information to vary of user’s choice.
phased approach aligned with Government Administrative Service System implementation, eGovernment administration system and, progress of other e-Government initiatives and ICT
infrastructure deployment in the country.
5.5. Action Plan
The recommended workstreams and action items for e-Government Portal initiative are
carried out the following action plan.
[Figure IV.5-2]Action Plan to Implement e-Government Portal
6. Integrated Document Management System
6.1. Background
Current file systems have limited function for effective and efficient sharing of government
information among institutions and are used within a certain institution or shared within a few
institutions. Due to the limited maintenance budget, one of the well developed and used file
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systems; SEDI is no longer use, so Honduras government has planned to implement new file
system to replace SEDI.
In consideration of the situation, Integrated Document Management System should be
implemented with high priority to replace current file system, reduce redundant investment
and develop foundation for effective and efficient information sharing environment across
institutions. It also provides solid foundation for government administrative services,
especially civil affairs, and information sharing to citizen and business.
Therefore, implementation strategy for Integrated Document Management System can be
 Standardize and integrate document management process across institutions in order
to develop solid and advanced foundation of collaboration and support to streamline
end-to-end government operation.
 Standardize and implement workflow from drafting to approval with using ICT as to
reduce cycle time with increasing operational efficiency.
 Increase transparency and credibility of overall government operation with enabling
clear document creation, delivery, distribution and revision process and preventing
unauthorized access or modification of official documents
 Improve productivity of government operation considerably with reducing travel
time to get hardcopy documents and increasing electronic documents exchange.
6.2. Overview
Integrated Document Management System plays a critical role to establish foundations for eGovernment implementation and accelerate transformation to digital government.
The goals of Integrated Document Management System are to:
 Establish efficient and effective foundation for government operation toward
paperless government and administrative services with sharing government
information electronically with citizen and business.
 Standardize and integrated document management process and workflow as to
improve collaboration and consistency of operational quality among institutions
 Replace previous or current file systems which are limited function to share
government documents across institutions.
 Improve quality of government administrative services to citizen and business based
on streamlined and integrated workflow, e-Document management and e-Document
sharing within and outside government.
The scope of Integrated Document Management System is defined as following:
 Standardize document management process from creation to disposal, workflow
from drafting to approval and document sharing process from inquiry and
confirmation of receipt.
 Establish technical standards compliant with global standards with securing
interoperability, scalability and flexibility within and outside government, even
foreign countries.
 Implement platform for integrated document management and basic function
focusing on e-Document management system.
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


Integrate and/or interface with related systems within and outside government to
streamline end-to-end process as well as provide one-stop services to government
official, citizen and business.
Expand integrated document management functions to various types of contents and
apply it to all institutions and government administrative services.
Implement integrated and centralized operation and maintenance foundation.
The expected benefits for Integrated Document Management System are to:
and businesses with providing transparent management of government information
and sharing information in timely manner.
 Establish solid foundation for operational excellence in government operation and
administrative service provision.
 Improve performance, provide online one-stop services and increase user’s
satisfaction of overall government operation
 Reduce operational costs for traveling, producing and managing paper-based
documents, archiving paper-based documents.
Key consideration is also suggested that laws and regulations are prepared and put in place
for effective use of Integrated Document Management System. In order to accelerate
transformation to digital government, platform for integrated document management should
be implemented replacing current filing system prior to or along with implementation of the
first initiative planned.
Integrated Document Management System provides foundation for efficient and effective
collaboration, information sharing and provision of government administrative services
within and outside government.
Integrated Document Management System basically consists of five sub-systems to transform
all government operation based on electronic document and workflow and provide
convenient online services to citizen and business – administrative information sharing
service portal, work document management, digital contents management, central digital
contents and central digital archiving – with enabling standardized and streamlined end-toend government operation in integrated and collaborative manner with using ICT. System
administration for Integrated Document Management System is also located in it as subsystem, but it is integrated with centralized operation and maintenance.
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[Figure IV.6-1] Integrated Document Management System To-Be Image
There are twenty seven main functions in six sub-systems to provide integrated and
standardized document management environment in every institution with creating
collaboration workplace, improve efficiency and effectiveness of government document
management function, promote administrative information sharing within and outside
government, and also enhance ICT service management capabilities. Those main functions
are defined as follows:
Sub-system
Administrative
Information
Sharing Service
Portal
Work Document
Management
Function
Description
Access Control
Identification and authentication of user to
confirm that user have the rights to access the
system and document
Workflow
Drafting, review and approval process based on
standardized online form, electronic document
and digital signature
User Management
Monitoring, tracking and analysis of use of
document by user and management of user
information
Log Management
Monitoring, tracking and analysis of document
log of creation, access, inquiry, revision, transfer,
distribution, etc.
Search
Document search by pre-defined condition or key
word based on document index or contents.
Document
Creation, Review
and Approval
Automation and control of document creation,
review and approval with check-in and check-out
function along with document management cycle
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Sub-system
Function
Description
and document lifecycle
Digital Contents
Management
Central Digital
Contents
Distribution
Document
Distribution and
Delivery
Automation and control of document distribution
and delivery with document security function
with expiration date and passcode along with
document management cycle and document
lifecycle
Document
Archiving and
Disposal
Automation and control of document archiving
and disposal based on pre-defined rules under the
laws or institutional policies
Document Search
and Inquiry
Search and inquiry by pre-defined condition or
key word based on document index or contents.
Document
Lifecycle
Management of document lifecycle of creation,
revision, registration, distribution, application,
archiving and disposal
Contents
Acquisition,
Conversion and
Registration
Automation and control of various types of
contents to convert to standardized document
format and register in the integrated document
system
Index Extraction
and Management
Automation and control of extraction and
management index of converted document for
efficient and effective search and use in practice
Automation and control of archiving and disposal
Contents Archiving
converted contents based on pre-defined rules
and Disposal
under the laws or internal policies
Contents Search
and Inquiry
key word based on document index or contents.
Digital Rights
Management
Protection of illegal copy and distribution with
digital rights management and security functions
based on pre-defined rules under the laws and
internal policies
Contents Search
and Inquiry
key word based on document index or contents
Contents Link and
Relay
Link function to provide the direct access among
each system and relay function to receive and
resend the transmitted message and document
Transmission and
Receipt
Confirmation
Automated tracking of transmission and receipt
and sending alert of confirmation based on user’s
setting
Fault Management
Automated tracking of fault of transmission and
receipt, finding of problems and corrective action
or resolution.
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Sub-system
Central Digital
Archiving
Function
Description
Monitoring
Monitoring and provision of information on
monitoring
of
document
distribution,
transmission confirmation and fault management
Contents
Acquisition,
Conversion and
Registration
Automation and control of contents acquisition
and conversion from local document DB or
outside sources and registration in the central
document DB
Index Extraction
and Management
Automation and control of extraction and
management of index for document from local
DB and outside sources
Contents Storing, Automation and control of contents management
Transfer, Archiving along with contents lifecycle based on preand Disposal
defined rules under the laws and internal policies
Operation and
Maintenance
Document Search
and Inquiry
key word based on document index or contents
ICT Governance
and IT BSC
ICT Service
Management
service desk
System
Administration
system
management
with
configuration
management,
change
management,
rule
management, etc., which are located in Integrated
Document Management System, but integrated
with ICT service management system
[Table IV.6-1] Main Functions of Integrated Document Management System
6.4. Workstreams
Integrated Document Management System successfully. Workstreams could be independent
with each other or have dependencies and also be carried out separately or combined manner.
Six workstreams are recommended as e-Government development standards, implementation
of integrated document management system, implementation of administrative information
sharing center, implementation of integrated document management DB, system integration
with related institution and foundation of integrated operation in order to achieve the
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objectives set and implement Integrated Document Management System efficiently aligned
with other e-Government initiatives implementation. Those workstreams are carried out
aligned with the whole Integrated Document Management System life cycle of strategic
planning, implementation, stabilization, continuous improvement and innovation.
6.4.1. e-Government Development Standards
The first workstream is e-Government development standards, which provides standards on
business process, technology and development methodology compliant with global standards
already applied in some advanced institutions. Thereby, Integrated Document Management
System and other e-Government administration systems ensure interoperability, scalability
and flexibility.
6.4.2. Implementation of Integrated Document Management System
The second workstream is implementation of Integrated Document Management System,
which provides standardized and streamlined operating environment and integrated
collaboration workplace within and outside government.
6.4.3. Implementation of Administrative Information Sharing Center
The third workstream is implementation of administrative information sharing center in order
to cope with increased needs for sharing of government information as well as establish
centralized digital contents management and sharing environment.
6.4.4. Implementation of Integrated Document Management DB
The fourth workstream is implementation of integrated document management DB, which
manages work document in process along with document management lifecycle and
workflow, establish centralized document management to increase efficiency of document
management and facilitate document utilization, and enables to share information and
government documents within and outside government. Integrated document management
DB also contributes to reduce management costs of government documents, especially paperbased documents.
The fifth workstream is system integration with related institution, which is carried out by
phased approach aligned with Integrated Document Management System implementation, eGovernment Portal implementation, Government Administrative Service System
implementation, and progress of other e-Government initiatives.
The sixth workstream is foundation of integrated operation, which is agreement of service
administration, sub-system of Integrated Document Management System is integrated or
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management.
items recommended, which should be carried out aligned with Integrated Document
Management System implementation and progress of e-Government initiatives
implementation, as follows:
 Implementation of ICT governance: develop and implement foundation of ICT
 Implementation of ICT service management: develop and implement ICT service
system
 Implementation of administration system: develop and implement system
administrative function for Integrated Document Management System, which is
integrated into or interfaced with ICT service management system in the future.
6.5. Action Plan
The recommended workstreams and action items for Integrated Document Management
System initiative are carried out the following action plan.
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[Figure IV.6-2] Action Plan to Implement Integrated Document Management System
7. HR System
7.1. Background
The HR system has an important role to draw competent people into the government by
providing a proper training to the work and compensation over the outstanding performance.
The Policy raising Human resources as one of source for government’s competitiveness is
very crucial and it needs to manage effectively for human resource by use of HR system to
make the policy succeed. In Honduras, HR system will contribute to increase the ability of
the government to the citizen’s service, productivity of the business within the government.
Therefore, the whole HR processes from planning to compensation will be considered and
designed carefully to let the employees to be educated very well.
7.2. Overview
HR system has a series of the process to deal with effectively the human resource
development. HR system should be implemented to support the processes by the
computerized system.
The goals of Integrated Document Management System are to:
 Improve national competitiveness and advance service quality for the citizen through
developing human resource systematically
 Set long term vision for raising human resource
 Establish the consistent system over the human resource
The scope of HR System is defined as following:
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



