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EQUITABLE GROWTH, FINANCE & INSTITUTIONS INSIGHT

GOVERNANCE

EQUITABLE GROWTH, FINANCE & INSTITUTIONS INSIGHT

Embracing a Green Digital Transition

Guidance Note - Volume 1

Greening Public Administration

with GovTech

Supported by the GovTech Global Partnership -

www.worldbank.org/govtech

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This work is a product of the staff of The World Bank with external contributions. The ndings,

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The World Bank does not guarantee the accuracy, completeness, or currency of the data included

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Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA;

fax: 202-522-2625; e-mail: pubrights@worldbank.org.

Contents

>>>

Acknowledgments vi

Abbreviations and Acronyms vii

Executive Summary 1

1. Introduction 5

1.1. The Role of the World Bank 7

1.2 A Framework of Analysis for Greening GovTech 8

2. Greenhacking the Bureaucracy and Service Delivery Using

GovTech Solutions 11

2.1 Introduction 11

2.2 Modernization of Government Processes 12

2.2.1 Paperless Public Administration 13

2.2.2 A Synergized Public Sector 14

2.3 Green Digital Service Delivery 21

2.3.1 From Unichannel to Omnichannel Service Design

and Delivery 21

2.3.2 From Siloed to Integrated Service Design

and Delivery 24

2.3.3 Towards a Green Digital Service Delivery 26

2.4 GovTech Resilience to Climate Change Risks 28

2.4.1 Resilience to Weather Transformation

and Emergencies 29

2.4.2 Data Recovery and Redundancy 29

2.4.3 Critical Digital Services 30

3. Governing a Green and Digital Transformation of the

Public Sector 33

3.1 Introduction 33

3.2 Strategy 34

3.2.1 Example: Denmark 35

3.2.2 Example: Korea 35

3.2.3 Example: European Commission 36

/84

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PublicDisclosureAuthorizedGOVERNANCEPublicDisclosureAuthorizedGOVERNANCEPublicDisclosureAuthorizedEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHTPublicDisclosureAuthorizedGreeningPublicAdministrationwithGovTechEmbracingaGreenDigitalTransitionGuidanceNote-Volume1SupportedbytheGovTechGlobalPartnership-www.worldbank.org/govtechEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<1©2023InternationalBankforReconstructionandDevelopment/TheWorldBank1818HStreetNWWashingtonDC20433Telephone:202-473-1000Internet:www.worldbank.orgThisworkisaproductofthestaffofTheWorldBankwithexternalcontributions.Thefindings,interpretations,andconclusionsexpressedinthisworkdonotnecessarilyreflecttheviewsofTheWorldBank,itsBoardofExecutiveDirectors,orthegovernmentstheyrepresent.TheWorldBankdoesnotguaranteetheaccuracy,completeness,orcurrencyofthedataincludedinthisworkanddoesnotassumeresponsibilityforanyerrors,omissions,ordiscrepanciesintheinformation,orliabilitywithrespecttotheuseoforfailuretousetheinformation,methods,processes,orconclusionssetforth.Theboundaries,colors,denominations,andotherinformationshownonanymapinthisworkdonotimplyanyjudgmentonthepartofTheWorldBankconcerningthelegalstatusofanyterritoryortheendorsementoracceptanceofsuchboundaries.NothinghereinshallconstituteorbeconstruedorconsideredtobealimitationuponorwaiveroftheprivilegesandimmunitiesofTheWorldBank,allofwhicharespecificallyreserved.RightsandPermissionsThematerialinthisworkissubjecttocopyright.BecauseTheWorldBankencouragesdisseminationofitsknowledge,thisworkmaybereproduced,inwholeorinpart,fornoncommercialpurposesaslongasfullattributiontothisworkisgiven.Anyqueriesonrightsandlicenses,includingsubsidiaryrights,shouldbeaddressedtoWorldBankPublications,TheWorldBankGroup,1818HStreetNW,Washington,DC20433,USA;fax:202-522-2625;e-mail:pubrights@worldbank.org.>>>ContentsAcknowledgmentsviAbbreviationsandAcronymsviiExecutiveSummary11.Introduction51.1.TheRoleoftheWorldBank71.2AFrameworkofAnalysisforGreeningGovTech82.GreenhackingtheBureaucracyandServiceDeliveryUsingGovTechSolutions112.1Introduction112.2ModernizationofGovernmentProcesses122.2.1PaperlessPublicAdministration132.2.2ASynergizedPublicSector142.3GreenDigitalServiceDelivery212.3.1FromUnichanneltoOmnichannelServiceDesignandDelivery212.3.2FromSiloedtoIntegratedServiceDesignandDelivery242.3.3TowardsaGreenDigitalServiceDelivery262.4GovTechResiliencetoClimateChangeRisks282.4.1ResiliencetoWeatherTransformationandEmergencies292.4.2DataRecoveryandRedundancy292.4.3CriticalDigitalServices303.GoverningaGreenandDigitalTransformationofthePublicSector333.1Introduction333.2Strategy343.2.1Example:Denmark353.2.2Example:Korea353.2.3Example:EuropeanCommission363.3InstitutionalLeadershipandCoordination373.3.1PoliticalSponsorshipandSupport383.3.2PublicSectorOrganizationLeadingGovTechPolicy383.3.3CoordinationMechanisms393.4LegalandRegulatoryFrameworks413.4.1PolicyInitiativesandLegalActions413.4.2InteroperabilityFrameworks423.4.3E-WasteRegulations433.4.4ParticipatoryGovernance433.5PolicyLevers443.5.1BudgetingPractices443.5.2Pre-evaluationofDigitalInvestments453.5.3PublicProcurement453.5.4MonitoringandEvaluation483.6GreenDigitalCompetencies513.6.1MainstreamingGreenDigitalCultureacrossthePublicSector513.6.2KeyPrioritiesforthePublicSectortoSecureGreenDigitalTalent513.6.3EnablerstoBuildGreenDigitalCompetencies533.6.4GreenDigitalLeadership:ThePublicSectorandtheRoleofStakeholders544.Conclusion56Notes59References66Annex1:Definitions73FiguresFigureES.1.GreeningofGovTech:FrameworkofAnalysis2Figure1.GreeningofGovTech:FrameworkofAnalysis9Figure2.HighlightedTrendsthatSupportGreeningGovernmentProcesses13Figure3.KeyStepsandDataInputsfortheCalculations14Figure4:TotalEnergyConsumptionofFederalIT2008–2118Figure5.ExploringtheGreenImpact–FromUnichanneltoOmnichannelServiceDesignandDelivery22Figure6.ExploringtheGreenImpact:FromSiloedtoIntegratedServiceDelivery25Figure7.GreenDigitalServiceDelivery27Figure8.Korea’sGreenITPolicyMilestones36Figure9.InstitutionalLeadershipandCoordinationforGreenandDigitalGovernment37Figure10.InstitutionalLeadershipandCoordinationforGreenandDigitalGovernment57TablesTable1.GHGAccountingfortheProcurementandContractManagementProcesses23Table2.TheExistenceofaGovernmentEntityFocusedonGovTech39Table3.InstitutionalResponsibilityforGovTech39Table4.CoordinationintheGovTechMaturityIndex40Table5.SnapshotofDataGovernanceandDataManagementWorldwide49BoxesBox1.AssessingtheReducedPaperConsumptionofDigitalPublicFinancialManagementinBangladesh14Box2.TransportationReductionthroughInter-OperableM-GovernmentSolutions15Box3.ReducingEnergyConsumptionandGHGEmissions:TheGreenITInitiativeoftheGermanFederalGovernment17Box4.Example:ColdAisleDesignofDataCenterReducesEnergyConsumption19Box5.GreenImpactofDigitalPublicFinancialManagementinBangladesh23Box6.TheGreenImpactIntegratedServiceDeliveryinPortugal26Box7.CostaRicaICTinfrastructureforDataRecovery30Box8.CriticalDigitalServicesareMovingtotheCloudintheCaribbean31Box9.LeadershipinNationallyDeterminedContributions38Box10.Korea’sGreenDigitalTransformationJourney42Box11.EC-DevelopedLCCCalculationToolsandStandardizedEUGPPCriteria46Box12.GreenPublicProcurementIndicators50Box13.UnitedStatesandCanadaLaunchGGI52Box14.Sweden:InvestigatingLong-TermStrategiesforReducingGreenhouseGasEmissions53Box15.GreenDigitalLeadership54>>>AcknowledgmentsThisguidancenotewasdevelopedundertheWorldBankGovTechinitiativebyateamledbyJoãoRicardoVasconcelos,SeniorGovernanceSpecialist,andHuntLaCascia,SeniorPublicSectorSpecialist,bothfromtheGovernanceGlobalPractice.Thenotewasco-authoredbySerenaCocciolo(Economist),YoungseokKim(SeniorGovernanceSpecialist),DianaAnnandsingh(ProgramAssistant),TillHartmann(JuniorProfessionalOfficer),AbdulazizAlmuzaini(Consultant),andAchimBlume(SeniorGovernanceSpecialist).AdditionalcontributorsincludeSaraBalan(SeniorDigitalDevelopmentSpecialist),AidanCoville(ResearchManager),JiaLi(SeniorEconomist),IshtiakSiddique(SeniorProcurementSpecialist),andRichardAnthonySutherland(SeniorGovernanceSpecialist).OverallguidanceforthereportwasprovidedbyArturoHerreraGutierrez(Director,GovernanceGlobalPractice)andRobySenderowitsch(PracticeManager).EditorialserviceswereprovidedbyPatriciaCarley.ThisreportwasmadepossiblebytheWorldBank’sGovTechInitiativeandtheGovTechGlobalPartnershiptrustfund,buildingonthesupportoffinancialandin-kindpartners,includingtheMinistryofFinanceofAustria,theStateSecretariatforEconomicAffairs(SECO)ofSwitzerland,theMinistryofEconomyandFinance(MOEF)oftheRepublicofKorea,theMinistryofEconomicDevelopmentoftheRussianFederation,theMinistryofInteriorandSafety(MOIS)oftheRepublicofKorea,theGovernmentofJapan,andtheFederalMinistryforEconomicCooperationandDevelopment(BMZ)ofGermany.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<vi>>>AbbreviationsandAcronymsADBAsianDevelopmentBankAIArtificialIntelligenceCAFDevelopmentBankofLatinAmericaCCIAClimateChangeInstituteAssessment(WorldBank)CIOChiefInformationOfficerCO2CarbonDioxideCODESTheCoalitionforDigitalEnvironmentalSustainabilityCPBCentralProcurementBodyDESIEuropeanDigitalEconomyandSocietyIndexDIGITDirectorate-GeneralforInformatics(EuropeanCommission)DINSICFrenchDigitalDirectorateECEuropeanCommissionEIAEnvironmentalImpactAssessmenteLAC2020DigitalAgendaforLatinAmericaandtheCaribbeanEUEuropeanUnionGDPGrossDomesticProductGHGGreenhouseGasGIZDeutscheGesellschaftfürInternationaleZusammenarbeitGPPGreenPublicProcurementGTMIGovTechMaturityIndexGWhGigawattHourICTInformationandCommunicationsTechnologyIEAInternationalEnergyAgencyIPPCIntergovernmentalPanelonClimateChangeITInformationTechnologyITUInternationalTelecommunicationsUnionLCCLife-CycleCostingM&EMonitoring&EvaluationEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<viiMtMetricTonNGONongovernmentalOrganizationNDCNationallyDeterminedContributionOECDOrganisationforEconomicCo-operationandDevelopmentPFMPublicFinancialManagementR&DResearchandDevelopmentSDGSustainableDevelopmentGoalSPPSustainablePublicProcurementTCOTotalCostofOwnershipTRETransport,Resources,andEnergyTTLTaskTeamLeader(WorldBank)TWhTerawattHourUNUnitedNationsVfMValueforMoneyWEFWorldEconomicForumEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<viii>>>ExecutiveSummaryGovernmentsareincreasinglyseekingopportunitiestoleveragedigitaltechnologiestobuildagreenerfuture.ThisguidancenoteprovidesusefuladvicetopolicymakersunderliningadequateleadershipandcommitmentarecrucialtoimplementcoordinatedGovTechandGreenpolicies.Theclimatechangeimpactsofdigitalizationcanprovidethebenefitsofgreendigitalservicedelivery,paperlessadministration,andtheefficiencyofintegratedservicesforareductionofthecarbonfootprint.Theguidancenotewillfocuson“greeningPublicAdministrationthroughGovTech”definedasGovTechpolicies,initiatives,and/orsolutionsthatembraceenvironmentalconsiderationsbydesign,maximizingthegreenbenefitsandconsideringthepotentialnegativeimpacts,forexamplethroughdigitalizationofgovernmentprocesses.Thisguidancenoteiscenteredaroundthreemaintopics:(i)thegreengovernmentprocessthroughdigitalsolutions(e.g.,greeningthroughGovTech),(ii)greeningdigitalservicedelivery(makingGovTechgreenerandmoreenvironmentallysustainablethroughtheadoptionofnewtechnologies)and(iii)identifyingpolicymechanismstomainstreamgreendigitalapproachesthroughoutgovernmentsystems.ThepapermakesuseofcountryandprojectexamplestoshowhowGovTechpoliciescanpositivelyaddressclimatechangewithoutcontributingtotheissueasresultoftheinherentriseofGHGemissionsthatcomesfromincreaseddigitalizationandthetransformationofthepublicsector.ThisnotedoesnotcoverthebroadersubjectofGovTechforthegreenagenda(e.g.,howdigitaltechnologiesanddatausedbygovernmentcanbeembracedtosupportthebroadereconomyandsocietytomitigateandadapttoclimatechange).Additionally,thisnotedoesnotcoverdataanalyticsforinformeddecisionmaking,opengovernment,andCivicTech.Theguidancenoteproposesaframeworktosupportgovernmenteffortstogogreenanddigital.Bothoftheseagendashavegarneredpoliticalsupportbuthaveusuallydonesoseparately,andnowthefocusneedstobeonbothconcurrently,hencethe“greeningGovTech”policyobjective.ThegreeningGovTechframeworkbuildsonpreviouseffortsfromdifferententitiesandstakeholders,focusingonthe“what”andthe“how”(seefigurebelow).Theframeworkprovidesaconceptualalignmentinsupportofpolicydesign,implementation,development,andmonitoringintheseareas,mappingandmakingsenseoftherelationsbetweenthevariouspolicysubjects.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<1>>>FIGUREES.1-GreeningofGovTech:FrameworkofAnalysisGREENINGGOVTECHFRAMEWORKWHAT?GovernmentProcessesPublicServiceDeliveryGreenhackingPaperlessAdministrationOmnichannelServiceDeliverySmartSynergizedPublicSectorIntegratedServiceDeliverytheBureaucracyGreenDigitalSolutionsandServiceDeliveryRisksandResilienceResiliencetoWeatherTransformationDataRecoveryandRedundancyCriticalDigitalServicesHOW?StrategyLeadershipandCoordinationPolicyLeversGoverningLegalandRegulatoryFrameworkCultureandCompetenciestheTransformationSource:Authors.Inlinewiththeproposedframework,theenvironmentalcomponents,suchasdatacenters,cloudsolutions,andhardimpactofdigitalizedgovernmentprocessesbasedandsoftware.Successfulapproachesrequireacombinationofonpaperless,connected,automated,anddata-drivendigitalinnovationslinkedtochangemanagementprioritizationsystemscanbesignificant.Threedimensionsshouldbetoimprovetheefficiencyandeffectivenessofpublicsectorconsidered:a)thebenefitsbroughtbypaperlessprocessesoperationsacrosstheboard.Theyalsooffergreenbenefits,becauseofdigitalization,b)efficiency,productivity,and“green”suchasreductionsinpaperuseaswellasintransportneedsgainsthroughanincreasinglyinterconnected,interoperable,forbothpublicofficials(duetohomeandremotework)andanddata-drivenpublicsector,andc)theavailablegreenindividuals(whorequirefewerpersonalvisitstopublicentities).digitalsolutionsandmanagementleversfocusingonkeyITEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<2GreendigitalservicedeliveryisanotherdimensiontoTheseGovTechsolutions,suchasdigitalizedearlywarningbeconsidered,focusingonhowadvancedfeaturessystems,financialtransactions,wagesystems,identificationofdigitalization,includingautomation,data-drivenmethods,contracts,andsupplychainmanagement,canboostdecisionmaking,proactivefunctions,ubiquity,citizengovernmentresilienceandhelppublicagenciestomaintaincentricityandinclusiveness,cancontributetoamorelinkswiththepopulationduringnaturalandotherdisasters.environmentallyfriendlypublicsector.ThesearesustainedByproactivelyaddressingtheseissuespriortoanemergency,bytheexpectedefficiencygainsfromdigitalizationintermsofgovernmentscanimprovetheirresponse.reducedtransport,resource,andenergyconsumptionintheprovisionofservices,thusavoidingwasteanddiminishingTodisseminatetheidentifiedgreendigitalapproachesthecarbonfootprint.Soundsolutionsincludeanomnichannelthroughoutthedifferentgovernmentsectorsandlevels,servicedeliverythatcanimproveefficiencyandalsoaddressanadequatewhole-of-governmentinstitutionalsettingtheclimateemergency.Moreover,agreenGovTechpolicyiscriticalforcoherentandsustainedimplementation.forpublicservicesbringssignificantinclusionbenefits,Institutionalleadership,adedicatedorganization,andcontributingtothe“leavenoonebehind”objectivethroughspecificcoordinationmechanismsarenecessarytoensureaplain,personalized,andproactiveservices.Atthesametime,coordinatedcross-governmentapproachtoboththeGovTechrespectforcitizens’digitalrights,suchasprivacyandsecurity,andthegreenagendas.TheexistenceofapublicsectormustbeafundamentalrequisitetosoundgreendigitalserviceorganizationtoleadGovTechpolicyisoneofthefirststepsdeliverythatassumesdataexchangeandreuseastheinfacilitatingthesector’sdigitaltransformation.Buttoensurecornerstoneofpublicsectortransformation.thegreeningcomponent,thegovernmentagencyinchargeofGovTechshouldembraceagreenmindset.WhenthereisaTheresilienceofGovTechsolutionscanalsocontributedifferentministryordepartmentresponsibleforGovTechandsignificantlytoclimatechangemitigationandadaptationforclimatechange,whichisoftenthecase,establishingstrongpolicies.Inordertoaddressthecurrentclimateemergency,collaborationmechanismsbetweenthetwoentitiesiscritical.GovTechsolutionsshouldbeabletoresistextremeweatherGovernmentsthusneedtoconsiderassigningapositionineventsandotheremergencies,preventdatalossnamelytheorganizationhandlingGovTechtooverseeinternalandthroughredundancyandguaranteethatcriticaldigitalservicesexternalcommunicationandcoordinationonthecountry’ssupportthepopulation’sresiliencetoclimatecatastrophesandgreeningobjectives.emergencies.Tothisend,governmentsneedtotakemeasuresto,forexample,protectfinancialtransactionsintheaftermathofLegalandregulatoryframeworksneedtoberobust,adisaster.Governmentscanalsodevelopariskmanagementforwardlooking,andinclusivetopromoteawhole-of-strategyforGovTechsolutionstoprogramsthatidentifyrisks,governmentapproachtothecoordinatedgreenandreducevulnerability,andstrengthenemergencyservices.digitaltransitions.Existinglaws,policies,andstandards,EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<3includinggreenpublicprocurement(GPP)purchasingAlthoughskillsandcompetencesareafundamentalrequirementsanddigitalstrategies,shouldsetupastrongbuildingblockforsoundchangemanagement,thereisfoundationwhilesimultaneouslyenhancingresiliencetonoonepathwaythatgovernmentscanusetostarttheclimatechangeandpromotingtheachievementofNationallyuptakeofgreendigitaltalent.CountriescanchoosetheirDeterminedContributions.Embeddinginteroperabilityintoownpathwaybyexaminingtheirculture’sdispositiontolegalandregulatoryframeworksalsoleadstomoreefficientchange,theirlevelofeducationandawarenessonthetopic,digitalizedservicedeliverythatincludesthegreenbenefitsofandtheirmarket’sreadinessforchange.Enablingpublicsectorlesspaperuseandfewerofthegreenhousegasemissionsleadershiptodevelopavalue-drivencultureandtocreateassociatedwithtravel.Moreover,recognizingthate-wasteresponsiveandadaptivepublicservicesystems.Anemphasisfromelectronicequipmentwillriseascountriesdigitalizetheshouldbeplacedoninnovation(incorporatinggreendigitalpublicsector,itisimportantthatpolicymakersputinplacecompetenciesintoawareness-raisingefforts),data-drivene-wastemanagementregulations.Incorporatingallofthesedecisionmaking,andstrategicleadershiptodesignafutureconsiderationsintoexistinglegalandregulatoryframeworkspublicsectorworkforcethatisenvironmentallyconscious.helpstocreateanenablingenvironmentthatpromotesanGreendigitalliteracyshouldbeapolicypriorityconsideringeffectivegreendigitaltransformation.thatgreendigitalcompetencieswillactasfundamentalenablersforthesuccessfulimplementationofgreendigitalInordertosupporteffectivegreeningGovTechtransformationpolicies.implementation,policyleversarealsoimportantinstitutionalmechanismstoensurethatthedigitalBuildingontheframeworkpresentedabove,theultimatetransformationofthepublicsectorthreadsagreenpathgoalofthecurrentguidancenoteistosupportpolicybydefault.Thebudgetingprocessshouldplayacriticalmakersandimplementersleveragingdigitaltechnologiesroleincoordinatingresourcesandidentifyingsynergiestobuildagreenerpublicsector,providingusefuladviceforthegreenanddigitaltransitions.Thepre-evaluationofontheimportanceofleadershipandcommitmenttoinvestmentsshouldexplicitlyconsidertheenvironmentalimplementcoordinatedGovTechandGreenpolicies.impactofICT/digitalgovernmentprojectstoensuretheirAsthedigitaltransformationacceleratesandtheclimatealignmentwiththegreendigitalagenda.GovernmentPublicemergencyposesseverethreatstocountriesacrosstheProcurementshouldalsobeanotherimportanttooltopromoteglobe,theimportanceofgreeningGovTechpoliciesincreases.theuseofgreenerproductsandservices,includingICT.AnConsideringtheclimateemergencyalreadyunderway,theeffectivemonitoringandevaluationsystemshouldalsobeincreasinglyomnipresentnatureofdigitaltechnologies,andstrategicwaytosystematicallycombineGovTechwithclimategovernment’sfundamentalroleintheeconomyandsociety,changeconsiderationsandfurtherhighlighthowGovTechcangreeningGovTechisacriticalprioritythatneedstobecontributetothegreenagenda.embracedacrossallsectorsandlevelsofgovernment.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<41.>>>IntroductionAstheworldgoesdigitalandtheplanetfacesaclimateemergency,thepotentialoftechnologytosolvetheclimatechangeproblemisgainingcurrency.Effortstoreducecarbonemissionsandimproveresiliencytoclimatechangeareunderway,buttheyrequiresubstantialeconomic,social,andtechnologicaltransformations.Thedigitaltransitionhasthecapacitytobepartofthesolution—butalsopartoftheproblemifnotimplementedsustainably.Digitaltechnologiesareonthefrontlineofstrategiestoreducethecarbonfootprint,giventheircapacitytoimproveefficiencyandoptimizeresourceconsumption.AccordingtotheWorldEconomicForum(WEF),digitalsolutionscanreducegreenhousegas(GHG)emissionsby15–20percent,1therebylimitingtheimpactsofclimatechange.The2015ParisAgreementonClimateChangehighlights“…theimportanceoffullyrealizingtechnologydevelopmentandtransferinordertoimproveresiliencetoclimatechangeandtoreducegreenhousegasemissions.”2TheWorldBank’sClimateChangeActionPlanemphasizesthat“…digitaltechnologiesoffersignificantopportunitiestoimproveefficiency;reducecongestion,airpollution,andGHGemissions;andtransformhowpeopleandgoodsmovearoundtheworld.”Nevertheless,theincreaseddemandfordigitalinfrastructureanddevicesisalsogeneratingconcernsaboutenergyconsumptionande-waste.