Presentation of my initial ph.d. finding at https://ttu.ee/nurkse and https://egov.unu.edu project on ICT enabled public service delivery (http://bit.ly/2pXhHSL) on Estonia and Georiga. Presented in the eGov Working Group at the 25th NISPAcee Annual Conference
Innovation Governance in the Public Sector
Kazan, Republic of Tatarstan, Russian Federation
May 18 - 20, 2017
OECD GOV digitisation of the public sectoradamlerouge
The document discusses challenges facing governments in digitizing the public sector, including regaining citizens' confidence, creating economic opportunities, and fixing public finances. It outlines how digital technologies can help address these challenges by improving government services and processes. Specifically, it explores issues like institutional competencies and leadership, human resources and skills development, performance measurement, integrated service delivery, and OECD work in areas like data collection, policy guidance, and country reviews to support digital government efforts.
The document discusses eGovernment in Greece. It finds that Greece lags behind the EU average in many digital indicators, especially broadband access, ecommerce, and education technology. It outlines Greece's 2014-2020 eGovernment Strategy to modernize the state through increased digital services and interoperability. Key projects include expanding broadband access, integrating tax and social security systems, implementing CRM and ERP systems, and creating centralized data centers. The goal is to improve public services, increase efficiency and transparency, and enhance digital inclusion.
The document discusses regional digital policy in Europe. It provides an overview of the Digital Agenda for Europe and its goals of improving broadband access, digital skills, and internet usage. Specific targets are outlined around broadband speeds and subscriptions. Challenges are discussed around skills gaps and low rates of e-commerce and internet use in some areas. The role of EU structural funds and regional strategies in meeting these goals is also examined.
Digital government strategies for welfare areas - Barbara Ubaldi, OECDOECD Governance
This presentation was made by Barbara Ubaldi, OECD, at the 4th meeting of the Joint DELSA/GOV-SBO Network on Fiscal Sustainability of Health Systems, held in Paris on 16-17 February 2015.
Japan has made significant progress in digitizing government services and improving e-government initiatives over the past decade. This includes integrating individual ministry application systems into a single government portal site for one-stop services, as well as efforts to standardize data formats and procedures to improve usability of online services compared to traditional offline options. However, Japan recognizes the need to focus not just on digitization but also ensuring services are designed to optimize the user experience and maximize the benefits of open government data and systems.
How Digital Transformation is useful to ensuring good governance. Establishing Digital transformation strategy; challenge and opportunities of digital transformation in Ethiopia
170910eーgov, open government and open data Kenji Hiramoto
The document discusses Japan's strategy for e-Government, open government, and open data. It outlines Japan's IT strategy and legislation, including establishing the Government CIO position. The strategy aims to create a data-driven society through open data, digital government services, and platforms to share information across sectors. It also discusses initiatives to improve transparency, participation, and use of emerging technologies like AI.
Digital government is a platform to support a digital society amid challenges of aging, globalization, and emerging technologies. The government aims to transform from a system of "darts" where citizens cannot move fast, to a "moving walkway" that actively supports citizens. This will be achieved through a user-centric and innovative digital government model based on openness, fairness, participation and evidence-based policymaking. The key pillars are service design focused on user experience, an open and interoperable platform using APIs and data standards, and IT governance including an innovation team. The overall goal is to decrease inconvenient services, increase business speed and service levels, and create new innovative services by transitioning processes from paper-based to digital.
OECD GOV digitisation of the public sectoradamlerouge
The document discusses challenges facing governments in digitizing the public sector, including regaining citizens' confidence, creating economic opportunities, and fixing public finances. It outlines how digital technologies can help address these challenges by improving government services and processes. Specifically, it explores issues like institutional competencies and leadership, human resources and skills development, performance measurement, integrated service delivery, and OECD work in areas like data collection, policy guidance, and country reviews to support digital government efforts.