Setup long term vision for the human resources
Establishing whole processes for HR from recruiting, selection, training,
performance appraisal to the compensation
Set up and adapt the strategy and implementation plan for developing HR
Implement HR system
The expected benefits for Integrated Document Management System are to:
 Improve national competitiveness by securing excellent people with long term period
 Advance the citizen services level and quality over the government services
 Increase productivity through self-satisfaction of the employee
Key consideration is to make common sense about the HR within government and support
the policy relevant to the HR.
The HR system will manage effectively the whole processes for HR from planning, recruit,
hiring, training, performance measurement to compensation and separation. The planning
function of the HR is based on the estimation of the HR’s demand and supply, therefore, the
balance between demand and supply is very important to make a plan of the HR. The
forecasting of the HR can be affected to internal and external factors; the forecasting methods
are direct managerial input or best guess and statistical and historical ratios. Internal foresting
factors are affected new positions, new equipment and technology, eliminated positions,
termination, retirements, resignation, turnover and transfer and so on, and external factors are
demographics of labor supply, population shift and unemployment rate and so on. The human
resource information system means computerized employee information systems to use the
transaction processing and employee self-service and decision support. HRIS system uses
personal data, promotion data, work history, educational data, performance appraisal, and
employment history for support the HR decision making.
In recruiting stage, there are job analysis and recruiting, internal recruiting and external
recruiting, and internal recruiting. Job description which is written description of the basic
tasks, duty and responsibilities, and job specification which is a written summary of the
qualifications needed to successfully perform a job, is required to analyze the job, The
external ways of the recruiting are advertisement, employee referrals, or internet job site, and
those methods can be chosen or mixed to make the great results for HR.
In the hiring stage, application and resumes, references and background checks, screenings
and interviews are applied to hiring of human resources. The use of those hiring processes
can also be applied to developing qualified human resources.
Training for the hired people is very important work in the HR system because the people
should have opportunity to develop the career path and the government services to the
stakeholders can be leveled up by the trained people. There are considering to the training
needs, training method and training evaluation in order that the objectives of the training is
accomplished.
The performance appraisal can define two functions which are the measurement over the job
performance and share of the performance feedback. The job performance measurement is to
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improve job performance measurements by improving performance appraisal measures
which has objective measures like sales, rejection rate and subjective measure such as, trait
and behavioral observation scales and train performance raters. The sharing of the
performance feedback is required to give effective the performance feedback to the employee,
and 360-degree feedback is applied to get the correct feedback for an employee.
Compensation is the tools to make employees to get some benefits or direct compensation
according to the performance estimation. The compensation plan should be designed to
reflect the results from the performance estimation of each employee. There are a lot of ways
to do it depending on the policy and value of the organization.
Turnover, retirement of employee is handled by the separation process in the HR system. It
requires that exit from the employment is designed to be negotiated and agreeable to the
employee without problems.
The following figure shows the To-Be image of the HR system to be reflected those HR
processes. The repository of the system should be built in the organization in advance, and
integration with the relevant organization has to be considered at the design phase of the
system.
[Figure IV.7-1]HR System To-Be Image
There are thirty main functions in ten sub-systems to provide integrated and standardized
human resources management environment, one-stop employment services for government
officials through HR portal in every institution and also enhance ICT service management
capabilities. Those main functions are defined as follows:
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Sub-system
HR Portal
Function
Description
Information
offering
Information on policy, institutions, national
education statistics, school, curriculum, academic
research, etc. in structured or tailored or
searchable way
Communication
Communication tools for interaction, information
sharing and decision support
Transaction Service Forms, applications regarding HR
User Service
Basic and tailored service for student, parent,
teacher, academy, government officials, etc.
through pre-defined structure by type of user or
individual setting
Service Linkage
Linkage to website of related institutions,
organizations and companies within and outside
government
Job Analysis
Recruiting
Hiring
Internal Recruiting
Collected data for finding out right people inside
organization
External Recruiting
Collected data for choosing right people outside
organization
Application and
Resume
Application forms, resume, education, career, etc.
Reference and
Background Check
Taking out from online about reference data for
selection
Selection Test
Automation and supporting functions for
individual school to manage application,
admission, enrollment, report card, etc.
Interview
Training
Performance
Appraisal
HR Planning
Various related data to analyze the Job
Online information regarding interview
Training Needs and
Information for training need and its method
Methods
Training
Evaluation
Information and data in regard to evaluation of
the training
Job Performance
Measurement
Evaluated the job performance based on the
accumulated date
Performance
Feedback Sharing
Sharing the performance estimation result using
e-mail to verify it
Supply/Demand
Estimation
Educational programs and contents used in class
room teaching
HR Information
System
Online learning program with self-learning
enabled functions
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Sub-system
Function
Description
Job Description
Description/
Specification
Job data regarding Job description and Job
specification
Separation
Termination /
Retirement /
Turnover /
Downsizing
Definition types of termination, separation or
incentive package by each type of termination,
management of turnover, downsizing plan and
execution, process of termination, etc.
Compensation
Decision
Criteria for compensation and its design support
Reward and Care
Separation
Operation and
Maintenance
Management for people left or turnover, etc.
ICT Governance
and IT BSC
ICT Service
Management
service desk
System
Administration
system
management
with
configuration
management,
change
management,
rule
management, etc., which are located in National
Education Information System, but integrated
[Table IV.7-1] Main Functions of HR System
7.4. Workstreams
Four workstreams with nine action items are recommended to carry out HR initiatives
successfully, achieve the objectives and realize expected benefits. The workstream includes
implementation of HR system, implementation of integrated HR DB and Data Mart, system
integration with related institution and the foundation of the integrated operation.
7.4.1. Implementation of HR system
The first workstream is implementation of HR System, which provides standardized and
streamlined operating environment and integrated HR system within and outside government.
The HR system consists of HR portal which provides HR information to the public and
interacts with them. The modules of the system is planning, recruiting, selection, training,
performance appraisal, compensation and separation, and Job description module should be
implanted to hire correct people to the right place. Those modules are interacting with HR
Database which contains all the information of the employee and HR statistics within the
government.
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7.4.2. Implementation of integrated HR DB and Data Mart
The second workstream is implementation of HR DB, which manages HR data in process
along with human resource data, generates the HR data for new people, and keeps existing
data updated. The Data Mart uses the HR DB to get data to analyze, estimate or understand
human resource information. It requires high degree of the work level in order to build the
HR DB and Data Mart, so the expert for these areas should be involved in the project.
7.4.3. System integration with related institution
The third workstream is system integration with related institution, which is carried out by
phased approach aligned with HR System implementation, e-Government Portal
implementation, Civil Affairs Administration System implementation, progress of other eGovernment initiatives, and private institution regarding HR management.
7.4.4. Foundation of the integrated operation
The fourth workstream is foundation of integrated operation, which is agreement of service
administration, sub-system of HR System is integrated or interfaced with ICT service
management system.
7.5 Action Plan
The recommended workstreams and action items for HR System initiative are carried out the
following action plan.
[Figure IV.7-2] Action Plan to Implement HR System
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8. National Education Information System
8.1. Background
National Education Information System plays an important role in success of e-Government
as well as achievement of Country Vision. It enables to facilitate nationwide education
management, share value added information, support academy to manage its affairs and
provide online education with using ICT in a better manner. It also accelerates transformation
of government administration toward digital government.
Assessment, especially interview results, shows that e-Education is important to achieve eGovernment implementation successfully as well as Country Vision. Hence, National
Education Information System is one of the enabler of e-Government implementation as well
as a part of overall nationwide ICT improvement, providing foundation to improve
educational environment.
8.2. Overview
provide administrative affairs and information related to national education and academy
more efficiently. It also provides more solid and advanced nationwide foundations for
effective e-Education delivery in order to achieve Country Vision with using ICT and
implementing e-Government.
The goals of National Education Information System are to:
 Accelerate implementation of e-Government in Secretariat of Education and
application of ICT nationwide education with leveraging its continuous effort for
improvement of educational environment with using ICT.
 Establish solid and advanced foundation to manage and provide government
administrative services and information in integrated and collaborative manner
within and outside institution including parent, student and teacher.
 Provide school information management infrastructure for both public and private
academies in order to improve efficiency of school administration.
 Establish foundation for e-Education delivery for within and outside government and
both citizen and business.
The scope of National Education Information System is defined as following:
 Understand current status of ICT in Secretariat of Education and major academies
including issues and requirements, and identify improvement opportunities in
perspectives of ICT infrastructure, e-Government implementation and nationwide
educational environment including e-Education.
 Restructure current government administrative process and apply redesigned process
to government operations, related system, government administrative services and
information sharing.
 Implement innovative National Education Information System and integrate it with
related systems within and outside institution with ensuring interoperability,
scalability and flexibility.
 Implement intelligence system to provide value-added information with analytical,
statistical and reporting functions.
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
Establish integrated and centralized operation and maintenance foundation.
The expected benefits for National Education Information System are to:
 Improve efficiency of government operation and quality of administrative services on
the matter of education and its administration.
 Improve quality of information and promote efficient and effective information
sharing across the country.
 Provide online administrative services on education including application, admission,
certificate, etc., which reduces overall social costs.
 Contribute to achieve Country Vision and National Plan of educated Honduras.
Key consideration is also suggested that National Education Information System has already
made significant progress compared with other areas or institutions, so the implementation
strategy should be developed in consideration of current and planned projects within and
outside institution including UNAH. Nationwide ICT infrastructure and utilization should be
also considered to deliver effective services and realize expected benefits at user’s
perspectives.
provide administrative affairs and information in integrated and collaborative manner within
and outside institution. It also provides nationwide advanced foundations for effective eEducation delivery.
National Education Information System consists of five sub-systems as a nationwide eEducation platform – e-Education portal, e-Learning solution, national education information
management, school information management, and research information and skill
development – in order to establish nationwide educational environment with using advanced
ICT. System administration for National Education Information System is also located in it as
a sub-system, but it is integrated with centralized operation and maintenance.
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[Figure IV.8-1] National Education Information System To-Be Image
There are twenty four main functions in six sub-systems to provide integrated national
education information management environment, improve operational efficiency and
administrative services, and support academic administration. They also improve overall
level of education and competencies for government officials as well as citizen and business
and enhance ICT service management capabilities. Those main functions are defined as
follows:
Sub-system
e-Education
Portal
Function
Description
e-Education
Service
Self-service enabled e-Learning and government
administrative e-Services
Information
Sharing
Information on policy, institutions, national
education statistics, school, curriculum, academic
research, etc. in structured or tailored or
searchable way
Communication
Communication tools for interaction, information
sharing and decision support
User Service
Basic and tailored service for student, parent,
teacher, academy, government officials, etc.
through pre-defined structure by type of user or
individual setting
Service Link
Linkage to website of related institutions,
organizations and companies within and outside
government
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Sub-system
e-Learning
Solution
National
Education
Information
Management
School
Information
Management
Research
Information and
Skill
Development
Function
Description
Classroom
Teaching
Educational programs and contents used in class
room teaching
Self-Learning
Online learning program with self-learning
enabled functions
e-Learning
Management
Online application, admission, registration, report
card and certificate, and learning progress
management
e-Learning
Contents
Management
Management and supporting functions to create,
revise, distribute, upload and deletion of elearning contents
Academy, Teacher
and Student Affairs
Management and supporting functions for
national education such as application,
admission, registration, certificate issuance, etc.
National Education
Affairs
Management and supporting functions for policy
and institution, national education scheme, public
education, curriculum, programs, etc.
National Education
Contents
Management
Management and supporting function to create,
revise, distribute, upload and deletion of national
and public education contents and provision of
advice or guidance on contents creation
National Education
Statistics
Statistical and analytical information on national
education such as percentage of population with
higher education, completion rate of secondary
education, etc.
School Website
Standardized or tailored platform for school to
publish its website
School
Administration
Automation and supporting functions of
individual school administration including
general affairs, payroll, etc.
Education
Administration
Automation and supporting functions for
individual school to manage application,
admission, enrollment, report card, etc.
Collaboration
Workplace
Online work platform with communication,
workflow, user services, search and site link for
employees and teachers at school
Academic
Research
Academic research information on various areas
provided with pre-defined structure or searchable
way
Educational
Advancement
Information, white paper, thesis and expert
columns on the matter to improve educational
system, programs and environment
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Sub-system
Function
Description
Skill Development
and Job Training
Information and program for skill development
and job training within and outside government
Foreign DB
Site link or sharing of database of foreign
information on education
ICT Governance
and IT BSC
ICT Service
Management
service desk
System
Administration
system
management
with
configuration
management,
change
management,
rule
management, etc., which are located in National
Education Information System, but integrated
Operation and
Maintenance
[Table IV.8-1] Main Functions of National Education Information System
8.4. Workstreams
National Education Information System successfully. Workstreams could be independent with
each other or have dependencies and also be carried out separately or combined manner.
Four workstreams are recommended as implementation of national education information
system, implementation of integrated education DB, knowledge DB and data mart, system
integration with related institutions, and foundation of integrated operation in order to
achieve the objectives set and implement National Education Information System efficiently.
Those workstreams are carried out aligned with the whole National Education Information
System life cycle of strategic planning, implementation, stabilization, continuous
improvement and innovation.
8.4.1. Implementation of National Education Information System
The first workstream is implementation of National Education Information System, which
provides advanced and integrated platform for nationwide education and education
administration within and outside institution. It also provides e-Education portal and eLearning solution in order to deliver education effectively with using state-of-art technologies.
It contributes to improve quality of information services and promote information sharing.
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8.4.2. Implementation of Integrated Education DB, Knowledge DB and
Data Mart
The second workstream is implementation of integrated education DB, knowledge DB and
data mart, which manages information on education more efficiently and effectively at user
perspectives. Knowledge DB supports provision and sharing of knowledge on education and
manages it more systematically. Data mart based on integrated education DB improves
strategic decision as well as day-to-day operations with offering enriched statistic and
analytical information by type of user and subject area. It also enables government to make
viable policy and develop practical strategy on national education based on value-added
information.
The third workstream is system integration with related institutions or organizations, which is
carried out by phased approach aligned with National Education Information System
implementation, ICT infrastructure deployment, implementation of other e-Government
initiatives and awareness of citizen.
The fourth workstream is foundation of integrated operation, which is agreement of service
administration, sub-system of National Education Information System is integrated or
service management.
 Adopt advanced ICT service management and delivery processes, and implement the
 Implement or use current ICT service management system with the state-of-art
implementation as well as National Education Information System implementation. There are
two action items recommended, which should be carried out aligned with National Education
Information System implementation, progress of e-Government initiatives implementation
and national ICT deployment, as follows:
 Agreement of service level and implementation of ICT service management: agree
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
administrative function for Integrated Tax and Customs System, which is integrated
8.5. Action Plan
The recommended workstreams and action items for National Education Information System
[Figure IV.8-2] Action Plan to Implement National Education Information System
9. Network Infrastructure
9.1. Background
Network infrastructure is essential ICT infrastructure for implementing e-Government
successfully. So depending on what level of network infrastructure will provide to the eGovernment, that is, how fast the network will provide, how large area will be covered and
how many users can access the network without burden financially or technically. However,
current state of the network infrastructure is not enough to be ready for conveying the
services. So through implementing this master plan, the network infrastructure will be ready
for implementing the e-Government.
9.2. Overview
Advanced network infrastructure required to effectively and reliably provide e-government
service through the government data network.
The goals are to provide the best network performance for government service, to reflect the
best cost-benefit outcome in realizing network infrastructure, and provide reliable and secure
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network environment.
The scope of work to achieve goals is defined as follows:
 Analyzing current network state, management condition and relevant parameters.
 Design network infrastructure enable to correspond dramatic data traffic increase for
years to come.
 Migrating or upgrading existing network to To-Be network to meet the requirements
for government services.
 Building up network management capabilities
 Making a training plan for human resource to fit new technology
Expected benefits are to increase productivity for government services, add new services
government needs to introduce for better service to the public or within government, increase
network service level by making fast responsiveness about network failure, and by innovating
network infrastructure, ICT competitiveness of the whole nation will increase exponentially.
Key consideration is needed to share broad common sense to making network infrastructure
with better quality.
Network infrastructure advancement should be considered access network, backbone network,
cloud service and management capability to maintain high speed, high quality service
through the network.
Network can classify access network, backbone network, cloud service and network
management. The access network allows the user access the network to use information
provided by government. The access network is related to the network advancement directly
because user acknowledges how the network capacity is in using the service. The access
network will be prepared for various access methods like wireline and wireless.
The wireline should contain high speed line such as DSL, Fiber to the home or business
which is FTTx, and wireless LAN for public Wi-Fi and 4G /LTE for broadband mobile
devices.
Backbone network should have big capacity to transfer all traffics from the access network.
Backbone plays a great role to transfer traffics generated by the user including data, voice and
video. Backbone network affects directly to network performance. And backbone network is
required to huge investments, so that the network should be designed carefully.
The cloud service is current trends of the network infrastructure, which provides network
virtualization, server virtualization and network as a service function. Through the cloud
services, effective investment of the infrastructure can accomplish.
Management of the network infrastructure requires keep the infrastructure with the highest
level. It contains network management, inventory management, service management and
report management. The network management reflects status of user computer or network
devices to attach to the network whether it is normal or fault states.
Inventory management is in charge of managing and holds status of the network resources.
The service management is related to how services will be served, so the information for
service will be collected and kept the information in the database. The report management
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produces the various reports to give information regarding management, inventory and
service.
The competitive tariff is very critical to spread e-Government services to the citizen. To make
the competitive tariffs, the policy such as, release of the entrance barrier should be prepared
to drive the competitive tariffs among the service providers in Honduras.
The skilled human resource should be secured to keep the network to be excellent, or the
training program for new person should be introduced to the people who have a talent for the
network technology. Through the training program, network infrastructure will maintain with
the highest quality.
[Figure IV.9-1] Network Infrastructure To-Be Image
The four areas with fourteen functions are recommended to build up the best Network
Infrastructure in order to provide solid foundation for e-Government service.
Areas
Assess Network
Backbone
Network
Function
Description
Wi-Fi Network
implementation
Implement public wireless LAN for the public
area like Mall, Airport or commercial building to
promote use of mobile phone.
FTTX Installation
Installation of the high capacity and high speed
network using fiber optic cable to the home or
business
4G/ LET
Expansion
4th Generation with long term evolution
technology to make mobile device use high
bandwidth.
High Capacity 20G
Backbone
Network aggregate traffic from user and
bandwidth between node to node within the link
NGN/BcN
Migration
New generation network work which provides
voice, data and video convergence
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Areas
Cloud Service
Function
Description
High Capacity
Internet
End user internet service with high capacity with
affordable price to promote utilization of eGovernment service to citizen
Network
Virtualization
Consolidation of server and storage in network
level in order to increase efficiency and save
costs for maintain the network
Server
Virtualization
Multiple server functions implemented in one
hardware for easy of management, saving space ,
utility and reduce investment
NaaS
Network as a service which provides network as
a one of service to other purpose like software or
hardware which can be rented to the other entity
Network
Management
Checking and displaying of all equipment
connected to the network to inform the
healthiness of the equipment
Inventory
Management
Inventory data management of the equipment
within the network which gives information
about whether active or inactive, or spare parts
Service
Management
Management of end-to-end services including
quality of services, policy based routing, IP
address management, etc.
Report
Management
Reporting functions for required actions such as
failure, status information for certain time of
duration, etc.
Management
[Table IV.9-1] Main Functions of Network Infrastructure
9.4. Workstreams
Performance Management System successfully. Workstreams could be independent with each
other or have dependencies and also be carried out separately or combined manner.
The four workstreams with nine action items are recommended based on Network
Infrastructure To-Be Image in order to build up the best Network Infrastructure for eGovernment service as essential activities.
9.4.1. Access Network Advancement
For the access network advancement, it should be analyzed current state like network
topology, configuration, networking speed, routing and switching and so on. To upgrade the
access network based on the current state of the network, the goal and strategy should be
developed first so as to fit the purpose of the network expansion. Afterward, the
implementation plan has to be prepared. There are a lot of choices for implementing the
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access network. The wired or wireless network should be considered to the plan according to
the availability of the network resources and investment.
9.4.2. Backbone Network Advancement
The backbone network called trunk network which is the network among the node to node
network. To make the backbone network advancement, the current states of the existing
network has to be analyzed to understand the structure of the backbone network, transmission
capacity and switching and routing capacity of the backbone network and so on.
Generally, the bandwidth capacity of the backbone should be over 20Gbps to handle the
traffic comes from the user site and switching capacity required Gbps switching at least.
9.4.3. Cloud Computing Service
The cloud is a means by which world-class, highly scalable and flexible services can be
delivered and consumed over the internet through as-needed and pay-per-use business model.
The cloud service means that new access to the service, new capabilities for multi-tenant
software and new connection to the information in context. To provide cloud service to the
user cloud ready platform has to be ready and cloud ready network services are provided on
the platform, and cloud service environment is ready on the network services in integrated
management and policy.
To make cloud service to be successful, the cloud networking challenges which are security
risks, integration issues and user experiences should be overcome by adopting the correct
solutions.
9.4.4. Integrated Management System and Skill Development
Integrated Management System is essential to network infrastructure management. It also
should be able to support that GIDC is functioning well. Thus, there are at least three
management components required, which are Standardized Management Procedure (SMP),
Management System (MS) and Management Organization (MO).
There are three procedures in the standardized management procedure, which are service
support procedure, service supplying procedure and IT infra management procedure. In
service support procedure, it consists of five management procedures for error handling,
change management, configuration, trouble-shootings and user request. There are three
management procedures for performance, capacity and service level in service supplying
procedure. Through IT infra management procedure for networking equipment, the
standardized management procedure supports the network management.
Management system is management service support system that provides help desk service,
dashboard and service level management, and management support system that provides
integrated management, integrated resource management and integrated security management.
In the management organization, there would be cross-functional team which is vertical
organizational structure or procedural team that provides services by person who is in charge
of the service. However, when a service is requested, cross-functional team, which consists of
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the functional and procedural team, should be effective to respond to it.
[Figure IV.9-2] Procedure, Supporting System and Organization of Network Infrastructure
The training is an essential element for successful implementation and roll-out over the
network infrastructure. Training enables Honduras to operate independently after project
completion. The following table shows the training method and training courses for the
people regarding the network infrastructure.
Category
Lecture
OJT (On the
Job Training)
Professional
institution
On-line
training
Technology
Training Method

Training for 20 ~ 30 trainees, based on theory
 Minimizes the interference with daily work

Education using the installed product
 Possible to learn technology in detail

Utilizes professional institutions to use their training facility to
provide hands-on experience
 Provide technical information on specific area

Uses virtual learning systems for self-learning
 Training for many users anytime, anywhere
 Less effect of training and difficult to evaluate the result of training

Project related technology seminar will be held for the request
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Category
seminar
Training Method

Training for many trainees at the same time
[Table IV.9-2] Network Training Method
Course
Basic Course
Network
Installation
Course

IT technology
 Networking theory

Network Service System
 Management System, Security System

Technical
Support Course
Technical Support Basic

Networking solution

Network system maintenance

O&M Basic
 Network Analysis, System Analysis
O&M Course
Method
Lecture
OJT
Lecture
OJT
Practice, OJT
Lecture

Networking management & management
 Hardware, software and service management
OJT