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<5Graspingtheenormityofthismoment,governmentssupportingwhole-of-government6mechanismsarethereforeworldwideareprioritizingandmobilizingresourcestocriticaltoensuringthatdigitallyenabledpublicsectorscansupportbothgreenanddigitaltransitionsinthepubliccontributetolong-termstrategiesthatpromoteindividualsectorandtospurinnovationsintheprivatesectortowell-beingandahealthybusinessenvironmentandarealsohelpcountriesmeettheirclimatechangetargetsandenvironmentallysustainable.commitments.Digitalizationallowsformorepaperlessandinterconnectedpublicadministration,inwhichcomplexThepublicsectorplaysastrategicroleinembracingandandagileadministrativeprocedurescanbedevelopedwithenhancingagreendigitaltransitioninthewayitprovidesrationalizedresourceconsumption.Thedigitaltransformationservices,createseconomicopportunities,andrunsthealsoenablespublicservicestobeprovidedremotely,bureaucracy.Digitaltechnologieshaveacriticalroleinseamlessly,andaroundtheclock,therebyreducingthefosteringefficiencyandresponsivenessinpublicservices.carbonfootprintfromtransport,resources,andenergy.InGiventhesubstantialweightofpublicsectorsinnationalandfact,ahigherdigitaladoptionbygovernmentiscorrelatedlocaleconomies,theirgreendigitalizationcancontributetowithlowerCO2emissionsandlowerenergyintensity(Worldreducingthecarbonfootprint.PublicsectorsalsohaveanBank,forthcoming(b)).Forexample,theEstoniangovernmentimportantroleininfluencingnongovernmentstakeholdersandestimatesthatitse-Estoniasystemssavetheequivalentofspheresbyshapingattitudesandbehaviorsanddemonstratingoneworkingweekfortheworkingpopulation,3anditsdigitalhowtoembraceagreenanddigitaltransformation.Publicidentitysystemsaves2percentofGrossDomesticProductsectorreformsintheseareasthushaveanoutreachbeyond(GDP)peryear,withadiscernablecarbonfootprintreductionthegovernment.However,sincedigitalizationcansometimes(Burke2018).TheSerbiangovernmentestimatesthatbyexacerbateexistingsocioeconomicinequalities(WorldBankgoingdigital,thecountryhassaved180millionsheetsof2016b),publicsectorshaveastrongresponsibilitytoaddresspaper(almost18,000trees,awholeforest)and76milliontheresultingdigitaldividebyfacilitatingsocialinclusionandlitersofwater,overthepastfouryears.4Infact,digitalequitableaccessanddevelopment.Agreendigitaltransitioninadoptionwithingovernmentbuildssocioeconomicresiliencethepublicsectorisrequiredtobejustandinclusivebydefault,andisassociatedwithlowercostsforfirmsandhouseholdsguaranteeingthatnooneisleftbehindandthatbenefitsarestemmingfromclimatechange,suggestingthatthepublicsharedequitably.sectorhasapositiveroleinreducingsocietalvulnerabilitybyadoptingGovTech(WorldBank,forthcoming(b)).TheseareGreenanddigitaltransitionsareoftenimplementedinclearexamplesofhowgreenanddigitaltransitionsintheasiloedway,missingtheopportunitytocoordinatethepublicsectorcanreinforceeachother.twoefforts.TheexperienceofasmallnumberofcountriesindicatesthatconnectingbothpolicyagendasisanincreasingHowever,GovTechreformscanalsocontributetopriority.Forinstance,Denmark’srecentlyapproveddigitalincreasedcarbonemissionsifthepotentialenvironmentalstrategyembracesdifferentgreenobjectivesasapriorityimpactisnotassessedandadequatelyaddressedatthe(Denmark2022).Koreaalsohasdifferentinitiativesunderwayplanninganddesignstages.Forinstance,theincreaseintogreenitsGovTech(KhouryandLee2022),andthedigitalinfrastructurecaneasilyleadtoincreasesinenergyEuropeanCommission’s(EC)newDigitalStrategyassignsconsumptionorICTwaste,generatingadverseenvironmentalsubstantialrelevancetosustainingagreeninfrastructureimpactsandindicatingthatthegreenanddigitaltransitions(EC2022a).However,lookingattheexperienceofdigitalcanundermineeachotherifnotimplementedcoherently.government/GovTechagendasworldwide,thelinkwithgreenTheUK’sGovernmentDigitalService,forexample,thegoalsisclearlystillasecondarypriority,rarelyorevenneverpublicsectororganizationresponsiblefordigitalgovernmentmentioned.Sincethegreenanddigitaltransitionsaregloballypolicy,estimatesthattheelectricityconsumptionofitsrecognizedashighpriorities,governmentsshouldensurethathostingprovidersrequiredtooperateitsdigitalservicesthetwoagendasarenotimplementedseparately.SuccessfullyisequivalenttotheCO2producedbytheenergyuseofmanagingthealignmentofthesetwotransitionsiscriticaltoa400homeseveryyearorthefuelburnedby770carsonsustainable,cohesive,andjustfuture.averageinayear.5Additionally,digitalizationcangenerateasignificantreboundeffect.Forinstance,althoughtheHowever,adoptinggreenGovTechapproachesgeneratesefficiencygainsfromdigitalpublicservicesseemtobeclear,challengesthatdependonacountry’slevelofdigitaltheycanbeoutweighedbytheincreasedavailabilityandmaturity.Moredigitallymaturepublicsectorsmightstruggleconsequentrisingconsumptionofthoseservices(Santariustoupdateexistingandwell-entrencheddigitalsystemsand2017).Adoptingagreenandsystem-thinkingapproachandrequiresubstantialtechnicaleffortandsunkcosts.LessEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<6digitallymaturepublicsectorsmightbenefitbyleapfroggingAgreement,suchasthebenefitsofdigitalcommunicationandoveroutdatedtechnologyandavoidingthelegacychallengesdataexchangeintermsofefficiencyandreducedpaperandfacedbytheirmorematurepeers,thoughthechallengestransportuse.ItalsohighlightsotheraspectsofGovTechwithintermsofchangemanagement,behavioralchange,andclearsimilarities,suchasdatacenterefficiencyandgreenpersonnelcapacityareoftenconsiderable.Ataninfrastructuredigitalprocurement.Combiningbothoftheseanglesisonelevel,countrieswithmorematureelectricitygridsarebetterofthefeaturesofthegreeningGovTechframeworkoutlinedpositionedtoreapthebenefitsofdigitalization,whilemanybelow(seesection1.2).developingcountrieswithchronicgridunreliabilityandpoor-performingelectricityutilitiesfaceadditionalobstacles.Forconceptualclarity,“greenGovTech”canbedefinedasGovTechpolicies,initiatives,and/orsolutionsthat1.1Scope,ObjectiveandMethodembraceenvironmentalconsiderationsbydesign,oftheGuidanceNotemaximizingthegreenbenefitsandconsideringthepotentialnegativeimpacts.ThisconceptisnaturallylinkedSeveralquestionshaveemergedonthedesirabletotheWorldBankdefinitionofGovTechthat“emphasizessynergiesbetweenthegreenanddigitalagendas:(i)Howthreeaspectsofpublicsectormodernization:citizen-centriccanthedigitalizationofgovernmentscontributetomitigationpublicservicesthatareuniversallyaccessible,awhole-of-andadaptationgoals?(ii)Whatistheroleofdigitalsolutionsgovernmentapproachtodigitalgovernmenttransformation,inpublicsectoradaptationandresilience?(iii)Howcantheandsimple,efficientandtransparentgovernmentsystems”adoptionofdigitalapproachesthatdonotincreasethecarbon(WorldBank2020a).ThegreenGovTechdefinitionshouldfootprintbesecured?Althoughdigitaltechnologieshaveaalsobeunderstoodinrelationtootherimportantconcepts,fundamentalroleintacklingclimatechange,thereislimitedsuchasdecarbonizaton,adaptation,mitigation,andresilienceexperienceorsharedstrategicorientationonhowGovTech(seeAnnex1).canembracethisgoalandonthebuildingblocksneededtoachieveit,suchas:(1)WhatarethecostsandopportunitiesThenote’soverallobjectiveistomapandarticulatehowofembracingthesetransitions?(2)Howcanashiftfromthedigitaltransformationofgovernmentcancontributedecliningtoemergingjobsinthepublicsectorbemanaged?tothecross-cuttingpolicyefforttowardnet-zerocarbonAlthoughnewquestionscontinuallyarise,aconsensusemissions.ThenoteshouldalsoserveasanimportanthasneverthelessemergedontheneedforaproactiveknowledgepieceforotherGovTechstakeholders,includingtheandintegratedmanagementofthetwintransitionsthatareprivatesector,academia,andcivilsociety.Thetargetaudiencealreadyunderway.7isseniorGovTechofficialsofbothdevelopedanddevelopingcountries,aswellasmanagersofpublicgovernanceprojectsAgainstthebackdropofaglobalclimateemergency,theindifferentgeographicareas.ThenotewillfocusongreeningobjectiveofthisGreeningPublicAdministrationwithGovTechinlinewiththeconceptualdefinitionpresentedGovTechGuidanceNoteistoprovideusefuladvicetoabove.ThenotewillnotcoverthebroadersubjectofGovTechpolicymakersandpractitionersunderliningadequateforthegreenagenda,thatis,howdigitaltechnologiesanddataleadershipandcommitmentarecrucialtoimplementusedbygovernmentcanbeembracedtosupportthebroadercoordinatedGovTechandGreenpolicies.Itrespondstoeconomyandsocietytomitigateandadapttoclimatechange.thedemandfromgovernmentofficialsinclientcountriesonGiventheBank’sconsiderableworkondataanalyticsforhowtogreenGovTechprojectsandunlockthepotentialofinformeddecisionmaking,opengovernment,andCivicTech,technologytogreenthepublicsector.Thenoteanalyzesthisnotedoesnotcoverthosetopics.howgovernmentscanaddresstheenvironmentalemergencybyconsideringclimateconcernsinthedesignofGovTechTheprojectteamcombineddifferentresearchmethodstoapproachestopublicsectormodernizationandserviceproperlyidentifythetrendsandpracticesinconnectingdelivery.Itdiscussestheimportanceofastrongerlinkthegreenanddigitaltransitionsofthepublicsector.AnbetweenGovTechreformsandclimatechangestrategies/extensiveliteraturereviewwasdone,dedicatingparticularcommitmentsandsimultaneouslyexploreshowGovTechattentiontotherelevantworkalreadydevelopedorforthcomingpoliciesandinitiativescanthemselvesbereformedtobeattheWorldBank,namelyfromtheDigitalDevelopmentmoreresponsivetoclimatechange.ThenoteunderlinesthatPracticeandtheClimateChangeGroup.TheworkofsomeaspectsofGovTechhaveconnectionswiththeParisotherinternationalorganizations,aswellasacademia,ITconsultancyfirms,andthinktanks,wasalsoconsidered,andananalysisoftheWorldBank’sClimateChangeInstitutionalEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<7Assessments(CCIAs)andtheGovTechprojectdatabasewasandsustainableapplicationbynationalandsubnationalcarriedout.InterviewswithTTLswereconductedtofurthergovernmentsinbothdigitallymatureanddigitallyless-understandthedynamicsandcomplexityofincludingclimatedevelopedcountries.changemitigationandadaptationinGovTechprojectdesignandimplementation,andwithseniorgovernmentofficialsandDifferententitiesandstakeholdershavebeenincreasinglyITproviderstoascertaintheexistingsupplyofanddemandforworkingtobridgethegapbetweendigitalandgreen.Withincarbon-reduced/freeGovTechsolutionsandthechallengeoftheWorldBank,theDigitalDevelopmentGlobalPracticeisreconcilingdevelopmentandenvironmentalpolicyconcerns.workingtooperationalizeandsupportdigitaldevelopmentDataanalysisbasedonGovTechinternationalmeasurementopportunitiesforclimatechange.Priorityisbeingdirectedinstruments,suchastheWorldBankGovTechMaturityIndexto(i)climate-resilientdigitalinfrastructure;(ii)thereduction(GTMI),theUNe-GovernmentSurvey,andtheOECDDigitalofGHGemissionsfromdigitaltechnologies;and(iii)theGovernmentIndex,wascarriedouttoidentifythematurityofleveragingofdigitaltechnologiesforclimatechangeadaptationgovernments’greendigitaltransitions.Thisnotealsoconsidersandmitigation.However,thefocusthereisondigitaleconomyadditionalprimarydataonthegreencostsandbenefitsofanddigitalsocietyissues,notspecificallyGovTech.Thesamedifferenttypesofadministrativeproceduresandawiderrangeistruefortheworkofseveralotherinternationalorganizations,ofqualitativeinformationbeyondWorldBankprojects.suchastheUN,ITU,andOECD.DigitalandgreenarethetwomainprioritiesoftheEuropeanUnion’s(EU)Recovery1.2AFrameworkofAnalysisforandResilienceFacility,whichiscommittedtomitigatingtheGreeningGovTechnegativeeconomicandsocialimpactofCOVID-19andwillalsocontributetotheEU’sgreenanddigitaltransition.8Still,ConnectingthedigitalandgreentransformationsofthethetopicofgreeningGovTechisnotgenerallycovered.publicsectorrequiresaframeworkthatcansupportpolicymakersinnavigatingthedifferentdimensions.AThegreeningGovTechframeworkillustratedinFigureframeworkabletoconnectdifferentpiecesofthepolicypuzzle1buildsonpreviouseffortsandfocusesonthevarioustodeterminewhichgreenanddigitaleffortsaremanagedindimensions,particularlyonthe“what”andthe“how.”parallelandwhichresultinlostsynergiesisrequired.TheItreflectsthedifferencebetweenwhatcanbeconsideredframeworkshouldsupportstrategicandcoordinatedefforts,policies,initiatives,orsolutionsthathavearelevantimpactenablinggovernmentstosecurethepublicinterestwhileongreeningGovTech(the“what”),andhowtoimplementnavigatingthefastpaceofgreenanddigitalinnovation.Athembysupportingawhole-of-governmentapproach(thegreeningGovTechframeworkshouldalsofocusonacoherent“how”).Theframeworkprovidesaconceptualalignmentforpolicydesign,implementation,development,andmonitoringintheseareas,mappingandmakingsenseoftherelationsbetweenthevariouspolicysubjects.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<8Thefirstdimensionoftheframeworkstartsbyimprovedadministrativeefficiencyandproductivityfrommoredemonstratingtheneedtoincreasinglygreenhacktheinterconnected,interoperable,anddata-drivensystems.Thisbureaucracytoguaranteethatgovernmentprocesseslattersubdimensionalsoincludestheeffectsofworkingfrom(back-office)properlylinkthegreenanddigitaltransitionshome.Thethirdtopiccoveredinthisback-officedimension(seesection2.2).OnesubdimensionisdedicatedtothebenefitsistheroleofacquiringandusinggreenGovTechsolutions,ofpaperlessproceduresduetotheprogressivedigitalizationsuchastheadoptionofcloudcomputingorthereductionofmostback-officeactivities,andanotherisdevotedtotheofe-waste.>>>FIGURE1-GreeningofGovTech:FrameworkofAnalysisGREENINGGOVTECHFRAMEWORKWHAT?GovernmentProcessesPublicServiceDeliveryGreenhackingPaperlessAdministrationOmnichannelServiceDeliverySmartSynergizedPublicSectorIntegratedServiceDeliverytheBureaucracyGreenDigitalSolutionsandServiceDeliveryRisksandResilienceResiliencetoWeatherTransformationDataRecoveryandRedundancyCriticalDigitalServicesHOW?StrategyLeadershipandCoordinationPolicyLeversGoverningLegalandRegulatoryFrameworkCultureandCompetenciestheTransformationSource:Authors.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<9Theseconddimensionconcentratesonthefront-asitprovidestherequiredformalpillarsofpoliciestoofficepartofpolicyaction:servicedesignanddeliverybeimplemented.Itsmaterializationcandiffersubstantially(seesection2.3).Itfocusesontheimpactofdigitalservicedependingoncontextualfactorsthatarecountryspecific,anddelivery,whichenablescitizensandcompaniestoaccesstheexistenceofamorelegalisticorconsensus-basedcultureservicesremotelyandaroundtheclock,thusavoidingtheinacountrycandeterminetheregulatoryrangeordepth.Attransportationinvolvedinphysicalvisitstopublicservicethesametime,thelegalandregulatoryframeworkmustbeentitiesandpromotingefficiencythroughtheresultingcontinuouslyadaptedandimproved(seesection3.4).energyandresourcesavings.Itwillalsocoverthebenefitsofintegrateddigitalservices,bringingefficientandproactiveAparticularlyrelevantsubdimensionintheframeworkservicedeliverythroughautomatedanddata-drivensystems.focusesonpolicylevers,theconcreteinstitutionalArefinedalignmentbetweensupplyanddemandcanbemechanismsnecessarytoenforcegreenanddigitalachieved,avoidingthewasteofeffortandresourceswhenpolicyimplementationacrossdifferentsectorsandlevelsseveralpublicsectororganizationsrunservicelifecyclesofgovernment.Whetherthroughbudgetingcoordination,inparallel.strategicprocurementframeworks,centralizedpre-evaluationsofinvestments,orsoundmonitoringandevaluation(M&E)Thethirddimensionisdedicatedtotheimportantmechanisms,governmentsusepolicyleverstoguaranteecontributiondigitaltechnologiescanmaketomanagingthatthestandardsandguidelinesinplaceleadtotransverselyrisksandimprovingresiliencetoclimatechange(seecoherentandsustainablepolicyimplementation.Althoughsection2.4).Digitalinfrastructuresshouldberesilienttothesepolicyleversarenotexclusivelyusedtopushforaweathertransformation(e.g.,highertemperatures,floods,greendigitaltransformation,theirapplicabilityinthesespecificstorms),hencetheneedforclimatechangeadaptation.9areascanbeastrongassetforpublicsectorsintacklingtheThisdimensionalsounderlinestherelevanceofdatafast-pacedtransformationsunderway(seesection3.5).recoveryandredundancymechanismsthatcanenablepublicadministrationstosafeguardtheirinformation,documentation,Lastbutnotleast,agreendigitalcultureandcompetenciesanddataintheeventofnaturalcatastrophes(e.g.,cloudinthepublicsectorarefoundationalpillarsofanygreencomputingisparticularlyrelevantinthesescenarios).Finally,digitaltransformation.ThissubdimensionunderlinesthisthirddimensionwillalsoidentifyandreinforcethecriticalthatconsistenteffortsarerequiredtoguaranteethatgreenservicesthatshouldbekeptoperationalincaseofnaturalorGovTechisnotviewedasatechnicallyspecializedissue,othercatastrophes.butasaprioritythatneedstobeembeddedinallprocesses,services,andoperations.ThisculturalshiftneedstobeInadditiontoidentifyingthekeyfactorsinvolvedrecognizedandsupportedacrossthecivilservice.Additionally,indesigningandmappingGovTech,itisprudenttosincecompetenciesarethebackboneoftheongoingreforms,considertheinstitutionalmechanismsenablingeffectivepublicsectorsshouldprioritizethedevelopmentofprofessionalimplementation(“thehow”).Fivesubdimensionsaredigitalskillswithagreenangletoproactivelymanageanyoutlinedforgoverningthegreendigitaltransformationintheobservedandexpectedskillgaps(seesection3.6).publicsectorandsecuringawhole-of-governmentapproachinlinewiththeWorldBank’s“TechSavvy”report(WorldTheframeworkrepresentedinFigure1shouldbeBank2022d)andtheOECD’s“E-LeadersHandbookontheresponsivetothefast-pacedinnovationsandchangesinGovernanceofDigitalGovernment”(OECD2021b).Itstartstheseareas.ItisnotmeanttobeadefinitiveapproachtobyunderliningtheimportanceofastrategythatconnectsthegreeningGovTech,butfirstandforemostaconceptualeffortvision,goals,andinitiativesofdigitalgovernmentwiththetosupportpolicydevelopmentandanalysis.Itsapplicationobjectivesandrequirementsofagreentransition,overcomingwilldeterminefutureiterationsinordertocapturetheevolvingpossiblesiloedscenarioswherethesetwopolicyprioritiesneedsofpolicymakersandpractitionersandtheemergingaremanagedinparallel(seesection3.2).Itthenemphasizesgreendigitaltrends.FollowingthemethodologicalchoicestherelevanceofinstitutionalleadershipandcoordinationtomentionedinthisIntroduction,theframeworkdoesnot,asensurethattheseobjectivescanbecarriedoutbynationalnoted,individuallyhighlightsuchtopicsasopengovernment,publicsectorinstitutionsandbythecommittees/councilsdataanalytics,andCivicTech,whichhavebeenwelldetailedofseniorgovernmentofficialsthattypicallycoordinateaninotherBankreports.Nevertheless,asthesearecross-effectivewhole-of-governmentprocess(seesection3.3).cuttingelementsinawhole-of-governmentapproach,theyarementionedinvarioussectionsofChapter3.Anupdatedlegalandregulatoryframeworkisanothercriticalpolicyrequirementforthegreendigitaltransition,EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<102.>>>GreenhackingtheBureaucracyandServiceDeliveryUsingGovTechSolutions2.1IntroductionThischapterhelpstoidentifygreenfriendlyGovTechpolicyapproachesthroughthedevelopmentofaframeworkofanalysis.Thegreenimpactsoftheintegrationofdigitaltechnologiesintotheeconomyandsocietyhavebeenhighlightedinrecentdecades,andthepublicsectorhasbeenapartofthisfocus.ThegreenbenefitsbroughtbydigitalanddatahavebeenpersistentlyemphasizedbybothpolicymakersandITproducersandpractitioners.However,intheabsenceofexplicitlymeasuredoutcomes,thispositivelinkbetweenGovTechanddecarbonizationisnotalwaysclear.Althoughspecificexamplescanbeeasilyflagged—lesspaperconsumption,lowerenergyandtransportationcosts,fewerresourcesmobilizedperpublicservicedelivered—thereisstillaconsiderableneedtosubstantiatetheconnectionsandcausalitybetweendigitalizationandtheaddedbenefitsofclimateaction.10Additionally,thenegativeimpactsofdigitalizationintermsofenergyconsumptionorincreasedproductionofITwasteduetothelimitedlifecycleandconstantinnovationthatsurroundsITproductsraiselegitimateconcernsaboutthecarbonizationeffectsofthedigitalrevolutionunderway.ThisguidancenoteunderstandsgreenhackingthebureaucracyasthedevelopmentofinnovativeanddisruptiveGovTechprototypestoaddressclimechangechallenges,aswellasfindingnewwaysinbureaucracytodevelopenvironmentallyresponsibleGovTechsolutionsenvisaginglargeimpactwithmodestinvestmentsandchangesinbehavior.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<11Inthissense,thecurrentchapterisstructuredaround2.2Modernizationofthreeareasofanalysis:GovernmentProcesses1.ModernizationofGovernmentProcesses.TheThetwingoalsofincreasingboththeefficiencyanddigitalizationofinternalgovernmentprocessesandeffectivenessofthepublicsectorhavebeenatthecenteroperationsmightreducetheconsumptionofpaper,energy,ofmodernizationeffortsovertime.Thesector’sdigitalandtransport.Apaperlessandinterconnectedpublictransformation,whichbeganinmostcountriesmorethansectorshouldrespondmoreefficientlyandwithfewer25yearsago,ispartofthisprocess.Thereisawideconsensusresourcestocitizenandbusinessdemands.Automation,onandoverwhelmingevidenceofthefactthatadigitalinteroperability,anddata-drivenapproachesinpublictransformationcanbepivotalinmodernizingthepublicsector,sectormanagementshouldalsodetermineincreasingbothitsfront-endservicesandback-officeoperations,11whichratesofefficiencyandeffectiveness,allowingthepublicincludepublicfinancialmanagement(PFM),humanresourcesectortodomorewithless.Theadoptionofremotemanagement,taxadministration,publicprocurement,andworkingandcloudcomputingcanalsohelpreducethepublicinvestmentmanagement.Nevertheless,governmentpublicsector’scarbonfootprint.However,digitalizationmodernizationeffortshavenotalwaysgivenadequatecanleadtotheneedformoreITequipmentandhigherattentiontoenvironmentalgoalsintheirpublicsectorreformenergyconsumption,pointingtoitsenvironmentalstrategies.Politicalandadministrativepressuresoftenimpacts.WhichGovTechapproachesmostfavoragreenoveremphasizeefficiencyandcost-effectiveness,inpartfriendlygovernmentbureaucracy?becauseofthedifficultiesinformallyassessingandmonitoringtheenvironmentalandclimateimpacts.2.Citizen-CenteredServiceDelivery.Digitalizationallowsfortheremotedeliveryofservices,whichcangenerateThissectionwilllookatthreetrendsofcurrentsubstantialefficiencygainsforgovernment,businesses,modernizationeffortsandhighlightwherethereispotentialandindividuals.Publicservicesprovidedremotelythroughtoimproveandacceleratethegreeningofongoingpublictheinternetcanbeavailablearoundtheclockandineverysectordigitaltransformations.Thefirsttrendemphasizesgeographiclocation,minimizingtheneedforphysicalthebenefitsoflesspaperconsumptionandthemoveservicecentersandtransportation.Digitaltechnologiestowardapaperlesspublicsector.Theseconddescribestheanddatacanalsoenablecustomizedservice.However,potentialtoincreasetheoverallefficiencyandeffectivenesspoorlydesignedcitizenservicescanleadtowastedofpublicoperationsthroughanincreasinglyinteroperableresourcesthatcontributetoincreasedcarbonemissions.andwhole-of-governmentmodernizationapproachthathasWhichservicedesignsanddeliveryapproachesproperlypositivespillovereffectsonkeygreenevaluationvariables,adapttoclimatechangeanddecarbonizationandsuchasthereducedneedfortransportation.Thethirdtrendeffectivelymeetcitizenneeds?involvesthelatestinnovationsingreendigitalizationthatareoftendevelopedthroughacollaborationbetweenthe3.GovTechResiliencetoClimateChangeRisks.privateandpublicsectorswiththeprimarygoalofreducingGovTechsolutionsshouldbeabletoresistextremethegovernment’senergyconsumption,particularlyinitsweatherevents,andrecoveryfunctionsshouldpreventICTservices.datalossandprepareinformationsystemsforredundancytoclimatechange.Digitalservicesalsoincreaseindividualandcommunityresiliencetonaturalcatastrophesandotherweather-relatedemergencies.HowcansoundGovTechadaptationapproachestovulnerabilitycontextsincreasinglydrivenbyclimatechangebesecured?EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<12>>>FIGURE2-HighlightedTrendsthatSupportGreeningGovernmentProcessesSynergizedPublicAdministrationPaperlessGreenDigitalSolutionAdministrationGreenGovernmentProcessesSource:Authors.2.2.1PaperlessPublicAdministrationPaperlessoperationsareanenvironmentalgoalbecausepaperhasaconsiderablecarbonfootprint.First,carbon-Althoughpaperconsumptionduringthefirstphaseofabsorbingtreesareeliminatedfromtheecosystem,andtheautomatizationprocessoftenremainsconstant—andsecond,thepapermanufacturingprocessrequireslargeinsomecasesmightevenincreaseduetoexcessiveamountsofwaterandenergy.Movingfromapaper-basedprinting—itissafetoassumethatpaperusewillanalogbureaucracytoamoderndigitalonewouldthushavedecreasesignificantlywithincreaseddigitalization.12asignificantenvironmentalimpact.TheexamplefromSerbiaInthetransition’searlyphase,paperuseisoftenstilldrivenwascitedabove:bygoingdigital,thecountryhassaved180bylegacypaper-basedbusinessprocedures,whiledigitalmillionsheetsofpaper(almost18,000trees),overthepastsolutionstendtosupporttheadministrativefunctions.Thesefouryears.13Box1describestheapproachtakentoassesslegacyproceduresmightrely,forexample,ontraditionalreductionsinpaperconsumptioninaWorldBank–fundedpaper-basedapplicationforms,receipts,signatures,approvalprojectinBangladesh.Thedigitalizationinterventionshavecertifications,filing,recordkeeping,andauditstandards.alreadycontributedtoasavingsof1.1billionpiecesofpaper.Moreadvancedformsofdigitalization,ontheotherhand,Thetotalnumberofpagestobesavedundertheoriginalcanbebasedonredesignedornewlydesignedinteroperableprojectwithadditionalfinancingis10.3billion.14digitalbusinessproceduresthatrequirenooronlyminimalpaperconsumption.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<13>>>BOX1-AssessingtheReducedPaperConsumptionofDigitalPublicFinancialManagementinBangladeshToassessthereducedpaperconsumptionthroughdigitalprocurementinaWorldBankprojectinBangladesh,theTaskTeamsusedtransactiondataandprocurementindicators.Theimagebelowbrieflyillustratesthekeystepsanddatainputsforthecalculationsmade.>>>FIGURE3-KeyStepsandDataInputsfortheCalculationsPapersavedPapersavedinPapersavedfromonlinePapersavedfromdigitaladministrativefunctionsbidsubmissiontenderdocuments#tenders#tenders#tendersx#pagespertenderx#bidspertenderx#biddocumentssoldx#copiessubmittedx#pagesperbidpertenderx#pagesperbiddocumentSource:InputssharedbytheWorldBankProcurementteaminBangladesh.Atthesametime,thetransformationfrompaper-basedbutcontinuallymovestowardwhole-of-governmentanalogtoe-governmentsystemsalsoentailsoffsettingandintegratedsystems.Interoperabilityframeworksareaenvironmentalandclimateeffects,asICT-enabledkeyenablerofGovTechastheyreducesystemboundariesadministrativeproceduresuseincreasinglyhigheramountsbetweengovernmentagenciesbysettingstandardsandofenergyandICThardware.15ICThardwareproductionalsoguidelinesacrossgovernmentfortheseamlessexchangeofusesasuccessivelygrowingquantityofnaturalresources,likeinformationandcommunication.Insteadofeachgovernmentrareminerals.However,obtainingrobustdatathatcanhelpentityworkinginisolation,departmentsacrossgovernmentquantifytheoveralleffectsisverychallenging,especiallyonlevelsandsectorscanworktogethertoachievetheirjointthecountryandgloballevels.Aforthcomingvolumeofthisgoals.Interoperablesystemsenabledatasharingatamuchguidancenotewilldiscussindetailtheenvisionedapproachtolargerscaleandinamuchfasterandeasierway,leadingtomeasuringthenetGovTechcontributionstoclimatechange.significantefficiencygains.Estonia’sinteroperablee-Estoniasystems,asnotedabove,havesavedtheequivalentofone2.2.2ASynergizedPublicSectorworkweekand2percentofGDPperyear(Burke2018).Reducedback-officeprocessingandhandlingtimes,inTheongoingdigitaltransformationdoesnotstopatcombinationwithfewererrors,leadtogreatercostefficiencythedeploymentofsilo-basede-governmentsolutionsEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<14andpotentiallyreducedcarbonemissionswitheachwaytoovercomethesechallengesbyutilizingexistingbureaucraticoperationorservicecase.16mobilenetworksandmobiledevices,suchasmobilephonesandtablets.ThroughinteroperablemobileapplicationswithMobilegovernment(M-Government)solutions,whicharefixedcentralizedICToperations,back-officegovernment-to-oftencloselylinkedtointeroperabilityframeworks,alsogovernmentoperations,aswellasservicedeliveryandcitizencontainasignificantpotentialforgreeningGovTech.17engagement,canbeimproved.AsdemonstratedthroughaEspeciallyintheruralareasofless-developedcountries,projectsupportedbytheGermangovernmentinTanzania,governmententitiescanfacechallengesinaccessingfixedandtheseM-GovernmentsolutionscanalsohelpdiminishthereliableITnetworkstoconductgovernment-to-governmentcarbonfootprintbyreducingroadtravelwhileatthesamebutalsogovernment-to-citizenbusinessprocedures.timeimprovingtaxpayercomplianceandlocalgovernmentM-Governmentsolutionsofferacost-effectiveandefficientrevenues(seeBox2).