The document discusses eGovernment in Greece. It finds that Greece lags behind the EU average in many digital indicators, especially broadband access, ecommerce, and education technology. It outlines Greece's 2014-2020 eGovernment Strategy to modernize the state through increased digital services and interoperability. Key projects include expanding broadband access, integrating tax and social security systems, implementing CRM and ERP systems, and creating centralized data centers. The goal is to improve public services, increase efficiency and transparency, and enhance digital inclusion.
The document discusses regional digital policy in Europe. It provides an overview of the Digital Agenda for Europe and its goals of improving broadband access, digital skills, and internet usage. Specific targets are outlined around broadband speeds and subscriptions. Challenges are discussed around skills gaps and low rates of e-commerce and internet use in some areas. The role of EU structural funds and regional strategies in meeting these goals is also examined.
Digital government strategies for welfare areas - Barbara Ubaldi, OECDOECD Governance
This presentation was made by Barbara Ubaldi, OECD, at the 4th meeting of the Joint DELSA/GOV-SBO Network on Fiscal Sustainability of Health Systems, held in Paris on 16-17 February 2015.
Japan has made significant progress in digitizing government services and improving e-government initiatives over the past decade. This includes integrating individual ministry application systems into a single government portal site for one-stop services, as well as efforts to standardize data formats and procedures to improve usability of online services compared to traditional offline options. However, Japan recognizes the need to focus not just on digitization but also ensuring services are designed to optimize the user experience and maximize the benefits of open government data and systems.
How Digital Transformation is useful to ensuring good governance. Establishing Digital transformation strategy; challenge and opportunities of digital transformation in Ethiopia
170910eーgov, open government and open data Kenji Hiramoto
The document discusses Japan's strategy for e-Government, open government, and open data. It outlines Japan's IT strategy and legislation, including establishing the Government CIO position. The strategy aims to create a data-driven society through open data, digital government services, and platforms to share information across sectors. It also discusses initiatives to improve transparency, participation, and use of emerging technologies like AI.
Digital government is a platform to support a digital society amid challenges of aging, globalization, and emerging technologies. The government aims to transform from a system of "darts" where citizens cannot move fast, to a "moving walkway" that actively supports citizens. This will be achieved through a user-centric and innovative digital government model based on openness, fairness, participation and evidence-based policymaking. The key pillars are service design focused on user experience, an open and interoperable platform using APIs and data standards, and IT governance including an innovation team. The overall goal is to decrease inconvenient services, increase business speed and service levels, and create new innovative services by transitioning processes from paper-based to digital.
Presentation 1 of 2 by Ermo Taks, senior consultant in E-governance architectures and interoperability, Estonia, at seminar 2, held on 18 March 2021, which addresses digital government principles and building blocks. This 2nd event takes place in the framework of a series of three webinars organised by the SIGMA Programme, a joint initiative of the OECD and EU, principally financed by the EU, on the role of life events in end-to-end public service delivery.
How information technology helps to improve governancefameliapayong
This document discusses challenges governments face in implementing e-government and how it can help create more responsive, efficient, and participatory government. It outlines five areas e-government can help achieve better government: user-focused services, multi-channel delivery, common business processes, measuring costs and benefits, and coordination. The document examines how these approaches can help break down silos, reduce costs, and increase value for citizens and businesses through integrated electronic services. It also discusses balancing centralized and decentralized approaches to coordination and governance structures.
Approaches and use of ai in the public sector by the european member states a...PanagiotisKeramidis
Colin van Noordt presented on approaches and use of AI in the public sector by European member states based on an analysis of their national AI strategies. He discussed common policy instruments in the strategies to boost AI adoption, such as stimulating awareness, strengthening data management, building internal capacity, learning by doing, and establishing ethical and legal frameworks. The most frequent actions addressed enhancing data quality, improving access to public data, generalist AI training, pilots and experiments, and developing ethical frameworks. However, the strategies often lacked clarity and concreteness. While focusing on overcoming data barriers, they may overlook organizational and resource needs for AI. Most described more actions to facilitate private versus public sector AI.