OJT
Inventory and service management
[Table IV.9-3] Network Training Course
9.5. Action Plan
The action items about access network, backbone network should be recommended to
implement at first because physical infrastructure is required to drive e-government, and
implementing the cloud service should follow next stage.
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[Figure IV.9-3] Action Plan to Advance Network Infrastructure
10. Performance Management System
10.1. Background
Performance Management System facilitates transformation toward digital government with
driving changes in fundamental and organizational culture to vision and objective-oriented
government and improving communication on vision and strategic objectives within and
outside government.
Assessment shows that there is the national ICT policy, Digital Agenda 2014 – 2018, but it is
not clearly communicated within government and objectives set in it is not systematically
managed. There is lack of long-term strategic plan on ICT and e-Government. Even if there is,
there is a doubt about sustainability of policy, strategic plan and objectives.
10.2. Overview
Performance Management System drives successful implementation of e-Government and
transformation toward digital government based on objective-oriented organizational culture
and strategic government management.
The goals of Performance Management System are to:
 Transform fundamentals of government management on the basis of objective and
performance-oriented organizational culture.
 Institutionalize continuous innovation toward advanced digital government.
 Share Country Vision, National Plan, Digital Agenda and e-Government
implementation and progress of them more effectively within and outside
government.
 Secure sustainability of ICT and e-Government implementation
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The scope of Performance Management System is defined as following:
 Develop strategy plan and government performance management framework
including scheme, process and metrics for performance management.
 Implement performance management process and system aligned with performance
management framework and scheme.
 Integrated with data sources and implement data warehouse to improve capabilities
for performance analysis and reporting based on accurate, complete and consistent
information.
 Plan, execute and monitor organizational change management programs.
 Establish integrated and centralized operation and maintenance foundation.
The expected benefits for Performance Management System are to:
 Establish foundation for strategic decision-making and objective-oriented day-to-day
operation.
 Improve communication and build consensus within and outside government more
effectively, which facilitates achievement of Country Vision, National Plan, Digital
Agenda and e-Government implementation.
 Contribute to motivate and retain human resources and deliver visible outcomes from
the plan.
Key consideration is also suggested that change management in order to reach an agreement
on the fundamentals is critical to implement objective-oriented organizational culture and
performance management system successfully.
Performance Management System enables government to communicate vision and objectives
more effectively and manage organizational and individual performance transparently and
systematically.
Performance Management System consists of four sub-systems – user service, policy and
institution management, performance planning management and performance evaluation
management – in order to achieve vision and objectives more effectively and implement eGovernment efficiently with changes in the fundamental and organizational culture. System
administration for Performance Management System is also located in it as a sub-system, but
it is integrated with centralized operation and maintenance.
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[Figure IV.10-1] Performance Management System To-Be Image
There are nineteen main functions in five sub-systems to provide integrated national
education information management environment, improve operational efficiency and
administrative services, and support academic administration. They also improve overall
level of education and competencies for government officials as well as citizen and business
and enhance ICT service management capabilities. Those main functions are defined as
follows:
Sub-system
Function
Description
Dashboard
Dashboard with interactive graphic interface of
key performance information such as progress
against plan for strategic initiatives and major
performance metrics
Analysis
Analytical and statistical information of
performance status and major performance
metrics by organization, strategic initiatives,
performance type, etc.
Monitoring
Real-time monitoring function of performance
status by organization, strategic initiatives,
performance type, etc.
Search and Inquiry
Search and inquiry of performance history,
performance status, organization, strategic
initiatives, etc. by pre-defined condition or tree
structure or key word.
Policy and
Guidance
Information offering, management, decisionmaking, and communication on policy and
guidance of performance management
User Service
Policy and
Institution
Management
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Sub-system
Performance
Planning
Management
Performance
Evaluation
Management
Operation and
Maintenance
Function
Description
Institution
Information offering, management, decisionmaking, and communication on institution of
performance management such as reward and
compensation
Rules and Metrics
Automated management function to register,
change and deletion of rules and metrics defined
in policy and institution
Organizations
Automated management function to register,
change and deletion of institution, unit and
individual for performance management
Strategic Planning
(Mid- and Longterm)
Strategic planning function to set vision,
objectives, goals and performance metrics for
three to five years
Strategic Initiatives
Registration of strategic initiatives and setting of
vision, objectives, goals and performance metrics
Annual Planning
Registration of annual planning and setting of
objectives, goals and performance metrics
Enabler
Management
Registration, management and communication of
performance enablers defined policy and
institution
Strategy and
Direction
Input or integrated from other systems for
performance status and automated evaluation
based on pre-defined rules for strategy and
direction
Operational
Performance
based on pre-defined rules for operational
performance such as efficiency, productivity,
cycle time, citizen’s satisfaction, etc.
Financial
Performance
based on pre-defined rules for financial
performance such as expenditure against budget,
cost reduction, estimation accuracy, etc.
Analysis and
Reporting
Standardized or tailored analytical and reporting
tool for performance evaluation
ICT Governance
and IT BSC
ICT Service
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Sub-system
Function
Description
Management
service desk
System
Administration
system
management
with
configuration
management,
change
management,
rule
management, etc., which are located in
Performance Management System, but integrated
[Table IV.10-1] Main Functions of Performance Management System
10.4. Workstreams
Five workstreams are recommended as implementation of performance management strategy
plan, implementation of performance management system, implementation of integrated
performance DB and data warehouse, system integration with related institution, and
foundation of integrated operation in order to achieve the objectives set and implement
Performance Management System efficiently. Those workstreams are carried out aligned with
the whole Performance Management System life cycle of strategic planning, implementation,
stabilization, continuous improvement and innovation.
10.4.1. Performance Management Strategy Plan
The first workstream is to develop performance management strategy, which includes
objectives, scheme, process and metrics in order to change fundamental and organizational
culture to objective and performance-oriented government. It eventually contributes to
achieve Country Vision, National Plan and Digital Agenda as well as successful and
sustainable implementation of ICT infrastructure and e-Government.
10.4.2. Implementation of Performance Management System
The second workstream is implementation of Performance Management System, which
enables automated and advanced performance management of organization and individual,
and provides better communication environment on vision and strategic objectives. It also
provides user services, which enables user have performance information more efficiently
and communicate more effectively. It ultimately contributes government to achieve vision
and objectives set in Country Vision, National Plan, Digital Agenda as well as
implementation of ICT infrastructure and e-Government. It also provides strategic
initiatives function for Digital Government Unit to manage e-Government initiatives
efficiently and effectively without project management system.
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10.4.3. Implementation of Integrated Performance DB and Data
Warehouse
The third workstream is implementation of integrated performance DB and data warehouse,
which manages information on plan and performance more systematically with ensuring
accuracy, completeness, integrity and consistency. In order to do that, information from
related system is extracted and stored in integrated DB for performance analysis and
reporting. Data warehouse is implemented based on integrated performance DB in order to
improve performance management capability with advance analysis and reporting.
The fourth workstream is system integration with related institutions or organizations, which
is carried out by phased approach aligned with Performance Management System
implementation, ICT infrastructure deployment, implementation of other e-Government
initiatives and other government administrative systems. However, Performance Management
System basically is integrated with finance system (SIAFI) for financial performance
management and HR system to provide performance evaluation information with having
human resources management function improved with skill development, motivation,
incentives, etc.
administration, sub-system of National Education Information System is integrated or
service management.
 Adopt advanced ICT service management and delivery processes, and implement the
 Implement or use current ICT service management system with the state-of-art
implementation as well as National Education Information System implementation. There are
two action items recommended, which should be carried out aligned with Performance
Management System implementation, progress of e-Government initiatives implementation
and national ICT deployment, as follows:
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