>>>BOX2-TransportationReductionthroughInter-OperableM-GovernmentSolutionsDigitaltaxpaymentshaveeliminatedtheneedfortiresomejourneysandgivenTanzanianmunicipalitiesgreaterrevenueforeducation,health,andinfrastructure.Adaytriptothetaxoffice?Untilrecently,thiswasarealityforpeoplelivinginruralareasinTanzania,astheyhadtotraveltoalocalgovernmentofficetopaytheirtaxes.Dependingonwheretheylived,thismeanttravelingupto100kilometers,afullday’sjourney.IntheLongidoandNgorongorodistricts,thisisnowathingofthepast.Amobilepaymentsystem—similartoelectronicpaymentbycard—hasbeenintroducedthathassignificantlyreducedtheeffortandcostsinvolvedinpayingtaxes.Citizenscannowconvenientlypaytheirtaxesclosetohome—andtopeopletheytrust,aslocalemployeesareresponsibleforcollectingthepayments.Thismakespeoplemorewillingtopaytaxes,andthetaxrevenueofthemunicipalitieshasincreasedasaresult.DigitalAdministration:MoreMoneyforEducation,Water,andHealthOnbehalfoftheGermanFederalMinistryforEconomicCooperationandDevelopment(BMZ),theDeutscheGesellschaftfürInternationaleZusammenarbeit(GIZ)GmbHworkedcloselywithninelocalgovernmentstoimplementthesystem.GIZprovidedthemwith103mobiledevicesandtrainedstaffonhowtousethetechnology.Revenuesfromlocaltaxesandmarketandlicensefeesnowgivethemunicipalitiesanimportantfinancialbasisfromwhichtoinvestineducation,watersupply,andhealthcare.Around40percentoftherevenuesareusedforthesepurposes.“Ourinfrastructureandsafetyhaveimproved,”sayslocalshopownerTysonHuhofromtheNgorongorodistrict.Theconcepthascaughtonandisnowbeingexpanded.In2019,theTanzaniangovernmentprocuredmorethan7,000mobiledevices.Atotalof185localgovernmentauthoritiesinTanzaniaarenowusingthesedeviceswiththehelpofanaccompanyingguidedevelopedbyGIZ.Source:GIZwebsite:https://www.giz.de/en/mediacenter/98255.htmlEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<15Remoteworkisanotherimportantfeature.Morehomeandsignificantreductionintheenergyconsumptionofindividualremotework,incombinationwithmorevideoconferencing,devices,projectionssuggestagrowingconsumptionofshouldtranslateintoreducedtransportneedsandthusincreasinglyresource-intensivehardwareproduction,cloudsreducedfossilfuelconsumptionandGHGemissionsbycars,(datacenters),anddatatransfersystems.23Itisexpectedtrains,busses,andplanes.Thesebenefitsbecameverythatnewerandfastacceleratingdigitalizationtrends,suchvisibleduringtheCOVID-19pandemicwhen,forexample,inasblockchainandartificialintelligence(AI),coupledwiththeUnitedKingdom,almost47percentofpeoplewithajobincreasingnumbersofdigitalizedbusinessprocessesandreportedthattheyhaddoneatleastsomeworkfromhome.datacenters,willpushthedemandforenergyupevenfurther.MostUKresidents(70percent)thinkthatworkerswillnevergobacktotheofficeatratesbeforethepandemic,and60GHGemissionsfromtheITCsectorarealsoexpectedpercentcontinuetopreferworkingfromhomeatleastsomeoftoincreaseinthecomingyearsifeffectivemitigationthetime.18Thistrendcanleadtosignificantreductionsintheactionsarenottaken.Currently,roughly1.5–4percentcarbonfootprintthoughreducedtransportemissions.AstudyofglobalemissionsarerelatedtodigitalinfrastructurebytheInternationalEnergyAgency(IEA)highlightsthat80andapplications,alevelonparwiththeairlineindustry.24milliontonsofcarbonemissions(anamountcomparabletoSomestudieshaveforecastedthattheICTsector’ssharetheentireannualCO2emissionsofChile)couldbesavedifinoverallGHGemissionscoulddoubletoupto8percentafifthofalljobsgloballycouldbedonefromhomeforthreein2025,thoughotherspredictamoremoderateincreasedaysaweek.19Governmentscandeveloptheirownhome,ofabout6–7percentby2040.25Inabsoluteterms,someremote,orhybridworkpolicies.allowingfortheirrespectivestudiessuggestanincreaseinGHGemissionsfromICTdigitalizationstatusandspecificneedsforanofficepresence.from730MtCO2equivalentin2020to800MtCO2equivalentTheEC,whichplanstoretainremoteworkingasastandardin2030.26Althoughthereisnoconsensusonestimates,itpractice,isoneexample.20AnotherisMalta,whichlaunchedaisevidentthatgovernmentandprivatesectorinitiativesarenewremoteworkingpolicyforpublicservantsin2021.21neededtochangethisemissionstrendtoreduceICT’scarbonfootprint.27Actionsarethereforeneededtoa)expandtheuse2.2.3GreenDigitalSolutionsofrenewableenergytogenerateelectricityandb)promotetheutilizationofmoreenergy-efficientgreendigitalsolutions2.2.3.1ELECTRICITYCONSUMPTIONAND(datacenters,ICThardandsoftware,etc.).AlthoughpoliciesGHGEMISSIONStoexpandtheuseofrenewableenergysourcesshouldbeacenterpieceofanygreenpublicenergystrategy,thisnoteVariousstudiesshowincreasedelectricityconsumptionfocusesonwhatpublicsectorscandotoreducetheelectricityandGHGemissionsbytheworld’sICTsectorsandconsumptionoftheirICToperationsbygreeningtheirunderlinethepossibilityofanevermoredramaticincreaseGovTech.28Insomecases,governmentsareakeydrivingglobally,indicatingthatadequatemitigationmeasuresareforcebehindthedigitalizationdriveandconsequentlyitsrequired.22TheshareofICTinglobalelectricityconsumptionacceleratingconsumptionofenergyandnaturalresources.currentlystandsatabout10percent.EvenifthereisaEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<16Severalgovernmentsandprivatesectoractorsdecidedbutpavedthewayforexperimentationandinnovation.InearlyontomitigateagainstadverseenvironmentalcooperationwithprivatesectorgreenITinitiatives,thesepublicandclimateimpactsbylaunchinggreenITinitiatives.sectorsystemsdevelopedpromisingwaystooptimizetheExamplesofearlypublicsectorgreenITinitiativescanbeenergyperformanceofdatacenters,devices,architectures,foundinGermanyin2008andtheUnitedKingdomin2011.29applications,anddigitalservicesingeneral.Theseprogramsweresomewhatlimitedinscopeandreach>>>BOX3-ReducingEnergyConsumptionandGHGEmissions:TheGreenITInitiativeoftheGermanFederalGovernmentTheGermanfederalgovernment’sGreenITInitiativestartedin2008andhasjustbeenextendedtotheendof2027.ThemainaimoftheinitiativeistoreduceenergyconsumptionandGHGemissionsintheGermanfederaladministration.SomestatesinGermanyrunsimilarinitiatives,likeBaden-Wuertemberg.TheannualenergyconsumptionoftheentireICTsectorinGermanyreached58.4TWh(terawatthours)in2019,whichisequivalenttotheannualelectricityconsumptionofthewholeofSwitzerland.TheGermangovernmentestimatesthattheuseofnewtechnologies,suchasblockchain,cloudcomputing,and5G,willleadtoacontinuedriseinelectricityconsumptionandemissionsifnotmitigatedearlyon.Forthisreason,thefederaladministrationistryingtodesignandoperateitsownITinfrastructuresothatitcontributestoclimateprotectionasmuchaspossible.Thefederalgovernmentisconvincedthatifusedcorrectly,digitizationcanhelptoreducetheconsumptionofenergyandnaturalresources.TheGreenITInitiativeatthefederallevelhasthefollowingthreeobjectives:•Despitefurtherperformanceimprovements,energyconsumptionofIToperationsshouldnotexceedthetargetvalueof350GWh/year.•Sustainableprocurement(meaningalsogreen)ofIThardwareandservicesistobeimplemented.•ForallmajornewITinvestments,includingdatacenters,theinclusionofenergyconsumptionovertheentirelifecycleistobeincludedintheprocurementcriteria.Aspartofitsoperations,theGreenITInitiativesetupasystemofregularmonitoringandreportingandtheresultsareveryconvincing:•Sincetheinitiativewasfounded,energyconsumptionhasfallenbyaround49percent,from649.65GWhin2008to334.54GWhin2021.•Basedonitsmonitoringsystem,theGermangovernmentestimatesareductioninenergyconsumptionbetween2008and2020of3.6TWhofenergyand1.8MtofGHGemissions.Anadditionalbenefitisanestimatedbudgetarysavingof€546million.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<17>>>FIGURE4-TotalEnergyConsumptionofFederalIT2008–21700GWh600GWh-14,2%-20,6%-25,3%-31,4%-36,2%-37,4%-41,5%-45,7%-47,1%-48,2%-48,0%-49,5%-48,5%500GWh400GWh350GWh300GWh200GWh650GWh557GWh100GWh516GWh486GWh445GWh414GWh407GWh380GWh355GWh344GWh337GWh338GWh328GWh335GWhGWhisjahr2009201020112012201320142015201620172018201920202021BasSource:Germany,Governmentof,“Green-IT-InitiativedesBundes,”FederalMinistryfortheEnvironment,NatureConservation,NuclearSafetyandConsumerProtection(BMUV);GermanFederalITRat,“Beschluss5/22Green-IT-InitiativedesBundes,”2022;BMUV,“Green-IT-InitiativedesBundes:Green-ITinZeitendesdigitalenWandels,”2020(bmuv.de);andMinistryoftheEnvironment,ClimateandEnergyBaden-Württembergwebsite:StartseiteGreenIT(baden-wuerttemberg.de).2.2.3.2THEGOVTECHAPPROACHPROMOTEStoimprovetheenergyefficiencyandreducetheenvironmentalGREENDIGITALSOLUTIONSimpactofdatacentersare:AlthoughGreenITinitiativesoftendifferinreach,focus,•Locationofthedatacenters(outsidetemperature,andorganizationalapproach,severalsolutionsandproximitytonetworks)instrumentshavealreadybeendevelopedandtestedandareavailableforintegrationandapplicationasparta•Energysourcefortheoperation(green/renewableenergy)greenGovTechstrategy.Aselectionofpossiblegreendigital•Degreeofuseofcertifiedgreenhardware(greenlabelssolutionsandinstrumentsisdiscussedbelow:greendatacenter,cloudsolutionsandITarchitecture,hardware,greenKorea/Germany)softwaresolutionsanddarkdatamanagement.•Servervirtualizationandserverload•Utilizationofheatgivenoffbyservers(wasteheat),2.2.3.2.1GreenDataCentersandsoonDatacentersarebecominganincreasinglyimportantpart•MaterialRecyclingRuleofgovernmentmodernizationefforts.Datacentershostall•CoolingsystemoptimizationthroughAItheelementsofICT,includingserveranddatastorage.Giventheirincreasingimportanceinthedigitalizationprocess,theyInlinewithpoliticalpriorities,samecountries,forexamplealsorepresentanalreadyhighandfast-growingshareofIT’sGermany,Malaysia,andDenmark,havealreadyfocusedoverallenergyconsumptionandcarbonfootprint.Thegoodonthecarbonemissionsandelectricitysavingspotentialofnewsisthatincreasinglygreenerdatacentershaverecentlythegreendatacenterusedbythepublicsector31andhavebeendevelopedandputintouse.30Criticalandprovenleversissuedmandatorystandardsorspecificationsfortheiruse.HongKonghasissuedacomprehensiveGreenDataCentresPracticeGuide.32EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<18>>>BOX4-Example:ColdAisleDesignofDataCenterReducesEnergyConsumptionAspartoftheGreenITInitiativeofthestateofBaden-WuertemberginGermany,thecentralITserviceproviderforthestateadministration,BITBW,improvedtheenergyefficiencyofitsdatacentersbyintroducingacoldaisledesigninitsserverroomsin2018.Theimpactwassubstantial,asanestimated10percentlessenergyisrequiredforcooling.Withaconsumptionof1,120megawatthoursin2017,theenergysavingsamountto100megawatthoursperyear.Source:StateofBaden-Wuertemberg-BITBWspartEnergiedurchKaltgangeinhausung-BITBWspartEnergiedurchKaltgangeinhausung-GreenIT(baden-wuerttemberg.de).2.2.3.2.2CloudSolutionsandITArchitecturepublication,“InstitutionalandProcurementPracticeNoteonCloudsolutionsoffergreatpotentialfortheincreasedCloudComputing,”offersdeepguidanceontheissue.energyefficiencyofITsystemsastheycanbundleITservicesandoperationsawayfromlessefficienton-2.2.3.2.3Hardware:EnergyEfficiency,Longevity,sideorsmallerdatacenterstomoreefficientlydesignedRepairability,EnvironmentalImpactandmanagedlargerdatacenters.33Cloudsolutionscansignificantlyreduceenergyconsumption,waste,andGHGThepolicyandstrategiccommitmenttoprocure,use,emissions.AccordingtoMicrosoftCorporationandWSPandrecyclecertifiedgreenIThardwareisanotherwaytoGlobalInc.,cloudcomputingontheMicrosoftcloudservicesgreaterdecarbonizationandbetterresourceutilization.canbe93percentmoreenergyefficientandcanresultinDependingonthemanufacturerandspecifications,devices,upto98percentlowerGHGemissionsthanon-premisessuchaspersonalcomputers,laptops,tablets,smartphones,datacenters.34servers,andotherhardware,canhaveverydifferentproductioninputs,fromenergytoraremetalstotransportationMicrosoftandWSPattributethosesavingstofourneedsandsocialproductionconditions.Comparableproductskeyfactors:canalsovarysignificantlyinenergyconsumptionwhileinuse,aswellasinlongevity,repairability,andrecyclability.•IToperationalefficiency:Largercloudservicescanoperatewithgreaterefficiencythansmaller,on-premiseTimecomparisonsofkeyIThardwaredevicessuchasdeploymentsthankstolarge-scaledynamicprovisioningsmartphones(animportantpartofallM-Governmentandmulti-tenancy,whichallowformoreefficientuseofITinitiatives)demonstratetheimportanceofhardware’sresources.longevity,repairability,andrecyclability.Thecarbonfootprintofkeyhardwarehaschangedovertimeandcontinues•ITequipmentefficiency:Large-scalehardwaretodoso.Forexample,theshareofcarbonemissionsduringcomponentscanbetailoredtofindthemostefficientwaystheproductionprocessofiPhoneskeepsrisingdramaticallytopowerthespecificneedsofitsservices.(from45percentwiththeiPhone3to78percentwiththeiPhone7),whiletheshareofemissionsduringtheusephase•Datacenterinfrastructureefficiency:Advancedoftheproduct’slifecycledeclines(from49tojust18percent).technologiessignificantlyreduceelectricityrequirementsForhardwareingeneral,theequipmentproductionphaseforlighting,cooling,andpowerconditioning.occupiesaverysignificantshare,around45percentin2020,ofthetotalenergyconsumptionofdigitaltechnologiesandthe•Renewableelectricity:ConsolidatedelectricitydemandresultingGHGemissions(Monnin2019).Hence,thelongercreatesthepotentialforlarge-scalepurchasesofgreenthehardwareisused,themorethepotentialtoreducethepowerthatwouldnotbeotherwiseviable.carbonfootprint.Dependingonmarketconditions,governmentshavethePolicynotesandupdatedguidelinesongreenpublicchoiceofaspectrumofcommerciallyavailablecloudsolutionsprocurement(GPP)offeropportunitiestohelpgovernmentsortheycandeveloptheirown.TheforthcomingWorldBanktopurchasegreenerIThardware.35SpecificallydesignedprocurementsystemscanmakeitmandatorytotakeenergyEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<19andenvironmentalhardwaredifferencesintoaccountandalsosoftware.Althoughtherearenorobuststudiesyetonhowprovidegroundsforpreferentialselectionthatcanhelpreducemuchoperationalenergycanbesaved,energyefficientorenergyconsumptionandimproveresourceuse.36Leversthatgreensoftwarewillbecomeanimportantelementofgreencanhelpintheseprocessesare:ITsolutions.Keysoftwaredevelopersarecurrentlydrivingtheprogressinthisarea.Accenture,GitHub,Microsoft,and•Life-cycleanalysisandcomparisonsduringorbeforeThoughtWorkslaunchedtheGreenSoftwareFoundationintheprocurement2021withtheaimofdevelopingstandardsandbestpractices.38•Introductionoruseofgreenlabeling/certificationsintheGovernmentscandevelopcriteriaandcertificationITsectorstandardsforsoftwareproductsthatsaveenergyandnaturalresources.Aswithhardwareefficiencystandards,•CapacitydevelopmentofkeypersonnelongreenITinupdatedsoftwarestandardsandspecificationscaninformandprocurementanddraftingoftechnicalspecificationsbeutilizedinthepublicprocurementsystem.•CreationandinvolvementofgreenITexpertiseinthe2.2.3.2.5DarkDataManagementprocurementprocessDatathathavebeengenerated,acquired,andstored•CapacityforinternalandexternalauditforgreenbutnotutilizedandanalyzedtodrawconclusionsorIThardwareinsightsfordecisionmakingareclassifiedasdarkdata.39Organizations,includinggovernments,retaindarkdata•Extensionofthestandardlifetimesofhardwareforavarietyofreasons,suchasinitiallylimitedanalytical(i.e.,laptopfromthreetofiveyears,smartphonefromtwocapacity,regulatorycompliance,recordkeeping,andsoon.tothreeyears)Storageofdarkdataissimpleandcheap,whichisdrivingitshighgrowthrate.Veritas,amajorinternationaldata•Recyclingofhardware(laptopsandsmartphones)managementcompany,estimatesthat52percentalldatastoredbyorganizationsgloballyisdarkdataandthatthe2.2.3.2.4EnergyEfficientorGreenSoftwareabsoluteamountisgrowingrapidlyfrom33zettabytesin2018Energy-efficientsoftwareisarelativelynewfocustoanestimated175zettabytesin2025.Veritas’researchareainthesearchforgreenerITsolutions,butitcouldalsoindicatesthatdarkdatacontributedsignificantlytothehaveapotentiallysubstantialimpact.37ExperienceandglobalcarbonemissionsoftheICTsector(5.8milliontons)researchshowthattheenergyconsumptionofITsystemsin2019.40Darkdatamanagementshouldthereforebecome(i.e.,processorutilization)andeventhelifetimeexpectationofanimportantelementofanygreenITsolutionandofanyIThardware(keyword:hardwarepreconditions/specificationsgreeningGovTechapproach.Darkdatashouldbemanagedoftheutilizedsoftware)aresignificantlydependentonthethroughclearguidelinesandpractices,includingdatafilters,datadeletion,andimproveddatautilization.KeyTakeaways•GovTechsolutionshavethesignificantpotentialtoreduceresourceconsumption,inparticularpaperuse,inthepublicsector.Successfulapproachesrequireacombinationofdigitalinnovations,theutilizationofdigitalsolutions,andsignificantmanagementandculturalchanges.•E-Governance,interoperability,andM-Governanceapproachescanimproveefficiencyandeffectivenessinpublicsectoroperationsatlarge,includinginthedeliveryofpublicservices.Theyofferadditionalgreenbenefits,suchasreductionsintransportneedsforpublicofficials(duetoremotework),theprivatesector,andcitizens(duetofewerpersonalvisitstopublicentities).•Takingadvantageofinnovativegreendigitalsolutions(greendatacenter,procurementofenergy-efficienthardandsoftwareaswellasgreenenergysources,etc.)withinanoverallgreenGovTechapproachcansuccessfullymitigateagainstthepotentiallyincreasingenergy/electricitydemandfromadigitalizedpublicsector.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<202.3GreeningDigitalServiceDeliveryHowservicesaredesignedanddelivereddetermines(TRE).Althoughthebenefitsofremotedeliveryareclear,citizens’experienceofgovernmentandinfluencestrustinconcretemodelsofanalysisarenecessarytosynthesizepublicsectorinstitutions.Governmentagenciesincreasinglythesedifferentvariables.Thereductioninemissionsprioritizeefficiency,transparency,andinclusiveness,aswellasassociatedwithavoidedtransportationisevident,butothertheuserexperience,andthedigitalizationofservicedeliveryvariablesshouldalsobeexamined.Shouldtheuser’senergyreflectstheseobjectives.Theshiftfromananalog,siloed,andconsumptionbeconsideredaswellastheprovider’s?administration-basedservicedeliverytoaGovTechsystemMoreover,althoughthepotentialforcarbonfootprintsavingsinvolvesredesigningprocessesandautomatingdecisionappearstobesubstantial,anyargumentsthatdigitalservicemaking—butalwayswiththeuserinmind(WorldBankdeliveryisgoodfortheenvironmentalsoneedstoconfrontthe2021g).Sinceclimatechangemitigationandadaptationis“greenwashing”44critiquethatmightemergeiftheassertiontodayalsoacross-cuttingpriority,itiscriticaltodeterminethehereisnotsufficientlygroundedinevidence.digitalservicedesignanddeliveryapproachesthatcanalsoproperlyrespondtothedecarbonizationemergency.Omnichannelservicedeliveryensuresthatthedigitaltransitionispeoplecentered.TherehasbeenanevolutionThissectionexploreshowwell-designedpublicservicesinrecentdecadesfromaunichannelexperienceofpubliccanbothdiminishthecarbonfootprintandimprovetheservicedelivery,wherecitizenshadtogophysicallytoaqualityofpublicservicedeliverytocitizens.Securingpublicofficetorequesta(typicallypaper-based)service,toeffectivegreendigitalserviceswouldhelpcountriestomeetamultichannelservicedeliveryparadigm,wherecitizenscanseveraloftheUN’sSustainableDevelopmentGoals(SDGs),optfordifferentchannels(e.g.,portal,app,phone)tomanagenamely,SDG13,focusedon“takingurgentactiontocombatorexperiencetheirservice(seeFigure5).Nevertheless,climatechangeanditsimpacts,”41andSDG16ontheneedtodespitetheimprovementsinvolved,theproceduresinvolved“promotejust,peacefulandinclusivesocieties.”42Thesectionin,andtheuserexperienceof,themultichannelsystemarebuildsontheworkoftheWorldBankreport,“ServiceUpgrade:typicallyisolated,astheyweredevelopedinanincrementalTheGovTechApproachtoCitizenCenteredServices”(Worldway,followingvariousstepstowarddigitalization,andnotBank2021g),namely,thefourstagesofpublicserviceintegratedfromthestart.Anomnichannelservicedesignmodernization.43ItassumesthatgreeningGovTechforanddeliveryapproach,ontheotherhand,allowscitizensservicedeliveryshouldbemainstreamedinthepublicservicetotakethefullbenefitofdigital-by-designpractices,wheremodernizationlifecycle.Thefollowingtwodimensionswillprocessesandservicesareembeddedfromthestartwithbeconsidered:allthebenefitsofefficiencyandinterchangeabilitybroughtbydigitaltechnologiesanddata(seeFigure5).Under•Fromunichanneltoomnichannelservicedesignthisapproach,citizenscannavigateseamlesslyacrossanddelivery:Focusedonthegreenimpactbroughtdifferentchannels,benefitingfromadvanceddataexchangebyomnichannelservicedelivery,aswellasonthethatgeneratesfullresponsiveness,customization,andimportanceofdigitalinclusionandtherequisiteofleavingproactivenessinthedeliveryofservicesbythepublicsectornoonebehind(formoreinformationonthedifferentchannels,seeAnnex1)(WorldBank2021g).•Fromsiloedtointegratedservicedesignanddelivery:CenteredonthegreenimpactofpersonalizedandAnomnichannelservicedeliverypolicyisalsoanproactiveservicedelivery,providedthatdatarightsandimportantinclusiontoolthatbringsthedigitaltransitionprivacyarefundamentalrequisitestodifferentsegmentsofsociety.Citizenswithmorematuredigitalskillscanmanagetheirserviceneedsthroughaportalor2.3.1FromUnichanneltoOmnichannelapp,whilemorevulnerablesegmentsofthepopulation,suchServiceDesignandDeliveryasseniorsorothersometimeslessdigitallyliterategroups,mightfeelmorecomfortableusingface-to-face,telephone,orTobetterunderstandthegreenimpactofservicemediatedservicedelivery.45Omnichannelservicedeliverycandigitalization,thethreecross-cuttingvariablesdescribedalsohelptoreducethetypicalgapbetweenurbanandruralabovewillbeanalyzed:transport,resources,andenergyEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<21regionssincethelattercanmoreeasilybenefitfromremoteaccesstoservices(e.g.,portal,kiosk,mediatedservicedelivery).Additionally,omnichannelservicedeliverycanallowpeoplewithdifferentlifeconditions,suchasimmigrants,citizenswithspecialsneeds,orcaregiversofsmallchildren,tochoosethemostconvenientchannelthroughwhichtoaccessservices.>>>FIGURE5-ExploringtheGreenImpact–FromUnichanneltoOmnichannelServiceDesignandDeliveryUnichannelMultichannelOmnichannelFace-to-FacePortalFace-to-FaceServicesPortalMediatedFace-to-FaceAppTelephoneCitizensTelephoneCitizensKioskAppKioskSMSCitizensMediatedSMSTransportFromamodelthatrequiresthecitizentocommutetoapublicservicecenter/countertowardsResourcesmodelswherepracticallynocommutingisneededEnergyFromamodelwheretheequipmentanditsconsumablesarecenteredintheserviceprovidertoamodelwheretheeffortsaresharedbetweentheproviderandthecitizen.Fromamodelwheretheenergyconsumptioneffortisconcentratedontheprovidertowardsamodelwherethiseffortissharedbetweentheproviderandthecitizen.Source:WorldBank(2021g).Inadditiontothefocusontheuser,anomnichannelalreadybeendescribed.Whetherthroughanonlineservicesservicedeliverypolicycanalsohelptoreducethecarbonwebsite,anapp,oratelephonecontactcenter,remotefootprint.Althoughitischallengingtodemonstratetheservicedeliveryhasthepotentialtosubstantiallyreducebenefitsexplicitly,andthereisalackofpublishedworkoncarbonemissionsoriginatingfromtransportneeds.Asanthepositivegreeneffectsofdigitalservicedelivery,asnotedexampleofthepositiveimpactofdigitalizationwithregardtoabove,thepreviouslymentionedTREvariablescanbeusedthetransportvariable,Box5describestheapproachtakentotoexplorethepossibleshiftfromunichanneltoomnichannelreducecarbonemissionthroughaWorldBank–fundedprojectservicedesignanddelivery.ThetransportsavingshaveinBangladesh.46EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<22>>>BOX5-GreenImpactofDigitalPublicFinancialManagementinBangladeshTodemonstratethegreenimpactofimplementingdigitalprocurementinaWorldBankprojectinBangladesh,TTLsusedtransactiondataandindicatorsfromtheprocurementsystemtoestimatethereductionindistancetraveledduetotheimplementationofthedigitalsystem.Inotherwords,usingtransactiondata,thefollowingwereestimated:1)averagenumberofparticipantspertenderand2)theaveragedistanceinkilometersbetweenbidderandtenderlocation.TTLswereabletoestimatetheaveragenumberofkilometerssavedpertenderthankstotheelectronicgovernmentprocurement(eGP)system,aggregatedoverthetotalnumberoftendersperyear.Thesameapproachwastakentodemonstratethebenefitsoftheintroductionofacontractmanagementprocess.Theimagebelowbrieflyillustratesthecalculationsmade.