IT in Public Services: Where Does Bangladesh Stand?

In a technology-driven world, ‘e-governance’ is no longer a luxury, it has become an essential service. While developed countries are leveraging this change to its fullest, developing nations like Bangladesh are not left behind. However, the question arises: when we compare Bangladesh's progress in e-governance with that of countries like Estonia or Singapore, is it justified? Or are these comparisons unrealistic? Delving deeper into this question reveals that the comparison is not without merit; rather, it helps us clearly identify our limitations, potentials, and what needs to be done.

Estonia and Singapore, though different in geography, history, and culture, share a common ground in their approach: embracing technology as a strategy for national development. After gaining independence in the 1990s, Estonia made the internet a citizen's right, while Singapore, overcoming an economic crisis in the 1980s, turned information technology into a key tool for recovery. Both countries placed emphasis on technological innovation and usage at the heart of state policy. These initiatives were well-planned, long-term, and dedicated to ensuring participation at all levels.

In the context of Bangladesh, our journey has been different. We have advanced through a large population, complex bureaucratic structures, and frequent political transitions. Here, the idea of a technology-based administration took time to establish. Initiatives like the creation of the Information and Communication Technology (ICT) Policy, the Digital Bangladesh Vision, and the ‘MyGov’ platform are part of this progress. Therefore, comparisons are valid only when made with an understanding of the respective contexts.

When Estonia's ‘X-Road’ or Singapore's ‘One-Stop e-Citizen’ system were implemented, their populations were small. In contrast, Bangladesh faced the challenge of providing digital services to a vast population, many of whom live in rural areas, with significant infrastructural limitations and low digital literacy. Building internet infrastructure, raising citizen awareness, and developing technical capacity in government offices were monumental tasks that Bangladesh had to undertake.

A particularly huge challenge was delivering e-governance benefits to remote areas. In Estonia or Singapore, service delivery could be managed in a relatively small area with a limited population. In Bangladesh, digital services had to be ensured at every union level. The establishment of Union Digital Centers, the expansion of mobile networks, and planned investments in broadband connectivity have been key steps in this journey.

But this does not end here. One significant advantage that Singapore and Estonia had over Bangladesh was the citizens' mindset. Their societies were more open to adopting and using technology. In Bangladesh, it took time to develop this mindset. Concerns about digital security, privacy issues, and hesitations about using new technologies were widespread in our society. To overcome these, public awareness campaigns, training programs, and a timely legal framework had to be put in place.

If we consider Singapore's example, we see that they created an innovative culture in public service by providing regular training for government employees. Bangladesh is now following this path as well. Under initiatives like the "Annual Performance Agreement" (APA) and various digitalization projects, government officials are enhancing their digital skills. Although the pace needs to be accelerated, there is undeniable progress.

On the other hand, Estonia has ensured government data security by applying blockchain technology. Bangladesh is now making strides toward secure data management in areas such as the national identity system, land registration, and vaccine registration. Under the ‘Digital Bangladesh’ vision, a transparent concept of data preservation and security has been established at the national level.

So, what can we learn from these comparisons? First, we understand that having technology alone is not enough for effective use; there is a need for efficient management, public awareness, and organizational culture change. Second, we realize that every country’s reality is different, and the importance of an integrated plan cannot be overstated. While the model that worked in Estonia or Singapore may not be directly applicable to Bangladesh, the principles or perspectives behind them can certainly be adapted to suit our context.

This is where comparison becomes essential: understanding the reality and learning from experiences. It would be futile to think, "They succeeded because they are different; we cannot do it." Instead, comparative analysis inspires us, helps identify our limitations, and aids in setting achievable goals.

Globally, e-governance is no longer just about service delivery; it is a means to earn public trust and ensure transparency in governance. In this regard, Bangladesh has already made significant strides. The digitalization of the national ID system, online tax payment, e-tendering, and online birth registration services are now part of the everyday lives of citizens.

During the COVID-19 pandemic, Bangladesh's e-governance system underwent a real test. The country passed this test to a large extent, registering millions online for vaccinations, verifying national IDs, and managing various incentive programs proved the system's capability.

However, there is no room for complacency. The digital divide has not been fully bridged yet. There are still gaps in service quality and citizen satisfaction. More attention is needed in these areas. Just as Estonia and Singapore continue to innovate and reform to ensure sustainable development, Bangladesh too must evolve in the same manner.

Comparison, in essence, is not a negative aspect; rather, it opens doors to possibilities. It creates benchmarks for measuring our own progress. From the experiences of Estonia and Singapore, Bangladesh can learn how to leverage technology to reshape the nation’s destiny through careful planning, leadership, and unwavering commitment. Hence, it must be said that such comparisons are not unfounded in the case of Bangladesh.