Agreement of service level and implementation of ICT service management: agree
administrative function for Performance Management System, which is integrated
10.5. Action Plan
The recommended workstreams and action items for Performance Management System
[Figure IV.10-2] Action Plan to Implement Performance Management System
11. Government Integrated Data Center
11.1. Background
The Government Integrated Data Center (hereinafter referred to as “GIDC”) is required to
provide the government service to the citizen using electronic channels, each Secretariat or
agency can prepare to provide quick and easy service, and that is common phenomena up to
now. But in the view of the investment, operation and management, the services by individual
Secretariat estimated less efficiency than integrated services by Government integrated data
center.
According to the report regarding the data center in Honduras, there are many organizations
having their own data center for their services, but they need to upgrade the data center to
provide better functionality and security of the data center. Moreover, to save the growing
expenditure for ICT infrastructure, it is great time to make investment for GIDC.
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11.2. Overview
GIDC is Government ICT infrastructure to provide high quality of services with economic
way, and avoid investment duplication of the assets required to government. Therefore GIDC
should be flexible, standardized and security enforced common infrastructure
The goals are to build ICT infrastructure for government service and implement sustainable
infrastructure for government system and service
The scope of work to achieve goals is defined as follows:
 Doing feasibility study to find out cost effective way to build GIDC
 Design GIDC Architecture for reflecting requirements that GDIC must support
 Design and Build up Physical infrastructure like network, building facility and
security management
Expected benefits are to save costs of the government operation by providing one stop service
from buying to operation to maintenance, share ICT people’s ability through whole
government and provide high quality of government service without any hurdles like security
threat.
As the key consideration, laws and regulations should be prepared and put in place for GIDC,
and align GIDC with current data center operation and find out economic way to build up
GIDC.
GIDC prepares seven roles to provide high quality of service, ICT, Facility and GIDC
building infrastructure will be ready to support the roles as three physical domains.
Goal of the project should make Tier III level, which is defined by Uptime Institute, will be
applied to the GIDC as a design goal.
 Uptime Institute is the world-unique organization that provides consulting, education
and seminars for data centers. About 85 percent of the Fortune-100 enterprises have
subscribed to Uptime Institute membership. It is only institution in which certify tier
level of data centers.
 The following Tier III level is defined as follows:
- Availability: 99.982% (annual non-operation hours are 0.4~1.6 hours)
- Equipped with dual redundant power and air conditioning facilities that provide
power and air conditioning via single route
- Real-time maintenance and regular check-up of infrastructure facilities is
possible without full stopping of the IT systems
For the vision of the GIDC is as follows:
 Excellent and outstanding IT infrastructure for supporting e-Government services in
order to increase productivity of the government policy
 System and service center for providing the highest services to the citizens
immediately to when they want and what they need
 Efficient and Effective data center as which avoid duplicate investment for IT
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resources and provide integrated operations for every IT services the government
pursues
The Strategy to support the GIDC vision is as follows:
 Constructing a building as base of national IT infrastructure for securing government
services with very efficiently and flexibly even at any changes of situation that may
occurred in the future.
 Installation of the great quality of the hardware and software to provide seamless
support of the government services without downtime.
 Setting up operation and management plans in which contain employ training plan,
system management procedures and governance of the GIDC operation organization
 Security plans for monitoring, tracking and controlling the resources and person to
come in and out of the building and outside of the building
 There is framework help see the vision and the strategy very well which define roles
within GIDC and physical domains as an infrastructure for executing the roles
[Figure IV.11-1] Government Integrated Data Center To-Be Image
Seven roles to be operated and 3 physical domain for GIDC infrastructure is defined to
implement the excellent GIDC. The seven roles are defined as follows:
Roles and
Domain
GIDC 7 roles
Key function
•
•
•
•
•
•
•
Planning & Strategy
Security & network management
Information Resource management
Operation Control
SLA management
Technical assistance & consulting
Contribution to community
Description
Data Center has to have key
functions to operate it
effectively.
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Roles and
Domain
ICT
infrastructure
Domain
Facility
infrastructure
domain
GIDC building
Key function
Description
• Integrated operation management
system
• Integrated security management
system
• Integrated network management
system
• Shared storage & backup system
• Integrated resources management
system
• Disaster recovery system
• Center control
• Supply electricity
• HVAC
• Fire protection
• Facility security
• Consolidated cabling system
ICT infrastructure within the
data center should provide
these functions to maintain
the GIDC works well.
•
•
•
•
Main Computing space
Computing assistance space
Office and training space
Welfare space
Facility management function
is required to keep the GIDC
working continually without
fault and these are very
important to the GIDC
operating environment. These
systems must fulfill the
standardized procedure and
quality.
Building should meet the
GIDC operating condition
defined by the international
institution.
[Table IV.11-1] Main Functions of Government Integrated Data Center
11.4. Workstreams
Four Workstreams with action items are recommended to carry out GIDC initiatives
successfully, achieving the objectives and realizing expected benefits.
11.4.1. Feasibility Study for Government Integrated Data Center
To estimate the feasibility of the GIDC, feasibility study is required. The procedure of the
feasibility study for GIDC is as follows:
 Assessment of the current status of the GIDC
There is no guideline for operating government computing equipment and computing
centers, and government agencies are operating computing systems and server rooms
separately depending on importance and scale of agency.
The problem of Honduran government agencies in data management is that data losses
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occur frequently. As many data of government agencies are managed separately by
government workers, data are often lost due to resignations of employees, PC failures,
and improper job change-over. In particular, it often happens that resigning employees
delete all data in their possession without handing them over to their successors, which
causes a great deal of difficulties in data management. The following table shows the
current states of the data center holding by the government agencies.
No.
Government Agency
Name of Service
Type of
Server
1
Secretariat of Energy,
Natural Resources,
Environment and
Mines
MIGA
Mid-range
server
HP
Internal
2
Secretariat of Defense
Informative Website,
Transparency Portal,
institutional electronic
mail
Virtual
PC
VMware
station
Dell
Internal
3
Secretariat of Labor
and Social Security
Job board services, social
security and labor rights
Mid-range
server
Dell
Internal
4
Secretariat of
Education
Secretaría de Educación
República de Honduras
Mid-range
server
HP, Dell
Internal
Secretariat of
Presidency
Secretaría de Estado en el
Despacho Presidencial
Virtual
machine
in SAN
Dell
Dell
Internal
National Commission
of Banks and
Insurances
Services for consultation
and exchange of
information with the
institutions supervised
(Financial
interconnection)
Mid-range
server
Dell
Internal
Secretaría de Relaciones
Exteriores de Honduras
PC class
server
Dell
Internal
Portal Web Instituto de la
Propiedad
Publication of the
following: economic
indicators, credit and
exchange monetary
policy, exchange rate of
foreign currency, the goal
of automated capture and
generation of economic
statistics
Mid-range
server
Dell
Internal
PC class
server
HP-Compaq
Internal
5
6
7
8
9
Secretariat of Foreign
Affairs and
International
Cooperation
Institute of the
Property
Central Bank of
Honduras
Manufacturer Location
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No.
Government Agency
Name of Service
Type of
Server
10
Executive Revenue
Service
Portal Institucional
Dirección Ejecutiva de
Ingresos
Dedicated
server
Dell
Internal
National Autonomous
Service of Aqueduct
and Sewer System
National Institute of
Government
Employees’
Retirement and
Pension
Servicio Autónomo
Nacional de Acueductos y
Alcantarillados
Mid-range
server
Dell
Internal
Query services and
transparency portal
Mid-range
server
Dell
Internal
13
Secretariat of Security
Secretaría de Seguridad
No
answer
HP
Internal
14
Institute of Access to
Public Information
Application server
Mid-range
server
HP
Internal
15
Secretariat of Social
Development and
Inclusion
SEDIS - Dirección de
Pueblos Indigenas y
Afrohondureños
PC class
server
Dell
Internal
16
Secretariat of Health
Secretaría de Salud
Mid-range
server
Dell
Internal
17
Secretariat of Human
Rights, Justice,
Governance and
Decentralization
No answer
External
server
External
External
18
National Electric
Power Coporation
Empresa Nacional de
Energía Eléctrica
Mid-range
server
HP
Internal
19
National Institute of
Statistics
National statistical
information
Mid-range
server
Dell
MAS
NET
20
Honduran
Telecommunication
Corporation
(HONDUTEL)
HONDUTEL
Mid-range
server
IBM
Internal
11
12
Manufacturer Location
[Table IV.11-2] Current Status of Data Center within Honduras Government
 Benchmarking over the advanced country
To identified the direction of the government data center, the benchmarking over the
advanced country like Korea, USA or other selected country. Through the benchmarking
the implication of what kinds of points should be reflected to build up the GIDC. For
example, the implications from the benchmarking can be considered as following table:
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Secure Safety
Improve cost
efficiency
Enhanced
Service level
• Increase business continuity: By preventing occurrence of problems,
provide IT environment that does not interrupt operation.
• Enhance counter-measures against disasters: Build system to take
measures promptly when disasters/problems occur.
• Increase security: Improve ability for prevention of and countermeasures against information trespassing.
• Economies of scale: Decrease duplicated investment by sharing
resources through integrated environment, and reduce purchasing
costs through increasing negotiation power.
• Reduce complexity: Optimize IT resources dispersed in multiple
places into an integrated environment, and save costs by
simplification and standardization of tasks.
• Remove overspending factors: Remove wasteful expenditures that
could avoid.
• Increase IT operation efficiency: Operate IT equipment with less
man-power through speedy handling and less wasteful work.
• Increase responsiveness to customers: Vitalize responding to
customers’ demand and opinions by integrating customer contact
center.
• Achieve higher service level: Raise the level of information age by
reducing the gaps of capability among various organizations,
introducing new technology and reinforcing professionalism.
• Improve reliability: Provide speedy and clear services by improving
business process and procedures.
[Table IV.11-3] Implications for Government Integrated Data Center Benchmarking
 Develop the vision and strategy for building up the GIDC
In this stage, vision and goals of the GIDC should be suggested and developed the
strategy for implementing the vision and goals as follows:
[Figure IV.11-2] Objectives and Goals of Government Integrated Data Center
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 Design and implementation plan of the GIDC
In this stage, the scope of the work has to be defined, and detailed implementation plan
should be suggested so that GIDC enable to be built by the plan. There are plenty of
activities in the plan including building construction, facility infrastructures to be
installed in the building and network infrastructure to be used to the computing resources
in the GIDC. And detailed schedule and organization of the GIDC management and
management procedure will be included in this stage.
 Economic Analysis of the GIDC
The objectives of the economic analysis is to conduct the analysis to assess the benefit
and cost ratio, and project feasibility of the GIDC project as SOC facility
The analysis indices the Benefit/Cost ratio, Net Present Value (NPV), and economic
internal rate of return (EIRR)
There will be applied direct and indirect economic analysis to get correct information for
the estimation.
11.4.2. Critical Factors Evaluation of Government Integrated Data Center
Location evaluation based on the security, sustainability of the disaster is very important
work, and GIDC should be located at the place where the utility like power,
telecommunication link provides easily, where physical attack from outside can be protected,
and where the natural disaster like earthquake, hurricane or tornado is not occurred.
The international data center organization recommends the right place to be suited to build
the government data center as follows:
Items
Accessibility
infrastructure
for
Criteria
social
Secure, stable and easy access from/to social
infrastructure such as roads, power and telecom
networks.
Reasonability of center’s size including future
Sufficient land area and longexpansion with regard to the minimum available land
term use of the land
space and availability of the long-term use of the land
Limitations by urban Planning
Location where construction of the center is possible
according to use zoning
Safety from natural disaster
Location seldom affected by natural disasters such as
earthquake and typhoons.
Investment effectiveness
Usability of the social infrastructures like power,
telecom or water
[Table IV.11-4] Location Selection Criteria for Government Integrate Data Center
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11.4.3. Digital Infrastructure
The environment facility, operation center, facility management system and network
infrastructure should be designed in this stage, so the detailed information of the system to be
considered in the design phase has shown in the following table.
Items
Purpose
Environment Facility
(server room components)
The server room requires stable and efficient environment
as an important space that provides non-interrupted
operation of the IT system on the 24-hour/365-day basis.
Therefore, we have established the following design
strategy.
Operation center and
Facility Management
system
The GIDC command center requires the optimal system
environment because it controls system operation status by
comprehensive and systematic manner through 24hour/365-day real-time monitoring to the information
system and infrastructures,
Facility configuration
Electricity configuration, Air-conditioning system
Fire-fighting system, Physical security system (CCTV,
Access Control) should reflect to the design
Network infrastructure
All ICT equipment is connected to the network
infrastructure in the GIDC, so proper design of the
network infrastructure for GIDC is critical, thus
performance, resiliency and scalability should be
considered at the design.
[Table IV.11-5] Infrastructure Requirements for Government Integrated Data Center
11.4.4. Implementation of Infra System
Facility infrastructure should be implemented to protect the information system against
natural disasters, provide optimal and stable environment for running IT equipment, highlevel of physical security, efficient operation, and stable power supply to the systems for
24x365 day operation in the GIDC.
Network infrastructure is the common infrastructure in the GIDC. All computing equipment
connected on this network structure for handling its own purpose well.
It should provide very high capacity to backbone network, of which switching capacity is
over tens of terabit per second and use fiber channel to connect server or storage within the
GIDC, and monitoring system, operation management system, security management system
and facility management system should be connected to this shared network without
bottleneck. The conceptual diagram for the network infrastructure is as follows:
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[Figure IV.11-3] Conceptual Network Diagram for Government Integrated Data Center
11.5. Action Plan
The following figure shows detailed action plan by Workstream for implementing GIDC.
According to the action plan, the GIDC building construction is the critical path for
implementing the GIDC. Therefore, it should be decided for GIDC to be constructed new
building or renovated the existing building for purpose of the GIDC.
[Figure IV.11-4] Action Plan to Implement Government Integrated Data Center
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12. Roadmap
12.1. Logical Sequence
In order to finalize prioritization and develop roadmap out of the selected e-Government
initiatives, logical sequence of them is identified based on interrelations analysis, review of
benchmarking studies and professional judgment.
Key messages from logical sequence identification are as follows:
 Organizational model focusing on institutional arrangements and redesign of Digital
Government Unit should be carried out in advance.
 Legal framework is supposed to be ready prior to the implementation of eGovernment initiatives, but each required act or decree needs for the specific initiative
to be prepared and put in place in line with the schedule to implement it.
 Change management needs to be planned and executed, and status of changes should
be monitored along with the whole e-Government implementation. However, Change
management programs are also required to be planned and executed for each eGovernment initiative.
 In spite of lower priority compared with some of other initiatives, Government
Integrated Data Center and Network Infrastructure should be started in advance to
provide solid foundation, reduce redundant investment and accelerate transformation
to digital government.
 Integrated Document Management System is the foundation of online service and
information offering within and outside government. Hence, it should be implemented
prior to other e-Government initiatives to provide efficient and effective online
service provision and information sharing, and standardize government operation.
The diagram below shows the conceptual interrelations and logical sequence of the selected
e-Government initiatives.
[Figure IV.12-1] Logical Sequence of e-Government Initiatives
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12.2. Roadmap
The roadmap for the e-Government initiatives to implement e-Government is developed in
consideration of prioritization based on strategic evaluation of forty potential initiatives and
adjustment based on logical sequence among sixteen selective initiatives including initiatives
for management strategy. In order to develop viable roadmap, project period of time for
respective initiative is also considered to utilize available resources efficiently, finance and
secure funds, train human resources, apply to actual practices and standardize implemented
initiative.
The roadmap recommended here only includes e-Government initiatives for implementation
strategy. The roadmap has been developed based on five-year cycle and defines eGovernment development phases as foundation (2015 – 2016), stabilization and expansion
(2017 – 2018) and advancement (2019).
[Figure IV.12-2] Roadmap of e-Government Implementation
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V. Management Strategy
1. Methodology Framework and Activities for Management Strategy
Management Strategy is to define overall e-Governance framework and design actual eGovernment implementation and operation environment, which is e-Government operating
model, consisting of organizational model, management structure of project management,
change management and legal framework. It is critical for the successful e-Government
implementation in collaboration with various stakeholders.
[Figure V.1-1]Methodology Framework and Activities for Management Strategy
2. e-Governance Framework
2.1. Background
According to assessment, government reform has been carried out and organization has been
established for government to transform toward digital government under the law. But the
organizational structure for digital government unit and major roles and responsibilities are
not clearly defined yet. There also has been some progress in legal and institutional
framework, but they are still not adequately prepared without essential acts and institutions
put in place.
Based on interview results, major issues which should be addressed in management strategy
are lack of communication within and outside government, lack of collaboration to
implement ICT infrastructure and e-Government, lack of awareness by both citizens and
businesses, insufficient skilled and experienced human resources, legal framework to drive
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and support sustainable e-Government implementation in practice.
Therefore, e-Governance framework should be properly established to facilitate
implementation of ICT infrastructure and e-Government initiatives, sustain application them
in practice and promote continuous improvement.
2.2. e-Governance Framework
e-Governance framework defines and provides e-Government implementation environment
with core operating model of organizational model, management structure focusing on
project management, change management and legal framework. It should be carried out
aligned with overall e-Government Master Plan and individual e-Government initiatives
along with project lifecycle from planning to closeout.
[Figure V.2-1] e-Governance Framework
Organizational model includes institutional arrangement, organizational redesign focusing on
Digital Government Unit, definition of major roles & responsibilities and ICT capacity
building.
Management structure defines standardized project management processes and core activities
to manage e-Government implementation and operation. Change management provides basic
methodology to plan, execute and monitor overall changes. Project management and change
management should be planned and executed in coordinated manner for application in actual
practices as well as successful implementation of e-Government.
Legal framework recommends e-Government legal structure, framework acts required, acts
and decrees to put e-Government initiatives in place, and key components for recommended
acts and decrees.
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3. Organizational Model
3.1. Institutional Arrangements
3.1.1. e-Government Promotion Organizational Structure
Institutional arrangements for e-Government promotion are designed with five functional
groups – dedicated e-Government body, central funding body, ICT leadership group, ICT
technical group and public private partnership – in order to facilitate institutional interactions
and implement e-Government initiatives in collaborative and integrated manner. It also
promotes engagement of private sector from policy making to operation and maintenance of
e-Government based on strategic partnership.
[Figure V.3-1] Institutional Arrangement for e-Government Promotion
3.1.2. Major Roles and Responsibilities of Participant Organization
e-Government implementation brings together many participants, which requires clear roles
& responsibilities in an inter-related and mutual dependent way with separation of ownership
and accountability based on agreement and/or contract. Participant organizations and their
major roles and responsibilities by organizational function are suggested as the table below.
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Sector
Public
Sector
Organizational
Function
Dedicated
e-Government
Body
Participant
Organization
Digital
Government
Unit
e-Government
Board
Central
Funding Body
ICT /
e-Government
Agency
SEFIN /
ONCAE
User Sector
User Secretariat
• Develop ICT and e-Government
policy and guidance to advance ICT
infrastructure and implement eGovernment initiatives in efficient,
effective and collaborative manner.
• Identify issues, requirements, and
opportunities, define and prioritize
ICT and e-Government projects,
develop plan, proceed as planned, and
monitor progress.
• Review and approve proposed ICT and
e-Government projects from various
participant organizations.
• Identify opportunities and propose ICT
and e-Government projects.
• Provide financial and economic
analysis with business cases and
provide advice.
• Manage funding arrangements and
allocations to projects.
• Cooperate with internal and external
audit and in program management
• Consider the whole of government
ICT
investment
principles
in
identifying opportunities and defining
projects.
CIO Council / • Provide feedback to dedicated eGovernment body, central funding
CONATEL
body and public private partnership.
• Proffer advices to dedicated eInformation
Government body and central funding
Society Council
body through working closely with
public private partnership.
• Facilitate implementation of ICT
infrastructure and e-Government.
ICT Leadership Government
Group
CIO
ICT Technical ICT /
Group
e-Government
Operating
Agency
• Manage delivery and operation of ICT
infrastructure and public services in
conjunction
with
participant
organizations in public private
partnership.
273 / 328
Sector
Private
Sector
Others
Organizational
Function
Participant
Organization
Public Private ICT Company
/ Partnership as
Sponsor
and
Consortium,
Funder,
Contractor,
Operator and Financial
Institute
Consultancy
NGO / NPO
• Support to evaluate ICT infrastructure
and e-Government opportunities and
project.
• Finance
and
carry
out
ICT
infrastructure
and
e-Government
projects based on public private
partnership.
• Discuss and agree on the scope of
engagement
from
planning
to
operation.
• Contribute to ICT infrastructure and eGovernment
policy
making,
identification of opportunities and
projects, and overall operational
efficiency
of
public
private
partnership.
• Provide advice on ICT infrastructure
and public private partnership together
or respectively.
[Table V.3-1] Major Roles and Responsibilities of Participant Organizations for eGovernment by Organizational Function
3.1.3. Accountabilities by Participant Organization
Accountabilities for implementation of ICT infrastructure and e-Government are defined in
accordance with RASIC (Responsible, Approve, Support, Inform, and Consult) matrix,
aligned with project management processes which are defined in management structure.
Process
Participant Organizations
#
Name
Digital
Government
Unit
eGovernment
Board
ICT /
e-Gov.
Agency
SEFIN /
ONCAE
User
Sector
User
Secretariat
EGM1.1
Identification of
Issues and
Problems
R/A
C/A
S
R/A
S
S
EGM1.2
Policy
Formulation
R/A
C/A
S
R/A
S
S
EGM1.3
Policy
Legitimization
R/A
C/A
S
R/A
S
S
EGM1.4
Policy
Implementation
R/A
C/A
S
R/A
R/S
R/S
EGM1.5
Policy
Evaluation
R/A
C/A
S
R/A
S
S
274 / 328
Process
#
Name
Digital
Government
Unit
eGovernment
Board
ICT /
e-Gov.
Agency
SEFIN /
ONCAE
User
Sector
User
Secretariat
EGM2.1
Opportunities
Identification
R/A
C/A
R/S
R
R/S
R/S
EGM2.2
Partnership
Formulation
R/A
C/A
R/S
R
R/S
R/S
EGM2.3
Partnership
Implementation
R/A
C/A
R/S
R
R/S
R/S
EGM2.4
Partnership
Management
R/A
C/A
R/S
R
R/S
R/S
EGM3.1
Project
Identification
R/A
C/A
R
R/A
R/S
R/S
EGM3.2
Business Case
Development
R/A
C/A
R
R/A
R/S
R/S
EGM3.3
Project
Preparation
R/A
C/A
R
R/A
R/S
R/S
EGM3.4
Bid
Management
R/A
C/A
R
R/A
R/S
R/S
EGM3.5
Negotiation and
Final Contract
R/A
C/A
S
R/A
S/A
S/A
EGM4.1
Contract
Management
R/A
C/A
S
R/A
S/A
S/A
EGM4.2
Finance
Management
R/A
C/A
S
R/A
S/A
S/A
EGM4.3
Quality & Risk
Management
R/A
C/A
R/S
R/S
S/A
S/A
EGM4.4
Change
Management
R/A
C/A
R/S
R/S
S/A
S/A
EGM4.5
Delivery
Management
(Scope/Time)
R/A
C/A
R/S
S/I
S/A
S/A
EGM5.1
Project
Performance
Management
R/A
C/A
R/S
R/A
R/A
R/A
EGM5.2
Service Level
Agreement
R/A
C/A
R/S
R/A
R/A
R/A
EGM5.3
Technical
Performance
Management
R/A
C/A
R/S
R/A
R/A
R/A
EGM5.4
Finance
Performance
Management
R/A
C/A
R/S
R/A
R/A
R/A
275 / 328
Process
#
Name
Digital
Government
Unit
eGovernment
Board
ICT /
e-Gov.
Agency
SEFIN /
ONCAE
User
Sector
User
Secretariat
EGM5.5
Annual
Performance
Review
R/A
C/A
R/S
R/A
R/A
R/A
[Table V.3-2] Accountability Metrics – RASIC Chart (1/2)
Process
ICT / eCIO
Information
NGO
Government
Gov.
ICT
Financial
Council /
Society
/
CIO
Operating Company Institute
CONATEL Council
NPO
Agency
#
Name
EGM1.1
Identification of
Issues and
Problems
A
S/C
I
S/C
C/I
C/I
C/I
EGM1.2
Policy
Formulation
A
S/C
I
C/I
C/I
C/I
C/I
EGMPolicy
1.3 Legitimization
A
C/A
A
C/I
C/I
C/I
C/I
EGMPolicy
1.4 Implementation
A
S/C
I
C/I
C/I
C/I
C/I
EGM1.5
A
C/I
I
C/I
C/I
C/I
C/I
A
S/C
I
C/I
C/I
C/I
C/I
R/A
R/A
I
C/I
C/I
C/I
C/I
EGM- Partnership
2.3 Implementation
R/A
R/A
I
C/I
C/I
C/I
C/I
EGM2.4
R/A
R/A
I
C/I
C/I
C/I
C/I
EGMProject
3.1
Identification
C
C
C
C/I
C/I
C/I
C/I
EGM- Business Case
3.2
Development
A
A
I
C/I
C/I
C/I
C/I
EGM3.3
Project
Preparation
A
A
I
C/I
C/I
C/I
C/I
EGM3.4
Bid
Management
A
A
I
C/I
C/I
C/I
C/I
A
A
I
C/I
C/I
C/I
C/I
Policy
Evaluation
EGM- Opportunities
2.1
Identification
EGM2.2
Partnership
Formulation
Partnership
Management
EGM- Negotiation and
3.5 Final Contract
276 / 328
Process
ICT / eCIO
Information
NGO
Government
Gov.
ICT
Financial
Council /
Society
/
CIO
Operating Company Institute
CONATEL Council
NPO
Agency
#
Name
EGM4.1
Contract
Management
A
A
I
C/I
C/I
C/I
C/I
EGM4.2
Finance
Management
A
A
I
R/C/I
C/I
C/I
C/I
EGM- Quality & Risk
4.3
Management
A
A
I
R/C/I
C/I
C/I
C/I
EGM4.4
Change
Management
A
A
C/I
R/C/I
C/I
C/I
C/I
EGM4.5
Delivery
Management
(Scope/Time)
A
A
I
R/C/I
C/I
C/I
C/I
EGM5.1
Project
Performance
Management
A
A
C/I
R/C/I
R/C/I
C/I
C/I
EGM- Service Level
5.2
Agreement
A
A
I
R/C/I
R/A/C/I
C/I
C/I
EGM5.3
Technical
Performance
Management
A
A
I
R/C/I
R/C/I
C/I
C/I
EGM5.4
Finance
Performance
Management
A
A
I
R/C/I
R/C/I
C/I
C/I
EGM5.5
Annual
Performance
Review
A
A
C/I
R/C/I
R/C/I
C/I
C/I
[Table V.3-3] Accountability Metrics – RASIC Chart (2/2)
3.2. Organizational Redesign
Functional description for each participant organization is prepared to provide purpose, major
roles & responsibilities, and required qualifications.
3.2.1. Digital Government Unit
The purposes of Digital Government Unit and its functions are to provide advice to SCGG
and implement and lead public private partnership as well as ICT infrastructure and eGovernment in conjunction with respective government institutions and private sectors
regarding policy making, big picture for strategy development. They also include oversight
on planning and execution of ICT infrastructure and e-Government programs. Digital
Government Unit reports to Presidential Direction of Transparency, Modernization and State
Reform and works closely with e-Government Board.
277 / 328
Major roles and responsibilities are defined in details as follows:
 Identify issues and requirements for ICT infrastructure and e-Government, define
improvement opportunities in policies, prepare proposal for ICT and e-Government
policy and legitimize laws and regulations to promote implementation of ICT and eGovernment.
 Develop strategy for ICT infrastructure and e-Government in line with country vision,
national plan, and ICT and e-Government policy.
 Organize institutional arrangements and public private partnership to implement ICT
infrastructure and e-Government within and outside government.
 Lead and/or assist identification of ICT infrastructure and e-Government projects in
conjunction with respective user institutions.
 Assist business case development, supplier selection and contract management.
 Manage overall status and performance of ICT infrastructure and e-Government
programs and oversee individual projects executed under transformation to digital
government.
 Monitor and manage service level and performance of operation and maintenance of
ICT infrastructure and e-Government facilities provided by government ICT technical
group and/or private sectors.
 Build strategic relationship within and outside government including private sectors,
international institutes and foreign government.
Structure for Digital Government Unit
 Government CIO as a head of Digital Government Unit
 Directors in charge of policy and strategy, planning, performance, project
management, and e-Government support respectively.
 Government officials to perform policy making, strategy development, planning,
performance, project management, monitoring and stakeholder communication.
Functional organizational structure for Digital Government Unit is suggested to be
redesigned with five divisions which are policy, planning, performance, support and PMO as
follows:
[Figure V.3-2] Functional Organizational Chart for Digital Government Unit
278 / 328
Policy division is in charge of policy making, strategy development and ICT standards
management. It also performs stakeholder communication at policy and strategy level in
order to coordinate and facilitate collaboration among institutions with leveraging their
leaderships.
Planning division is in charge of annual planning, information and service planning and
project planning, which are aligned with strategy development by policy division. It ensures
all plans are complaint with ICT standards managed by policy division.
Performance division is in charge of performance evaluation and performance monitoring at
operational and financial perspectives. In order to transparent and fair performance evaluation,
it works closely with not only planning division and PMO division but also Secretariat of
Finance under Sectorial Cabinet of Economic Execution and Regulations and ONCAE under
SCGG. It also works on service level agreement and service level management within and
outside government.
Support division is in charge of stakeholder communication on specific subject matters,
operational support, training and education and public relations to increase awareness and
provide change management programs to the public. Functions of operational support and
training and education on system will be relocated to ICT and e-Government Agency.
PMO division is in charge of resources management, delivery management of time and
schedule, and quality and risk management compliant with global standards. It manages each
project respectively and also programs in combined and integrated manner. It works closely
with performance division for operational and financial performance for individual projects
and programs.
Current roles and responsibilities and persons in charge are relocated based on suggested
organizational structure and major roles and responsibilities.
Competencies and qualifications required for Digital Government Unit are recommended as
follows:
 Knowledge on ICT and e-Government in both business and technical viewpoints.
 Knowledge, skills and experiences in strategy and/or ICT projects on a large scale
with various stakeholders.
 Experiences in performance management with knowledge on service level agreement
and service level management.
In summary, functional description of Digital Government Unit is presented as follows:
279 / 328
[Figure V.3-3] Functional Description of Digital Government Unit
3.2.2. e-Government Board
The purposes of e-Government Board and its functions are to provide advice to SCGG and
make decisions in conjunction with Digital Government Unit on policy making, strategy
development. They also include oversight on planning and execution of ICT infrastructure
and e-Government programs. e-Government Board reports to Presidential Direction of
Transparency, Modernization and State Reform.
Major roles and responsibilities are defined in details as follows:
 Review and approve major activities for policy making, strategy development, public
private partnership building, and project planning and management of ICT
infrastructure and e-Government programs.
 Provide advice to SCGG in the matter of ICT infrastructure and e-Government
programs in conjunction with Digital Government Unit.
 Facilitate and mediate key issues and critical considerations with various stakeholders
Structure for e-Government Board is recommended as follows:
 Chairman of e-Government Board.
 Board members representing government institutions,
organizations and private sectors.
quasi-government
Competencies and qualifications required for e-Government Board are recommended as
280 / 328
follows:
 Insights on ICT and e-Government in both business and technical viewpoints.
 Excellence in communication, facilitation, mediation and dispute resolution with
various stakeholders.
In summary, functional description of e-Government Board is presented as follows:
[Figure V.3-4] Functional Description of e-Government Board
3.2.3. ICT / e-Government Agency
The purposes of ICT / e-Government Agency and its functions are to plan, finance, execute
and manage implementation of ICT infrastructure and e-Government programs in
cooperation with private sectors and international institutes as well as various government
institutions. ICT / e-Government Agency reports to Digital Government Unit.
Main roles and responsibilities are defined in details as follows:
 Identify issues and requirements of ICT infrastructure and e-Government programs
 Support or initiate organizing partnership to implement ICT infrastructure and eGovernment programs in conjunction with Digital Government Unit, SEFIN, ONCAE
and respective user institutions.
 Lead and/or assist projects identification in conjunction with Digital Government Unit
and respective user institutions.
 Assist business case development, supplier or service provider selection and contract
management.
 Raise funds in cooperation with other central funding bodies and user institutions.
 Manage status and performance of programs and oversee individual projects executed
in conjunction with Digital Government Unit.
 Plan and execute ICT infrastructure development and e-Government programs
through various procurement methods including public private partnership and
alliance with foreign government.
 Monitor and manage service level and performance of operation and maintenance of
281 / 328
ICT infrastructure and e-Government facilities provided by ICT / e-Government
Operating Agency and/or private sectors.
Structure for ICT / e-Government Agency is recommended as follows:
 Head of ICT / e-Government Agency.
 Directors in charge of policy and strategy, planning and execution, and operation and
monitoring respectively.
 Staffs to support policy making, strategy development and planning.
 Staffs to perform implementation management and monitoring.
Competencies and qualifications required for ICT / e-Government Agency are recommended
as follows:
 Knowledge on ICT and e-Government in both business and technical point of view.
 Knowledge, skills and experiences in strategy and/or ICT projects on a large scale
with various stakeholders.
In summary, functional description of ICT / e-Government Agency is presented as follows:
[Figure V.3-5] Functional Description of ICT / e-Government Agency
3.2.4. SEFIN and ONCAE
The purposes of SEFIN and ONCAE and their functions are to contribute to diversify
financing and procurement methods and streamline procurement, contract and payment
processes in order to create better collaborative environment with service providers for
implementation and operation of ICT infrastructure and e-Government. SEFIN reports to
282 / 328
Sectorial Cabinet of Economic Execution and Regulations and ONCAE reports to
Presidential Direction of Transparency, Modernization and State Reform. They do not have
direct reporting relations with Digital Government Unit, but have collaboration relations.
 Identify issues and requirements of ICT infrastructure and e-Government programs
with various financing and procurement methods within and outside government at
the viewpoint of industrial development and government operational improvement.
 Lead and/or assist to organize partnership to implement ICT infrastructure and eGovernment programs with private sectors and international institutes.
 Lead and/or assist especially public private partnership projects identification in
conjunction with Digital Government Unit and respective user institution.
 Develop business case, perform supplier selection and manage contract.
 Raise funds in cooperation with other central funding bodies and user institution.
 Facilitate funding for ICT infrastructure and e-Government programs by private
sectors or international institutes or even foreign government.
 Manage overall status and performance of ICT infrastructure and e-Government
programs and oversee individual projects in conjunction with Digital Government
Unit and ICT / e-Government Agency.
 Support to plan and execute ICT infrastructure development and e-Government
programs, especially through public private partnership from the early stage of
initiation.
Structure for SEFIN and ONCAE dedicated to diversification of financing and procurement
is recommended as follows:
 Authority to approve various and diversified financing and procurement activities.
 Liaison official or liaison duties for government official in charge of diversified
financing and procurement activities including public private partnership.
Competencies and qualifications required for SEFIN and ONCAE dedicated to diversification
of financing and procurement are recommended as follows:
 Knowledge on ICT and e-Government in both government and industrial point of
view.
 Knowledge, skills and experiences in finance, procurement and strategic partnership.
 Experiences in project management focusing on procurement and finance.
In summary, functional description of SEFIN and ONCAE is presented as follows:
283 / 328
[Figure V.3-6] Functional Description of SEFIN and ONCAE
3.2.5. User Sector and Secretariat
The purposes of user Sectors and Ministries and their functions in matter of ICT
infrastructure and e-Government implementation are to engage themselves actively with their
leaderships and major stakeholders in order to achieve transformation toward digital
government through utilizing ICT efficiently and effectively. They also encourage private
sectors to participate in various government activities on ICT infrastructure and eGovernment including policy making, financing and operation. Sectors report to SCGG and
Ministries report to Sectors.
 Identify issues and requirements of ICT infrastructure and e-Government programs in
order to transform government operation and provide better services to citizen and
business.
 Lead and/or assist to organize public private partnership to implement ICT
infrastructure and e-Government programs with private sectors and international
institutes.
 Lead and/or assist identification of public private partnership projects in conjunction
with Digital Government Unit, SEFIN, ONCAE, private sectors and international
institutes.
 Assist business case development, supplier or service provider selection, and contract
management.
 Raise funds in cooperation with other central funding bodies and secure budget to
carry out implementation of ICT infrastructure and e-Government programs.
 Facilitate funding for ICT infrastructure and e-Government programs by private
284 / 328