This document provides information about the Horizon Europe programme, which is the EU's key funding programme for research and innovation with a budget of €95.5 billion. It tackles challenges like climate change and helps achieve sustainable development goals. The programme structure includes 3 pillars - Excellent Science, Global Challenges and European Industrial Competitiveness, and Innovative Europe. Key areas of focus include health, digital/industry, climate/energy, and more. The document provides details on specific calls and expected outcomes within various clusters related to these focus areas.
Current status and issues of e government in bangladeshbanna_mb
This document provides an overview of the current status of e-government in Bangladesh. It discusses Bangladesh's ICT infrastructure, including high mobile phone penetration but low internet access. It outlines the national ICT policy from 2009 that aims to make Bangladesh a middle income country by 2021 using ICT. The policy includes 306 action items across 10 objectives. It also discusses achievements like online tax filing and computerized land management. Strengths include connectivity and political will, while weaknesses are low broadband access and electricity issues. Opportunities include outsourcing potential, while threats are delays in decisions and infrastructure development. The strategic plan to advance e-government includes infrastructure expansion, legal reforms, computerization, skills development and citizen e-services.
The document discusses the role of information and communication technologies (ICT) in promoting good governance in India. It argues that ICT, through e-governance initiatives, can make government more efficient, transparent, and accountable by automating processes, reducing errors and delays, and increasing access to information for citizens. National programs like the National e-Governance Action Plan aim to leverage ICT to improve public services and governance. Case studies of e-governance pilot projects demonstrate benefits like increased transparency, cost reductions, and improved service delivery.
The document discusses the upcoming European Commission eGovernment Action Plan for 2016-2020. The action plan will focus on three pillars: 1) Digitalizing public administration with ICT, 2) Enabling cross-border mobility with digital public services, and 3) Facilitating participation in policymaking and co-creation of services. It will implement objectives agreed at the EU level and allow citizens to suggest voluntary actions. A stakeholder consultation platform will crowdsource ideas, apply selection criteria, and monitor implementation of actions using data. The overall goal is to modernize public administration and facilitate interaction between governments and citizens/businesses across Europe.
Role of icts in promotion of good governance case for libraries in kenyaBeatrice Amollo
This paper examines the role of information and communication technologies (ICTs) in promoting good governance through libraries in Kenya. It discusses how ICT has facilitated greater government transparency, citizen participation, and access to information globally and in Kenya. The paper argues that libraries can help advance good governance by providing ICT-enabled services that disseminate government information and allow citizens to give feedback. Challenges to implementing this include limited resources and digital divides, but recommendations include strengthening ICT infrastructure and skills training.
Yesterday, we had a webinar entitled on "Do's and Don'ts of Collaborative Regulation (G5) in Smart Cities". regarding to VUCA environment of smart cities services world market, we need more focused on collaborative regulation or 5th generation regulation (G5) to improve quality of life (QoL) for all people and businesses. G5 is driven by leadership, incentive and reward rather than by command and control schemes. without G5, governance bodies increase risks of investment and decrease rate of citizen engagement. also potential and promised impact of smart cities will not be realized. maybe for reaching digital transformation, G5 is more important than 5G!
Some examples to create awareness and sensitisation of use of ICT in Good Governance, in the context of India.
Presentation made for Students, Faculty and Staff of Dyal Singh College, Lodhi Road, New Delhi
Digital Governance Science Base: Central concepts of digital government sciencesamossummit
This document discusses key concepts in digital governance. It defines eGovernance and related terms that are often used interchangeably, such as eGovernment, digital governance, and digital transformation. The document notes there is little conceptualization or theorizing of these terms. It also observes that technology determinism often dominates eGovernance research. The document proposes steps for strengthening eGovernance research, such as more theoretical work distinguishing eGovernance from governance, clarifying the role of information systems, and increasing focus on unintended consequences. Finally, it provides preliminary definitions distinguishing digitization, digitalization, and digital transformation, and asks how these information systems concepts could be utilized in eGovernance research.
1. The document discusses key challenges governments face in implementing effective e-government programs, including coordinating across agencies, focusing on user needs, and addressing issues like financing, privacy, and security.
2. Some examples provided include Singapore's citizen-centered approach of establishing public access centers and Japan's national ID system which raised privacy concerns.
