productivity approach outlined in the preceding section: i.e., broad, integrated thinking to prioritise and manage initiatives (Ibid). It is true that as part of their commitment to mission productivity, some public-service organisations are adopting performance management approaches that align their resources, systems and employees to strategic objectives and priorities, thus bringing behaviour in line with results and improving outcomes. At the same time, however, Cabinet might also deploy technology-based performance systems to drive continuous improvement. The latter approach requires budgetary models that reward outcome delivery rather than those that are inflation-based, increasing annually regardless of programmatic success. Moreover, mission productivity encourages the restructuring through consolidation and collaboration of core public service functions delivered by individual departments and statutory corporations. This allows Governments to achieve higher levels of productivity through economies of scale and scope, which can dramatically reduce overhead costs and duplication. In the final analysis, the Government of Belize will need to decide once more how far it will go in the cycle of EGovernment innovation; while considering the consequences if needed transformations continue to be deferred, namely escalating citizen demands for greater public service efficiency and accountability, continuously falling revenues and escalating costs. 4.0 E-GOVERNMENT POLICY FRAMEWORK The unvarnished truth is that this E-Government Policy will deliver value to the Government and people of Belize only if there is a sea change in the way the public sector functions, including Cabinet as a body, the Caucus of CEOs, individual Ministries, departments, and statutory corporations. Without the required roadmap to manage change, monitor results and hold individuals accountable, as well as the will to implement agreed policy decisions, the power of culture and entrenched unproductive behaviours overshadows technology’s ability to bring about positive transformation … every time. In this regard, mechanisms must be developed to break down existing ministerial and departmental silos, an issue highlighted by stakeholders as a key obstacle to Belize’s success. New models must be developed that showcase the benefits to everyone of cross-functional internal collaboration. In this sense, Belize is likely to benefit from a policy and planning mechanism that spans all ministries and key projects, guiding and monitoring national development initiatives in a holistic, systematic manner. Linked to this is the need to adopt the WOG best-practice approach referred to in the preceding section. It provides a national view of all government agencies' enterprise architectures (EA) for the purpose of leveraging Government’s total ICT asset base and purchasing power to achieve greater cost savings and avoid unnecessary duplication and wastage of resources. An added benefit is the enabling of inter-agency systems’ interoperability. It is also important to design frameworks that treat businesses, citizens, residents and investors as partners in public service delivery rather than as subjects to be regulated and controlled. To do so, the E-Government Policy must address development and delivery of e-services in ways that are user friendly and effective. Technical infrastructure and platforms for e-services will have to be created and standardised, particularly in respect of procurement, design and management, as the WOG approach advocates. 45