sectors, international institutes and foreign government.
Support to plan and execute ICT infrastructure development and e-Government
programs, especially through public private partnership from the early stage of
initiation.
Structure for user Sectors and Ministries is recommended as follows:
 Authority to approve major activities for implementation of ICT infrastructure and eGovernment.
 Authority to approve various and diversified financing and procurement activities.
 Liaison official or liaison duties for government official in charge of diversified
financing and procurement activities including public private partnership.
 Task force team to work with Digital Government Unit, ICT / e-Government Agency,
SEFIN and ONCAE as a process owner.
Competencies and qualifications required for user Sectors and Ministries are recommended
as follows:
 Basic knowledge on ICT and e-Government in both governmental and industrial point
of view.
 In-depth knowledge on government operation of Sectors and Ministries.
 Knowledge, skills and experiences in strategy development, fund raising, and
transformation on a large scale.
 Experiences in strategic partnership management.
In summary, functional description of user Sector and Secretariat is presented as follows:
[Figure V.3-7] Functional Description of User Sector and Secretariat
285 / 328
3.2.6. Government CIO
The purposes of Government CIO and his or her functions are to develop national ICT and eGovernment policy and strategy and oversee overall status and performance of ICT
infrastructure and e-Government implementation. He or she engages actively in partnership
building with foreign governments, international institutes and private sectors as well as
works closely with Secretariat CIOs to promote implementation of national ICT policy and eGovernment and ensure Secretariats’ ICT strategy and e-Government programs are aligned
with national ICT policy and e-Government strategy.
A head of Presidential Direction of Transparency, Modernization and State Reform
(PPTMRE) is recommended as a Government CIO for now, who takes the lead in
transforming the government with the same directions and purposes of e-Government. He or
she could accelerate application of e-Procurement system and enforcement of Act on
Efficient and Transparent Procurement through Electronic Media with encouraging Office of
Procurement Policy and Procurement (ONCAE) to change itself toward digital government
and derive changes in major government operation. He or she also could come up with the
effective way and implement it in order to increase transparency and accountability with
using ICT.
 Oversee overall national ICT and e-Government policy making, partnership building
with foreign government, international institutes and private sectors, project
identification and project management of ICT infrastructure development and eGovernment implementation.
 Review and approve business case development, supplier or service provider selection,
and contract management.
 Oversee overall status and performance of ICT infrastructure and e-Government
programs and individual projects.
 Review, approve and advise for planning, execution and management of ICT
infrastructure development and e-Government programs
 Communicate, facilitate, mediate and resolve dispute with various stakeholders.
 Lead change management within and outside government and communicate with eGovernment Board, high level consultancy council, sectorial level consultancy
council and private sector in matter of overall ICT and e-Government.
Structure for Government CIO is recommended as follows:
 Government CIO.
Competencies and qualifications required for Government CIO are recommended as follows:
 Insight on ICT and e-Government in both governmental and industrial, and business
and technical point of view.
 Knowledge and experiences in policy making, strategy development, and
In summary, functional description of Government CIO is presented as follows:
286 / 328
[Figure V.3-8] Functional Description of Government CIO
3.2.7. CIO Council / CONATEL
The purposes of CIO Council and CONATEL and their functions are to develop national ICT
and e-Government policy and strategy, and engage actively in partnership building with
foreign governments, international institutes, and private sectors. They also manage overall
status and performance of ICT infrastructure development and e-Government implementation
in conjunction with Digital Government Unit. CIO Council reports to Minister at SCGG in
the presence of Digital Government Unit. CONATEL also reports to Minister at SCGG in the
matter of ICT and e-Government, but it could report directly to the President depending on
discretion and/or the subject.
 Advise overall national ICT and e-Government policy, partnership building with
foreign governments, international institutes, and private sectors, project identification
of ICT infrastructure development and e-Government implementation based on issues
and requirements from respective government institutions.
 Review and approve business case development, supplier selection, and contract
management.
 Review, approve and advise for planning, execution and management of ICT
infrastructure development and e-Government programs.
 Lead change management and encourage government institutions and officials to
adopt advanced technologies and e-Government transformation.
 Communicate with high level consultancy council, sectorial level consultancy council,
private sector and other stakeholders.
Structure for CIO Council is recommended as follows:
287 / 328



Government CIO as chairman of CIO Council.
Secretariat CIOs as members of CIO Council.
Council clerk for administration.
Competencies and qualifications required for CIO Council are recommended as follows:
 Insight on ICT and e-Government in both governmental and industrial, and business
and technical point of view.
In summary, functional description of CIO Council and CONATEL is presented as follows:
[Figure V.3-9] Functional Description of CIO Council and CONATEL
3.2.8. Information Society Council
The purposes of Information Society Council and its functions are to provide advice to SCGG
and work with Digital Government Unit, SEFIN, ONCAE, user Sectors and Secretariats, and
private sectors as well as the public in order to foster better environment within and outside
the government. It also plays a major role in creating the positive public opinion in the matter
of applying information and communication technologies to the society. Information Society
Council reports to Digital Government Unit in the presence of Government CIO.
 Encourage participation of the public and private companies to make policies,
improve ICT infrastructure and e-Government services, accelerate transformation to
information and knowledge society, and to realize benefits from ICT and e© Copyrights 2014, National IT Industry Promotion Agency
288 / 328




