By - Moa Jamir
The promise of e-governance lies in its ability to bring transparency, accountability, and efficiency to public administration. In Nagaland, however, progress in adopting digital governance remains painfully slow, as evidenced by the latest assessment of government websites by The Morung Express. While a few notable exceptions demonstrate good practices, the overall scenario exposes systemic lapses that undermine the transformative potential of e-governance.
Over the years, successive governments in Nagaland have declared their commitment to leveraging technology for better governance. Yet, the reality tells a different story. While some websites, such as those of the Chief Electoral Officer (CEO) and the Department of Information & Public Relations (DIPR), earned high marks, the majority linger in a state of mediocrity or worse. Out of the 45 departmental websites assessed, over 75% fell into the ‘Average’, ‘Below Average’, or ‘Poor’ categories, highlighting a widespread lack of seriousness in implementing e-governance initiatives.
It is encouraging to note a few bright spots. The marked improvement in the websites of Commerce & Industries, Skill Development, and Higher Education is commendable. However, these successes remain isolated and do little to offset the overall underwhelming performance of the State's digital platforms.
On the other end, separate appraisal of judicial, statutory, and regulatory bodies and agencies in Nagaland indicated that the Kohima Bench of the Gauhati High Court stands out for its high standards of transparency and efficiency. With a user-friendly interface, timely updates, and relevant information readily available, it sets an example of how technology can bridge gaps between institutions and the public. The Nagaland Information Commission’s effort is also commendable, however, other remain more or less indifferent.
At the heart of the issue lies a problem that starts at the very top with the assessment of the Nagaland Governor and Chief Minister's websites revealing lack of commitment to the core principles of e-governance. The Chief Minister's website lacks even a basic RTI disclosure, and its overall content fails to reflect the critical leadership role the office should play in setting a high standard. Meanwhile, the Governor’s website, which ought to symbolise transparency and good governance, has not updated its RTI section since September 2023. When the State’s top executive offices fail to meet the minimum requirements of proactive information sharing, it sets a poor precedent for other departments.
Transparency, a fundamental pillar of e-governance, appears to be an afterthought across most websites. Many departments fail to provide up-to-date RTI disclosures and Annual Administrative Reports (AARs), making it difficult for citizens to access vital information. Similarly, public notices and tenders—a crucial aspect of ensuring government accountability—are either missing or not updated regularly. Even the CEO Nagaland website, a top performer, falls short in providing comprehensive notices and tender updates, a gap that is far more pronounced in other departments.
Social media integration, an essential tool for real-time communication in today’s digital age, is another area of neglect. While platforms like the CEO and DIPR websites effectively use social media to engage with the public, most other websites remain digitally isolated, limiting their reach and effectiveness. This lack of integration reflects a broader absence of vision and strategy in utilising technology to its fullest potential.
The assessment underscores the pressing need for a centralised digital governance strategy. While some departments have made commendable strides, the overall inconsistency in quality, content, and design reveals the absence of a cohesive framework. A robust e-governance policy backed by regular monitoring and accountability mechanisms is crucial to address these challenges.
Nagaland’s journey toward e-governance currently reflects a token effort, more focused on ticking boxes than creating meaningful platforms for transparency and service delivery. If the State is to harness the full potential of digital governance, it must begin with leadership. The Governor and Chief Minister and Governor’s offices as well as the Chief Secretary must lead by example, demonstrating transparency and setting high standards for other departments to follow. The time has come to move beyond tokenism and adopt a serious, results-driven approach to e-governance.