3. E-government aims to improve responsiveness and efficiency but requires addressing challenges like transforming bureaucratic structures, measuring costs and benefits, and gaining public trust and adoption of new electronic services.
Presentación de Lee, In Jae, Director General de Administración de Políticas. Ministerio de Seguridad y Administración Pública de Corea, en el WorkShop APEC 2013 "Government-to Citizens Service Channels"
Presentation given by Anir Chowdhury, Policy Advisor, UNDP on August 2nd, 2011 at eWorld Forum (www.eworldforum.net) in the session ICT Leader's Conclave
Digital India is a national program that aims to provide universal access to digital resources for citizens. Digital governance refers to using information and communication technology to carry out government functions and achieve governance goals in a more efficient manner. The government has launched several initiatives to promote digital governance, including MyGov for citizen feedback, Digital Locker for document storage, and programs to expand internet access and online services. However, challenges remain in ensuring privacy, overcoming technological barriers for disadvantaged groups, and maintaining trust in government systems.
Digital governance or e-Governance can be defined as the use of information and communication technology by the government to provide the quality information and services to citizens, businesses, voluntary organizations, and other government agencies in an efficient, cost-effective, and convenient manner and to bring transparency, accountability in government functioning to strengthen democracy.
WSIS+10 Overall Review of the Implementation of the WSIS OutcomesDr Lendy Spires
This document presents a review of the progress made in the implementation of Action Line C7 (E-business) since the first World Summit on the Information Society (WSIS) in 2003. It is based on the 10-Years Review Report Template contained in the WSIS Forum 2012: Outcome Document. As Action Line facilitators, the UN Conference on Trade and Development (UNCTAD), the International Trade Centre (ITC) and the Universal Postal Union (UPU) have supported eight facilitation meetings in Geneva, since 2009 as part of the annual WSIS Forum.
These meetings have provided a venue for different stakeholders to exchange views and experiences with regard to trends, impact and policies related to e-business (box 1). Box 1. Action line facilitation meetings related to E-business, 2006-2013 E-business action line meetings have focused on a number of issues since 2005, covering the various aspects highlighted in the Geneva Plan of Action under e-business. The meetings have occasionally been organized jointly with other action lines. 2006: E-Business and and E-employment (with e-employment action line) 2007: ICTs, Global Supply Chains and Development (with e-employment action line) 2008: E-Commerce as a Key Facilitator for SME Competitiveness 2009: E-Business and Poverty Alleviation 2010: ICT and Rural Enterprise (with e-agriculture action line) 2011:
The Promise of Mobile Technology (with e-agriculture action line) 2012: Promoting the Domestic ICT Sector 2013: E-Commerce and Development Source: UNCTAD, ITC and UPU. In 2012-2013, the facilitators jointly organized an open consultation on the e- business action line. A wide range of stakeholders, such as trade bodies, international organizations, businesses, governments and civil society across the globe took part in the consultation. The findings of this process were presented at the WSIS+10 Review meeting held in Paris at the UNESCO Headquarters in February 2013.
In between the annual WSIS Forums and related meetings, the respective work programmes of the three co-facilitators have continuously supported the implementation of the action line on e-business. The International Labour Organization (ILO) was among the original co-facilitators of this action line but has not been active after 2008.
The document discusses Mexico's efforts to digitize and streamline public services and procedures to increase productivity and competitiveness. It outlines Mexico's national digital strategy which includes simplifying government services, increasing access to technologies, and improving inter-agency coordination and data sharing. The strategy aims to reduce the time and costs required for common procedures such as starting a business by integrating services across different levels of government through standardized processes and digital platforms.
Digital Transformation of Public Administrationsamossummit
Collaboration and buy-in from different levels of government and from civil servants in order to deliver a common digital government strategy.