Government.
Assist to identify issues and requirements on information and technologies in more
objective and neutral manner.
Play an important role to mediate conflict of interest and to reach the optimal solution
for policy making, projects identification and implementation of ICT infrastructure
and e-Government.
Communicate with various stakeholders, especially the public to accelerate change to
information and knowledge society.
Build relationships, especially with international institutes which could provide funds
for Honduras to improve overall nationwide ICT infrastructure and e-Government.
Structure for Information Society Council is recommended as follows:
 Chairman.
 Members who speak for each interest group.
 Council clerk for administration.
Competencies and qualifications required for Information Society Council are recommended
as follows:
 Insight on ICT and e-Government in governmental, industrial, and social point of
view.
 Strong relations with various international institutes.
In summary, functional description of Information Society Council is presented as follows:
[Figure V.3-10] Functional Description of Information Society Council
289 / 328
3.2.9. ICT / e-Government Operating Agency
The purposes ICT / e-Government Operating Agency and its functions are to manage
implementation and operation and provide technical guidelines of ICT infrastructure and eGovernment programs. ICT / e-Government Operating Agency collaborates with ICT
companies for implementation and operation based on financing and procurement policy,
procedures and contract and service level agreement for operation and maintenance of ICT
infrastructure and e-Government. ICT / e-Government Operating Agency reports to ICT / eGovernment Agency.
 Identify issues and requirements and define improvement opportunities in
implementation and operation of ICT infrastructure and e-Government programs.
 Lead and/or assist ICT and e-Government projects identification in conjunction with
Digital Government Unit, ICT / e-Government Agency, SEFIN, ONCAE, respective
user government institutions, international institutes and private sectors which deliver
and operate ICT infrastructure and e-Government.
 Assist business case development, supplier selection, and contract management.
 Manage and monitor overall implementation and operation of ICT infrastructure and
e-Government program focusing on technical perspectives based on contract and
service level agreement.
 Deliver and operate ICT infrastructure and e-Government programs in collaboration
with private sector.
Structure for ICT / e-Government Operating Agency is recommended as follows:
 Head of ICT / e-Government Operating Agency
 Director, manager and staff in charge of strategy and planning, H/W, S/W, network,
security, and service desk respectively.
 Liaison staff or liaison duties for its staff in charge of subject matters of ICT
infrastructure and e-Government.
 Staff for ICT Helpdesk.
Competencies and qualifications required for ICT / e-Government Operating Agency are
recommended as follows:
 Knowledge on ICT and e-Government in both government and industrial point of
view.
 Knowledge, skills and experiences in implementation of transformation on a large
scale and operation of ICT.
In summary, functional description of ICT / e-Government Operating Agency is presented as
follows:
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[Figure V.3-11] Functional Description of ICT / e-Government Operating Agency
3.2.10. ICT Company (Global and Local)
The purpose ICT Companies and their functions are to encourage global and local companies
in ICT industries to participate aggressively in policy making, implementation and operation
of ICT infrastructure and e-Government programs, and changes in private sectors based on
strategic partnerships with government institutions. They also assist government to listen to
and respond requirements from global and local companies in more effective manner and find
the solution to improve ICT infrastructure and e-Government to meet citizen’s needs in
cooperation with government.
 Advise ICT and e-Government policy, partnership building, project identification of
ICT infrastructure development and e-Government implementation focusing on
technology perspectives and private sector’s side.
 Provide insight and expert opinion of current and future state, and global trend and
standards of ICT infrastructure and e-Government transformation.
 Identify issues and requirements related to public private partnership as well as ICT
infrastructure and e-Government programs.
 Assist and advise project identification and business case development.
 Lead and/or assist fund raising, investment and facilitation of funding for ICT
infrastructure and e-Government programs in conjunction with both public and other
private sector, or even international institutes and foreign governments.
 Advise for planning, execution and management of ICT infrastructure development
and e-Government programs.
 Communicate with various stakeholders in the matter of technologies and strategic
partnership related to ICT infrastructure development and e-Government
transformation.
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Structure for Information IT Company is recommended as follows:
 Director and staff in charge of especially public private partnership.
 Liaison staff or liaison duties for its staff in charge of subject matters of public private
partnership.
 Project Management Office and project team, and dedicated organization for
operation and maintenance.
Competencies and qualifications required for ICT Company are recommended as follows:
 Insight on ICT and e-Government in governmental, industrial, and social point of
view.
 Knowledge, skills and experiences in implementation of transformation on a large
scale and operation of ICT.
 Excellence in ICT and e-Government consulting and communication with various
stakeholders.
In summary, functional description of Global and Local ICT Company is presented as
follows:
[Figure V.3-12] Functional Description of Global and Local ICT Company
3.2.11. Financial Institute
The purposes of Financial Institutes and their functions are to participate aggressively in
policy making and lead and/or assist fund raising and investment of ICT infrastructure
development and e-Government programs based on strategic partnership with both ICT
companies and government institutions, or even international institutes and foreign
governments. In general, they have one of the most advanced ICT infrastructures and systems
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including BCH, hence they could contribute to advancement of nationwide ICT infrastructure
and e-Government with sharing their knowledge and experiences, integrating or interfacing
requirement systems and accelerating changes in information society for both citizen and
business.
 Advise policy, partnership building, project identification of ICT infrastructure
development and e-Government implementation focusing on finance perspectives.
 Provide insight and expert opinion of public private partnership development and
operation focusing on finance perspectives.
 Identify issues and requirements related to overall public private partnership
development and operation as well as finance management.
infrastructure and e-Government programs in conjunction with public, private sectors,
international institutes and foreign governments.
and e-Government programs in terms of finance management.
 Communicate with various stakeholders in the matter of finance management and
strategic partnership, especially related to public private partnership.
Structure for Information Financial Institute is recommended as follows:
 Director and staff in charge of ICT and e-Government, especially public private
partnership related.
 Liaison staff or liaison duties for its staff in charge of subject matters of ICT and eGovernment, especially public private partnership related.
Competencies and qualifications required for Financial Institute are recommended as follows:
 Insight on ICT, e-Government and public private partnership in finance perspectives
and general knowledge on ICT infrastructure and e-Government transformation.
 Knowledge, skills and experiences in finance, strategic partnership and government
project through public private partnership.
 Excellence in finance planning and finance performance management.
In summary, functional description of Financial Institute is presented as follows:
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[Figure V.3-13] Functional Description of Financial Institute
3.2.12. NGO / NPO
The purposes of NGOs and NPOs and their functions are to participate aggressively in policy
making, fund raising and investment of ICT infrastructure development and e-Government
programs based on strategic partnership with government institutions, especially engaging
international institutes and foreign governments. They could make a major contribution to
vulnerable social group and decrease in digital divide.
 Advise policy, partnership building, project identification of ICT infrastructure
development and e-Government implementation focusing on finance perspectives and
subject matter expertise.
 Provide insight and expert opinion of public private partnership development and
operation focusing on finance perspectives and subject matter expertise.
 Identify issues and requirements related to overall subject matter related to each NGO
and NPO as well as finance management.
infrastructure and e-Government programs in conjunction with public, private sectors,
international institutes and foreign governments.
and e-Government programs with subject matter expertise.
 Communicate with various stakeholders in the matter of finance management,
specific subject and strategic partnership, especially related to international or local
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NGO and NPO.
Structure for NGO and NPO is recommended as follows:
 Director and staff in charge of ICT and e-Government.
 Liaison staff or liaison duties for its staff in charge of subject matters of ICT and eGovernment.
Competencies and qualifications required for NGO and NPO are recommended as follows:
 Insight on ICT and e-Government in finance perspectives and subject matters, and
general knowledge on ICT infrastructure and e-Government transformation.
 Knowledge, skills and experiences in finance, strategic partnership and government
projects.
 Excellence in finance planning and finance performance management
 Excellence in subject matter expertise.
In summary, functional description of NGO and NPO is presented as follows:
[Figure V.3-14] Functional Description of NGO and NPO
4. Management Structure
Management structure under e-Governance is defined as core processes to develop
method.
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4.1. Mega Process
High-level processes, so called mega process to manage implementation of ICT infrastructure
and e-Government are defined as policy making, partnership building, planning and
organization, implementation management, and operation management and monitoring with
performance measurement, process owner and oversight organizations.
Process abbreviation is defined as EGM standing for e-Government Management and process
name as e-Government Management.
e-Government management process is the logical group of process to develop and provide
ICT infrastructure and/or e-Government services in more integrated and collaborative manner
within and outside government. e-Government management includes mid- and long-term
arrangements among institutions and private sectors whereby some of the services that fall
under the responsibilities of the public sector are provided by the private sector, with clear
agreement on shared objectives for delivery of ICT infrastructure and/or e-Government
services
The processes – policy making, partnership building, planning and organization,
implementation management, and operation management and monitoring – form closed-loop
interacting with each process. Policy making is to develop policy and guidance in order to
plan, implement and operate ICT infrastructure and e-Government and make decisions
effectively and efficiently. Partnership building is to identify issues and opportunities, define
evaluation criteria and build sustainable public and private partnership. Planning and
organization is to identify project, plan budget, develop business case, define evaluation
criteria, select partner and process contract. Implementation management is to finance, design,
procure and implement ICT infrastructure and/or e-Government services. It is not necessarily
preceded after partnership building. Operation management and monitoring is for
government to operate ICT infrastructure and/or e-Government services and monitor
operating status and performance. It is also defined as management and monitoring of
operations provided by outsourced companies.
Key performance measurement for EGM mega process is recommended as project progress
by performance to plan, short, mid- and long-term profits and costs, government operational
efficiency and stakeholder’s and user’s satisfaction. Process owner is recommended as Digital
Government Unit and oversight organization as Presidential Direction of Transparency,
Modernization and State Reform.
e-Government Management mega process definition is shown as below:
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[Figure V.4-1] Mega Process Definition of e-Government Management
4.2. Process
4.2.1. Policy Making Process
Policy making process is the first process of e-Government Management mega process with
the process number of EGM-1.0 and process name as Policy Making. It consists of
identification of issues and problems, policy formulation, policy legitimization, policy
implementation and policy evaluation.
Policy making is defined as a combination of activities to develop a definite course or method
and make it effective for government as to determine present and future decisions and direct
the course of action. It includes activities of creating laws or setting standards for a business
as well as a government. The process forms closed-loop to ensure that results of policy
evaluation are reflected to policy formulation for coping with environmental changes
surrounding policies and government operations as well as institutional improvement.
Principle organization for policy making is Digital Government Unit and related
organizations are SEFIN, ONCAE and respective institutions. Process owner is
recommended as policy division at Digital Government Unit and main customers are all
government institutions and private companies in ICT industry. Inputs for policy making
process are national strategy and development plan and policy evaluation report. Outputs are
policy and guidance. Proceeding process is EGM-5.0 Operation and Monitoring and
following processes are EGM-2.0 Partnership Building and EGM-3.0 Planning and
Organization. Cycle time is suggested as 1 year and key performance indicator is
recommended as policy effectiveness and efficiency.
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Policy Making process definition is shown as below:
[Figure V.4-2] Policy Making Process Definition for e-Government Management
4.2.2. Partnership Building Process
Partnership Building process is the second process of e-Government Management mega
process with the process number of EGM-2.0 and process name as Partnership Building. It
consists of opportunities identification, partnership formulation, partnership implementation
and partnership management.
Partnership Building is defined as a combination of activities to building an overall, but more
strategic partnership for policy making, ICT and e-Government projects identification and
implementation of projects based on strategic partnership with long-term mutual benefits.
Partnership Building includes activities of identifying opportunities of government
operational improvement with using ICT and industrial improvement. The process is applied
to build strategic partnership independently and respectively from specific projects based on
separate agreements and/or contracts. Strategic partnership is not limited to public private
partnership, but extended to international institutes and foreign governments.
Principle organization for partnership building is Digital Government Unit and related
organizations are SEFIN, ONCAE and respective institutions. Process owner is
recommended as policy division at Digital Government Unit and main customers are private
companies in ICT industry, international institutes and foreign governments. Inputs for
partnership building process are partnership management report and policy evaluation report
and output is partnership agreement. Proceeding processes are EGM-1.0 Policy Making and
EGM-5.0 Operation and Monitoring and following process is EGM-3.0 Planning and
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Organization. Cycle time is suggested as 6 months and key performance indicator is
recommended as partnership performance measurement.
Partnership Building process definition is shown as below:
[Figure V.4-3] Partnership Building Process Definition for e-Government Management
4.2.3. Planning and Organization Process
Planning and Organization process is the third process of e-Government Management mega
process with process number of EGM-3.0 and process name as Planning and Organization. It
consists of project identification, business case development, project preparation, bid
management, and negotiation and final contract. It starts with internal process that individual
projects or integrated programs are initiated and ends with contract for implementation and/or
operation.
Planning and Organization is defined as a series of activities with strategic decision-making
from project identification and the final contract. It includes activities of developing detailed
governance structure and foundations to manage each respective project. The process requires
in-depth knowledge, skills and experiences in not only financial analysis and strategic
procurement but also project management compliant with global standards.
Principle organization for planning and organization is Digital Government Unit, but it
should work closely with SEFIN and ONCAE which have in-depth knowledge and skill on
finance and procurement and also are process owners of procurement operation. Process
owner is recommended as planning division at Digital Government Unit and also SEFIN and
ONCAE. Main customers are respective institutions which are main users and also process
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owners of implementing system, ICT service providers which perform ICT infrastructure and
e-Government projects, and international institutes, foreign governments and financial
institutes which contribute to financing, consultation for subject matter and various kinds of
support. Input for planning and organization process is national ICT strategy and plan, and
output is project plan. Proceeding processes are EGM-1.0 Policy Making, EGM-2.0
Partnership Building and EGM-5.0 Operation and Monitoring and following process is EGM4.0 Implementation. Cycle time is suggested as 3 months and key performance indicator is
recommended as progress to plan.
Planning and Organization process definition is shown as below:
[Figure V.4-4]Planning and Organization Process Definition for e-Government Management
4.2.4. Implementation Management Process
Implementation Management process is the fourth process of e-Government Management
mega process with process number of EGM-4.0 and process name as Implementation
Management. It consists of contract management, finance management, quality and risk
management, change management and devilry management focusing on time and scope. It
enables to establish efficient and effective project management for implementation of ICT
infrastructure and e-Government initiatives compliant with global standards and improve
project management capabilities based on standardized project management process.
Implementation management is defined as a group of activities collectively and/or
independently performed to manage projects carried out by contracted private sectors. All
activities and management domains belonging to implementation management are
interrelated closely, so they should be managed in collective manner. The process is
performed and managed aligned with project phase carried out by ICT service providers from
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planning to completion of implementation based on contracts.
Principle organization for implementation management is Digital Government Unit, but it
should work closely with SEFIN and ONCAE which have in-depth knowledge and skill on
finance and contract management and also are process owners of finance operation. Process
owner is recommended as PMO division at Digital Government Unit and also SEFIN and
ONCAE. Main customers are respective institutions which are main users and also process
owners of implementing system, ICT service providers which perform ICT infrastructure and
e-Government projects, and international institutes, foreign governments and financial
institutes which contribute to financing, consultation for subject matter and various kinds of
support. Input for implementation management process is project plan and output is project
deliverables including project documents, physical infrastructure and applications.
Proceeding process is EGM-3.0 Planning and Organization and following process is EGM5.0 Operation and Monitoring Cycle time is varied depending on project period of time and
key performance indicator is recommended as project management measurement.
Implementation Management process definition is shown as below:
[Figure V.4-5] Implementation Process Definition for e-Government Management
4.2.5. Operation Management and Monitoring Process
Operation Management and Monitoring process is the final process of e-Government
Management mega process with process number of EGM-5.0 and process name as Operation
Management and Monitoring. It consists of project performance evaluation for closed-out
projects, service level management for operation, periodic and/or real-time technical
performance management, periodic financial performance management and annual
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performance review. It is not the process for actual operation and monitoring of ICT
infrastructure and e-Government, but to manage operation and maintenance of them.
Operation Management and Monitoring is defined as a group of activities to manage delivery
of ICT infrastructure and e-Government services to the public based on service level
agreement within and outside government. The process is initiated by the completion of
project, evaluating overall project performance and directing guidance for service level
management. Technical and finance performance are managed based on service level
agreement which is reviewed and renewed through annual performance review. Technical
performance management is conducted periodically and then, also in real-time after ICT
service management system is implemented.
Principle organization for operation and monitoring is Digital Government Unit, but it should
work closely with SEFIN which have in-depth knowledge and skill on finance and also are
process owners of finance operation within government. Process owner is recommended as
performance division and support division at Digital Government Unit and also ICT / eGovernment Operating Agency. SEFIN is in charge of finance performance management and
support overall performance management conducted by Digital Government Unit. Main
customers are respective institutions which are main users, ICT service providers which
perform e-Government projects, and international institutes, foreign governments and
financial institutes which contribute to financing, consultation for subject matter and various
kinds of support. Initial input for operation management and monitoring process is project
deliverables and output is performance report. For routine operation management and
monitoring, input is service level agreement and outputs are service level management and
performance report. Proceeding process is EGM-4.0 Implementation Management and
following processes are EGM-1.0 Policy Making and EGM-3.0 Planning and Organization.
Cycle time is suggested as 3 months for quarterly performance review of operational
performance and financial performance and 1 year for annual review. Key performance
indicator is recommended as service level management.
Operation Management and Monitoring process definition is shown as below:
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[Figure V.4-6]Operation Management and Monitoring Process Definition for e-Government
Management
5. Change Management
Change management plays a critical role in success of e-Government implementation and
benefit realization. Well planned and executed change management not only accelerates
implementation and expansion of e-Government, but also facilitates stabilization and
continuous improvement by supporting users adapting new environment.
5.1. Change Management Methodology
Change management should be planned and executed as to accelerate execution as well as
increase awareness and build consensus of e-Government with the procedures of assessment,
change management plan, change management execution and performance monitoring.
Here we introduce basic change management methodology as a reference for Honduras to
carry out the change management initiative with consultancy or by itself.
For preparation, sponsorship and leadership should be engaged, and then change team is
created. For assessment, stakeholder analysis, RWA (Readiness, Willingness and Capability)
analysis, impact analysis, media effectiveness analysis and risk assessment are performed.
For change management plan, stakeholder should be engaged in advance for efficient and
effective change management. And then, change management strategic planning is performed,
change management program is designed and action plan is developed. For change
management execution, change management program is actually implemented and executed
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according to change management action plan. Finally, performance monitoring manages
performance measurement, change monitoring and risk mitigation, which are the basis for
continuous improvement. The results of performance monitoring are also reflected to reform
change management plan.
[Figure V.5-1] Change Management Methodology
Guiding principles for change management plan and change management execution are
suggested as follows:
 Develop change management strategy aiming ultimate change objectives of
successful implementation of ICT infrastructure and e-Government
 Develop change management plan and programs which are proper to targets and their
change status based on stakeholder analysis, RWA analysis and impact analysis.
 Select adequate channels for each change program based on media effective analysis.
 Perform risk assessment and develop risk mitigation plan accordingly to maximize
benefits of change management and prevent adverse effect.
 Develop change objectives and goals, aligned with change performance metrics which
eventually are in line with e-Government performance management.
 Design change programs based on change management model with hierarchy.
 Secure consistency and association between assessment framework and performance
measurement as to implement closed-loop of change management cycle.
It is obvious change management is always the sooner the better; hence it is recommended to
start change management from change communication at or even before the beginning of
project.
5.2. Change Management Model
Change management plan and programs are recommended to be developed on the basis of
change management model consisting of five subject areas – change campaign, change
communication, training and education, performance and reward, and empowerment – which
are not easy to be addressed. So, change management is suggested to address those five
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subject areas aligned with change status in timely manner.
However, performance and reward and empowerment might be adopted in later phase of eGovernment considering reality of e-Government status, organizational culture, overall
government operation, etc.
[Figure V.5-2] Change Management Model
5.3. Change Management Plan
Change management planning and executing should be aligned with change stage of
awareness, understanding and questioning, acceptance, and sustain and improvement because
resistance of changes and stakeholder’s response are different in line with change status
defined in change stage.
In general, level of resistance is decreased and level of acceptance is increased as time goes
by. Passive acceptance starts in the middle of understanding and questioning stage and active
acceptance starts in early stage of acceptance.
Stakeholders are lack of underlying understanding for changes and have vague fears in
awareness stage, and start to consider personal pros and cons and explore way to make
favorable use of changes in understanding and questioning stage. They understand increase of
organizational value from changes and make efforts to adopt new process and system in
acceptance stage. Finally, they actively respond to changes, experience increased operational
efficiency with using new process and system and have positive mind and attitude on changes
through realizing expected benefits.
Hence, change management goals should be set aligned with change stage considering
resistance and response of changes. Change management goals are recommended as follows:
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