>>>TABLE1-GHGAccountingfortheProcurementandContractManagementProcessesGHGAccountingforProcurementProcessYearNumberofDistancelesstravelleddueTotalCO2emissionavoidedduetoless2017-2018tenderstoe-GP(inmillionkm)travelbecauseofe-GPprocurement2018-201986816345process(intonnesofCO2)2019-2020110130615491472020-2021997797252021-2022122144768867282022-202316855810602153801355102022108477149698191281GHGAccountingforContractManagementProcessYearNumberofDistancelesstravelledTotalCO2emissionsduetotravel2019-2020tendersduringcontractmanagementduringcontractimplementation2020-2021997792021-2022122144phase(inmillionkm)(intonnesofCO2)2022-2023168558504202153803076172237685176518108836662Source:EstimatessharedbytheWorldBankProcurementteaminBangladesh.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<23Theimpactofomnichannelservicedeliveryonresourcelimitedlevelsofintegrationandsophistication.Inthisandenergyconsumptionalsopromisestobesubstantial.concentrationphase,thecitizencouldaccessvariousservicesThedigitalizationofgovernmentrequiressignificantchangesfromdifferentministriesinasingleofficeorportalorganizedintothepublicsector’sback-officeresources,includingsizablearelativelyintuitivewaybypolicyareaorevenbylifeevent,investmentinnewequipmentandconsumables.Theenergybuttheeffectiveservicedevelopmentandprovisionwouldbeconsumptioninthepublicsectorthatresultsfromthisdigitalmadeinasectoralportalorspecificphysicalcountertowhichshiftisalsolikelytoincrease,althoughpaperlessproceduresthecitizenwasdirected.andservicescanbringpositivegreenimpacts.ThiseffortonresourceandenergyconsumptionbecomessharedsincetheAnintegratedstageofservicedeliverymakesservicescitizenalsoneedstohavetherightequipmentandelectricavailableindifferentchannelsinatotallycitizen-drivenpowertoproperlyaccessdigitalservices(seeFigure5above).way.AsillustratedinFigure6,throughdataintegrationacrossministriesbasedoncommonstandards,thepublicsectoractsInordertoaccuratelycalculatetheimpactofdigitalization,asauniqueserviceprovider,makingitsdifferentsectorsandanempiricalmodelofcarbonemissionsperserviceministriestransparenttocitizens.Services,suchasbanking,providedneedstobedevelopedtoanalyzetheshiftenergy,ortelecommunications,canalsobeperfectlyintegrated,fromaunichanneltoanomnichannelservicedelivery.reflectingmultistakeholdercollaborationonservicedelivery.Forexample,inobtainingacivilcertificate,themodelshouldCitizenscannavigateseamlesslyacrossservicesbasedoncalculatethecarbonemissionsofthisserviceinaface-to-facelifeeventapproachesorthroughquickqueriesandintuitiveapproachusingtheaveragenumberofkilometersacitizensearches.Morethaninformativeservices,transactionalfullymusttraveltoobtaintheserviceandtheaverageCO2emittedintegratedservicesareabletoanticipateandrespondtobasedonthetransportused(seetheexampleprovidedinBoxcitizens’needsbasedoninteroperableinformationavailable5).Itshouldalsoconsidertheresourcesusedandtheenergyindifferentadministrativesectors.consumptionoftheserviceandhowthatisreflectedintermsofcarbonemissions.AsimilarcalculationshouldbemadeforAnintegratedservicedeliveryapproachisalsolikelytothesameserviceprovidedthroughanomnichannelapproach.contributetotacklingtheclimateemergencythroughThecomparisonshouldindicatetheclimatebenefitsforthethereductionofcarbonemissions.Demonstratingthispublicsectorsthatembracethisshift.47hypothesisischallenging,asnotedabove,andthereisalackofstudiesthatdisclosethegreenimpactofefficiency2.3.2FromSiloedtoIntegratedServicegainsbroughtbydata-driven,lifeevent–based,andproactiveDesignandDeliveryservices.Figure6reflectshowtheTREvariablesareimpactedbythisadvancedstageofservicedelivery.FromTheprovisionofintegratedservicedeliveryisalengthyatransportperspective,thecitizenisnolongerrequiredtoprocess,requiringcoordinationacrossdifferentsectorstravelfordifferentservicestodifferententities,astheservicesandadministrativelevelstoovercomesiloedapproachesaredeliveredinonespotandinanintegratedway.Asfortheandtoprovideanend-to-endcohesiveuserexperience.resourceandenergyconsumptioninvolved,thereengineeringServiceshavetraditionallybeendeliveredinasiloedway,andintegrationeffortsintheprovisionofpublicservicesusuallyprovidedindependentlybyeachministryoragencytypicallyleadtotheoptimizationofprocesses,avoidingintheirservicedeliveryoffice.Withtheinitialimplementationoverlapsandenhancingsynergies.Inthissense,insteadofofdigitaltechnologiesingovernmentoperations,thissiloedsiloed,duplicated,and/orparalleleffortsforservicedeliveryapproachhasbeenreproducedinthedigitalspace,givingacrossdifferentpublicsectorentities,thecollaborationrisetodifferentportalsfromthevariouspolicystreams(e.g.,necessaryforaunifieddeliveryofservicesfavorssimplificationseparateportalsfromeachministryoragency)(seeFigure6).andrationalization.Thistypicallyleadstocarbonefficiencyperservicedelivered,althoughthereboundeffectshouldnotToovercomethissiloedstructure,governmentsbeganbeminimized.48toconcentrateservicesinonesingleportal,physicalone-stopshops,orevencontactcenters,butwithEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<24>>>FIGURE6-ExploringtheGreenImpact:FromSiloedtoIntegratedServiceDeliverySiloedConcentratedIntegratedServicesfromministriesServicesfromdifferentpolicyData-drivenservicesfollowingavailablewithagov-centeredsectorsavailableinaone-alife-eventsapproach,approach.Thecitizensupportsstop-shopformat,butwithlimitedintegrationanticipatingandproactivelytheburdenofintegrationrespondingtocitizensneeds“Min.Finance”“Finance”“Health”“Creatinga“Min.Health”“Education”company”“Justice”“Min.Education”“Interior”“Buyinga“Gettinghouse”married”“Min.Justice”“Cadhdarnegsisn”g“Studying”“Min.Interior”“Birth”CitizensCitizensCitizensTransportFromamodelwherethecitizenhastobethecourierofthegovernment,jumpingfromserviceResourcesprovidertoserviceprovider,toamodelwheretheserviceisobtainedinonesinglespot.EnergyFromamodelwhereeachpublicsectororganizationsupportstheentireservicelifecycletowardssynergiesinthedesign,development,delivery,andmonitoringoftheservice.Fromamodelwheretheenergyconsumptionismultipliedacrossdifferentpublicsectororganizationstowardsamodelwherethereisinegrationofefforts.Source:Authors.Takingasanexamplealifeeventsuchasabirth,thealsotosignificantTREeffortsfromthenewparents,certainlybenefitsofintegratedservicedeliverycanbeeasilyincreasingthecarbonfootprint.Incontrast,inanintegrateddemonstrated.Inthesiloedscenario,theparentsofaservicedeliveryscenario,onceachildisborn,theparentsneednewbornneedtoregistertheirchildwithdifferentgovernmenttoproceedwiththeregistrationonlyonce,andtheinformationagencies.Forinstance,withtheMinistryofInteriororJusticewillbedisseminatedautomaticallyacrossthedifferentsectorsforthechildtobepartofthecivilregister;theMinistryofandministries.Basedondata-drivenapproaches,publicHealthtobepartofthenationalhealthcaresystem;theadministrationwillbeabletoimmediatelyreflecttheexistenceMinistryofFinanceforfiscalpurposes;theMinistryofSocialofanewborninthefiscalfileofthehousehold,createanewSecurityforsocialbenefitspurposes;andtheMinistryofhealthfile,proactivelyattributethesocialbenefitstothefamily,Educationorthelocalgovernmentforapotentialvacancyinandregisterthechildinalocalnursery.Keyenablers,suchasanursery.Thismultiplicationofinteractionsandproceduresdigitalidentityandinteroperabilityframeworks,arecriticaltoleadstoconsiderableinefficienciesonthesuppliersideandsupportthisseamlessscenarioofservicedelivery(seeBox6).EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<25>>>BOX6-TheGreenImpactIntegratedServiceDeliveryinPortugalInthepasttwodecades,thePortuguesepublicsectorhasprioritizedthedevelopmentofaprogressivelyomnichannelandintegratedservicedeliverytoitsconstituents.Thenationalnetworkofphysicalone-stopshopscalledCitizenShopsandCitizenSpots,aswellastheePortugalwebsiteandthetelephonecontactcenter,reflectthisambition.Lifeevent–orientedandproactiveservicedeliveryapproacheshavebeendeveloped,supportedbythenationaldigitalidentitysystemcalledCitizenCardandtheInteroperabilityPlatformforthePublicSector(iAP).TheiAPcurrentlyconnectsmorethan120entities,mostlyfromthepublicsectorbutalsofromprivatesectorutilityproviders.Itregisteredmorethan250milliontransactionsin2021.Asanaccountabilitymechanism,theplatformmakesavailableanonlinedashboardwithreal-timedataonvariousindicators,includingestimatesforsparedtrees,tonsofneutralizedcarbon,andtonsofCO2emissionssavedperkilometernottraveled.Theplatform’sgreenaccountabilityhelpsjustifythebenefitsofaninteroperablepublicsectorandanintegratedservicedeliveryapproach.Source:Estevezetal.(2021);andAMA,“AIAPemNúmeros,”https://www.iap.gov.pt/web/iap/iAP-em-numeros.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<26However,thebenefitsofintegratedservicedeliveryalso2.3.3TowardsaGreenDigitalbringnewrisksrelatedtoinclusionandprivacy.SinceServiceDeliverylargedataexchangeandreuseisthecornerstoneofcohesiveservicedelivery,governmentsshouldguaranteethatcitizens’Asdemonstratedinprevioussections,omnichanneldataaresafe,theirprivacyissecured,andthatinclusiveandintegratedservicedeliverycanindeedcontributetomodelswillframepolicyactioninthisarea.Inlinewiththeamoredecarbonizedpublicsector.GreendigitalserviceWorldBank’sWorldDevelopmentReport2021(WorldBankdeliveryisabletoenhancethemostadvancedfeaturesof2021h),asocialcontractarounddataisfundamental,baseddigitalization,suchasdata-drivenapproaches,automation,onanagreementamongallparticipantsintheprocessproactivemodels,ubiquity,citizencentricity,andinclusiveness,ofcreating,reusing,andsharingthedata,affirmingthattobuildamoreenvironmentallyfriendlypublicsector.Thisisthedatawillnotbeharmedandthatthevaluecreatedwillreinforcedbytheexpectedefficiencygainsthatdigitalizationaccrueequitably.49Moreover,updatedlegalandregulatorybringsintermsoftheTREvariables.Figure7summarizestheframeworksarefundamentaltoensurethatcitizens’digitaldifferentfeaturesandvariablespresentedanddiscussedinrightsareproperlyrespected,includingtherighttoknowhowthesectionsabove.theirdataisbeingusedandtoauthorizeitsreuse(ornot)acrossdifferentsectorsandlevelsofgovernment.>>>FIGURE7-GreenDigitalServiceDeliveryGreenDigitalServiceDeliveryOmnichannel&IntegratedData-drivenCitizen-centeredInclusiveEfficientProactiveUbiquitousResponsive24/7availabilityTransportResourcesEnergyPracticallynocommutingisEquipmentandconsumableseffortConsumptionissharedneeded.Serviceisobtainedinaresharedbetweentheproviderbetweentheproviderandtheandthecitizen.Synergiesinthecitizen,butwithintegrationofonesinglespot.effortsfromtheproviderside.servicedeliverylifecycle.Source:Authors.Nevertheless,greendigitalservicedeliveryisonlypartofthebroaderefforttogreenGovTech.Prioritizingthepublicsector’sdigitalfrontoffice—services,inotherwords—shouldbedoneincoordinationwiththegreendigitalizationofbehind-the-scenesgovernmentprocesses(theback-office)(seesection2.2)andshouldalignwithpoliciestotackleclimatechangerisksandimprovegovernmentresilience(seesection2.4).Buttogobeyondsuccessfulbutlimitedpolicyinterventions,whole-of-governmentapproachesarenecessarytoengagethedifferentsectorsandlevelsofgovernment.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<27KeyTakeaways•Omnichannelservicedeliverycanpotentiallyreducethecarbonfootprintofdigitalservicesbyeliminatingtheneedtotraveltoandfrompublicserviceoffices.•Anintegratedservicedeliveryapproachislikelytohelptotackletheclimateemergencyduetotheefficiencygainsonthepartofboththeadministrationandtheuser.•AgreenGovTechpolicyforthedesignanddeliveryofpublicservicesalsobringssignificantinclusionbenefits,contributingto“leavenoonebehind”objectivesthroughplain,personalized,andproactiveservices.•Respectforcitizen’sdigitalrights,suchasprivacyandsecurity,isafundamentalrequisiteforasoundgreendigitalservicedeliverythatassumesdataexchangeandreusetobethecornerstoneofpublicsectortransformation.2.4GovTechResiliencetoClimateChangeRisksGovTechplaysacriticalrolewhenconsideringclimatebusinesscontinuityplansgovernmentscanmitigatethechangerisksandtheresilienceofgovernmentoperations.effectsofcrisesanddisasters.Forexample,countriesthatareBydigitalizingthebusinessprocessesassociatedwithsusceptibletoseasonalweatherpatterns,suchashurricanescorepublicservicedelivery,governmentscaneliminatetheortyphoons,cansafeguardagainstthembyeitherhostinginefficienciesofpaper-basedsystems(seesection2.2.1),theircoregovernmentsystemsandassociateddatainacloudwhichareeasilyexposedtonaturaldisasters,suchasfloods,offshoreor,ataminimum,ensuringthatthebackupsarestorms,andfires,thatcanquicklydestroyentirepaper-readilyaccessibleinotherlocations.basedarchivesofinformation.OutdatedITinfrastructure,suchasserverroomsanddatacenterswithoutbusinessGovTechresiliencerequiresconcertedplanningandcontinuityplans,canalsoposeagraveriskifnotmitigatedactionsthataddresschallengesatmultiplelevelsandcorrectly.Disasterscanprovidetheopportunitytostrengthendifferentphasesofdisasters.Actionstostrengthenthedigitalinfrastructurethrough“buildbackbetter”initiativesresilienceofGovTechagainstclimateanddisasterrisksandtoadapttolong-termclimatechangeanddisasterriskscanbeguidedbythefollowingfour-phasedprocess:i)an(WorldBank2020b).understandingoftherangeofdisasterandclimatechangerisksthatcanaffectcriticaldigitalservices;ii)risk-informedClimatechangeadaptationisasharedresponsibilityofplanningofnationalstrategiesandprioritizationofinvestmentsgovernmentministriesandagencies,andalong-termandactionstomitigateandavoidimpacts;iii)disastercommitmentwillberequiredtoensurethatGovTechmitigationandpreparednessactionsthroughGovTechpolicy,solutionsfightclimatechangeeffectively.AdaptationICTinfrastructure,andfinance-basedapproaches;andseeksbothtoreducetherisksandvulnerabilitiesfromclimateiv)responseandrecoverytofacilitatearapidandsustainablechangeandtoincreasetheresilienceofGovTech,whichinreturntofunctioninggovernmentoperations.AresilientturnprovidesresiliencetopublicservicedeliveryandcoreGovTechframeworkisproposedtoguidegovernments,ICTgovernmentsystems.Forexample,inlandareasthatarepractitioners(includingfirmsandgovernmentagencies),harshlyaffectedbyflooding,orsmallislandnationsthatarefinancialinstitutions,anddevelopmentpartnersonaffectedbyrisingseas,willneedtoadapttothenewnormalmainstreamingresilienceintoGovTech(WorldBank2020b).guaranteeingthatday-to-dayGovTechsolutionsarefullyutilizablebyusers.TheresilienceofGovTechhasanumberofimportantdimensionstobeconsidered.ThefirstisresiliencetoMitigationhelpstoreducetheseverityofextremeweatherweathertransformation:GovTechsolutionsshouldbeabletoeventsandotheremergencies,suchasepidemicsresistextremeweathereventsandotheremergencies.Theandpandemics.ByensuringthatGovTechsystemshavesecondisdatarecoveryandredundancy:recoveryfunctionsEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<28shouldpreventdatalossandprepareinformationsystems’predictable.Additionally,itwouldbeimportanttoconductexredundancyforclimatechange.Andthethirdinvolvesantemarketresearchandspendanalysestoassessmarkets.criticaldigitalservices,whichincreasetheresilienceofaRegularreviewsofspending,includingcurrentandhistoricalbeneficiarypopulationinnaturalcatastrophesandweather-spending,canidentifyopportunitieswheregovernmentscanrelatedemergencies.reducetransactioncosts,improvestrategicsourcing,andensurecontinuityofsupplyinemergencies.2.4.1ResiliencetoWeatherTransformationandEmergencies2.4.2DataRecoveryandRedundancyGovTechsolutionsneedtobeabletoresistextremeFormanygovernmentsinless-developedcountries,weathereventsandemergencies.GovTechsolutionsneedtheimpactofclimatechangecanbesevere,anddatatorespondeffectivelytoincreasinglyfrequentnaturaldisastersrecoveryandredundancyarethereforecrucial.Recoverythatareassociatedwithclimatechange,suchasstorms,floods,functionsshouldpreventdatalossandprepareinformationandrisingsealevels.Thesesolutionsmustalsoberesilienttosystems’redundancyincaseofanintenseclimatechangeemergencies,suchaspandemics,wars,andarmedconflicts.event.TheconcentrationofICTinfrastructure,complementedWhenfewstrategicmeasuresareinplace,emergenciesandbydistributedcloudcomputingapproaches,canprovidedisastersmayreducegovernmentreadinesstorespondandthebestsecuredatarecoveryandredundancyintermsofthenimposeextracosts.Governmentsthereforeneedtoputresilience.Havingallinfrastructureco-locatedcanincreasetogetherearlywarningsystemstohelpmitigatethesekindsthechanceofcatastrophicriskif,forexample,ahurricaneofemergencies.Publicsectorscanimplementstrategiesdestroystheentiresystem.However,adistributedcloudtoexpediteemergencyproceduresthatcanimprovethesystemthatcannotbeaffectedbyasingleextremeweathergovernment’sresponsecapacitybydecentralizingemergencyeventcanhelptoensureresilience,asthereisonlyamarginaloperations.Furthermore,bydevelopingariskmanagementchancethattheentiresystemwillbecompromised.strategyforGovTechsolutions,governmentscancreateprogramsthatidentifyrisks,reducevulnerability,andCloudsolutionsprovidesharedcomputingresources,strengthenemergencyservices.Byproactivelyaddressingsuchasservers,storage,andservices.Cloudsolutionstheseissuespriortoanemergency,governmentscanimproveenableever-present,convenient,andon-demandnetworktheirresponse.accesstoasharedpoolofconfigurablecomputingresources(i.e.,networks,servers,storage,applications,andservices)Onceadisasterhasoccurred,itisimportanttodecidethatcanberapidlyprovisionedandreleasedwithminimalwhetheritwarrantsanemergencyresponse.Itmustbemanagementeffortorserviceproviderinteraction(MellandclearthatthesituationmeetsthecriteriafortreatmentasanGrance2011).Thebenefitsincluderesourcepooling,on-emergencyandthataflexibleapproachaddressingGovTech-demandself-service,rapidelasticity,broadnetworkaccess,relatedissuescanbefullyjustified.Second,theimmediateandmeasuredservice(WorldBank2016a).GovTech-relatedactivitiesthatcanbringreliefshouldbeidentifiedandprioritized.Third,theoperatingenvironmentThecost-efficienciesofcloudservicesandpubliccloudandconditionsonthegroundshouldbeassessedandsolutionsoffernumerousbenefitsforGovTech.Althoughadeterminationmadeofwhatotherregionalcountries,manycountriesacknowledgethebenefitsofcloudservicesgovernmentagencies,andnongovernmentalorganizationforthepublicsector,theiradoptionindevelopingcountries(NGOs)aredoingtoexplorepotentialcollaboration.hasbeenveryslowduetoconcernsaboutcybersecurity,datasovereignty,andprivacy(WorldBank2023a).DuetoToensureresilience,itisimportanttoplanbeforeinadequateassessmentframeworkstoidentifyandassessthedisastersoccur.Governmentscanconductsystematicrisksofcloudsolutions,governmentsindevelopingcountriesdataanalysisofprioremergencyrequirements,developandtypicallysetupagovernmentcloud.Agovernmentcloud,orimplementannualormulti-yearplansthatconsiderdisaster-“G-Cloud,”hostsagovernment-widedatacentersharedbyrelatedneeds,andensurereadinesstoimplementflexibilityallgovernmentministries(WorldBank2023b),whichseemsmeasuresduringacrisis.Fromthepublicsectorperspective,logicalformoresensitiveormission-criticaldata.AdoptingitwouldbeimportanttogatherdataandconductspendahybridcloudmodelthatleveragesthecloudservicesfromanalysestoextrapolatefuturerequirementsfromhistoricaltheprivatesectortoworkinconjunctionwiththeG-Cloudcandisasterresponsepurchases.Thismakesanalyzingpreviousofferimmenseopportunitiestosavecosts,improvesecurity,revenuesandspendforfuturepreparednesspossibleandenhanceperformance,andstrengthenresilience.However,EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<29clientgovernmentsneedguidancetochangetheirpolicyresponseoncloudcomputingfromoneofriskavoidancetooneofriskmanagement.Thisinvolvesdevelopingadecisionframeworkusingadataclassificationmethodologytodeterminewhatdataismoreappropriateforhostingonaprivatecloud(WorldBank2023b).>>>BOX7-CostaRicaICTInfrastructureforDataRecoveryCostaRicahasimplementedadatacenteranddatarecoverysolution.ItprocuredcoreGovTechgovernmentsystems,suchasanintegratedfinancialmanagementinformationsystem(IFMIS),taxadministration,andcustomsadministration,whichareallsupportedbycommonoperatingsystemsanddatabases.CostaRicadecidednottoprocurehardwareandinsteadprocuredsuchservicesasinfrastructure-as-a-service(IaaS)orsharingICTinfrastructureinthecloud.TheyallocatedUS$80millionforthesystemsusingcommercial-off-the-shelf(COTS)implementations,allofwhichwerehostedinthecloud.TheConstitutionofCostaRicalimitstheamountofgovernmentdatathatcanbehostedoutsideofthecountry.ThisisatrendinLatinAmericanandCaribbeancountries—thelawsandconstitutionrequirethatdatabehostedinsidethecountry.ButinCostaRica,asmallcountrywithalimitedprivatesector,lawyerswereablegainapprovalforthedataandcoregovernmentinformationsystemstobehostedoutsidethecountry.Source:WorldBank,“CostaRica:FiscalManagementImprovementProject,”https://documents.worldbank.org/en/publication/documents-reports/documentdetail/873761583868077662/costa-rica-fiscal-management-improvement-project2.4.3CriticalDigitalServicesauthentication,digitalpaymentprocessing,onlineforms,digitaldocumentmanagementandstorage,digitalcustomerThestrategicuseofGovTechsolutions,combinedwithserviceandsupport,andonlinegovernmentservices.Bydigitalskillsets,aninstitutionalframework,digitalleveragingcriticaldigitalservices,governmentscandrasticallycapacity,andgoodpolicyandregulatoryenvironmentsreducethecostofprovidingservicesandsignificantlyimproveinICT,canhelptofacilitatefastandefficientdeliverytheoverallqualityofservicedelivery.Furthermore,digitalofthemostcriticaldigitalservices(ADB2021).Criticalservicesincreasetheresilienceofthebeneficiarypopulationdigitalservicesareatechnology-basedserviceofferedbyduringandafternaturalcatastrophesandweather-relatedgovernmentstotheircitizens.Theyaredesignedtoprovideaemergencies.GovTechsolutions,suchasdigitizedearlymoreefficient,secure,andcost-effectivewayforgovernmentswarningsystems,financialtransactions,wagesystems,todeliveressentialpublicservices.Theyallowgovernmentsidentitycards,contracts,andsupplychainmanagement,cantobettermanageandrespondtotheircitizens’needsandboostgovernmentresilience,helpingagenciestomaintainconcerns,whileprovidingbettervalueformoney.Exampleslinkswiththepopulationduringdisasters(WorldBank2020b).ofcriticaldigitalservicesincludedigitalIDverificationandEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<30TorealizethefullpotentialofGovTechforresilienceduringemergencies,governmentsinemergingeconomiesstillneedtopromotethedigitalizationofthemostcriticalgovernmentservices.Gapsindigitalinfrastructure,capacity,andpoliciesandproceduresexplainmuchofthelagintheadoptionofcoregovernmentsystemsandpublicservicedeliverybydevelopingcountries.ThesecountriesalsohaveweakbasicICTinfrastructure,lowcomputeruse,andlowlevelsofdigitalliteracy.Suchissuesfurtherinhibitinnovationandtheuptakeofcriticaldigitalservices,whichinturnconstrainsadoption,especiallyduringdisastersthatdisrupttheflowofresourcesandinformation(WorldBank2020b).>>>BOX8-CriticalDigitalServicesareMovingtotheCloudintheCaribbeanIntheCaribbeancountries,criticaldigitalservicesaremovingtothecloudtoprovideresilience.Forexample,thereisastronggovernmentcommitmenttothedigitalizationagendainGrenada,wheredigitalservices,suchasthecivilregistryandtaxadministration,aremovingtothecloud.Thegovernmentcurrentlystruggleswithchangemanagement,asmanysignaturesareneededtomoveadigitalinitiativeforward,sothecountryhasconsideredhiringaconsultingfirmtohelpresolvetheseissues.Thedigitaltransformationofficehasbeenworkingforthreeyearstostrengthencriticaldigitalservices.Thetaxandcivilregistryhavestartedtodigitizeallrecordsandtomovealldocumentstoacloud-basedsystem.Thisincludesthescanninganduploadingofprobates,land,andotherrelateddocumentsusingacloud-basedarchivingsystem.CrucialtotheresilienceofdigitalservicesinGovTechandsystems,establishingahierarchyofoperationalarethecoregovernmentsystemsthatruntheday-to-importance,pre-identifyingalistofcriticalapplications,dayfunctionsofgovernment.HowresilientarePFMandcarryingoutimpactassessmentsofsystemfailure.informationsystemsandvitalrecordstothreatsfromnaturaldisasters?Governmentsneedtoinstitutesafeguardb.Adisasterrecoveryplanneedstobeinplacethatincludesmeasurestoprotectandensurethecontinuationoffinancialacomprehensiveandup-to-dateITdisasterrecoveryplantransactionsintheaftermathofadisaster.Thefollowingcoveringthecomputerroomenvironment,hardware,recommendationsaresuggestedforPFMadaptionandconnectivity,softwareapplications,anddataprotectionmitigation(WorldBank2019a):andrestoration,includingforhardcopyfiles.a.Financeagenciesneedtobepreparedtohandlec.ArecoverypointandtimeobjectivesforallpriorityPFMdisasters,includingbydefiningmission-criticalfunctionsapplicationsshouldbecreated.