Francesco Mureddu, Associate Director, The Lisbon Council, BE
Finland has achieved the top ranking in the EU for digital economy and society. The government provides guidance to transition public administrative services to digital, promotes data utilization and interoperability, and ensures digital operations. Suomi.fi is the national service architecture for digital services. Legislation supports digital government services and web accessibility. Identity management and electronic identification are being reformed to support citizens' mobility and inclusion. Advisory committees ensure digital services meet diverse needs. Information policy and ethical AI use are priorities. The goal is citizen-centric digital government and open, high quality data.
Presentation 1 of 2 by Ermo Taks, senior consultant in E-governance architectures and interoperability, Estonia, at seminar 2, held on 18 March 2021, which addresses digital government principles and building blocks. This 2nd event takes place in the framework of a series of three webinars organised by the SIGMA Programme, a joint initiative of the OECD and EU, principally financed by the EU, on the role of life events in end-to-end public service delivery.
How information technology helps to improve governancefameliapayong
This document discusses challenges governments face in implementing e-government and how it can help create more responsive, efficient, and participatory government. It outlines five areas e-government can help achieve better government: user-focused services, multi-channel delivery, common business processes, measuring costs and benefits, and coordination. The document examines how these approaches can help break down silos, reduce costs, and increase value for citizens and businesses through integrated electronic services. It also discusses balancing centralized and decentralized approaches to coordination and governance structures.
Approaches and use of ai in the public sector by the european member states a...PanagiotisKeramidis
Colin van Noordt presented on approaches and use of AI in the public sector by European member states based on an analysis of their national AI strategies. He discussed common policy instruments in the strategies to boost AI adoption, such as stimulating awareness, strengthening data management, building internal capacity, learning by doing, and establishing ethical and legal frameworks. The most frequent actions addressed enhancing data quality, improving access to public data, generalist AI training, pilots and experiments, and developing ethical frameworks. However, the strategies often lacked clarity and concreteness. While focusing on overcoming data barriers, they may overlook organizational and resource needs for AI. Most described more actions to facilitate private versus public sector AI.
This document provides information about the Horizon Europe programme, which is the EU's key funding programme for research and innovation with a budget of €95.5 billion. It tackles challenges like climate change and helps achieve sustainable development goals. The programme structure includes 3 pillars - Excellent Science, Global Challenges and European Industrial Competitiveness, and Innovative Europe. Key areas of focus include health, digital/industry, climate/energy, and more. The document provides details on specific calls and expected outcomes within various clusters related to these focus areas.
Current status and issues of e government in bangladeshbanna_mb
This document provides an overview of the current status of e-government in Bangladesh. It discusses Bangladesh's ICT infrastructure, including high mobile phone penetration but low internet access. It outlines the national ICT policy from 2009 that aims to make Bangladesh a middle income country by 2021 using ICT. The policy includes 306 action items across 10 objectives. It also discusses achievements like online tax filing and computerized land management. Strengths include connectivity and political will, while weaknesses are low broadband access and electricity issues. Opportunities include outsourcing potential, while threats are delays in decisions and infrastructure development. The strategic plan to advance e-government includes infrastructure expansion, legal reforms, computerization, skills development and citizen e-services.
The document discusses the role of information and communication technologies (ICT) in promoting good governance in India. It argues that ICT, through e-governance initiatives, can make government more efficient, transparent, and accountable by automating processes, reducing errors and delays, and increasing access to information for citizens. National programs like the National e-Governance Action Plan aim to leverage ICT to improve public services and governance. Case studies of e-governance pilot projects demonstrate benefits like increased transparency, cost reductions, and improved service delivery.
The document discusses the upcoming European Commission eGovernment Action Plan for 2016-2020. The action plan will focus on three pillars: 1) Digitalizing public administration with ICT, 2) Enabling cross-border mobility with digital public services, and 3) Facilitating participation in policymaking and co-creation of services. It will implement objectives agreed at the EU level and allow citizens to suggest voluntary actions. A stakeholder consultation platform will crowdsource ideas, apply selection criteria, and monitor implementation of actions using data. The overall goal is to modernize public administration and facilitate interaction between governments and citizens/businesses across Europe.
