Introducing a New E-Governance Framework in the Commonwealth: From Theory to Practice

The public sector, academia and the international community have been preoccupied with good governance in developing countries since the announcement of the Millennium Development Goals. Optimisation of governance models has featured prominently in public sector development. Globalisation and the information society have given rise to e-governance. Governments worldwide are investing increasingly in information and communication technologies (ICTs) across a range of applications. The by-product of e-government, in addition to being seen as a global project of technology transfer, is public sector reform, achieved by improving government processes that connect citizens and support interactions within broader society. The literature recognises that strong e-leadership and stakeholder cooperation are key to the success of e-government initiatives. However, the literature specific to e-leadership is sparse and patchy. This article addresses this gap by presenting empirical evidence gathered via pan-Commonwealth case studies and surveys. A central finding is that e-leaders develop unique skill sets. Their vision is of a kind of "ICT socialism", coupled with strategic business acumen. In this regard, the article introduces an innovative e-governance framework developed under the Commonwealth Connects initiative. It is grounded in tools for e-leadership, business practice, strategic gap analysis and multi-stakeholder partnerships that seek to improve governance practices through ICTs. Commonwealth Connects itself is a pragmatic example of shared governance built on mutual trust and interdependence. The experience and collaborative methodology are inspiring Commonwealth practitioners to bridge the digital divide.