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<31d.KnownvulnerabilitiesincriticalPFMsystemsshouldbesecuredserversandstorage;multiplehigh-speednetworkidentifiedtopreventtheircollapse.linksenteringandexitingatdifferentpoints;andsmoke,fire,humidity,andflooddetection.e.Databackuproutines,technology,andlocationsshouldbeidentifiedandinplace.Whenconsideringthecriticalityofdigitalservices,theadoptionofcommonframeworksisimportant.f.Datacenterresiliencyshouldbeensured,includingthroughGovernmentsneedtoensurecommoninteroperabilityfireandfloodbarriersandrobustbuildingarchitecture;frameworks,sharedICTinfrastructure,baseregistrymultipleconnections;uninterruptiblepowersupplywithframeworks,sharedservices,commondataarchitecture,andbatterybackupandgenerators;redundantandphysicallytheuseofopen-sourcesoftware(OECD2019a).KeyTakeaways•Governmentsneedtosafeguardmeasuresthatprotectandmaintainfinancialtransactionsintheaftermathofadisaster.•GovTechresiliencerequiresconcertedplanningandactionsthataddressthechallengesofdisastersandotheremergencies.EffortstostrengthentheresilienceofGovTechagainstclimateanddisasterriskscanbeguidedbyaresilientGovTechframework.•GovernmentscandevelopariskmanagementstrategyforGovTechsolutions,involvingprogramsthatidentifyrisks,reducevulnerability,andstrengthenemergencyservices.Byproactivelyaddressingtheseissuespriortoanemergency,governmentscanimprovetheirresponse.•GovTechsolutions,suchasdigitalizedearlywarningsystems,financialtransactions,wageschemes,identitycards,contracts,andsupplychainmanagement,canboostgovernmentresilience,helpinggovernmententitiestomaintainlinkswiththepopulationduringdisasters.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<323.>>>GoverningaGreenandDigitalTransformationofthePublicSector3.1IntroductionThischapterexamineshowtogovernthedigitalandgreentransitionsofthepublicsector.Implementinganykindofpolicychangeinacoherentwayacrossdifferentsectorsandlevelsofgovernmentoverthelongtermisacentralchallengefacedbybureaucracies,andgreenGovTechisnoexception.Thecapacityofthepublicsectortoshiftfromnumeroussiloedapproachestooneintegratedsystemsthinkingiscriticaltothisprocess.FollowingChapter2onthe“what,”orwhatpracticestofocuson,thisthirdchapteriscenteredonthe“how”:howtodisseminatetheidentifiedpolicymechanismstomainstreamgreendigitalapproachesthroughoutgovernmentsystems.Buildingoncountryexamples,thefollowingfivewhole-of-governmentareasofanalysiswillbeprioritized:1.Strategy.Consideringthepriorityattributedtothegreenanddigitaltransitions,mostcountrieshavepolicystrategiesandactionplans,frequentlyrunninginparallel.Synergiesfordeliveringbothofthesetransformationsconcurrentlyarecommonlymissed.Keyquestion:Howcananimprovedgreenanddigitalpolicyalignmentbesecured?EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<332.InstitutionalLeadershipandCoordination.Sincetechnologyleapfrogging,thoughtheywillstillneedtofocuson2015,dedicatedcentralgovernmentGovTechunitschangemanagementandinstitutionalculturalshiftstosecurehavebeenestablishedin80countries.50SDG13andtheprogressivedigitaltransformationdesired.theParisAgreementhavelaidoutmoreexplicitgoalsforgovernmentsincoordinatingcross-cuttingpubliceffortsin3.2Strategydecarbonizationandadaptation.AnincreasingnumberofcountrieshaveformulatedKeyquestion:HowcantheinstitutionalcoordinationGovTechanddigitalgovernmentstrategies,butonlyafewneededtoimplementdigitalandgreenprioritieshaveincludedgreenobjectivesintheseplans.Accordingbeimproved?tothelatestiterationoftheWorldBank’sGTMI,almost90percentofcountries(176outof198)haveorwillsoonhavea3.LegalandRegulatoryFramework.AdaptingtheGovTechordigitaltransformationstrategy.51Atthesametime,legalandregulatoryframeworkstothepublicsector’sgovernmentsaresteppingupeffortstopromotethegreenprioritiesisacommonchallenge.Bothdigitalizationagenda.However,thetwoagendasareseldomaligned.Givenanddecarbonizationplanstypicallyrequiresubstantialthepotentialforreducingcarbonemissionsbothbyusinglegalfoundations.GovTechforgreenandbygreeningGovTech,astrategythatsynergizesdigitalandgreenobjectiveswouldmoreeffectivelyKeyquestion:Whatsynergiesbetweendigitalandadvancebothdigitalandsustainabledevelopment.greenpoliciescanbefurtherexploredinthelegalandregulatoryfields?Awhole-of-governmentorientationingreendigitalstrategiesfostersgovernment-widereformbuy-in4.PolicyLevers.Budgeting,pre-evaluationofpublicandpolicycoherence.Advancingthedigitalandgreenexpenses,publicprocurement,andM&Esystemsaretransitionsrequiresbroadreformownershipinvolvingallpartssomeofthepolicyleversfrequentlyusedbygovernmentsofgovernmentandallsenioritylevels(WorldBank2022d,16).toguaranteecoherentpolicyimplementationacrosstheAsanexample,theScottishgovernmentadoptedawhole-publicsector.of-governmentapproachinits2021DigitalStrategyandincorporatedgreenthinkingintothedigitalsolutionsplanned.52Keyquestion:WhatisthebestwaytomobilizeandThestrategyproposesestablishingScotlandasanattractivecalibratethesepolicymechanismstopromoteagreenlocationforgreendatacentersandlinksthisactiontothedigitaltransition?country’sNationalEnvironmentOutcomeoftheNationalPerformanceFramework.Infact,theOECDrecommends5.GreenDigitalCompetencies.Skillsandtalentarelinkingdigitalgovernmentstrategiestobroaderagendas,acentralpillarofthetwintransitionsunderway.Thesuchassustainability,asitisbeneficialforcoherenceandlackofandgapsindigitalcompetenciesisasignificantcollaborationwithinthepublicsector(OECD2021b,77).hindrancetothecoherentandsustainabletransformationofgovernmentadministrations.EmbeddinginteroperabilityinGovTechanddigitalgovernmentstrategieswillenhancetheefficiencyandKeyquestion:Howcanagreendigitalculturebesustainabilityofpublicadministrationandservicemainstreamedinthepublicsector?Whichkeypoliciesdelivery.Ashighlightedpreviously(section2.3.2),GovTechwouldbesthelpthepublicsectortoembracegreenanddigitalgovernmentstrategiesshouldaimtoovercomedigitaltalent?publicsectorsilosthatresultinisolatedandofteninefficientsolutionsthatarenotuserfriendly.Therefore,strategicEachcountry’slevelofGovTechmaturitydeterminesdocumentsshouldemphasizeinteroperabilitytoensurethedifferentiatedapproachestosoundpolicythatdigitalgovernmentcanshareandreusedataefficientlyimplementation.Thereisnoone-size-fits-allapproachandsustainably.Interoperabilityobjectivesmayfocusontoawhole-of-governmentdigitaltransformation.Asnotedthetechnical,organizational,cultural,orlegalaspectsandabove,althoughmoredigitallydevelopedcountrieswillfaceprioritizetheadoptionofcommondataexchangestandardsthechallengeofadaptingexistinginformationsystemstomoregreenstandards,potentiallydealingwithsunkcosts,lessdigitallydevelopedcountriescanbenefitfromsomeEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<34andtheuseofaninteroperabilityhuborplatform(WorldBank3.2.2Example:Korea2022f,19).Forexample,datagatheredonGHGemissionsormobilityinreadableformatsmayhelptotrackgoalsrelatedtoKoreawasamongthefirstadoptersofastrategyaimedthegreentransition.atmitigatingandreducingtheenvironmentalimpactofitsdigitaltransition.In2009,KoreaannouncedaGreenITSeveralcountrieshaveadoptedstrategiesthatexplicitlyNationalStrategytoaddresstheICTsector’scarbonfootprint.seektogreenGovTechortoleverageGovTechforgreenSincethen,thegovernmenthasintroducedseveralinitiativesgoals.Thesecountriesarealigningtheirpoliciesonthedigitaltosupportasustainabledigitaltransition,includingagreenandgreenagendastoensurethatprogressononedoesnotcertificationprogram(2010),thestandardizationofgreendatacomeattheexpenseoftheother.Oftentimes,combiningcenterguidelines(2012),andtheCarbonNeutralTechnologydigitalwithgreenobjectivescanhelpsecurethepoliticalInnovationStrategy(2021).backingnecessaryfordelivery.Forexample,inIreland,thereformofadatacenterreceivedministerialapprovalafteritsTheCarbonNeutralTechnologyInnovationStrategycontributionstothegreenagendawerehighlighted.53TheseekstopromoteinnovationinenergyefficiencyinthecasesofDenmark,SouthKorea,andtheECarediscussedICTsectorthroughdigitalization.SixmonthsafterthebelowasexamplesofstrategiesthatcombinebothdigitalandStrategywasreleased,thegovernmentcomplementeditwithgreenobjectives.10CoreTechnologyDevelopmentDirectionsthatitregardsasfundamentaltoachievingcarbonneutralityby2050.3.2.1Example:DenmarkDigitalizationislistedasacorearea,andconcreteactionsarebeingproposedrelatedto(i)greeningofICTinfrastructureDenmarkhasrecentlyreleasedanewdigitalstrategythatanddevices,(ii)energydatautilization,(3)managementofenvisionstheaccelerationofthegreentransitionthroughdistributedenergyresources,and(iv)smartgridtechnologiesdigitalsolutions(Denmark2022).Inadditiontohighlighting(WorldBank2022b,23).thegreenbenefitsofdigitalization,thestrategyalsoacknowledgestheneedtoreducetheimpactofdigitalizationKorealeveragesGPPasakeypolicytooltopromoteitselfontheenvironmentandproposesconcreteactionstothisdecarbonizationoftheICTsector.In2011,thegovernmentendthroughtheintroductionofclimate-efficienttechnologies.expandedtheActontheEncouragementofPurchaseofEnvironment-FriendlyProducts,whichrequiredpublicDenmarkhasalreadyachievedsignificantefficiencyentitiestoprocuregreenproducts,includingelectronicandgainsbydigitizingadministrativeprocessesanddataICTdevices.ThepreviouslyreleasedGreenGrowthActhadsharingthroughinteroperability.Holisticback-officeanddefinedgreenproductsasthosethathavereceivedeco-administrativereformshaverenderedhigh-leveldecision-label,low-carbonproduct,andrecycledcontentcertificationmakingprocesses,aswellascitizens’interactionswiththe(WorldBank2022b,25).state,moreefficient.Forexample,ministerscansignimportantdocumentsontheirtabletsandcitizenshavearound-the-clockKoreaoffersvaluablelessonsforothercountriesseekingaccesstoawiderangeofdigitalservices.togreentheirdigitaltransitionandfosterinnovationforclimateaction.LeadershipandearlygovernmentcommitmentDenmarkalsohasanationalstrategyforGPPtoensuretoagreendigitaltransitionhaveledtostrategieswithclearthatitsclimategoalsarefactoredintopublicprocurementgoalsandtimeframesaswellasanenablinglegislativedecisions.54DenmarkhascommittedtoreducingitsGHGframework.Koreahasadoptedawhole-of-governmentemissionsby70percentby2030comparedtothelevelinapproach,withall18ministriesandlocalgovernmentsinvolved1990,andtoreachingclimateneutralitybynolaterthan2050.inleveragingdigitaltoadvancethegreenagenda.Moreover,Thestrategyincludesacomprehensiveassessmentofthepublicawarenessbuildingledtobroadcitizensupportforclimatefootprintofpublicprocurementinthecountryandplansenvironmentalpolicies,andclearincentivestructuresforthetosetaspecificreductiontarget.DenmarkisalsoactivelyprivatesectorfosteredtechnologyinnovationforincreasedincorporatingtheEU’sGPPcriteriaforpublicprocurementofsustainability(KhouryandLee2022).dataprocessingandstorage.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<35>>>FIGURE8-Korea’sGreenITPolicyMilestonesPavingthewayforgreenfutureEvolvinggreenemphasis2020-2021Earlycommitment20142015201620092010•Established•K-ETS•Ratified•TheKoreanroadmaplaunchtheParisNewDeal•GreenIT•EnactedtoachieveAgreementNational“Greenthenational•INDC•2050CarbonStrategyGrowthAct”GHGsubmittedtoNeutralreductionUNFCCCStrategy•LaunchedtargetGreen•CarbonCertificationNeutralTechProgramInnovationStrategy•CarbonNeutralityActSource:WorldBank(2022b).3.2.3Example:EuropeanCommissionInadditiontohighlightingthepotentialofadoptingdigitaltechnologiestoreduceemissions,theCommissionhasTheECassignsacentralroletodigitaltechnologiesalsoaddressedthenegativeexternalitiesofdigitalization.initseffortstoreachcorporateclimateneutralitybyEmissionsrelatedtoITequipmentrepresentedaround2030.TherecentlypublishedEuropeanCommissionDigital5percentoftheEC’scarbonfootprintin2019.DespitetheStrategy(June2022)(EC2022a)andCommunicationtoenvisionedexpansionofdigitaltechnologiesinthecomingtheCommission:GreeningtheCommission(April2022)years,theECplanstoreducetheGHGemissionsemanating(EC2022c)setoutthewaythattheECwillmeetitsclimate-fromitsdigitaloperationsbyatleast30percentbetween2019neutralobjective.Thestrategicdocumentspromoteavisionand2030(EC2022c,14).inwhichembracingdigitalsolutionsandoperatinginagreenmannerbecomepartoftheinstitution’sworkcultureTheEChasproposedseveralmeasurestomitigatethegoingforward.environmentalimpactofitsincreasinguseofdigitaltechnologies.Concretemeasuresinclude(i)consolidatingUpgradingdigitaltechnologiesmayhelptosignificantlydigitalinfrastructureintoasmallernumberofgreenreduceemissionsrelatedtocommuting.Staffbusinessdatacenters,(ii)acceleratingtheshifttomoreenergy-travelaccountedfor28percentoftheEC’sGHGemissionsefficientITdevices,(iii)strengtheninggreenprocurement,in2019.Theupgradingofwebandvideoconferencingtools(iv)decommissioningobsoletesystems,(v)maximizingshouldallowstafftoshiftallnon-essentialmissionstoanpaperlessworkflowsandthedigitalizationofarchives,onlineformatandhelpreducetravel-relatedemissions.Theand(iv)promotinggreendigitalbehavioramongstaffCommissionexpectsthatincreasedtelecommutingandthe(EC2022c,14f).AlthoughtheECisauniqueinstitutioninuseofgreenermethodsoftransportwillreduceemissionsbymanyways,itsdigitaltransformationjourneydoesprovideatleast50percentbetween2019and2024(EC2022c,10).relevantlessonstootherinstitutionsandcountriesonhowtoengineeraprinciples-drivendigitaltransformation.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<36KeyTakeaways•Althoughmostcountrieshaveannouncedadigitalgovernmentstrategy,onlyafewhaveincludedgreenobjectivesinit.SynergizingdigitalandgreenobjectivesinGovTechstrategieshassignificantpotentialbothtoleveragedigitaltechnologyforgreenpurposesandtogreentheuseofthattechnology.•Embeddingawhole-of-governmentapproachingreendigitalstrategiesbroadensreformownershipandincreasespolicycoherence,augmentingthelikelihoodofachievingstrategicobjectives.•GovTechanddigitalgovernmentstrategiesthatpromoteinteroperabilityaremorelikelytoachieveefficiencyandsustainabilitygains.3.3InstitutionalLeadershipandCoordinationToencouragetheparticipationofallgovernmentministriesandcoordinatethesetwopolicyareas.Thissectionexplainsandagenciesdespitetheirdifferentpriorities,institutionalhowpoliticalsupport,publicsectororganizationsleadingleadership,politicalsupport,adedicatedorganization,GovTech,andcoordinationmechanismscanpromoteagreenandcoordinationmechanismsareallnecessary.Thedigitaltransitionandhowinstitutionalcoordinationcanbegovernmentagenciesandcoordinationmechanismsforimprovedtoimplementbothpriorities.Figure9showshowGovTechareusuallydifferentthanthoseforgreenpolicies,soinstitutionalleadershipandcoordinationmechanismscoulditisimportanttoestablishclosecommunicationtocollaborateworkinternallytowardthesegoals.>>>FIGURE9-InstitutionalLeadershipandCoordinationforGreenandDigitalGovernmentGovTechPolicyCollaborationGreenPolicyCoordinationOrganizationOrganizationleadingGovTechleadingGreenPolicyCoordinationmechanismCoordinationmechanismPoliticalsponsorshipandsupportSource:Authors.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<373.3.1PoliticalSponsorshipandSupportawarenessamongmanyrelevantsectorofficialsaboutthecountry’sNationallyDeterminedContribution(NDC)andtheTheexperienceofseveraldigitallyadvancedcountriesneedformitigationmeasuresismentionedasoneoftheindicatesthatadequateleadershipisacriticalassettomainimplementationbarriers(Bangladesh2021).High-levelimplementingcoordinatedGovTechandgreenpolicies.leadershipcouldhelptoovercomethischallenge.ManyotherInKorea,oneoftheGovTechleadersaccordingtotheWorldcountriesalsohighlighttheroleofleadershipinaddressingBank’sGTMI,formerpresidentsadoptede-GovernmentasaclimatechangeintheirNDCs.55fundamentalpolicypriority,providingcontinuousattentionandfinancialandinstitutionalsupport(RepublicofKorea2021).HowcanleadershipawarenessoftheneedtoaligntheTheabsenceofpoliticalleadershipandsupportcanleadtodigitalandgreenpolicyagendasbeimproved?Governmentsignificantdifficultiesinsecuringthefinancialandhumanleaderscouldparticipateininternationalcollaborationresourcesneeded.Infact,manyWorldBanktaskteamshaveactivities,providingthemwithopportunitiestocommunicatesaidthatleadershipisoneofthemainchallengestodesigningwithotherleaders.Manyinternationalorganizations,includingandimplementingGovTechprojectsinclientcountries,theUN,WorldBank,andOECD,havealreadyhighlightedandtheBank’s“TechSavvy”reportidentifiedleadership,bothGovTechandgreenpolicy.Managementmayneedtobemanagement,andcultureasofkeyimportancetochangeincentivizedtodevelopaperformance-orientedbureaucracymanagementstrategies(WorldBank2022d).LeadershipthatencouragesinnovationandtheuseofGovTechcansupportsuccessfuldesignandimplementationofthe(WorldBank2022d).ThepresenceofagovernmentchiefchangemanagementplanthatisoneofkeyGovTechinformationofficer(CIO)contributestotheco-workacrossenablers.Changemanagementstrategieshelppublicgovernmenttoembeddigitalreforms,drivethestrategicsectororganizationsovercomecomplaintsandreluctancetoplanning,establishstandardsandframeworks,andreportoninnovations.Leadershipisalsocriticaltoraisingawarenessprogress(WorldBank2022d).ofgreenGovTech.InBangladesh,lackofknowledgeand>>>BOX9-LeadershipinNationallyDeterminedContributions•InBangladesh,theprimeminister,aschairofthe48-nationClimateVulnerableForum(CVF),haslaunchedaprogramtodevelopa“MujibClimateProsperityPlan”forBangladeshwithastrategicinvestmentframeworktomobilizefinancing,especiallythroughinternationalcooperation,forrenewableenergyandclimateresilienceinitiatives.•EUleadersagreedthat:theEUbudgetwillbethemaintoolfortheclimateactioneffort;EUexpenditureshouldbeconsistentwiththeprinciplesoftheEuropeanGreenDeal;andaJustTransitionMechanism,includingafund,willbecreated.•InPakistan,thePrimeMinister’sCommitteeonClimateChangeoverseesprogressonimplementationaswellasregionalandinternationalpartnershipstoensurethatPakistancontinuestobeanactivememberoftheglobalcommunityintheimplementationoftheParisAgreement.Source:NDCRegistry,https://unfccc.int/NDCREG.3.3.2PublicSectorOrganizationLeadingGovTechPolicyThefirststepistoidentifywhichorganizationwillleadtheGovTechandgreenagendasinthepublicsector.Sincebothagendashavebeenhighlightedglobally,manycountrieshavealreadyestablishedaninstitutionalstructureassignedtopromotethem.Accordingtothe2022GTMI,among198economies,morethan70percent(154)havealreadysetupagovernmententityfocusedonGovTech,andonly33economieshavenot.AscanbeseeninTable2,alltheeconomiesofGroupAandBexceptonehaveacommittedorganization.56CountriesinGroupCandDneedtoconsiderestablishingagovernmententityfocusedonGovTech.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<38>>>TABLE2-TheExistenceofaGovernmentEntityFocusedonGovTechYes(Established)EconomiesGroupAGroupBGroupCGroupDPlanned/InProgress1546945337No11-164Source:GTMI2022data.33--1419Also,ofthe165countriesinTable1thathavedesignatedorplantodesignateanorganizationtoimplementGovTech,morethanhalf(96)havedelegatedtheresponsibilitytoministries,suchastheMinistryofInformationandCommunicationsTechnologies,MinistryofFinance,MinistryofInterior,orMinistryofPublicService.Thepresident’sorprimeminister’sofficehasinstitutionalresponsibilityforGovTechin41countries(seeTable3).57Thereisnoonesizefitsalltoinstitutionalresponsibility,sogovernmentswillneedtoconsidertheirowncountrycontextandgovernancestructure.>>>TABLE3-InstitutionalResponsibilityforGovTechAutonomousPresident’s/MoICTMoF/MoEMoI/MoHAMoPS/PubAdmOtherEntityPM’sOffice766212171141Source:GTMI2022data.Note:MoICT=MinistryofInformationandCommunicationsTechnologies;MoF=MinistryofFinance;MoE=MinistryofEconomy;MoI=MinistryofInterior;MoHA=MinistryofHomeAffairs;MoPS=MinistryofPublicService.Similarly,astheimportanceofgreenpolicyisgrowing,practicescouldbeconsideredtoimprovethegreenmindset.somecountrieshaveestablishedagovernmententityIntheUnitedKingdom,thegovernmenthasdevelopedvariousdedicatedtoclimatechange,whichisarequirementforusefulguidelinestoembedagreenperspectiveinthepublicadaptationplanningandimplementation(UNFCCC2014).sector,suchastheGreenICTMaturityModel,GreenICTInAustralia,theDepartmentofClimateChange,Energy,theWorkbook,andGreengovernmentICTcasestudies.EnvironmentandWaterwasestablishedtoaddressclimatemitigationandadaptationholistically.58InIndonesia,theState3.3.3CoordinationMechanismsMinistryforNationalDevelopmentPlanningandtheNationalDevelopmentPlanningAgency(BAPPENAS)areresponsibleEstablishingstrongandeffectivecoordinationforimplementationandM&EoftheNationalActionPlanmechanismsforGovTechensuresawhole-of-governmentforClimateChangeAdaptation(RAN-API),includingapproach.Theabsenceofsuchmechanismsresultsinthedisseminationtoprovincialgovernments(UNFCCC2014).developmentofsiloedsystems,fragmentedpublicservices,inefficientfinancialinvestment,andunnecessarycompetitionAsdescribedabove,itisnotcommontofindaGovTechbetweenorganizations.Accordingtothe2022GTMI,105strategythatalreadyincludesgreenpolicy,sogovernmentscountriesoutof198haveacoordinationbodyleadingtheirneedtosetupaninstitutionalarrangementinsidetheGovTechinitiatives.Lessthanhalf(97)ofcountrieshaveanleadingGovTechentitytoreflectagreenperspectiveentitytomonitorandreportonGovTechspendingfortheentireinitsinitiatives.Developingaspecificguideline,providinggovernment,andonly70publishtheGovTechinstitution’scapacity-buildingprograms,andcreatingacommunityofannualprogressreport.59Thisindicatesthatmanycountriesstillhaveroomtoimprovetheircoordinationmechanisms.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<39>>>TABLE4-CoordinationintheGovTechMaturityIndexIndexNoYes105Isthereacoordinationbody(steeringcommittee,council)9397leadingGovTechinitiatives?YesIsthereanentitytomonitorandreportondigital/GovTech101(Internal)spendingforthewholegovernment?8NoYes(Published)IstheGovTechinstitution’sannualprogressreportpublished12862(results/spending)?Source:SinceclimatechangeimpactsallsectorsoftheeconomyEvenifeachcoordinationmechanismoftheGovTechandsociety,actionstoaddressitalsorequirecoordinationandgreenagendasiswellestablished,thenextimportantamongmultiplegovernmentandnongovernmentactorsstepistostrengthenthecollaborationbetweenthetwo.(WorldBank2021d).ManycountrieshavedevelopedorGovernmentsmayconsideraninstitutionalarrangementtorevisedtheirNDCsbasedonastrongcoordinationmechanismestablishformalprocessesthatenablebothpolicyagendasencouragingvariousstakeholders’participation.Forexample,tocollaborate.AGovTechorganizationshouldhaveawell-Brazil’sNationalAdaptationPlan(NAP)includes55typesorganizedstructureofaunitorpositiontohelpgreenGovTechoffederalgovernmentpolicies,plans,andprogramsforstrategyandimplementation.Forexample,intheEC,thedifferentsectors,withaviewtobroadeningthecoherence,Directorate-GeneralforInformatics(DIGIT)hasaunitforefficiency,andsynergiesoftheadaptationstrategiesinDigitalTransformationandCoordination.ThepositionofthelightoftheSDGs.60InNigeria,thecountryupdateditsNDCInternalControlofInstitutionalMattersinthisunitplaysathroughacollaborativeandinclusiveapproach,suchascoordinatingrolewithrelatedagenciesandotherinternalunitscloseconsultationwithallrelevantstakeholders,includingthetoensurethatagreeningpolicyispartofthedigitalstrategy.63states,privatesector,andcivilsocietyorganizations,throughAlso,itisencouragedthateachcoordinationmechanismhasavalidationworkshops.61TherevisionprocessofPakistan’sprocesstocommunicatewiththeothersidetodiscusspossibleNDCblendedbottom-upandtop-downapproachesthatcooperation.Forexample,whentheSteeringCommitteeforensureactiveengagementbyawiderangeofstakeholderstheGovTechinvitesparticipantsfromgreenagendastotheiraimedatconsensus.ANationalSteeringCommitteechairedregularmeetings,itcancontributetoeffectivecoordinationbytheSpecialAssistanttothePrimeMinisteronClimatebetweentwopolicyagendas.BothcoordinationmechanismsChange,aswellastechnicalworkinggroupsconsistingofcanusepolicylevers,suchasbudgetingpractices,pre-federalandprovincial-levelpolicymakers,scientists,experts,evaluationofdigitalinvestments,publicprocurement,andandotherstakeholders,isplayingacriticalroleinrevisingmonitoringandevaluationtofacilitateGovTechstrategiestotheNDC.62AswecanseeabovecountrycasesofNDCs,bealignedwithgreenperspectives.organizingeffectivecoordinationmechanismsforGreeningGovtechisoneofkeyelementsofNDCsandwellalignedwiththedevelopmentprocessofNDCs.