Understanding of changes required in awareness stage
Creation of attention and requirement on changes and establishment of clear concept
of changes in understanding and questioning stage
Promotion and encouragement of changes through practical support on changes and
benefit sharing in acceptance stage
Establishment of foundation to accelerate changes and cope with environmental
changes continuously in sustain and improvement stage.
[Figure V.5-3]Change Management Goals Setting
Change management implementation and execution directions also should be developed
aligned with change stage in order to meet change management goals set. Implementation
directions are recommended as follows:
 Provide change vision and justification, and declare strong commitment from the
leadership in awareness stage
 Define change concept and scope clearly, adjust change readiness and expectation
level, and motivate and build a consensus of changes in understanding and
questioning stage
 Collect requirements from change targets, provide training and education programs to
support actual changes, and share new opportunities derived from changes in
acceptance stage
 Measure performance and share outcomes, develop evaluation and reward programs,
and set directions of empowerment in sustain and improvement stage.
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[Figure V.5-4] Change Management Directions and Programs
Major components of change management programs are change communications, change
campaign, training and education, strategic performance management and empowerment,
which are planned and executed in line with change status and/or level of change progressed.
Change communication consists of overall communication and issue and subject-focused
communication, as well as one-directional communication and bi-directional communication.
The communication plan is developed aligned with change status with the right media for the
purpose and message delivered.
Change campaign is a series of campaign aligned with change stage, which are awareness
campaign, understanding campaign, commitment campaign and refresh campaign. Public
advertisement, poster, online banner and brochure are used for awareness and understanding
campaign till middle stage of understanding and questioning. Policy and guidance are useful
in order to provide detailed information during the stages of understanding and questioning
and acceptance. Idea contests are planned and executed for refresh campaign in sustain and
improvement stage.
Training and Education is divided in two areas. One area is closer to found and/or develop
training and skill development infrastructure. And the other more focuses on actual training
program from the mind set about ICT and e-Government, basic skills to use ICT and eGovernment programs in practices, advanced courses, and then continuous education and
training. Mindset training of ICT and e-Government is applied to both within and outside
government. Basic and advanced skill trainings are more focused on skill development and
job training, which are applied within government first, then could be expended to citizen and
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business.
For strategic performance management, it is basis to develop performance metrics and
evaluate performance and provide awards accordingly. However the most important thing in
early stage of ICT and e-Government implementation is motivate people, share the vision and
goals, and discuss how to achieve the goals and what will be actually realized as benefits.
One of important things remembered and shared with other people is that strategic
performance management is not for evaluating organizational and individual performances,
but encouraging people to move forward and toward to the vision and goals with change
plans or use some tactics to meet the vision and goals, like rolling plan in finance, on a
regular basis. The most important thing for performance management is not the result, but the
process to meet the vision and goals.
Just basic empowerment method is better to be recommended considering internal and
external environment. Empowerment consists of three areas of conversation, engagement,
empowerment, which look simple but not easy to actually implement in the organization. The
empowerment stage is aligned with empowerment process of assessment and evaluation of
current status, planning and preparation of changes toward engagement and empowerment,
and institutionalization for sustainability.
Detailed change management programs are suggested to be developed in consideration of eGovernment vision, objectives, and shot-, mid-, and long-term plan. It also should be
developed for individual projects at or before the initiation of projects.
6. Legal Framework
6.1. Legal Framework and Essential Acts
Legal framework provides legal rationale and justification to implement advanced ICT
infrastructure and e-Government initiatives, which includes set-up of government CIO
position and appointment of government CIO.
Legal framework is recommended to be categorized in four areas – foundation for
information society, information service promotion, ICT industry development and adverse
effect prevention – not limited only to provide legal basis for improving ICT infrastructure
and implementing e-Government, but also strengthen institutional base for accelerating
nationwide ICT advancement and preventing adverse effect. Thereby, e-Government
ultimately contributes to country vision and national plan.
Law Area
Object & Major Contents
Foundation for Information Society It is important to create a using information
environment by law. As laws have to cover the overall
environment for developing information society, the
relevant laws from the Korea’s case are recommended.
Legislation like Digital Divide Act can support the
socially isolated classes to have equal access to the
information.
Information Service Promotion
The Honduran government institutions are not sharing
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Law Area
Object & Major Contents
ICT Industry Development
Adverse Effect Protection
electronically administrative information amongst each
other. Laws supporting information sharing will be
necessary.
e-Government is correlated to ICT industry. The
government plays an important role to develop plan
and strategy and to execute them, but actual developers
of the systems are in the ICT industry. The more
prospered ICT industry is, the better developed eGovernment systems are. The developed e-Government
services can support the ICT industry development as
well. ICT industry should be considered coordinating
with e-Government in order to meet the national policy
of economic diversification.
The development of the Internet and sharing
information amongst people are very easy and flexible,
however, the convenience and personal privacy of
users are infringed, resulting in adverse effects and
major social problems. Websites keep track of people’s
interests and purchasing habits, and mobile phones and
video cameras give away people’s location. This results
in the need to protect people’s personal information.
[Table V.6-1] Law Area for Legal Framework
The essential acts and ordinances are recommended for successful implementation and
operation of e-Government as follows:
 Framework Act on National Informatization, Act on Promotion of Utilization and
Expansion of Information and Communications Network, Act on Promotion of
Information Development and Utilization, and Digital Divide Act in the area of
foundation for information society.
 Framework Act on e-Government, Ordinance on Efficient Application of ICT in
Government Operation, Ordinance on Sharing Government Administrative
Information, Electronic Signature Act, Act on Efficient and Transparent Procurement
through Electronic Media, Act on e-Payment and e-Commerce Promotion and
Framework Act on Information Security in the area of information service promotion.
 Framework Act on ICT Industry Promotion, Act on Software Industry Promotion, Act
on Digital Contents Industry Promotion, Act on Copyright and Neighboring Rights
and Act on Intellectual Property Rights in the area of ICT industry development.
 Privacy Act, Data Protection Act, Act on Protection of ICT Infrastructure and
Cybercrime Prevention Act in the area of adverse effect prevention.
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[Figure V.6-1] e-Government Legal Framework and Recommended Acts
The recommended legal framework also considers vertical hierarchy of laws related to ICT
and e-Government. Framework Act on National Informatization provides legal base for
Framework Act on e-Government, Framework Act on ICT Industry Promotion and acts to
prevent adverse effect along with advancement of ICT and information society.
Out of recommended essential acts and ordinances, key contents for major acts are also
suggested in details.
6.2. Framework Act on National Informatization
Honduras is currently in a phase where an enactment of a framework act on national
informatization has to be conducted over others. The framework act determines a direction of
policy in certain fields and plans to systemize the related policies.
In the case of Korea, the process of the national informatization started in full scale via an
enactment of a Framework Act on Informatization Promotion in 1995, which was amended in
2009 with new name. This act provides not only the ground-work for national informatization
but also offers various policy-oriented tools.
Efforts should be made to comply with the purposes and basic idea of this Act in enacting or
amending other Acts concerning the promotion of national informatization. Unless otherwise
specifically provided for in other Acts, the promotion of national informatization should be
governed by this Act.
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6.2.1. Purpose
The purpose of this Act is to contribute to the realization of a sustainable knowledge and
information based society by advancing ICT infrastructure, and to improve the quality of life
for the nation by prescribing matters necessary for the establishment and promotion of the
basic direction of national informatization and policies relevant thereto.
6.2.2. Definitions of Terms
This act defines terms related with national informatization to clarify the meanings. Some
essential terms are exemplified bellow:
The term "information" means all types of data or knowledge expressed in codes, letters,
voice, sound, image, etc. after being processed by optical or electronic means for a specific
purpose.
The term "informatization" means the making of activities in each sector of society possible,
or facilitating the efficiency of such activities, by producing, distributing or utilizing
information.
The term "national informatization" means either the promotion of informatization by
national agencies, local governments or public institutions, or support by such through
informatization for the efficient conduct of activities in each sector of society.
The term "knowledge and information based society" means a society in which knowledge
and information creates value in each and every sector including administration, economy,
culture, industry, etc., and guides its development through informatization.
The term "information and communications" means collecting, processing, storing, retrieving,
transmitting, receiving and utilizing information, and equipment, technology, services related
thereto, and other series of activities and means for the purpose of promoting informatization.
The term "protection of information" means providing for managerial and technical means to
prevent any damage, alteration, leakage, etc. of information which could occur in the process
of the collection, processing, storage, retrieval, transmission, or reception thereof (hereinafter
referred to as "information protection system").
The term "knowledge information resources" means either already digitized data or data
deemed necessary to be digitized in respect of art and science, culture, scientific technology,
administration, etc. which deserve to be preserved or utilized on a national level.
The term "information culture" means the lifestyle of members of society, such as patterns of
behavior, sense of values, norms, etc. formed in the course of the utilization of information
technology.
The term "digital divide" means a situation in which the imbalance in opportunities to access
or use information and communication services is created due to social, economic, regional
or physical circumstances.
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The term "information and communications network" means an information and
communications system which collects, processes, stores, retrieves, transmits or receives
information using either telecommunications facilities and equipment, or utilizing
telecommunications facilities and equipment, a computer, or a computer-aided technology.
The term "information and communications infrastructure" means an information
communications network, and information communications equipment, software, database,
etc. used as connected thereto.
6.2.3. Basic Principles and Roles of the State and Local Governments
The State and each local government establish and implement policies for the promotion of
national informatization based on this act.
In the course of promoting national informatization, the State and each local government
endeavor to collect various opinions from all levels of society by such means as the
development of a cooperative system with the private sector, and develop measures, such as
protection of information, protection of personal information, and any other measures, for the
prevention of the adverse effects of informatization.
The State and each local government take necessary measures for the nation’s universal
enjoyment of the outcomes of national informatization and endeavor to raise the financial
resources required for the promotion of established policies.
6.2.4. Establishment of Basic Plans and Implementation Plans for National
Informatization
This framework will regulate that the Honduran Government should establish a basic plan for
national informatization every five years for the efficient and systematic promotion of
national informatization. The basic plan may be established by the Minister of General
Government Coordination (SCGG) by integrating the sectional plans of the State and local
governments. The Digital Government Unit may provide guidelines for preparation of the
sectional plans of the State and local governments.
The basic plan contains the following matters:
 Basic direction of national informatization policies and the mid-to-long term
development direction
 Informatization of public sectors, such as administration, health, social welfare,
education, culture, environment, science, technology, etc.
 Community informatization
 Support for the informatization of private sectors, such as industry, finance, etc.
 Protection of information for each sector
 Advancement of information culture and narrowing of the digital divide
 Protection of personal information, the establishment of sound information and
communications ethics, the protection of the rights and interests of users, and the
protection of intellectual property
 Joint utilization and standardization of information
 Improvements to Acts and subordinate statutes and institutions related to national
informatization
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Facilitation of international cooperation related to national informatization
Raising and management of financial resources related to national informatization
Other matters necessary for the promotion of national informatization.
The heads of central administrative institutions and the heads of local governments establish
and implement an implementation plan for national informatization every year in accordance
with the basic plan. In addition, they submit a performance record of the implementation plan
of the previous year and an implementation plan for the coming year to the SCGG for its
deliberation.
6.2.5. Chief Information Officer (CIO)
The head of a national institution or a local government may designate a Chief Information
Officer who exercises overall control over the efficient establishment and implementation of
national informatization policies and coordination, etc. of national informatization projects
under the control of the relevant institution.
Each CIO may take charge of the following matters in respect to the affairs of the relevant
institution:
 Overall coordination, support and evaluation of national informatization projects
 Integration and coordination of national informatization polices with any other
policies, plans, etc. of the institution
 Support for administrative work using information technology
 Overall coordination in the collection, distribution, use, etc. of information resources,
the systematic management, and the establishment of plans to jointly utilize
information
 Advancement of information culture and narrowing of the digital divide
 Education on informatization
6.2.6. Consultative Council of CIO
A central administrative institution and a local government may organize and operate a
Consultative Council of CIO for the efficient promotion of informatization, exchange of
necessary information, and consultation, etc. of relevant policies.
The Consultative Council consults on the following matters:
 Matters pertaining to the establishment and implementation of polices on egovernment
 Matters pertaining to the common use of administrative information
 Matters pertaining to an information technology architecture
 Matters pertaining to the systematic management and standardization of information
resources
 Matters pertaining to the promotion of e-government projects, community
informatization projects, advancement of information culture and narrowing of the
digital divide in which various national institutions and local governments are
involved
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6.2.7. National Information Society Agency
National Information Society Agency can be established to support the development of
policies related to the promotion of national informatization, the creation of sound
information culture, and the narrowing of the digital divide.
The National Information Society Agency can carry out the following projects:
 Specialized technical support required for the establishment and implementation of
basic plans and implementation plans
 Support for the management and operation of an information communications
network
 Support for the construction, operation and standardization of a system for the
efficient distribution and common use of essential information retained by national
agencies
 Support for management of information resources
 Support for promotion and evaluation of informatization projects
 Facilitation of the use of new information communications technology and specialized
technical support
 Support for the advancement of information culture and status survey, prevention, and
treatment of Internet addiction
 Support for narrowing the digital divide
 Education and public relations for establishing sound information culture and
narrowing the digital divide
 Trend analysis, future forecast, survey and research of laws and institutions for
supporting the development of policies related to national informatization,
information culture and narrowing of the digital divide
 International cooperation and public relations related to national informatization,
information culture and narrowing of the digital divide
6.3. Framework Act on Electronic Government
Major contents of the e-Government Act of Korea are suggested as a reference for legislating
Framework Act on e-Government of Honduras. The law regulates basic principle, procedures
for promoting electronic process to realize efficient e-Government, to increase productivity
and transparency in public administration, and finally to improve the quality of the nations.
Public administrative institutions need to obligate the law and cooperate to accomplish the
requirement. The public officials need to have abilities for using ICT and dealing with
necessaries for the electronic administration.
6.3.1. Purpose
The purpose of this Act is to facilitate the efficient realization of e-government, enhance
productivity, transparency and democracy in the public administration, and improve the
quality of life for citizens by providing for fundamental principles, procedures, methods of
promotion, and other relevant matters for the electronic processing of administrative affairs.
6.3.2. Definitions
Following terms related to e-government can be used for this act.
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The term "electronic government" means a government that efficiently performs
administrative affairs between administrative agencies and public institutions or for citizens
by digitalizing administrative affairs of administrative agencies, etc. using information
technology.
The term "electronic government service" means any administrative service rendered by
administrative agencies, etc. to other administrative agencies, etc. and citizens, enterprises,
etc. through access to electronic government.
The term "administrative information" means data prepared or acquired and managed by
administrative agencies, etc. within the extent of their duties, which have been processed by
digital means to be expressed in codes, letters, voice, sound, images, or any other mode.
The term "electronic document" means standardized information prepared and transmitted,
received or stored in digital format by devices capable of processing information, such as
computers.
The term "digitized document" means a document converted from a paper or any other nonelectronic version to a format that can be processed by an information system.
The term "information technology architecture" means a systematic framework drawn from
the comprehensive analysis of the components of an entire organization, including its work
scope, applications, data, technologies, and security, conducted on the basis of specific
guidelines and processes, and methodologies for optimizing the components through
informatization, etc. based on such framework.
The term "information system" means a systematic network of devices and softwares for
collecting, processing, storing, searching, transmitting, receiving, or using information.
The term "surveillance of information system" means the comprehensive monitoring of
matters regarding the construction, operation, etc. of the information system and fixing its
problems from the third-person point of view by a person independent of the interests of the
person awarding the surveillance contract and the person subject to surveillance, with the aim
of improving efficacy and ensuring safety of the information system.
6.3.3. Duties of Public Institutions and Public Officials
This e-Government Act may obligate that the head of each administrative agency and public
institution should implement this Act and improve related systems with the aims of
facilitating the realization of e-government and improving the quality of life for citizens and
should actively cooperate in interlinking information and communications networks and
sharing administrative information.
In addition, public officials and employees of public institutions should be capable of
utilizing information technologies necessary for the electronic processing of their work and
give consideration for citizens' convenience in preference to the convenience of the relevant
agencies in electronically processing their work.
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6.3.4. Principles of e-Government
Each public administrative institution should preferentially consider the following matters,
among other things, in materializing, operating and developing e-government, and take
measures necessary therefor:
 Digitizing public services and improving citizens' convenience
 Innovating administrative affairs and improving their productivity and efficacy
 Ensuring the security and reliability of information systems
 Protecting personal information and privacy
 Expanding disclosure and sharing of administrative information
 Preventing duplicative investment and improving interoperability
Moreover, each public administrative agency should promote the realization, operation and
development of electronic government, based on information technology architecture. They
should not require civil petitioners to submit matters that can be electronically verified from
the sharing of administrative information between the agencies. No personal information
maintained and managed by administrative agencies should be used against the wishes of the
relevant person, unless otherwise provided for in other Acts or subordinate statutes.
6.3.5. Establishment of Medium and Long-Term Master Plan
The head of each central institution responsible for administrative affairs should establish a
medium and long-term master plan for e-government including the following matters to
realize, operate and develop e-government:
 Facilitating the delivery and utilization of e-government services
 Managing administrative affairs through electronic access
 Expanding the sharing of administrative information and securing safety
 Introducing and using an information technology architecture
 Managing information resources in an efficient manner
 Standardizing e-government and expanding services based on the sharing of
administrative information
 Promoting e-government projects and local informatization projects, and managing
the outcomes thereof
 Other matters necessary for the realization, operation and development of egovernment, such as international cooperation on e-government
When the head of each related central administrative agency intends to establish and execute
an implementation plan for national informatization pursuant to the Framework Act on
National Informatization, a medium and long-term master plan for e-government should be
taken into consideration.
6.3.6. Provision and Utilization of e-Government Services
The head of an administrative agency may allow citizens to file, report, or submit a civil
application or petition by an e-document. In order for civil petitioners to have their civil
petitions processed without necessarily appearing in person at the relevant agency, the head
of each administrative agency should take measures, such as the improvement of relevant
Acts and subordinate statutes and the establishment of facilities and systems as necessary.
The head of an administrative institution may open and operate a window for electronic civil
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petitions on the Internet to implement a system for processing civil petitions without
appearance.
To increase user involvement, this act may include a regulation saying that when the head of
each administrative agency provides e-government services, he/she should guarantee
opportunities for their users to participate in the relevant process and express various
opinions by means, such as discussions, recommendations and policy suggestions, and should
actively reflect such recommendations, policy suggestions, etc. in the process of amending