Role of icts in promotion of good governance case for libraries in kenyaBeatrice Amollo
This paper examines the role of information and communication technologies (ICTs) in promoting good governance through libraries in Kenya. It discusses how ICT has facilitated greater government transparency, citizen participation, and access to information globally and in Kenya. The paper argues that libraries can help advance good governance by providing ICT-enabled services that disseminate government information and allow citizens to give feedback. Challenges to implementing this include limited resources and digital divides, but recommendations include strengthening ICT infrastructure and skills training.
Yesterday, we had a webinar entitled on "Do's and Don'ts of Collaborative Regulation (G5) in Smart Cities". regarding to VUCA environment of smart cities services world market, we need more focused on collaborative regulation or 5th generation regulation (G5) to improve quality of life (QoL) for all people and businesses. G5 is driven by leadership, incentive and reward rather than by command and control schemes. without G5, governance bodies increase risks of investment and decrease rate of citizen engagement. also potential and promised impact of smart cities will not be realized. maybe for reaching digital transformation, G5 is more important than 5G!
Some examples to create awareness and sensitisation of use of ICT in Good Governance, in the context of India.
Presentation made for Students, Faculty and Staff of Dyal Singh College, Lodhi Road, New Delhi
Digital Governance Science Base: Central concepts of digital government sciencesamossummit
This document discusses key concepts in digital governance. It defines eGovernance and related terms that are often used interchangeably, such as eGovernment, digital governance, and digital transformation. The document notes there is little conceptualization or theorizing of these terms. It also observes that technology determinism often dominates eGovernance research. The document proposes steps for strengthening eGovernance research, such as more theoretical work distinguishing eGovernance from governance, clarifying the role of information systems, and increasing focus on unintended consequences. Finally, it provides preliminary definitions distinguishing digitization, digitalization, and digital transformation, and asks how these information systems concepts could be utilized in eGovernance research.
1. The document discusses key challenges governments face in implementing effective e-government programs, including coordinating across agencies, focusing on user needs, and addressing issues like financing, privacy, and security.
2. Some examples provided include Singapore's citizen-centered approach of establishing public access centers and Japan's national ID system which raised privacy concerns.
3. E-government aims to improve responsiveness and efficiency but requires addressing challenges like transforming bureaucratic structures, measuring costs and benefits, and gaining public trust and adoption of new electronic services.
Presentación de Lee, In Jae, Director General de Administración de Políticas. Ministerio de Seguridad y Administración Pública de Corea, en el WorkShop APEC 2013 "Government-to Citizens Service Channels"
Presentation given by Anir Chowdhury, Policy Advisor, UNDP on August 2nd, 2011 at eWorld Forum (www.eworldforum.net) in the session ICT Leader's Conclave
Digital India is a national program that aims to provide universal access to digital resources for citizens. Digital governance refers to using information and communication technology to carry out government functions and achieve governance goals in a more efficient manner. The government has launched several initiatives to promote digital governance, including MyGov for citizen feedback, Digital Locker for document storage, and programs to expand internet access and online services. However, challenges remain in ensuring privacy, overcoming technological barriers for disadvantaged groups, and maintaining trust in government systems.
Digital governance or e-Governance can be defined as the use of information and communication technology by the government to provide the quality information and services to citizens, businesses, voluntary organizations, and other government agencies in an efficient, cost-effective, and convenient manner and to bring transparency, accountability in government functioning to strengthen democracy.
WSIS+10 Overall Review of the Implementation of the WSIS OutcomesDr Lendy Spires
This document presents a review of the progress made in the implementation of Action Line C7 (E-business) since the first World Summit on the Information Society (WSIS) in 2003. It is based on the 10-Years Review Report Template contained in the WSIS Forum 2012: Outcome Document. As Action Line facilitators, the UN Conference on Trade and Development (UNCTAD), the International Trade Centre (ITC) and the Universal Postal Union (UPU) have supported eight facilitation meetings in Geneva, since 2009 as part of the annual WSIS Forum.