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<40KeyTakeaways•WhenseniorleadersintheGovTechdomainhaveadeepunderstandingoftheimportanceofgreenpolicy,greenperspectivesaremorelikelytobereflectedintheGovTechinitiatives.•Participatingininternationalcollaborationactivities,teachingthecoreattributes,andincentivizingbettermanagementcanhelpensurepoliticalsupportforthegreendigitalagenda,ascanthepresenceofagovernmentchiefinformationofficer.•DelegatingapublicsectoragencytoleadGovTechpolicyisanimportantwaytofacilitatethepublicsector’sdigitaltransformation.ToensurethegreeningofGovTech,leadinggovernmententitiesshouldhaveagreenmindsetwithintheirorganizations.•AneffectivecoordinationmechanismbetweentheGovTechandthegreenpolicyagenciescanfacilitateclosecooperationbetweenthetwoagendaseventhoughtheymaypursuedifferentpriorities.3.4LegalandRegulatoryFrameworksLegalandregulatoryframeworksplayafundamentaldecarbonizationandadaptationgoals.Asshowcasedroleinestablishingawhole-of-governmentapproachinBox10,countriescanupdateexistingclimatechangetoembracingthegreendigitaltransition.Theseanddigitallawsandpoliciestokeepupwiththegreenframeworksencompassthe“laws,codes,regulations,anddigitaltransformation.Leveragingexistinglaws,policies,practicesthatgovernandsupport”thegreendigitalagendastandards,andproceduresenablescountriestogreenthe(WorldBank2017).Theycreatethebindingandnon-bindingdigitaltransition,enhancesresiliencetoclimatechange,rulesthatgoverntheprocessandalsoprovidethegroundsandacceleratestheachievementoftargetssetintheNDCs.fortheadoptionofgreendigitaltechnologiestoensureaDigitalization,asillustratedinKorea’sdigitaltransformationlong-term,decarbonized,inclusive,andresilientpublicsectorjourney,candriveenergyefficiencygainsandbringcountriesmodernization(OECD2021b).Thedigitalagenda’sfullclosertoachievingtheirNDCsandlong-termclimatetargets.alignmentwithclimatechangecommitmentsshouldalsobeIncreasinginvestmentsindigitalaccess,cloudcapabilities,partofthelegalframework.andsmartbuildingswithenergyefficiencymeasurescontributetoareductioninGHGemissionsandfacilitatethetransitionto3.4.1PolicyInitiativesandLegalActions2050carbonneutraleconomies.Greenpolicyinitiativescanlaythefoundationforadigitaltransitionwhilealsocontributingtocountries’EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<41>>>BOX10-Korea’sGreenDigitalTransformationJourneyAsmentionedinsection3.2,Koreawasamongthefirstcountriestoadoptagreenpolicyinitiative.In2010,KoreaintroducedtheFrameworkActonLowCarbonGreenGrowth,ortheGreenGrowthAct,tocombinefragmentedlawsandprovidethelegalframeworkforimplementingnationalgreengrowthactionplansandstrategies.TheActclarifiedthemainprinciplesofagreeneconomy,outlinedthegovernment’splanstocreategreenindustrieswhiletransformingtraditionalones,andcalledformandatoryGHGemissionsreportingbythegovernment,amongotherrequirements.TheGreenGrowthActwassupersededbytheFrameworkActonCarbonNeutralityandGreenGrowth,alsoknownastheCarbonNeutralityAct,in2021.Itoutlinedpolicyinstrumentsandlegalprocessestoachievethecountry’s2050carbonneutralitygoal.ItisKorea’shighestlegalframeworkfortacklingclimatechangeandenablesthecountry’sgreendigitaltransformation.Morespecifically,Article3stipulatesthatgreengrowthandthetransitiontoacarbon-neutralsocietywillbepromotedaccordingtovariouscriteria,includingbystrengtheninginvestmentandsupportforgreentechnologiesandindustries.TofurtheraccelerateKorea’simplementationofitsNDC,thecountryformulatedtheKoreanNewDeal,whichencompassestheDigitalNewDeal,theGreenNewDeal,andtheStrongerSafetyNet.Ithighlights10projects,fourofwhicharegreenanddigitalconvergenceprojects.Theyincludetheinstallationofenergy-efficientfacilitiestopromoteenergysavingsandenvironmentallyfriendlyclassrooms,andinvestmentsinsmartandgreenindustrialcomplexes.Source:WorldBank(2022b).IntheEU,publicentitiesspendapproximatelyUS$2exchangeinformation,especiallyatcriticaltimes,suchastrillionannuallyinprocurementpurchases.64Thiscreatesbefore,during,andafterclimate-inducedevents.Forexample,alargeopportunityforthepublicsectortopromoteagreenArgentinamandatedthe“OnceOnlyPrinciple,”makingthedigitaltransitionthroughthepurchaseofspecificgoodsandgovernmentresponsibleforimplementinganintegratedservices.MandatoryGPPpurchasingrequirementsorcriteriadatasystemforpublicadministrationthatreducestheneedcanenablecountriestosetnewstandardstopromoteaforcitizenstoprovidethesamedatatothegovernmentgreendigitaltransitionandstimulatetheexpansionofclimate-numeroustimes.Italsopromotespaperlessadministrationreadinessmarkets.GPPpoliciescanalsoenableacircularbypreventingreceivingagenciesfromrequiringcitizenseconomyandpromotegreatertransparencyacrosssupplytopresentpaperdocuments.Themandateensuresthatchainsandprocurementdecisions.In2021,Francepassedgovernmentagenciesaredigitizingallpaperrecordsreceivedgreenlawsondigitaltechnology,outliningguidelinesoneco-bycitizens,therebyprotectingrecordsincaseoffloodsanddesignsforproductsandrequiringconsumerdisclosuresotherdestructiveclimate-induceddisasters.AspartofChile’sonenvironmentalimpact(France2021).AndinJapan,digitaltransformation,thecountryestablishedalawrequiringdigitalpoliciescontinuetobeupdatedtoenhancedisasterthedigitalizationofallgovernmentproceduresandeliminatingresilienceandrecovery.Thecountryintroduced“L-Alert,”paper-basedcommunicationbetweengovernmentinstitutionsaninformation-sharingplatformforearlywarningsystems(WorldBank2022d).andevacuationinstructionsthatenablesthecountrytodisseminateinformationdigitallythroughvariouschannels.Tofullyembraceinteroperability,thereshouldbeTheuseoftheplatform,amongotherdigitalsolutions,isclearincentivesandacollectiveunderstandingoftheenabledthroughvariousdisasterriskmanagementpoliciesexpectedbenefits.Embeddinginteroperabilityintothelegalandprocedures,allowingthecountrytoleveragetechnologyandregulatoryframeworksmeansthatprivacyandsecurityforclimateresilience(WorldBank2019b).lawsshouldalsobeupdatedtoinclude(i)limitationsondatause;(ii)limitationsonthelongevityofdatastorage;and3.4.2InteroperabilityFrameworks(iii)enhancedspecificityonthelawfulnessofdatacollection.Forexample,theEuropeanDataGovernanceAct,enactedTheuseofinteroperabilityframeworkssupportsawhole-inJune2022,aimstoincreasetrustandfacilitatedataof-governmentapproachandpromotesamoreefficientsharinganduseacrossEUcountriesinimportanteconomicwayforgovernmentsystemstocommunicateandEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<42sectors,includingagriculture,energy,environment,finance,Tomitigatetheissue,countriesmustenforceregulationsandhealth.65Interoperabilityframeworkswillneedtocomplytomonitortheimportofallelectronicequipmenttoensurewiththeselawstogainbuy-infromallstakeholders.Astrongthatitmeetsminimumsafetyandtechnicalrequirements.interoperabilityframeworkthatissupportedbyclearandup-to-TheZambiaInformationandCommunicationsTechnologiesdatelaws,guidelines,andstandardswillallowgovernmentstoAuthority(ZICTA)workscloselywiththeZambiaRevenuefullyembracethegreendigitaltransition(WorldBank2002f).Authority(ZRA)toensurethatallelectronicequipmentmeetscertainstandards(Bogdan-Martin2022).3.4.3E-WasteRegulations3.4.4ParticipatoryGovernanceE-wasteresultsfromdiscardedelectronicequipment.E-wastethatistoxicandnotbiodegradableposesseriousGovernmentinstitutions,theprivatesector,academia,environmentalrisksandcontributestoanincreaseinGHGandcivilsocietyplayanimportantroleinthegreenemissionswhenburned.Ascountriesdigitalizeandshiftdigitaltransition.Engagingtheserelevantstakeholdersintoamoredigitalpublicsector,e-wasteisexpectedtorise.policydialoguessupportsasmootherprocess.StakeholderInfact,expertspredictthat74.7millionMtofe-wastewillengagementcanensurethatthelegalandregulatorybegeneratedby2030,anincreasefrom53.6millionMtinframeworksassociatedwiththedigitaltransitionarealigned2019(Bogdan-Martin2022).Tofullyembraceagreendigitalwithsustainabledevelopmentprioritiessuchasclimatetransition,countrieswillneedtoputinplaceregulationsrelatedchange.Theycanalso,forexample,putpressureonpolicytoe-wastemanagement.Forexample,ExtendedProducermakerstotaketheneedsofvulnerablegroupsintoaccount.Responsibility(EPR)schemesrequiremanufacturers,distributors,orimporterstoberesponsiblefortheend-of-TheCoalitionforDigitalEnvironmentalSustainabilitylifemanagementofelectronicssold,whichincludesproper(CODES)isaUN-supportedcoalitionconsistingofdisposalandrecycling.Regulationscanhelpclearlydefine1,000stakeholdersfrommorethan100countries.Ite-wastestakeholderstohelpcountriesdesignateresponsibilitywasformedin2021topromotecollectiveaction,addressforend-of-lifemanagementtospecificpartiesforefficienttheneedfornewregulations,andsteerthedigitaltransitione-wastemanagement.towardgreenerandmoresociallysustainabledevelopment(CODES2022).Similarly,theDigitalAgendaforLatinAmericaCountriescanalsoputregulationsinplacetoensureandtheCaribbean(eLAC2020)servesasadriverofregionalthatthecostofe-wastemanagementisfinancedandcooperationtopromotepoliticaldialogue,capacitybuilding,sustainable.Forexample,theCustomsDivisionoftheGhanaandpolicydesignondigitalmatters.Itfurtheroutlines39goalsRevenueAuthorityintroducedane-wasteeco-levyonend-of-forimplementation,ofwhichgoal23focuseson“Promotinglifecycleorusedelectronicequipmenttopromotealonger-theuseofdigitaltechnologiestoprevent,mitigateandtermandeconomicallysustainableapproachtoe-wasteadapttotheeffectsofclimatechangeandnaturaldisasters,management.Anotherconcerniscounterfeitelectronicreducegreenhousegasemissionsandpromotesustainableequipment,whichcanmeanalmostimmediatee-waste.development”(ECLAC2021).KeyTakeaways•Countriesneedtoensurethatlegalandregulatoryframeworksareresponsive,forwardlooking,andinclusivetoencourageagreendigitaltransition.•Countriesshouldleverageexistinggreenlaws,policies,andstandardstogreenthedigitaltransition,enhanceresiliencetoclimatechange,andacceleratetheachievementofNDCs.•Stronginteroperabilityframeworks,supportedbycleardataandprivacylaws,willallowgovernmentstofullyembracethegreendigitaltransitionandmakeservicedeliverymoreresilienttoclimatechangeimpacts.•E-wasteregulationscanhelpreduceadverseenvironmentalandclimatechangeimpacts.•Engagingrelevantstakeholdersinpolicydialoguesensuresamoreinclusivegreenanddigitaltransformation.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<433.5PolicyLeversAneffectivedigitaltransitionrequiresthatbudgetandidentifyandmonitorclimatechange–relatedspendingandisplanningarealignedwithgreendigitalpriorities,thatexpectedtoleadtoadditionalinvestmentsinclimatechangeclimatechangeconsiderationsareembeddedinthepre-mitigationandadaptationmeasures(WorldBank2022c).evaluationofdigitalinvestmentsandinpublicprocurement,andthatthereareappropriateM&Esystemsinplace.ThisGreenbudgetingandclimatebudgettaggingarealsosectionelaboratesonhowtomobilizeandcalibratetheseessentialtogeneratingdataonthenumberofpublicpolicymechanismstopromoteagreendigitaltransition.expendituresinvestedinclimatechangemitigationandadaptationmeasures.Forexample,Argentina’s2019Law3.5.1BudgetingPracticesonMinimumBudgetsforAdaptationandMitigationtoGlobalClimateChange(Law27520)establishestheminimumThebudgetingprocesscanplayacriticalroleinbudgetsforenvironmentalprotectiontoguaranteethecoordinatingresourcesforgreeningGovTech.Budgetsadequateactions,instruments,andstrategiesforadaptationareoneofthemainexpressionsofhowagovernmentintendsandmitigationtoclimatechange.68Withtheobjectiveoftoimplementitspoliticalambitions,andtheyplayacorerolemonitoringclimatechangemeasuresacrossdifferentlevelsinprioritizingandresourcinggovernmentactions.66Countriesofgovernment,thelawalsocreatestheNationalInformationhaveidentifiedthebudgetasakeyelementtouseintacklingSystemonClimateChange.Itisevidentthatdataandhigher-levelobjectives,suchasgenderequality,citizenwell-monitoringsystemsarecriticaltoassessingcompliancewithbeing,andthegreentransition(OECD2021d).Inthesameandtheimpactofclimatechangepolicies,andgreenbudgetingway,thebudgetingprocesscanalsobeacriticaltooltosupportandclimatebudgettaggingareamongthetoolsfordoingit.andstrengtheneffortsinthegreenanddigitalagendas.ThereiswidevariationingreenbudgetingpracticesTheemergenceof“greenbudgeting”inrecentyearsacrossseveraldimensions:definitionofclimate-relevantreflectstheimportancethatcountrieshaveplacedonactivitiesandexpenditures;coverage;estimates;usingthebudgetprocesstosupporttheachievementinstitutionalrolesandqualityassurance;andtimingofenvironmentalandclimateobjectives(OECD2021c).67withinthebudgetprocess(WorldBank2021c).Forexample,GovernmentsandinternationalorganizationsareincreasinglythemajorityofOECDcountries—12outofthe14thatpracticefocusingongreenbudgetingpractices,andclimatechangegreenbudgeting—employmorethanonetoolormethodconsiderationshaveconsistentlybeenatthecenterofinitsimplementation(OECD2021c).AmongEuropeanrecoveryprogramsfromtheCOVID-19pandemic.In2020,countriesthatpracticeit,fiveuseenvironmentalimpact14outof35OECDcountries(40percent)reportedpracticingassessmentsandsixusegreenbudgettagging(EC2022b).someformofgreenbudgeting(OECD2021c),asdid11outAkeydistinctioningreenbudgetingpracticesiswhethertheof27Europeancountriesin2021(EC2022b).Asof2020,atenvironmentalimpactassessmentsortheenvironmentalleast19nationalandsubnationalgovernmentshadintroducedcost-benefitanalysisisdoneexanteorexpost,sincethisagreenbudgettaggingsystem,andseveralcountrieswereintimingcruciallydetermineswhethergreenbudgetingisusedtheprocessofadoptingthem.DevelopingcountriesinAsiaforinformingbudgetdecisionsoronlyforreportingpurposes.werethefrontrunners,withsomeoftheearliestsystemssetupAnotherkeydistinctioniswhethertheestimationmethodologyinNepal,thePhilippines,andIndonesia(WorldBank2021c).focusesonlyonidentifyingactivitiesthatpositivelycontributetoclimatechangemitigation(e.g.,greentagging)oralsoonCountrieshavesimilarobjectivesinintroducinggreenestimatingtheenvironmentalimpactofagiveninvestment,budgeting:tohelpthemaligntheirbudgettoclimateincludinganadverseimpact.69changepolicypriorities,identifyfinancinggaps,mobilizedomesticandinternationalfinance,raiseawareness,andInternationalexperiencehighlightsthatgreenbudgetingmakeimprovementsintransparencyandaccountabilitypracticescouldbeusedmoreextensively,includingin(WorldBank2021c).ItisbelievedthatagreateruseoftheICT/digitalsectorandineffortstoalignthegreengreenbudgetingtoolswillhelptoredirectpublicinvestment,anddigitaltransitions.Greenbudgetingpracticesshouldconsumption,andtaxationtogreenprioritiesandawayfrombeconductedexantetoinformbudgetdecisions,ratherharmfulsubsidies(EC2019).Grenadaisarecentexampleofthanexpost(seebelow).Theyshouldconsider,identify,andagovernment,withWorldBanksupport,currentlydevelopingtagactivitiesandexpendituresthathaveadverseclimateandrollingoutaclimatebudgettaggingapproachthatwillhelpEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<44impacts,notonlythosewithapositivecontribution.PolicyAlthoughthereisalongtraditionofcost-benefitanalysesmakersshouldsetbudgettargetsagainstwhichresultsbasedonmonetaryoreconomicterms,thereisanshouldbemeasuredanduseresults-basedapproachesinincreasingtendencytoincludesocialandeconomicbudgetingtoshowtheachievementsfromaspecifiedbudgedconsiderationsinthepre-evaluationofinvestments.Exallocationintermsofclimateandenvironmentalobjectivesanteenvironmentalimpactassessments(orenvironmental(OECD2022).SpecificallywithrespecttotheICT/digitalpre-evaluations)areaspecifictoolofgreenbudgetingwhosesector,somecountriesfocusgreenbudgetingpracticesonlygoalistomeasureexantetheexpectedenvironmentalonsectorsorentitiesconsideredmostrelevanttoclimatebenefitsandcostsofagiveninvestment.Forexample,thechangeaction,suchasenergy,transport,andwatersupply.EC’sEnvironmentalImpactAssessmentDirective,adoptedTheICT/digitalsectorrisksbeingoverlooked,anditisthereforein1985,ensuresthatenvironmentalconsiderationsareessentialthatthereissufficientawarenessofthepotentialproperlytakenintoaccountwhenprojectdecisionsaremade(positiveoradverse)climateimpactofICTandotherdigital(EC2021).Asanotherexample,thegovernmentofEthiopia,investments(seesection3.6)andthattheseinvestmentsarewiththesupportoftheWorldBank,hasrecentlydevelopedincludedinthegreenbudgetingexercise.aPIMguidelineonmainstreamingclimateanddisasterriskinprojectplanninganddecisionprocesses,andadopteda3.5.2Pre-evaluationofClimateandDisasterRiskScreening(CDRS)toolasakeyDigitalInvestmentsinstrumentforprojectappraisal.71Thepre-evaluationofinvestmentscancontributeThepre-evaluationofinvestments,incorporatingsocialtogreeningGovTechbyexplicitlyconsideringtheandenvironmentalconcerns,shouldbecomeastandardenvironmentalimpactofICT/digitalgovernmentprojectspractice,includingintheICT/digitalsector,atleastforandensuringcoordinationofgreenanddigitalpolicies.investmentsoveragivenbudgetthreshold.TheexistenceAcrossallsectors,thepre-evaluationofinvestmentsisaofapre-evaluationmechanismforICT/digitalinvestmentsnecessarystepforensuringthatexpectedcostsandbenefitsapplicabletodifferentsectorsofgovernmentwouldfacilitateofagiveninvestmentareconsideredduringtheplanningalignmentacrossinvestmentsonnationaldevelopmentstage,andthatnecessaryriskmitigationmeasuresareobjectives,includingonthegreentransition.However,designedinadvance.Thepre-evaluationofinvestmentsisthelackofstandardmethodologiesfortheseestimationsalsofundamentaltoavoidoverlapsininvestments,promoteiscurrentlyabarrier,ascalculatingtheexpectedimpactofreuse,andensurethatrelevantstandardsandguidelinesareinvestmentsalongsocialandenvironmentaldimensionsfollowed.Forexample,ICTinvestmentscanbepre-evaluatedisadifficultexercise.Forexample,althoughmostOECDtoensurethattheyfollowinteroperabilitystandardsandacountries(78percent)haveamethodologyinplacetocloud-firstapproach,ortoencouragethereuseofdatacentersmonitororreportthecostsandbenefitsofbusinesscases,orsoftwareacrossministries.only11percentwithastandardizedmodelstatedthatthosebusinesscasesmusthighlightsocialandfinancialgainsMethodologiesforexantemeasurementofbenefits(OECD2019a).Asforallsectors,thepre-evaluationofandcostsofICT/digitalgovernmentprojectsexistandinvestmentscanprovidesomeestimationstoguidepolicy-areconsideredabestpracticeformanycountries,butmaking,butitisimportanttoconsiderthattheseestimationsglobally,theyarenotyetusedregularlyorconsistentlyareindicative,especiallywhentheevidencebaseislimited,(OECD2019a).In2019,theuseofstandardizedmodels/therearedatagaps,theimpactofinvestmentsisdrivenbyamethodstodevelopandpresentbusinesscasesforthemyriadofdifferentfactors,anddimensionsdifficulttoquantifyexantemeasurementofthebenefitsandcostsofdigital(e.g.,socialandenvironmental)aretakenintoaccount.Still,governmentprojectswascompulsoryforallICTprojectsinsomemethodologicaladvancementshavebeenmade,such15percentofOECDcountries,andrequiredonlyforICTasthelife-cyclecostapproachforpublicprocurementandprojectsthatmeetspecificcriteria(e.g.,budgetthreshold)inotherGPPpolicies(seeSection3.5.3).39percent(OECD2019a).70Forexample,inPortugal,ICTanddigitalprojectswithabudgetof€10,000ormoremust3.5.3PublicProcurementbepre-approvedbytheAdministrativeModernizationAgency,whichverifiescompliancewithguidelinesandthenon-GPPis“aprocesswherebypublicauthoritiesseekduplicationofeffortsandcomparesthepricesandbudgetswithtoprocuregoods,servicesandworkswithareducedpreviousprojectsinordertoensurethebestvalueformoneyenvironmentalimpactthroughouttheirlifecyclewhen(VfM)(OECD2021b).comparedwithgoods,servicesandworkswiththesameEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<45primaryfunctionthatwouldotherwisebeprocured”(EC2008).benefitsthatGPPcandeliverinthedomesticcontext,aswellItisanimportanttooltopromotetheuseofgreenerproductsasthelikelychallengesthatwillbefacedinimplementation.andservicesbypublicauthoritiestoachieveenvironmentalTheuptakeofGPPrequiresbuy-innotonlyfromprocurerspolicygoalsrelatingtopollutionreduction,resourceefficiency,butalsothemarketstheybuyfromandthepublictheysustainableproductionandconsumption,biodiversityloss,serve.Effortstoidentifychampionsandraiseawarenessclimatechange,anddisasterresilience.GPPispartofaacrosssocietycansignificantlyacceleratetheadoptionofbroadersustainablepublicprocurement(SPP)agendathatgreenprocurement.Effectivecommunicationcampaignsaddresseseconomic,social,andenvironmentalconcernscanhelpgovernmentstodesignanimplementationstrategy(WorldBank2021f).Manygovernmentshavefocusedfirstthatprioritizesthemostpromisingopportunitiesforsuccess,onbuildinguptechnicalknowledgeandimplementationavoidspitfalls,andscalesupwithexperience.toolsforICTprocurementbuthavemissedtheopportunitytocommunicateacompellingbusinesscaseforGPP.IntroducingAnenablingframeworkprovidesthestrategicdirectionGPPintotheICTprocurementprocesscanhelpcountriesandcredibilityneededtodrivegreenpurchasingatscale.reducetheirenvironmentalimpactandGHGemissionswhileAnenablingframeworkforGPPconsistsoflaws,policies,promotingsustainabledevelopment.andinternalregulationsthatsetoutapathwayforGPPimplementationwithaclearscope,priorities,andtargets.SuchShiftingprocurementfromacompliance-basedprocessframeworksshouldbedevelopedthroughwideconsultationstoastrategicfunctionthatdeliversonenvironmentalandandalignedwithnationalpriorities.Theyaremosteffectiveclimategoalsrequiresthatauthoritiesnotonlybuildupwhenbackedbyhigh-levelandinter-ministerialpoliticalnewtechnicalknowledgebutalsocommittoachangecommitmentandhavesupportfromGPPstakeholdersacrossmanagementprocess.Thiscallsforunderstandingthetheprivatesector,includingNGOsandcitizens.>>>BOX11-EC-DevelopedLCCCalculationToolsandStandardizedEUGPPCriteriaTheECdevelopedfivesector-specificLCCcalculationtoolsaimedatfacilitatingconsistentLCCcalculationsacrossmemberstatesonvendingmachines,imagingequipment,computersandmonitors,andindoorandoutdoorlighting.TheEUSmartSPPProjectdevelopedatoolspreadsheetanduserguidetocalculatethelife-cyclecostsandCO2emissionsofenergy-efficienttechnologies.TheEChasdevelopedstandardizedEUGPPCriteriafor21productgroups.Thecriteria,whoseapplicationisvoluntary,includeselectioncriteria,technicalspecifications,awardcriteria,andcontractperformancecriteria.Theguidancedistinguishescorecriteria,whichfocusonkeyenvironmentalimpactswithminimumadministrativecosts,fromcomprehensivecriteria,whichencompassawiderrangeofenvironmentalimpactsandhigherstandards.TheproductcategoriescovermanyICT-relatedcategories,includingdatacenters,serverrooms,cloudservices,imagingequipment,consumables,printservicesandcomputers,monitors,tablets,andsmartphones.