relevant Acts and subordinate statutes and systems, improving the e-government services.
6.3.7. Electronic Administrative Management
Documents of each administrative institution should be prepared, dispatched, received, stored,
preserved, and utilized basically in the form of an electronic document.
Any private individual, corporation, or organization seeking to transmit to an administrative
institution an electronic document that requires verification of the identity of the transmitter
should transmit it with an authenticated digital signature or by electronic means recognized
by other Acts and subordinate statutes as means that may be used for the verification of the
identity of a person. Each electronic document prepared by an administrative agency should
bear an administrative digital signature.
The head of an administrative institution may establish and operate an electronic processing
system for utilizing matters recognized as considerably valuable as data for judgment in
making decisions on important policies thereof, out of administrative information relevant to
work under jurisdiction, personal experiences, practical knowledge and techniques produced
and circulated within the agency.
Each administrative institution should minimize the preparation, receipt, circulation, and
storage of paper documents by digitalizing administrative affairs and civil petitions, sharing
administrative information with other agencies, or by other means, and should establish plans
to continuously reduce paper documents in the relevant agency. The head of each
administrative agency should revise its methods of working in the relevant agency in a
manner that minimizes unnecessary printing of paper documents in the process of preparing
documents and reporting.
6.3.8. Sharing Administrative Information
The public institutions should share administrative information collected and held by them
with other administrative agencies requiring such information and should not endeavor to
separately gather identical information where they can be provided with reliable
administrative information from other administrative agencies.
In order to ensure the effective sharing of administrative information, the Minister of SCGG
may have an Administrative Information-Sharing Center under the jurisdiction to implement
policies necessary to share administrative information.
Administrative information that can be shared through the Sharing Center can be as follows:
administrative information necessary to process civil petitions; administrative information for
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reference in carrying out administrative affairs, such as statistical information, bibliographic
information, and policy information; and administrative information recognized by an
administrative agency as essential to carry out its official duties prescribed by any Act and
subordinate statutes, etc.
Any institution intending to use administrative information through the Sharing Center
should apply for the sharing of administrative information to the Minister of SCGG by
specifying the administrative information to be subject to sharing and the scope thereof, the
purpose and method of sharing, the agency in possession of such administrative information.
When any user agency shares administrative information containing personal information
through the Sharing Center, it should obtain the prior consent of the owner of the said
information so that he/she is aware of the following matters: the purpose of sharing the
information; the administrative information subject to sharing and the scope of sharing; and
the name of the user agency sharing the information.
6.3.9. Operational Basis for e-Government
The Minister of SCGG should formulate a master plan to systematically introduce and
disseminate an information technology architecture in consultation with the heads of related
administrative institutions.
When the head of each administrative institution introduces information and communications
technologies to any work under jurisdiction, they should re-design its pre-existing
organization, placement of manpower and work processes in a manner compatible with the
implementation of the information and communications technologies.
When the head of an administrative institution intends to undertake a project to build an
information system, they should conduct technical evaluations for each of the following in
accordance with the guidelines before confirming the project plan: interoperability of the
information system; information sharing; efficiency of the information system; technical
convenience in accessing information; and technical suitability for establishment and
operation of the information system.
6.4. Framework Act on ICT Industry Promotion
Legislation of Framework Act on ICT Industry Promotion allows implementing more
effective ICT industry promotion policies and preparing a basis to establish and enforcement
ICT industry promotion plan and create ICT industry promotion fund, which strengthen
national competitiveness and contribute to national economic development of Honduras.
6.4.1. Purpose
The purpose of this Act is to enhance the competitiveness of the information and
communications technology industry and consequently contribute to the growth of the
national economy by establishing the foundation for the promotion of the information and
communications technology industry.
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6.4.2. Definitions
The definitions of terms used in this Act can be as follows:
The term "information and communications" means a series of activities and means for the
promotion of informatization, including apparatuses, technologies, and services for collecting,
processing, storing, searching, transmitting, receiving, and utilizing information.
The term "information and communications technology industry" means any of the following
industries that develop, manufacture, produce, or distribute products for information and
communications:
 Industries related to computers and apparatuses for information and communications
 The software industry
 Industries related to electronic commerce
 Industries related to information and communications
 The e-learning industry
 Industries related to protection of information
The term "information and communications enterprise" means an enterprise that engages in
business of developing, manufacturing, producing, or distributing products for information
and communications or in business of providing a service related to information and
communications.
The term "information and communications network" means an information and
communications system for collecting, processing, storing, searching, transmitting, or
receiving information by using telecommunications systems.
6.4.3. Duties of State and Local Governments
The State should establish and implement a comprehensive policy necessary for the
promotion of the information and communications technology industry and prepare a plan for
securing financial resources therefor.
Local governments should, respectively, prepare a policy necessary for promotion of the
information and communications technology industry based on information and
communications technology, taking into consideration the State's policy and local
specificities.
6.4.4. ICT Industry Promotion Plan
The Minister of SCGG should establish and implement a plan for the promotion of
information and communications technology industry, which may include the following
matters, to set the goals and direction of medium- and long-term plans for the promotion of
the information and communications technology industry:
 Matters concerning the basic direction of the policy on the promotion of information
and communications technology industry
 Matters concerning the policy on the promotion of the information and
communications technology industry for each segment of business
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Matters concerning the promotion of development, diffusion, proliferation, and
utilization of information and communications technology
Matters concerning the promotion of standardization of information and
communications and the accreditation
Matters concerning the training of professional human resources for information and
communications technology and information and communications technology
industry
Matters concerning support for startup and growth of information and
communications enterprises
Matters concerning the stimulation of supply of funds to information and
communications enterprises
Matters concerning the support of information and communications technology
industry for international cooperation and entering into overseas markets
Other matters necessary for the promotion of the information and communications
technology industry.
In addition, an implementation plan for the promotion of information and communications
technology should be established and implemented, which may include the following matters,
in accordance with the promotion plan for the promotion of information and communications
technology:
 Matters concerning research on the level of information and communications
technology and evaluation and utilization of developed information and
communications technology
 Matters concerning smooth distribution of information related to information and
 Matters concerning facilitation of research and development of information and
communications technology and combination and fusion with other technologies
 Matters concerning cooperation, guidance, and transfer of information and
 Matters concerning facilitation of cooperation between industrial and academic
circles for information and communications technology
 Matters concerning training of professional human resources and supply of, and
demand for, such human resources
 Matters concerning standardization of information and communications technology
and adoption of new information and communications technology
 Matters concerning fostering of institutes or organizations specializing in research on
information and communications technology
 Matters concerning international cooperation in information and communications
technology
 Other matters necessary for the promotion of information and communications
technology
6.4.5. ICT Standardization
The Minister of SCGG should prepare a policy necessary for the following matters in order to
promote the information and communications technology industry:
 Standardization of information and communications technology
 Standardization of products for information and communications
 Standardization of information and communications networks
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Standardization of services for information and communications
Standardization for sharing information
Other matters necessary for the standardization of information and communications
6.4.6. Establishing Foundation for ICT Industry Promotion
The Minister of SCGG should prepare a policy on the following matters necessary for
fostering professional human resources, required for promotion of information and
communications technology industry:
 Research on the actual demand for professional human resources and forecast for the
medium- and long-term supply of, and demand for, such human resources
 Establishment and support of training institutes for professional human resources
 Support for development and distribution of educational programs for fostering
professional human resources
 Support for the firm settlement of qualification systems for information and
communication technology and the supply of, and demand for, professional human
resources
 Support of educational programs conducted by schools at different levels and other
educational institutes on information and communication technology and information
and communications technology industry
 Other matters necessary for fostering professional human resources
The Minister of SCGG may subsidize expenses incurred by any institution or organization
related to information communication technology or information and communications
technology industry for carrying out any of the following affairs:
 Surveys and statistics related to information communication technology or the
information and communications technology industry
 Development of information and communications technology
 Fostering professional human resources
 Surveys and research on policies related to information and communications
technology or information and communications technology industry
 Research, development, and diffusion of standards for information and
communications
 Support for the development of information content distributable through
information and communications networks
 Supply of various kinds of related data on information communication technology or
information communication industry and establishment of information distribution
systems
 Overseas cooperation related to information and communications technology or
information and communications technology industry
 Support for startup, legal affairs, accounting, business management of information
and communications enterprises
 Improvement of the structure of distribution of information and communications
technology for information and communications and facilitation of the diffusion
thereof
 Other matters necessary for laying the foundation for information and
communications technology industry.
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6.4.7. Information Technology Promotion Agency
An Information Technology Industry Promotion Agency can be established in order to
efficiently support information and communications technology industry. This agency may
carry out the following business activities:
 Support for research on, and establishment of, policies on information and
communications technology industry
 Fostering professional human resources
 Projects for laying the foundation, such as fostering and development of, and
supportive facilities for, information and communications technology industry
 Support for the startup and growth of information and communications technology
industry
 Support for stimulation of, and marketing activities for, distribution markets for
development of information and communications technology industry
 Activities for analysis of movements in information and communications technology
industry, preparation of statistics, distribution of information, and services
 Activities for fusion and utilization of information and communications technology
 Support for international exchanges and cooperation in connection with information
and communications technology industry and entering into overseas markets
 Publication and public relations activities for the information and communications
technology industry
 Surveys and research on policies and systems for promotion of technology for
software
 Activities necessary for improvement of software business operators' competence in
quality management and expertise
 Accreditation of excellent business operators of electronic commerce
 Activities for research, development, diffusion, and international standardization of
standards on e-commerce
 Technical support for protection of electronic documents in archives of officially
authenticated electronic documents
 Development of technology necessary for development of the e-learning industry
6.4.8. Fund for ICT Industry Promotion
The Honduran Government can establish a fund for promotion of information and
communications in order to support the promotion of information and communications. The
Fund can be raised from the following sources: contributions and loans from the Government,
charges, earnings from the operation of the Fund and borrowings and other revenue.
The Fund should be used for any of the following projects and activities carried out in
accordance with the promotion plan:
 Projects for research on, and development of, information and communications
 Projects for development, establishment, and diffusion of standards for information
and communications
 Projects for fostering human resources for information and communications
 Projects for laying the foundation for information and communications technology
industry
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6.5. Privacy Act
As developing information society, collection and utilization of personal information will be
prevalent all over the country and the economic value of personal information will be
increased. For this reason a proper principle of personal information protection is required.
6.5.1. Purpose
The purpose of this Act is to prescribe matters concerning the management of personal
information in order to protect the rights and interests of all citizens and further realize the
dignity and value of each individual by protecting personal privacy from collection, leakage,
misuse and abuse of individual information.
6.5.2. Definitions
The terms that can be used in this Act are defined as follows:
The term "personal information" means information that pertains to a living person, including
the full name, resident registration number, images, etc., by which the individual in question
can be identified, (including information by which the individual in question cannot be
identified but can be identified through simple combination with other information).
The term "management" means to collect, create, record, save, hold, process, edit, search,
output, correct, recover, use, provide, disclose, destroy personal information, and other acts
similar thereto.
The term "subject of information" means a person who can be identified by the managed
information and therefore is the subject of the given piece of information.
The term "personal information file" means an aggregate of personal information
systematically arranged or organized according to a specific rule in order for the personal
information to be readily retrievable.
The term "personal information manager" means a public institution, corporate body,
organization, individual, etc. who manages personal information directly or via another
person to administer personal information files as part of their duties.
6.5.3. Principles for Protecting Personal Information
This act includes the principles for protecting personal information that a personal
information manager should obey.
A personal information manager should 1) make clear the purpose of managing personal
information, collect personal information lawfully and legitimately, and limit the collection to
the minimum extent necessary to achieve such purpose; 2) manage personal information
within the appropriate extent necessary for achieving the purpose of managing the personal
information, and not use it for the purposes other than intended ones; 3) guarantee that
personal information is kept accurate, complete and up-to-date to the extent necessary for the
purpose of managing the personal information; 4) manage personal information safely, in
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consideration of the risk that the rights of a subject of information may be infringed on and
the level of accompanying risks depending on the management methods, kinds, etc. of
personal information; 5) disclose to the general public matters concerning the management of
personal information, including, but not limited to, personal information management
policies, and guarantee the rights of a subject of information such as the right, etc. to request
an inspection; 6) manage personal information in such a manner that the privacy infringement
of a subject of information is minimized; 7) ensure that personal information is managed
anonymously whenever such management is possible; and 8) endeavor to gain the trust of a
subject of information by fulfilling his/her responsibilities and obligations conferred or
imposed by or under this Act, relevant Acts and subordinate statutes.
6.5.4. Responsibilities of State and Local Governments
The State and a local government should devise policy measures to prevent any harmful
effect from collecting personal information for any purpose other than the intended purpose,
misusing, abusing, or excessively monitoring and tracking personal information, thereby
protecting human dignity and personal privacy. They should establish necessary policy
measures, including but not limited to the improvement of Acts and subordinate statutes, in
order to protect the rights of a subject of information.
The State and a local government should respect, facilitate and support personal information
protection activities that are voluntarily performed by personal information managers in order
to improve irrational social practices in the management of personal information. Where the
State and a local government enact or amend Acts, subordinate statutes or municipal
ordinances, they should do so in compliance with the purpose of this Act.
6.5.5. Basic Plans
In order to protect personal information and guarantee the rights and interests of a subject of
information, the Honduran government should prepare a basic plan for protection of personal
information through consultation with the heads of relevant central administrative institutions.
The basic plan may include following matters:
 Basic objective and implementation direction-setting in the protection of personal
information
 Improving systems, Acts and subordinate statutes related to the protection of personal
information
 Measures for preventing the infringement of personal information
 Vitalizing autonomous regulation over the protection of personal information
 Vitalizing education and public relations concerning the protection of personal
information
 Fostering experts in the protection of personal information
 Other necessary matters for the protection of personal information
6.5.6. Management of Personal Information
This act regulates purpose, scope and restriction of collection, use, and provision of personal
information. When personal information becomes unnecessary as its holding period expires,
its management purpose is achieved and by any other ground, a personal information
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manager should destroy the personal information without delay. In addition, they should
establish an internal administration plan, keep access records, and take technical,
administrative and physical measures necessary for securing safety, in order to prevent
personal information from loss, theft, leakage, alteration or damage.
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VI. Conclusion
In line with government reform and improvement of legal and institutional framework,
Honduras government expresses strong willingness and commitment to transform
government toward digital government and provide efficient government administrative
services to citizens. This government transformation makes major contribution to achieve
Country Vision and National Plan with providing better foundation for an educated and
healthy Honduras, increasing national security, creating opportunities and decent jobs, and
earning trust from citizens, businesses and foreign governments based on transparent and
competitive State.
Now, it is time for government to take actions and make things done in order to deliver
visible outcomes and realize benefits which citizens and businesses actually experience. Once
citizens as well as government officials experience benefits with using ICT, it will accelerate
transformation of government toward digital government and Honduras beyond information
society.
e-Government Master Plan for Honduras ensures successful transformation of Honduras as
well as government with using ICT. In order to execute recommends in e-Government Master
Plan, one of the most important consideration is to secure sustainability in various
perspectives. Planning should be developed aligned with Country Vision and National Plan
and continuously evaluated and revised. Execution of plan should be properly managed and
benefits from this execution should be monitored to ensure expected benefits are actually
realized and reached to citizens, businesses and government officials. Government should
commit for sustainability of transformation toward digital government based on legal and
institutional framework.
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Reference
English
▪ Annual Report 2013-Honduras, UNICEF
▪ Doing Business Report 2014 Honduras, The World Bank
▪ E-Government of Korea Best Practices, MOSPA
▪ E-government Survey 2014, UN
▪ Feasibility Study and Research for the Implementation of the Honduras National ICT
Master Plan, 2013, Ministry of Strategy and Finance, Republic of Korea
▪ Global Peace Index 2014, Institute for Economics & Peace
▪ Honduras National ICT Master Plan, 2012, Secretariat of Strategy and Finance
▪ Human Development Report 2014, UNDP
▪ Informatization White Paper, 2010, Republic of Korea
▪ Korea's e-Government Completion of e-Government Framework, Special Committee
for e-Government
▪ Master Plan for the Next Generation e-Government in Korea, 2007, Ministry of
Government Administration and Home Affairs
▪ The Global Competitiveness Report 2013-2014, World Economic Forum
▪ The Global Information Technology Report 2013, World Economic Forum
▪ The Global Information Technology Report 2014, World Economic Forum
Spanish
▪ Agenda Digital Honduras 2014-2018, SEPLAN
▪ Documento Conpes 3072 (Agenda de Conectividad), 2000, Ministerio de
Comunicaciones de Colombia
▪ Estrategia Digital Nacional, 2013, Mexico
▪ Normativa del Gobierno Electrónico en Colombia, 2011, Ministerio de Tecnologías
de la Información y las Comunicaciones de Colombia
▪ Plan Nacional de Desarrollo 2001-2006, Mexico
▪ Plan Nacional de Desarrollo 2010-2014, Colombia
▪ Plan Nacional de Tecnologías de la Información y las Comunicaciones, 2008,
Ministerio de Comunicaciones de Colombia
▪ República de Honduras Visión de País 2010-2038 y Plan de Nación 2010-2022
▪ Sistema de Gobierno Digital, 2008, Mexico
Korean
▪
▪
▪
▪
Electronic Government White Paper 2008-2012, MOSPA, NIA
Informatization White Paper, 2007, Republic of Korea
Website
▪ Central Bank of Honduras (http://www.bch.hn)
▪ Colombia Digital Live (http://www.mintic.gov.co/portal/vivedigital/612/w3propertyvalue-6106.html)
327 / 328
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
Country
Profile
(https://www.cia.gov/library/publications/the-worldfactbook/geos/ho.html)
Honduras Overview (http://www.worldbank.org/en/country/honduras/overview)
Interministerial Commission of E-Government of Mexico (http://cidge.gob.mx/)
Korea Legislation Research Institute (http://elaw.klri.re.kr/eng_service/main.do)
Moodys
(https://www.moodys.com/research/Moodys-downgrades-Hondurassovereign-rating-to-B3-from-B2-and--PR_292866)
National
Information
Society
Agency
(http://egov.nia.or.kr/homepage/hp_gov_ele.jsp?leftTopValue=1)
National Institute of Statistics (http://www.ine.gob.hn/)
Secretariat of General Government Coordination (http://www.scgg.gob.hn/)
The
World
Fackbook
(https://www.cia.gov/library/publications/the-worldfactbook/geos/ho.html)
UN Data (http://www.hn.undp.org/content/honduras/es/home/countryinfo/)
UNDP Honduras (http://www.hn.undp.org/content/honduras/es/home/countryinfo/)
Vision of Country (http://plandenacion.hn/)
▪
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e-Government Master Plan for the Republic of Honduras

Transcripción

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