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<46SPP,alsocalled“smart”or“strategic”procurement,istoensurethatparticipatingbiddershavethefundamentalacoreelementofmodernprocurementsystems.Closelytechnicalcapabilities,ethics,andmanagementproceduresrelatedtoGPP,SPPisdefinedas:“aprocesswherebypublicinplacetodeliveronthedesiredenvironmentaloutcome.organizationsmeettheirneedsforgoods,services,worksandTechnicalspecificationsprescribecoreenvironmentalcriteriautilitiesinawaythatachievesvalueformoneyonawholethatbiddersmustmeettosatisfytherequirementsofthetenderlife-cyclebasisintermsofgeneratingbenefitsnotonlyto(e.g.,minimumrecycledcontent,bansontoxicchemicals).theorganization,butalsotosocietyandtheeconomy,whilstAwardcriteriacanincludemorecomprehensive(optional)significantlyreducingnegativeimpactsontheenvironment.”72environmentalcriteriathatencourage,challenge,andawardSPPentailsarangeofmodernapproachesaimedatshiftingbiddersthatproposesolutionswithimprovedenvironmentaltheprocurementfocusfromlowestcosttoachievingVfM.Itperformance(e.g.,higherpercentageofrecycledcontent,usestheprocurementfunctioninastrategicwaytoachievefunctionalcriteriathatallowsupplierinnovation).Contracthorizontalorsecondarypolicyobjectiveslinkedtothethreeperformanceclausescanensurethatwinningsupplierspillarsof“sustainabledevelopment”:economic,environmental,deliveronthecontractinanenvironmentallyfriendlywayandsocial.ThemostcommonhorizontalobjectivesofSPPandcontinuouslyimprovetheirenvironmentalperformancesystemsarethepromotionofsustainablegreengrowth,thethroughthecontractduration.developmentofsmallandmedium-sizedenterprises(SMEs)andwomen-ownedbusinesses,innovation,standardsforAcommonperceptionofGPPisthatitiscomplex,responsiblebusinessconduct,andbroaderindustrialpolicyrequiringprocurerstofamiliarizethemselveswithobjectives(OECD2019c).complicatedenvironmentalcriteriaanddesigntailor-madetendersforeachICTprocurementneed.Infact,GPPThelife-cycleapproachisanimportantconcepttojustifycomprisesavarietyofprocurementapproachesthatrangetheshiftoftheprocurementfocusfromchoosinglowestincomplexityandscale.IncountrieswheretherearecentralcosttenderstoachievingVfM.Thepurchasepriceofaprocuringauthorities,severaloptionsexisttoreducethegood,service,orworkrepresentsonlytheproverbialtipofadministrativeandtechnicalburdenonindividualcontractingtheicebergofthetotalcostincurredbyapurchaseroveritsauthoritiestobuygreen.Belowisalistofprocurementlifecycle.Thetotalcostofownership(TCO)recognizesthatapproachesthatgovernmentscanadopttoimplementGPPpurchaseswithalowinitialpricebuthighenergyorwater-use(WorldBank2021f).needs,maintenancerequirements,anddisposalcostscanofferlowerVfM.Forexample,thepurchasepriceofalight•Needsassessmentandstockmanagement.Oftenthebulbissmallcomparedtothecostofenergyoveritslifetimegreenestoptionisnottobuyatall.GPPinGovTechstartsofuse.Life-cyclecosting(LCC)isanotherconceptthatgoeswithrethinkingICTprocurementneedsandexploringfurtherthanTCObyalsoconsideringthecostofenvironmentaloptionstoimprovestockmanagement,shareandexternalitiesthatcanbemonetized(e.g.,GHGemissions,repurposesuppliesacrossunits,andreduceunnecessarypollutionfees)(WorldBank2021f).orsurpluspurchases.Suchneedsassessmentscanofferimmediateandsignificantcost-savings,especiallyifIntegratingenvironmentalperformanceintotechnicalcoordinatedfromthecentrallevel.specificationscanbeseenasmoreofanartthanascience.Therightcriteriawilldependonthestateof•Frameworkagreements.Centralprocurementbodiesenvironmentaltechnologies,localmarketrealities,andscope(CPBs)haveanimportantroletoplayinsettingupofthetender.Inselectingcriteriaforatender,procurersframeworkagreementsforcommonlypurchasedgreenshouldkeepinmindtheneedtoselectrequirementsthatICTgoodsandservices.Thisreducestheadministrative“push”themarkettowardgreeningwhilebeingachievabletoburdenonindividualcontractingauthoritiesandmakesitensureacompetitiveresponsefrombidders.Procurerswilleasyforprocurerstogainexperienceinbuyinggreen.needtoensurethatanycriteriaselectedhasaclearmeansforverificationthatisnotoverlyburdensometoeitherthesupplier•Greenproductlistsandmarketplaces.Governmentsorcontractmanager.cancreatelistsoronlinedatabasesofpre-approvedgreenICTgoods,works,andservicesandmaketheseavailableIngeneral,procuringentitiescanintegrateenvironmentaltoprocurersacrossgovernment.Whencreated,onlinecriteriaatfourstagesoftheprocurementcycle,includingmonitoringofthesegreenpurchasesandparticipatingsupplierselection,technicalspecifications,awardcriteria,authoritiesissimplified.andcontractperformance.SupplierselectioncriteriaaimEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<47•MandatoryGPPrequirements.CountriescansetconsiderationsandfurtherhighlighthowGovTechcanmandatoryGPPrequirementsforpriorityspendcategories,contributetothegreenagenda.M&Eisacontinuousstartingwiththemostimportantandrealisticcriteria,suchmanagementfunctiontoassesswhetherprogresshasbeenasElectronicProductEnvironmentalAssessmentToolmadeinachiev¬ingexpectedresults,tospotbottlenecks(EPEAT)-certifiedITequipment.Doingsoremovestheinimplementation,andtohighlightwhetherthereareanylegaluncertaintyandriskperceivedbyprocurers,simplifiesunintendedeffects(positiveornegative),anditcanrefertothedesignofgreentendersforGovTechandICT,andsetsprograms,projects,reforms,policies,orstrategies.73M&Eacommonpracticeforallcontractingauthorities.isnecessaryforprojectmanagement,transparency,andaccountability,aswellasforbuildingknowledgeonwhich•Jointprocurements.JointprocurementsforICTcanbeinterventionsworkforaspecificdevelopmentobjectiveandorganizedbyCPBsormultiplegovernmentunitsthathavethereforesupportthecontinuousimprovementoftheprojectcommonidentifiedprocurementneeds.Thisapproachdesign.M&Eisalsousefultogenerateevidenceanddataaggregatesdemand,improvingthegovernment’sabilityontherealizedimpactofinvestments,anditisthereforeatonegotiatelowerpricesandmotivatesupplierstooffercriticalcontributortothecontinuousimprovementsandinnovativesolutions.refinementsofthemethodologiesforthepre-evaluationofinvestmentsand,ultimately,tobetterdecision-makinginthe•Productservicesystems.Contractingauthoritiescanfuture(seeSection3.5.2).ThequalityoftheM&Esystemisexplorethepotentialtoavoidoutrightpurchasesbyrentingoneofthefactorsdeterminingthesuccessofanintervention,orleasingproductsorenteringintoserviceagreements.asdemonstratedbyRaimondo(2016)fromananalysisofDoingsotransferspurchaserisksandmaintenanceanddatafrom1,300WorldBankprojectsevaluatedbetweendisposalcoststothesuppliersandcanbecost-effective.2008and2014.Fromawhole-of-governmentperspective,Thisisanareaofinnovation,withmanycompaniesacomprehensiveM&Esystemcouldalsobeaneffectiveofferingnewstate-of-the-artsolutionsinGovTechandICTmechanismforimprovingpolicycoordinationandcoherence(e.g.,energyservicecompanies).acrossministriesandsectors,suchasinthecaseofthegreenanddigitaltransitions.•Innovationprocurement.GovernmentscanusepublicprocurementasatooltostimulateinnovationintheDespitethesebenefits,theadoptionofM&EsystemsanddevelopmentofgreenGovTechandICTgoods,services,theirqualityvaryacrosscountries.Forexample,areportandworks(e.g.,competitivedialogues,designcontests,fromtheGlobalPartnershipforEffectiveDevelopmentCo-innovationpartnerships,pre-commercialprocurement).operationshowsthatonly35percentofgovernmentshaveThisallowsauthoritiestosteermarketinnovationanddataandsystemstotrackimplementationofnationalstrategiesresearchanddevelopmenttowardnewsolutionsthat(GlobalPartnership2019).Therearevariouschallengesdirectlymeetexistingandemergingpublicneeds.relatedtobuildinganeffectiveM&Esystem,whichshouldinclude:theresultsframeworkandsetofindicators,plans,WhenprocuringICTtechnologyspecifically,informationandmethodsfordatacollectionandanalysis;avisionofhowsystems,suchascoregovernmentsystemsanddataandresultswillinformrelevantdecisions;coordinatione-servicesthatprovidepublicservicedeliveryadoptionmechanismsacrosstheappropriateactors;andstrategiesandchangemanagement,areimportantconsiderations.forcommunicationandengagementwithstakeholders.ProcurementofnewtechnologyandexistingtechnologyGovernmentstypicallyfacechallengeswithrespecttoallupgradeswillrequireclearfunctionalandtechnicaloftheseelements,inparticularoninstitutionalizingandrequirements,includingchangemanagement.Asnotedabove,coordinatingM&Esystems,aligningandcoordinatingthemnewtechnologiescanhavealeapfroggingeffectandavoidacrosssectors,buildinginternalstaffcapacity,definingthesunkcosts,althoughadoptioncanbechallenging,especiallyappropriatemeasurementframework,andusingM&Edataforindevelopingcountries.decisionmaking(Biscayeetal.2015).AsdemonstratedbytheGTMI2022indicators(Table5),therearestillgapsindata3.5.4MonitoringandEvaluationavailability,quality,andintegrationformanycountries,limitingtheconstructionofeffectiveM&Esystems.AneffectiveM&EsystemcouldbeausefultooltosystematicallycombineGovTechwithclimatechangeEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<48>>>%ofCountriesTABLE5-SnapshotofDataGovernanceandDataManagementWorldwide3175Haveadataqualityframework(I-3.6)19Haveanopendataportal(I-29)Haveadedicatedgovernmententityinchargeofdatagovernanceordatamanagement(I-34)95Isthereanoperationalinformationsystemforthefollowing:9193•FinancialManagement(I-5)80•TaxManagement(I-7)96•CustomsManagement(I-8)82•HumanResourceManagement(I-9)35•PrimaryManagementInformationSystem/PensionManagementInformationSystem(I-11)•e-ProcurementPortal(I-12)17•PublicInvestmentManagementSystem(I-14)21Dothefollowingexchangewithothersystems:18•FinancialManagementInformationSystem(I-5.13)18•TaxManagementInformationSystem(I-7.7)20•CustomsManagementInformationSystem(I-8.8)18•HumanResourceManagementInformationSystem(I-9.7)6•PrimaryManagementInformationSystem/PensionManagementInformationSystem(I-11.9)•e-ProcurementPortal(I-12.6)•PublicInvestmentManagementSystem(I-14.6)Source:WorldBankGTMIathttps://www.worldbank.org/en/programs/govtech/gtmi.MonitoringandevaluatingtheimpactofGovTechon2012).ThemostcommonGovTechinterventionsfocusonclimatechangehasadditionalspecificchallenges.Thebuildingthenecessarylegalandregulatoryframeworkandfirstrelatestothedefinitionoftheappropriateindicatorstheinfrastructurefordigitalizinggovernmentfunctionsandandtheavailabilityofthenecessarydata.AnM&Esystemservices.Althoughitisstraightforwardtomonitortheadoptionforclimatechangeadaptationormitigationtypicallyusesofpoliciesandlawsandthesetupofe-Governmentsystems,indicatorson:riskreduction;policyandadministrativethenextstepwouldbetomonitorthetake-upacrossministriesmanagement;environmentaleducationandtraining;andpublicentitiesatdifferentlevelsofgovernment.Forresearch;andcoordination(Lamhauge,Lanzi,andAgrawalaexample,theadoptionofaGPP(seesection3.5.3)frameworkEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<49andtheimplementationofrelatedcapacitybuildingdonotsupportforenterprisestoengageinmoreenvironmentallynecessarilyimplythatcontractingentitieswillstartusingGPPfriendlyactions.74Greenbudgetingandgreenbudgettools,andthisaspectshouldbemonitoredseparately(seetagging(seesection2.5.1)arealsotoolsthathelptocreateBox12).Asanotherexample,theEuropeanDigitalEconomythenecessarydataandinformationsystemsformonitoringandSocietyIndex(DESI)includesanindicatoron“ICTfortheactualimplementationofclimate-relatedinterventions,environmentalsustainability”thatmeasuresICT’slevelofincludingGovTech.>>>BOX12-GreenPublicProcurementIndicatorsAnincreasingnumberofcountries—36percentin2021—haveadoptedsomesortofGPPinstitutionalarrangement.However,manyfewercountriescurrentlymonitororreportontheadoptionofGPPapproachesintheirprocurementoperations.Thewidespreadadoptionofe-ProcurementsystemsprovidesanopportunitytoembedGPPindicatorsandtherebyfacilitatesystematicdataentry,collation,andreportingonGPPoperations.ThevarietyofGPPapproachescomplicatesthedefinitionofaglobalmeasurementframework.Nonetheless,thefollowingisalistofrelativelygenericindicatorsthatcanbeappliedacrossdifferentsettingstomonitorthetake-upofGPPtools:•Indicatorstoidentifygreenpurchases,suchaspurchasesthatincorporateenvironmentalconsiderationsintoawardcriteriaandcontractswithclausesthatdefinesustainabilitystandards;•Indicatorstoidentifycontractswithgreensuppliers,suchassuppliersregisteredincertificationprogramsanddeemedresponsible;•Indicatorstoidentifypurchasesofgreenproducts,suchasproductswithanecolabelorcertifiedassustainable.Additionally,thereisanincreasingefforttomeasuretheenvironmentalimpactofpublicprocurement.Althoughthisismethodologicallychallenging,standardizedmetricshavebeendevelopedtoestimatetheenvironmentalimpactofsomeproductcategories(suchascomputersandprinters).ThesestandardizedmetricsprovidemeasuresofCO2emissions(ortheirequivalent)basedontheexactproductspecifications,andtheyarebecomingavailableforanincreasinglylargesetofproductcategories.Source:WorldBank(2021f).Thesecondspecificchallengerelatestothedifficultyevents.TheseactivitiesstrengtheninstitutionalcapacitytoinestablishingdefinitivelinksbetweenGovTechandmanageclimatechange,butitwouldbedifficulttomeasureenvironmentalindicators,suchasCO2emissions.AlthoughtheirdirectcontributiontotheimprovementofenvironmentalforclimatechangeadaptationandmitigationmeasuresoutcomesandreductionofCO2emissions.Thisexercise(e.g.,reforestationandconstructionofstormwaterdrainagecouldapplytospecificGovTechinterventionsforwhichitisinfrastructureintargetedareas)therearedirectexpectedpossibletomapandmeasureallstepsinatheoryofchange.environmentalbenefits,thismightbelessclearforGovTechForexample,aWorldBank–fundedprojectinBangladeshoninterventions.Forexample,aGovTechactiontoaddressdigitalPFM(WorldBank2021a)providesestimatesontheclimatechangeandstrengthenresiliencemightincludetheexpectedreductionsintraveltimesandpaperconsumptioncreationofdigitalservicecenterstoensurecontinuityofassociatedwithmovingfrompaper-basedtoelectronicpublicservicesintheeventofclimate-relatedshocksandtheuseofprocurement,andthereforeontheassociatedCO2emissionsdatatoenhanceentities’capacitytoplanandrespondtoclimatereductions(seesections2.2.1and2.3.1andBox5).EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<50KeyTakeaways•Greenbudgetingpractices:arebestconductedexante,shouldconsiderboththebeneficialandtheadverseclimateimpactsofinvestments,shouldbecomplementedwithbudgettargets,andshouldbeappliedtoallsectors.•Thepre-evaluationofdigitalinvestmentsfromanenvironmentalperspectivecouldbecomeamorewidelyadoptedpracticeiftherewerefurtheradvancementsanddevelopmentsinstandardmethodologiesforestimations.•GPPofICTandGovTechsolutionsdoesnothavetobecomplexasthereareavarietyofprocurementapproaches.Optionsalsoexisttoreducetheadministrativeandtechnicalburdenoncontractingauthorities.•MonitoringandevaluatingtheimpactofGovTechonclimatechangerequiresdatafortheconstructionofrelevantindicatorsandaprecisetheoryofchangetomapandmeasurehowGovTechinterventionscouldhaveenvironmentalconsequences.3.6GreenDigitalCompetenciesThissectionoutlinestheimportanceofprofessionalizingastartingpoint,theOECDRecommendationonPublicServicepublicofficialsingreendigitalcompetencies.ItdiscussesLeadershipandCapability(OECD2019b,28)givesinsightonexistingdigitalframeworksandtheneededcompetencieshowcountriescanensuretheirpublicsectoremployeesareandentrypointstointegrategreenskillsintothedigitalcapableofcarryingoutthedigitalandgreenagendas.sector.Althoughthisisanewtopic,awarenessofgreendigitalizationhasbeenattheforefrontinrecentyears,as3.6.2.1ENABLINGTHEPUBLICSECTORTOBEworkersincreasinglyappreciatetheenvironmentalimpactofFITFORTHEFUTUREtheiractions.TheOECDRecommendation’sprinciplesstartwith3.6.1MainstreamingGreenDigitalCultureenablingpublicsectorleadershiptodevelopavalue-acrossthePublicSectordrivencultureandresponsiveandadaptivepublicservicesystems.ThisincludesincorporatinggreendigitalTrainingstaffongreeningdigitalskillsinvolvescompetencies,data-drivendecisionmaking,andstrategicenhancingtheirunderstandingofthepotentialbenefitsleadershiptodesignafuturepublicsectorworkforcethatisandconsequencesofbothactionandinaction.Articleenvironmentallyconscious(OECD2019b).Thevalueadded11oftheParisAgreementemphasizesthatdevelopingisaworkforcethatisresilienttochangesintechnologyandcountriesandsmallislandstates,particularlythosewithlowadaptivetoinnovationandsustainabilityintheglobalmarket.capacity,shouldhaveaccesstoclimatefinanceforeducation,training,andpublicawarenessontheadverseeffectsof3.6.2.2TRAININGINGREENDIGITALSKILLSANDclimatechange.Capacitybuildingshouldbecountry-drivenINTERNATIONALALLIANCESandrespondtonational,subnational,andlocalneeds.AcollaborationwithdevelopedcountriesisessentialtoenhanceTrainingingreendigitalcompetenciescanfacilitateasupportforcapacitybuildingactionsindevelopingcountriessuccessfulimplementation.TrainingshouldhighlightthewiththeinitiativesincludedintheappropriateinstitutionalimportanceofgreendigitalcompetenciesandthebenefitsarrangementsundertheConventionthatservestheParisandaddedvalueofhavinginternationalalliances.TheAgreement(UN2015).OECDFrameworkfordigitalcapacityinthepublicsectorprovidesfivelayersofskillsthatarerequiredtosupportdigital3.6.2KeyPrioritiesforthePublicSectortogovernmentmaturityandcanbeadaptedtoincorporateaSecureGreenDigitalTalentgreenorenvironmentallyfriendlycomponentinaframeworkforfuturetrainingprograms(OECD2020).NomattertheroleThereisnoonepathtoengaginggreendigitaltalent,orposition,thesecanbeapriorityforgovernments:thoughthelocalcultureshouldbetakenintoaccount.AsEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<511.Thestartingpointisabaselinefor21stcenturyskillstrainingplanaswellasatrainingcampaignfordigitalserviceinsocietycenteroperators.2.Digitalgovernmentuserskills3.6.2.3TARGETEDGREENDIGITALSKILLS,3.Digitalgovernmentsocio-emotionalskillsCREATINGANAWARENESSFORSTAFF4.Digitalgovernmentprofessionalskills5.DigitalgovernmentleadershipskillsTheEC’sDIGITteamstatedthatoutofthe13,000skillsrepresentedintheirskillsclassification,environmentallyTheseprioritiescanhelptodevelopacoreunderstandingconsciousdigitalcompetenciesareincludedincomputingofgreendigitalthinkingandpracticethroughoutalllevelsskillsandgreendigitalservices.Theteammentionedthatofthepublicsector(OECD2020).Overtime,individualswillsomeagriculturaldepartmentsintheEUhavetargeteddigitallearntheskillsneededtothriveinthegreendigitalage.Whilegreenskills,especiallyinwaterscarcity,ensuringthatnationalprioritizingcapacitybuilding,thereshouldbeongoingeffortspoliciesareinlinewiththeEU’s.Tocontributetoawarenesstocontinuouslyupskilltoensurethatemployeesremainfullyandknowledgesharingtheyhaveconductedstafftrainingsequippedoverthelongterm.Asanexample,inArgentina,theonreducingdigitalwaste.Theteamalsomentionedthatgovernment’splanistoshareknowledgeondigitalskillsandemployeesareremindedtoswitchofflightsandavoidprintinglessonslearnedtogainexperienceontheimplementationofandtouseemails,messages,andvideocallsasnecessary.digitalsystemsande-ServicesatthenationalandsubnationalSeeingtheseremindersandtakingactioncontributetolevels.Tostrengthentheexistingdigitalinfrastructure,emissionreductioninasubstantialway.75thegovernmentofArgentinaplanstoimplementafederal>>>BOX13-UnitedStatesandCanadaLaunchGGIInApril2021,theUnitedStatesandCanadalaunched,asaglobaleffort,theGreeningGovernmentInitiative(GGI)toengageandsupportgovernmentsaroundtheworldingreeningnationalgovernmentoperations.Theobjectiveofthisinternationalcommunityofpracticeistoenablecountriestoshareknowledgeandlessonslearned,promoteinnovation,andsupportthegreeninggoalsunderwaytohelpcountriesmeettheirParisAgreementcommitments.Thecollaborativeeffortincludesbilateralworktoleveragesharedpurchasingpowertodrivegovernmentoperationstonet-zeroGHGemissionsandincreasetheclimateresilienceoffixedassets.Bothcountriesagreedtoworktogethertoidentifyapathwaytonet-zerosupplychainsforbuildings(renewableenergy,concrete,steel),andfleets(zero-emissionvehiclesandcleanfuels).Source:GreeningGovernmentInitiativeathttps://www.sustainability.gov/ggi/;andWhiteHouse,“TheGovernmentsoftheUnitedStatesandCanadaAnnounceNewGreeningGovernmentInitiative,”PressRelease,April22,2021.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<52Inlinewiththegreendigitalagenda,theEChasdeveloped•Goodpracticeguidance,suchasstyleguides,rightsandprinciplesforthedigitaldecadetohelpmemberservicemanuals,andotherdocumentation,ongreenstatesandcompaniestodealwithnewtechnologies.digitalpracticesThegreenagendapromotesdigitaldevicesthatcansupportsustainabilityandagreentransition,raisingawarenessof•Howtoaccesscapacityintermsofgreentalentandtheimpactstheirdeviceshaveonenergyconsumptionandskillstoaddressrecruitment,retention,training,andtheenvironment.TheCommission,throughagovernanceworkingwiththeprivatesector.Includingtheseskillsintheframework,willworkwithmemberstatestodevelopjobdescriptionsandintrainingprogramshelpstodevelopobjectivesandtargetsforEurope’sdigitaltransformation.anawarenessofthenewnormalforstaff.Trajectoriesforeachtargetandanationalstrategicroadmapwillalsobedeveloped.Forthesechangestotakeplaceat•Afocusongreendigitalinclusion,prioritizinggreenthenationalandEUlevels,along-termplanofactionanddigitalliteracy,connectivity,andaccessibilitytoensureinvestmentsmustbeinplace.76Raisingawarenessonthethatgreendigitalgovernmentdoesnotworsenanyuseofdigitaldevicesandequipment,studyinghowitimpactsdigitaldivides.theenvironmentanddocumentingtheseinlongtermplansandstrategiescanaiddevelopmentoffuturebestpracticesof•Data-drivenpublicsectorapproaches,inlinewithgreendigitalcompetencies.therecommendationsoftheOECD’sframework(OECD2020).3.6.3EnablerstoBuildGreenDigitalCompetenciesAlthoughdifferentcountriesareatdifferentlevelsofdigitalmaturity,especiallyinthegreeningdigitalcompetenciesOneofthegreatestchallengestoagreendigitalinitiative,reachingauniversalstandardforgreendigitalgovernmentismaintainingsupportbetweenpoliticalliteracyshouldbeapolicyprioritydistinctfromthespecificcycles.Mostimportantly,isembeddingadeepunderstandingchallengesofdigitalgovernment.InmanycountrieswhereofgreenGovTechamongallthoseinvolvedinpolicyandserviceprivatesectoradvantagesandcompetitionarestrong,thedesignanddelivery,regardlessoftheirrole.Standardsshouldpublicsectorstrugglestoattractandretainemployeeswithbedevelopedthatemphasizecapacity,talent,andskills,asthesespecifictechnicalskills(WorldBank2022d).wellasstaffincentivestogainknowledge.Thefollowingaresomeguidingsteps(OECD2020).>>>BOX14-Sweden:InvestigatingLong-TermStrategiesforReducingGreenhouseGasEmissionsInJanuary2020,theSwedishgovernmenttaskedtheSwedishEnvironmentalProtectionAgencywithinvestigatingthepossibilityofincorporatingArticle12oftheParisAgreementintothecountry’slong-termstrategiesforreducingGHGemissions.Article12states“Partiesshallcooperateintakingmeasures,asappropriate,toenhanceclimatechangeeducation,training,publicawareness,publicparticipationandpublicaccesstoinformation,recognizingtheimportanceofthesestepswithrespecttoenhancingactionsunderthisAgreement.”TheAgencyhasreportedrecommendationstothegovernmentonhowtheworkonArticle12canbestrengthenedandcontributetotheachievementofnationalclimategoals,anobjectiveinwhichgovernmentauthorities,civilorganizations,andhighereducationinstitutionsplayanimportantrole.Source:Sweden,Governmentof,“Sweden’sLong-TermStrategyforReducingGreenhouseGasEmissions”(Stockholm:MinistryoftheEnvironment,2020),https://unfccc.int/sites/default/files/resource/LTS1_Sweden.pdf.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<53Toreducetheexpectedemploymentchallenges,professionalizestafftogreendigitalskills,thoselackingtheseincentivesandawardsshouldbeincludedinthetechnicalskillscanfeelpressuredandoptout.77competenciesandselectioncriteriaforjobsadvertised.Greendigitalknowledgeshouldalsobeacoreelementofthe3.6.4GreenDigitalLeadership:ThePublicskillsofpublicofficials,regardlessoftheirroleingovernment.SectorandtheRoleofStakeholdersInmanydevelopingcountries,thepublicsectorworkforce,particularlyoutsideoftheOfficeoftheChiefInformationDigitaltransformation,especiallyonethatisOfficer,staffisnotexpectedtohaveastrongunderstandingenvironmentallyconscious,isnottheroleofITofbasicdigitalgovernment.Inthosecircumstances,privatedepartments.Itrequiresamultifacetedapproachthatgoessectortrainingingreendigitalskillswilladdvalueandshouldbeyondthedigitalizationofgovernment.78Asmentionedbeagovernmentpriority.insection3.3onInstitutionalLeadershipandCoordination,themaindriversinachievingandmaintainingsustainableTherearechallengesthatpreventmodernizationofpublicGovTecharepoliticalwillandorganizationalandsocietalsectorinfrastructurelikefirstly,thelackofalignedincentivesleadership.Althoughgovernmentsareatdifferentstagesofasdifferentpartsofthepublicsectorhavedifferingvaluesandgreenmaturity,anawarenessoffuturegreendigitalfluencymissions.Secondly,anaversiontoriskandchange,especiallyanddigitalmindfulnesstiedtoenvironmentalgoalsshouldsinceinfrastructuremodernizationandprofessionalizingbecommunicatedtoensurealignmentacrossalllevelsskillscanbecomplicated.Evenifthedecisionismadetoofgovernment.>>>BOX15-GreenDigitalLeadershipTheMoroccanGreeningGovernmentProgramTheMoroccanNationalSustainableDevelopmentStrategy(NSDS)setsout31policyactions.TheStrategyunderscoresaproactivepolicyforsustainablegovernmentoperationssupportedatthehighestlevels,theimportantroleofadedicatedagency,andsharedlessonslearnedonfinancingthiswork.AccordingtotheStrategy,Morocco’sgovernmentneedstohirepeoplewhoareawareofthenewenvironmentalpolicychangesandstandards.Inaddition,environmentalrequirementsandthepromotionofsustainabledevelopmentshouldbeincludedinstafftraining.Finally,theresultsshouldbemonitoredandmeasuredusingindicators.Source:“NationalSustainableDevelopmentStrategy(NSDS),”eng-sndd_resumeexecutif-v24-d(1).pdf.FrenchDigitalDirectorate(DINSIC)InFrance,thepublicservicerealizedthatseniorleadersattendedonlyshorttrainingsondigitalgovernmentthatweresuperficialinnature,creatingachallengetopromotingGovTech.TheFrenchDigitalDirectorate(DINSIC)steppedinandestablishedacoachingprogramforseniorleadersfromdigitalprofessionals.Thiscoachinghelpedseniormanagerstoovercometraditionalnotionsofpublicserviceleadershipbasedonlegalcomplianceorprocessmanagementandtoembraceandleadthedigitaltransformation.Source:OECD,“TheFutureofWorkinthePublicService:PreparingtheWorkforceforChangeinaContextofUncertainty,”WorkingPartyonPublicEmploymentandManagement(Paris:PublicGovernanceDirectorate,2020),https://www.oecd.org/gov/budgeting/preparing-the-workforce-for-change-in-a-context-of-uncertainty.pdf.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<54ECVolunteerInitiativeAspartofitscorporatesocialresponsibilitymeasures,theECisdevelopingseveralinitiativestohelpgroupsofvolunteerstoincludesocialactivitiesalongsideenvironmentalonesandtointroducepurely“greenvolunteering”actionsaspartofthe“VolunteerforaGreenChange”program.Source:EC(2022c).Mint:ThePrivateSectorThefirmMintworkswithgovernmententitiestoempowertheirstafftocreatechange.Governmentsareincreasinglyrealizingtheimportanceofensuringthattheiremployeesaredigitallyempoweredtoenabletransformation.Minthasbeenimplementingchangemanagementinthefinancialservicesindustrytohelpfullserviceproviderstounlockthefullpotentialoftheirpeopleandtechnology.ThroughtheOffice365EnablementOffering,Mintaimstoempowerpublicsectororganizationstodelivertransformativeclientengagementexperiencesandservicesbyensuringthatstaffhavetherighttechnologiesavailablethatmatchtheirskills,coupledwiththedriveandfocustoapplythesesystemsforsuccess.Source:https://us.mintgroup.net/solutions/public-sector/empower-your-staff-with-o365/KeyTakeaways•Aninvestmentincivilservants’capabilitiesisneededtotransformthepublicsector.•Capacitybuildingshouldbecountry-drivenandrespondtonational,subnational,andlocalneeds.•Identifyinggreendigitalskillsandcompetenciesthatdelivervaluetosocietyandtheenvironmentmustbecontinuouslyreviewedacrosspoliticalcycles.•Byreviewingandupdatingtheskillsrequirementsatalllevelsofgovernmentwhilekeepingpacewithchangingtechnologyneedsandenvironmentaldemands,thepublicsectorcanattractandretainemployeeswiththerequiredcompetencies(OECD2019b).EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<554.>>>ConclusionTodayacrosstheglobe,governmenteffortstogodigitalandgogreenarecurrentlywidespread,butthesepolicyactionsfrequentlyhappeninparallel,missingtheopportunitytoalignthetwo.Mostcountriesnowprioritizethedigitaltransformationoftheirpublicsectors,andthe2022GTMI79demonstratesthisincreasingtrend.Nevertheless,aneffectivelinkbetweenGovTechpoliciesandclimatechangemitigationandadaptationisfrequentlystillmissing,eveninhighlydevelopedcountries.Consideringtheclimateemergencyunderway,theincreasinglyomnipresentnatureofdigitaltechnologies,andthefundamentalinfluenceofgovernmentineconomiesandsocieties,apolicyalignmentofthedigitalandgreenagendas—thegreeningofGovTech—shouldbeacriticalpriorityforallsectorsandlevelsofgovernment.Buildingontheworkdevelopedgovernmentandnongovernmentstakeholders,thisguidancenoteprovidesguidanceongreenGovTechpolicyapproachestohelppromoteasustainable,inclusive,andresilientpublicsectortransformation.Thenoteprovidesinformationandguidanceonhowgovernmentscanaddresstheclimateemergencywhendesigningandimplementingthedigitalizationoftheirpublicsectors.Italsodescribeshowthetransformationofgovernmentthroughdigitaltechnologiesanddatacancontributetothecross-cuttingpolicyefforttowardnet-zerocarbonemissions.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<56ThenoteprovidesrecommendationsforsolutionsThenoteprovidesadditionalrecommendationfortogreenthefabricsofgovernmentthroughdigitallyapproachesandtoolsneededtosecuregreenGovTechtransformedprocessesandservices.Thecontributionpoliciesacrossdifferentsectorsandlevelsofgovernmentofanincreasinglypaperless,connected,anddata-driven(seeFigure10).Awhole-of-governmentapproachiscritical,administrationisdemonstrated,showingthatthedigitalincludinganexplicitpolicystrategy,committedinstitutionalbenefitsof“doingmorewithless”canalsohelptoreducetheleadership,andextensiveinter-agencycoordination.Policypublicsector’scarbonfootprint.Inotherwords,thedeliveryoflevers,suchasbudgeting,procurement,andmonitoring,digitallyintegratedandomnichannelservicescancontributeareimportantmechanismstoenforcethegreeningGovTechtoagreeneradministration,generatingcarbonsavingsonthepoliciesinacoherentandsustainableway.Regularupdatespartofboththegovernmentandindividualcitizens.GovTechofthelegalandregulatoryframeworkswillalsoberequired,policiescanalsodecisivelymakepublicsectorsmoreresilientaswilltheexistenceofawidespreadgreendigitalcultureandtonaturaldisastersandotheremergenciesgeneratedbysufficientstaffcompetenciesintheseareas.climatechange,creatingredundancies,forinstance,fordatasavingandservicedelivery.>>>FIGURE10-InstitutionalLeadershipandCoordinationforGreenandDigitalGovernmentGovernmentProcessesHOW?StrategyPaperlessAdministrationSmartSynergizedPublicSectorGoverningtheLeadershipandGreenDigitalSolutionsCoordinationTransformationPublicServiceDeliveryLegalandRegulatoryOmnichannelServiceDeliveryFrameworkIntegratedServiceDeliveryPolicyLeversRisksandResilienceCultureandResiliencetoWeatherTransformationCompetenciesDataRecoveryandRedundancyCriticalDigitalServicesSource:Authors.ConsideringthehighdemandfromWorldBankteamsandclientsforstructuredexperienceandknowledgeongreenGovTech,asecondvolumeoftheguidancenoteisplanned.Basedonaliteraturereview,analysisoftheWorldBankdatabaseofGovTechprojects,interviewswithnumerousstakeholders,anddataanalysis,thiscontinuationofthegreeningGovTechworkwillcomplementthecurrentanalysistobetterillustratetheimplementationandmanagementofthepublicsector’sgreendigitaltransformation.Thefocuswillbethreecountrycasestudiesthatillustratesomeoftheinnovativepracticescurrentlyinuse,sharingknowledgeandimplementation-orientedinsights.Particularattentionwillbepaidtodigitallyadvancedcountriestodetermineiftheirexistingpracticescanbespreadglobally,andifotherWorldBankclientcountriescanreplicatethem.Theselectionofthethreecasestudieswillbebasedontheirrelevanceandimpact,innovativeoutreach,andalsoscalabilityandreplicabilityindifferentcontexts.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<57ThesecondvolumewillalsoexplorehowtomeasurethedisseminationofgooddigitalbehaviorpracticesinthepublicgreendimensionsofGovTechsolutionsandGovTech’ssectorrequiresfurtherconsideration.Alsotobeexploredisthecontributiontoagreenerfuture,furtherdevelopingcreationof“how-to-notes”thatcanprovidedetailedguidancethetopicofhowtoquantifythebenefits.IdentifyingtheonimplementingspecificgreenGovTechinitiatives.ThisimpactsofGovTechpoliciesandsolutionsonthefightpossiblefutureworkwillbeconsideredbasedonthedemandagainstclimatechangeiscriticaltosoundpolicycoordinationfromseniorGovTechofficialsinclientcountries,aswellasandimplementation.Atthesametime,itisoneofthemorefromtheBank’sTTLsinvolvedinGovTechactivities.challengingtaskscountriescurrentlyface,sincedataontheeffectiveeconomicandsocialimpactsofpublicsectorAsthedigitaltransformationacceleratesandtheclimatedigitalizationarestillfarfromreachingthepropermaturity.emergencyposesseverethreatstoeconomiesandGovTechpolicymakersandpractitionerscaneasilyplansocietiesacrosstheglobe,theimportanceofgreeningoutputs,butidentifyingtheoutcomes—andparticularlytheGovTechpoliciesalsoincreases.Buildingonthediversityofimpacts—ofGovTechpoliciesrequiresfurtherresearch.GovTechstakeholdersandbearinginmindthateachcountryBuildingontheWorldBankworkoncalculatingclimatewillneedtodevelopitsownapproach,governmentsshouldchangeco-benefits,thenextvolumewillalsoaddtotheprioritizepoliciesthatcanproperlyconnectandsynergizethepracticalknowledgeonhowtomeasurethebenefitsandrisksmostimportantobjectivesoftoday:goingdigitalandgoingofGovTechastheyrelatetoclimatechange.green.Thispolicynote,“GreeningPublicAdministrationwithGovTech,”inthiscurrentvolumeandtheforthcomingMorepracticalguidanceongreeningGovTechshouldalsoone,significantlycontributestothesegoalsbyprovidingbeexploredinfuturework.Forinstance,publicservantsareknowledge,frameworks,andpracticalexamplesonhowtofrequentlyremindedtoswitchofflightsandreduceprinting,structurepolicyactionforefficient,inclusive,andcoherentbutotherdigitalbehaviors,suchasemailsorvideocalls,mightgreendigitalpublicsectors.beaddingtoemissionsproduction.TheidentificationandEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<58>>>Notes1.Estimatesvaryonlineduetodifferencesinassumptionsanddatasources.SeeEkholm(2019).2.Article10oftheParisAgreementincludesseveralpointscriticalroleoftechnologiesforclimatechangemitigationandadaptation.SeeUN(2015).3.Thales,“DigitalDividends:ThePositiveEffectsofDigitalIdentity”(Paris:Thales,2021).4.M.A.Tomovska,“TheFutureofGovernment:Serbia’sGrowingBetonDigitalTransformationPaysOff,”GovernanceforDevelopment(blog),November23,2021.5.E.LabramandW.Pearson,“MeasuringtheClimateImpactofOurDigitalServicesatGDS,”GovernmentDigitalService(blog),October3,2019.6.TheWorldBank(2022d)definesthewhole-ofgovernmentapproachaswhenagovernmentutilizesarangeofstructuralandorganizationalincentivestoimprovecoordinationacrossadministrativeboundariestoachieveanintegratedresponsetotheuptakeofGovTechsolutionsoranyotherpolicies.7.S.Muenchandothers,TowardsaGreenandDigitalfuture:KeyRequirementsforSuccessfulTwinTransitionsintheEuropeanUnion,JointResearchCentre(Brussels:EuropeanUnion,2022),https://joint-research-centre.ec.europa.eu/jrc-news/twin-green-digital-transition-how-sustainable-digital-technologies-could-enable-carbon-neutral-eu-2022-06-29_en.8.Seehttps://ec.europa.eu/info/business-economy-euro/recovery-coronavirus/recovery-and-resilience-facility_en.9.Althoughresiliencetoweathertransformationisfundamental,otherphenomenonalsorequireresilience,suchaswars(e.g.,Russia-Ukraine)orhealth-relateddisasters(e.g.,COVID19).10.Initiatives,suchastheEuropeanGreenDigitalCoalition(EGDC),aimtocapturetheemissions-reducingpotentialofdigitalsolutionsinallsectorsoftheeconomy.PilotsareunderwaytoestimateboththereductioninGHGemissionsandthedirectfootprintofdigitaltechnologies.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<5911.SeeWorldBank,“ServiceUpgrade:TheGovTechApproachtoCitizenCenteredServices”(Washington,DC:WorldBank,2022g);WorldBank,“GovTech:TheNewFrontierinDigitalGovernmentTransformation”(WashingtonDC:WorldBank2020a),andsection1.4ofthispaper.12.Asdiscussedduringtheauthors’consultationwiththeEC,thereductionofpaperconsumptionatmoreadvancedstagesofthedigitalizationprocesscanbeexplainedbytwoeffects:a)reducedprintingneedsofintegratedandinteroperableITsystemsandb)improvedandinnovativeprintermanagement.13.Tomovska,2021.“TheFutureofGovernment:Serbia’sGrowingBetonDigitalTransformationPaysOff.”14.InputssharedbytheWorldBankprocurementteaminBangladesh.15.ForamoredetailedanalysisofenergyconsumptionintheICTsector,see,forexample,S.Lange,J.Pohl,andT.Santarius,“DigitalizationandEnergyConsumption.DoesICTReduceEnergyDemand?”EcologicalEconomics176(2020);andWorldBank,“CatalyzingtheGreenDigitalTransition”(Washington,DC:WorldBank,2022).16.WorldBank,“Interoperability:TowardsaData-DrivenPublicSector.EquitableGrowth,FinanceandInstitutionsInsight–Governance.”,202217.FordetailsonGovTechandmobilegovernment,WorldBank.“MobileGovernmentHow-ToNote”(Washington,DC:WorldBank,2023).18.J.Timperley,“WillWorkingfromHomeHelptheEnvironment?”BBCScienceFocusMagazine,February4,2022.19.D.CrowandA.Millot,“WorkingfromHomeCanSaveEnergyandReduceEmissions.ButHowMuch?”InternationalEnergyAgency,June12,2020.20.H.vonderBurchard,“EuropeanCommissiontoCloseHalfofitsBuildingsasTeleworkis‘NewNorm’”POLITICO,May25,2021.21.“PublicServiceWorkerstoBenefitfromRemoteWorkingfromOctober1,”TimesofMalta,July15,2021;andMalta,Governmentof,“RemoteWorking:PolicyandGuidelinesonItsImplementation”(Valleta:OfficeofthePrimeMinister,2021).https://publicservicecms.gov.mt/en/Documents/PublicServiceManagementCode/Remote_Working_Policy.pdf22.SeeworstcasescenariobyAndraeandEdler(2015)andMonnin(2019).Foracomprehensivediscussionoftheissue,seealso:WorldBank,“CatalyzingtheGreenDigitalTransition”(Washington,DC:WorldBank,2022).23.ExamplesareAndraeandEdler(2015);andS.LangeandT.Santarius,SmartGreenWorld?:MakingDigitalizationWorkforSustainability(MiltonPark,UK:Routledge,2018).24.WorldBank(2022a).25.Monnin(2019);andL.BelkhirandA.Elmeligli,“AssessingICTGlobalEmissionsFootprint:Trendstill2040&Recommendations,”JournalofCleanerProduction177(2018):448–63.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<6026.WorldBank(2022a).27.Ibid.28.Foracomprehensiveandmoredetailedreviewandanalysisoftheenergy/electricityconsumptionandGHGemissionsoftheentireICTsector,seeWorldBank(2022a).29.UnitedKingdom,Governmentof,“GreeningGovernment:ICTStrategy”(London:GovernmentoftheUnitedKingdom,2020);andGermany,Governmentof,“Green-IT-InitiativedesBundes(FederalGreenITInitiative)”(Berlin:FederalMinistryfortheEnvironment,NatureConservation,NuclearSafetyandConsumerProtection,2021).30.WorldBank(2022a);WorldBank(2022b);ForschungsverbundNachhaltigeRechenzentrenBaden-Württemberg,“NachhaltigeRechenzentrenLeitfaden(SustainableDataCentersGuidelines),”2020;andBMUV,“BlauerEngel,EnergieeffizienterRechenzentrumsbetrieb(EnergyEfficientDataCenterOperations),”2019.31.ITPlanungsrat,“GreenITStrategiedesIT-Planungsrates,”2022;andBundesregierung,“KoalitionsvertragzwischenSPD,Buendnis90/DieGruenenundFDP(CoalitionAgreement2021–2025betweentheSPDBündnis90/DIEGrünenandFDP),”2022.32.SeetheGreenDataCentresPracticeGuideV1.0(beamsociety.org.hk).33.Formoredetailsoncloudcomputing,seealsoWorldBank(WorldBank2023b).34.MicrosoftandWSP,“TheCarbonBenefitsofCloudComputing”(Seattle,WA:MicrosoftCorporation,2020).35.AcomprehensiveoverviewofgreenpublicprocurementisprovidedbyWorldBank(2021f).36.Procurementofenergy-efficientIThardwareisoftenanimportantelementinpublicandprivatesectorgreenITinitiatives,suchasintheexampleoftheGermanFederalAdministrationinBox3above.37.S.Podder,“WhyWe’reontheCuspofaNewEraofCarbon-EfficientSoftware,”LinkedIn,February17,2022;andS.Podderandothers,“HowGreenIsYourSoftware?”HarvardBusinessReview,September18,2020.38.MoreinfocanbefoundontheGreenSoftwareFoundationwebsite:GreenSoftwareFoundationGSF.39.“DarkData,”Gartner,https://www.gartner.com/en/information-technology/glossary/dark-data;and“DarkData,”Wikipedia.40.A.Tan,“DarkDataisContributingtoCarbonEmissions,”ComputerWeekly,April24,2020.41.SustainableDevelopmentGoal13aimsto“Integrateclimatechangemeasuresintonationalpolicies,strategiesandplanning,”measuredbyindicator13.2.2,Totalgreenhousegasemissionsperyear.Additionalinformationavailableat:https://unstats.un.org/sdgs/metadata/?Text=&Goal=13&Target=.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<6142.SustainableDevelopmentGoal16.6aimsto“developeffective,accountableandtransparentinstitutionsatalllevels,”measuredbyindicator16.6.2,the“proportionofthepopulationsatisfiedwiththeirlastexperienceofpublicservices.”Additionalinformationavailablehere:https://unstats.un.org/sdgs/metadata/?Text=&Goal=16#:~:text=Goal%2016.,inclusive%20institutions%20at%20all%20levels.43.ThefourstagesofservicemodernizationareRationalization,Reengineering,Digitization,andDelivery.Thefourstagesareunderpinnedbyseveralcross-cuttingactivities:coordinationandprojectmanagement,mainstreamingcitizenengagementandfeedback,monitoringandcontrol,andcommunicationandtraining.SeeWorldBank(2021g).44.AccordingtotheWikipedia,“Greenwashing(..)isaformofadvertisingormarketingspininwhichgreenPRandgreenmarketingaredeceptivelyusedtopersuadethepublicthatanorganization’sproducts,aimsandpoliciesareenvironmentallyfriendly.Companiesthatintentionallytakeupgreenwashingcommunicationstrategiesoftendosoinordertodistancethemselvesfromtheenvironmentallapsesofthemselvesortheirsuppliers.”Seehttps://en.wikipedia.org/wiki/Greenwashing.45.Theuseofonlineservicesissupportedbyamediatorwhohelpsthecitizentohandleaservice.Thiskindofserviceprovisionisfrequentlyfoundinpublicinternetaccessspaceswherecitizenscanusetheavailablecomputersconnectedtotheinternettoaskforacertificateortosubmittheirtaxdeclaration,withthepropersupportofatechnicianthatguidesthemstepbystep.46.Sincethedevelopmentofaclearandconsistentmethodologyontheimpactofgreeningpublicdigitalservicesisstillunderway,thepresentedcalculationsshouldbeconsideredanexampleandshouldnotbeunderstoodasanofficialWorldBankmethodologyorthatofanyGlobalProgramonthistopic.47.ThetentativemethodologicalapproachpresentedwillbefurtherexploredinupcominggreeningGovTechanalyticalwork.AfuturepieceonmonitoringthegreeningofGovTechwillfocusonmodelsforcalculatingtheimpactofomnichannelservicedelivery.48.AsmentionedintheIntroductionofthispolicynote,thereboundeffectofdigitalizationofservicesshouldnotbeminimizedinthecurrentanalysis.Althoughintegratedservicedeliveryleadstosubstantialefficiencyperservicedelivery,thegainsinefficiencycanbeoutweighedbytheincreaseinconsumptionduetonewpublicdigitalservicesmadeavailable.SeeSantarius(2017).49.WorldBank(2021h).50.Accordingtothe2021GTMIathttps://www.worldbank.org/en/programs/govtech/gtmi.51.SeetheGTMIwebpageathttps://www.worldbank.org/en/programs/govtech/gtmi.52.Seehttps://www.gov.scot/policies/digital/.53.S.Sikkut,DigitalGovernmentExcellence:LessonsfromEffectiveDigitalLeaders(NewYork:JohnWileyandSons,2022),226–27.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<6254.Denmark,Governmentof,“GreenProcurementforaGreenFuture-StrategyforGreenPublicProcurement”(Copenhagen:MinistryofFinance,2020),https://oes.dk/media/39012/strategi-for-groenne-indkoeb-engelsk.pdf.55.NDCsarespecifictargetssetbycountries(orparties)totheParisAgreementtomitigateGHGemissionsandadapttoclimatechangeimpacts.56.SeetheGTMIathttps://www.worldbank.org/en/programs/govtech/gtmi.57.Ibid.58.Australia’sNDC.Availableat:https://unfccc.int/sites/default/files/NDC/2022-06/Australias%20NDC%20June%202022%20Update%20%283%29.pdf59.SeetheGTMIathttps://www.worldbank.org/en/programs/govtech/gtmi.60.Brazil’sNDC.Availableat:https://unfccc.int/sites/default/files/NDC/2022-06/Updated%20-%20First%20NDC%20-%20%20FINAL%20-%20PDF.pdf61.Nigeria’sNDC.Availableat:https://unfccc.int/sites/default/files/NDC/2022-06/NDC_File%20Amended%20_11222.pdf62.Pakistan’sNDC.Availableat:https://unfccc.int/sites/default/files/NDC/2022-06/Pakistan%20Updated%20NDC%202021.pdf63.ThisinformationwassharedthroughabilateralmeetingbetweentheGreeningGovTechteamandDIGITattheEC.Itspositionsareavailableathttps://op.europa.eu/en/web/who-is-who/organization/-/organization/DIGIT.64.EC,“PublicProcurement,”https://single-market-economy.ec.europa.eu/single-market/public-procurement_en.65.EC,“EuropeanDataGovernanceAct,”https://digital-strategy.ec.europa.eu/en/policies/data-governance-act.66.Abudgetis“acomprehensivestatementofgovernmentfinancialplanswhichincludeexpenditures,revenues,deficitorsurplusandfinancing.Thebudgetisthegovernment’smaineconomicpolicydocument,demonstratinghowthegovernmentplanstousepublicresourcestomeetpolicygoals”(OECD2018).67.“Greenbudgeting”meansusingthetoolsofbudgetarypolicymakingtohelpachieveclimateandenvironmentalgoals.Greenbudgetingprovidespolicymakerswithaclearerunderstandingoftheenvironmentalandclimateimpactsofbudgetingchoices,withtheobjectiveofbetteraligningbudgetarypoliciestoenvironmentalgoals(OECD2021d).Theimplementationofgreenbudgetinginvolveshavingnationalclimatechangeandenvironmentalstrategies,budgetingtoolssuchasgreenbudgettagging,theuseofgreenbudgetstatementstoinformrelevantstakeholders,andamodernbudgetframeworklinkingstrategicplanningandbudgeting(OECD2021c).68.Thelaw(LeydePresupuestosMínimosdeAdaptaciónyMitigaciónalCambioClimáticoGlobal)isavailableat:https://www.boletinoficial.gob.ar/detalleAviso/primera/224006/20191220.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<6369.Franceiscurrentlytheonlycountrytotagexpendituresonactivitiesthathaveanadverseimpactontheenvironment(WorldBank2021c).70.Abudgetthresholdisamanagementtooltostreamlineinternalprocedures,forexample,settingfast-trackproceduresforimplementinginvestmentsunderacertainlimitforICT/digitalinvestmentsandthusboostingagilityinimplementingadigitalgovernmentstrategy(OECD2021b).71.TheWorldBankprovidedtechnicalassistancetotheEthiopianGovernmentwithaseriesofPIMguidelinestoimplementthePublicProjectAdministrationandManagementSystemProclamation.TheProclamationobligeseveryprojecttousethetoolandobtainapprovalfromthePlanningandDevelopmentCommissionpriortosubmittingbudgetproposalstotheMinistryofFinanceduringtheannualbudgetprocess.ItisexpectedthattheimpactofthePIMguidelineswillcascadesonallprojects,fromconceptnotestofeasibilitystudies,toappraisalprocesses.FurthersupporttotheimplementationoftheCDRSwillbeprovidedthrough(i)theMDTFprojectforEthiopiaGovernanceAdvisorySupportonPIMandIFRS(P179405)and(ii)ENBclimateTAonClimateResilientGreenEconomy(CRGE)StrategyandFacility(P171116).72.DefinitionadoptedbytheMarrakechTaskForceonSustainablePublicProcurementledbySwitzerland(membershipincludesSwitzerland,UnitedStates,UnitedKingdom,Norway,Philippines,Argentina,Ghana,Mexico,China,CzechRepublic,StateofSaoPaolo[Brazil],UnitedNationsEnvironmentProgramme[UNEP],InternationalInstituteforSustainableDevelopment,InternationalLaborOrganization,EC[DG-Environment],andtheInternationalCouncilforLocalEnvironmentalInitiatives[ICLEI])inthecontextoftheMarrakechProcessonSustainableProductionandConsumptionledbytheUNEPandUNDepartmentofEconomicandSocialAffairs.Note,however,thatthisdefinitionhasraisedrecentcritiquesforfocusingon“impactmitigation”and“reductionofnegativeimpacts”whileinherentlysupportinganexpandingandharmfulmodelofeconomicgrowth.73.SeeFoodandAgricultureOrganization,“MonitoringandEvaluationforLearningandPerformanceImprovement,”https://www.fao.org/investment-learning-platform/themes-and-tasks/monitoring-and-evaluation/en/.74.Theindicatormeasuresthenumberofenvironmentalactions(maximum10)reportedbyenterprisestohavebeenfacilitatedusingICT.See“DigitalEconomyandSocietyIndex(DESI),”https://digital-strategy.ec.europa.eu/en/policies/desi.75.BilateralpeerconsultationheldonSeptember21,2022withAldoLaudiandSilviaCorradoatDIGIT,EC.76.EC,“TowardsaGreen,DigitalandResilientEconomy:OurEuropeanGrowthModel,”https://ec.europa.eu/commission/presscorner/detail/en/ip_22_1467;andEC,“Europe’sDigitalDecade:DigitalTargetsfor2030,”https://ec.europa.eu/info/strategy/priorities-2019-2024/europe-fit-digital-age/europes-digital-decade-digital-targets-2030_en.77.CapturingvaluefromITinfrastructuremodernizationinthepublicsector.ByArnabDas,AnkurGhia,MikeJoyce,andDavidZhang.November20,2019.McKinseyandCompany.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<6478.OECD,“TheFutureofWorkinthePublicService:PreparingtheWorkforceforChangeinaContextofUncertainty,”WorkingPartyonPublicEmploymentandManagement(Paris:PublicGovernanceDirectorate,2020),https://www.oecd.org/gov/budgeting/preparing-the-workforce-for-change-in-a-context-of-uncertainty.pdf.79.WorldBank(2022)“WBGGovTechMaturityIndex2022Update:TrendsinPublicSectorDigitalTransformation”WorldBank,Washington.https://documents1.worldbank.org/curated/en/099035001132365997/pdf/P1694820bcef0903e091160315d2050d03b.pdfEQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<65>>>ReferencesADB(AsianDevelopmentBank).2021.DigitalTechnologiesforClimateAction,DisasterResilience,andEnvironmentalSustainability.Manila:ADB.https://www.adb.org/sites/default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experience.Thisallowstheusertoincentivestoimprovecoordinationacrossadministrativenavigateseamlesslybetweenthedifferentchannelsintheboundariestoachieveanintegratedresponsetotheuptakedifferentstagesofservicedelivery,thusbenefitingfromhigh-ofGovTechoranyotherdesiredpolices(WorldBank2020a).qualitydelivery.ThisapproachistypicallyobservedinmaturestagesofGovTechdevelopment.GreenGovTech–GovTechpolicies,initiatives,orsolutionsthatembraceenvironmentalconsiderationsbydesign.ItUnichannelservicedelivery–TheexperienceofuserconsidersandaddressestheenvironmentalimpactsofbenefitsfromoneorveryfewchannelsofinteractionwithGovTech,includingnegativepollution/waste,biodiversityloss,thepublicsector,suchasface-to-faceencountersand/orandclimatechange.conventionalmail.Thisapproachistypicallyusedbeforepublicsectorsbecomedigitized.EQUITABLEGROWTH,FINANCE&INSTITUTIONSINSIGHT<<<74SupportedbytheGovTechGlobalPartnership-www.worldbank.org/govtech

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