These meetings have provided a venue for different stakeholders to exchange views and experiences with regard to trends, impact and policies related to e-business (box 1). Box 1. Action line facilitation meetings related to E-business, 2006-2013 E-business action line meetings have focused on a number of issues since 2005, covering the various aspects highlighted in the Geneva Plan of Action under e-business. The meetings have occasionally been organized jointly with other action lines. 2006: E-Business and and E-employment (with e-employment action line) 2007: ICTs, Global Supply Chains and Development (with e-employment action line) 2008: E-Commerce as a Key Facilitator for SME Competitiveness 2009: E-Business and Poverty Alleviation 2010: ICT and Rural Enterprise (with e-agriculture action line) 2011:
The Promise of Mobile Technology (with e-agriculture action line) 2012: Promoting the Domestic ICT Sector 2013: E-Commerce and Development Source: UNCTAD, ITC and UPU. In 2012-2013, the facilitators jointly organized an open consultation on the e- business action line. A wide range of stakeholders, such as trade bodies, international organizations, businesses, governments and civil society across the globe took part in the consultation. The findings of this process were presented at the WSIS+10 Review meeting held in Paris at the UNESCO Headquarters in February 2013.
In between the annual WSIS Forums and related meetings, the respective work programmes of the three co-facilitators have continuously supported the implementation of the action line on e-business. The International Labour Organization (ILO) was among the original co-facilitators of this action line but has not been active after 2008.
The document discusses Mexico's efforts to digitize and streamline public services and procedures to increase productivity and competitiveness. It outlines Mexico's national digital strategy which includes simplifying government services, increasing access to technologies, and improving inter-agency coordination and data sharing. The strategy aims to reduce the time and costs required for common procedures such as starting a business by integrating services across different levels of government through standardized processes and digital platforms.
Digital Transformation of Public Administrationsamossummit
Collaboration and buy-in from different levels of government and from civil servants in order to deliver a common digital government strategy.
Francesco Mureddu, Associate Director, The Lisbon Council, BE
Finland has achieved the top ranking in the EU for digital economy and society. The government provides guidance to transition public administrative services to digital, promotes data utilization and interoperability, and ensures digital operations. Suomi.fi is the national service architecture for digital services. Legislation supports digital government services and web accessibility. Identity management and electronic identification are being reformed to support citizens' mobility and inclusion. Advisory committees ensure digital services meet diverse needs. Information policy and ethical AI use are priorities. The goal is citizen-centric digital government and open, high quality data.
E-governance uses information technology to enhance government processes and address public needs through simplified and transparent services. It reduces corruption while enabling public participation and interaction between government organizations. E-governance provides online services to citizens (G2C), businesses (G2B), employees (G2E), and between governments (G2G). While global e-governance deals with international cooperation, several countries have implemented national e-governance strategies to improve government services and inclusion through new technologies.
This document discusses establishing a framework for mobile government (m-government). It begins by defining m-government and how it differs from e-government by enabling a more mobile relationship between government and citizens. It then discusses the origins and context of the OECD's work in this area, focusing on increasing agility, ubiquity and responsiveness of public services. The document outlines prerequisites for m-government, including key challenges, and discusses who benefits and the OECD's role in helping formulate effective policies.
E-government refers to the use of information and communication technologies by government agencies to improve services for citizens, businesses, employees, and other government agencies. It involves using electronic media like the internet, phones, and computers to facilitate government processes and provide services. E-government can benefit governments by making services cheaper, more efficient, faster, and enabling new services. The document outlines the vision, mission, and strategies of the Philippines' e-government initiative, which aims to provide responsive online citizen-centered services through projects like a government portal, e-tax system, and interconnected agencies using technologies. It also discusses establishing the necessary legal framework and infrastructure to support e-government.
The Digital Europe programme will reinforce the EU's digital capacities in high performance computing, artificial intelligence, and cybersecurity. It aims to ensure these capacities are widely rolled out and used to their full potential across the economy and society. The programme focuses on deploying and scaling up key digital technologies while also developing advanced digital skills.
Digital Transformation of Public AdministrationSamos2019Summit
Collaboration and buy-in from different levels of government and from civil servants in order to deliver a common digital government strategy.
Francesco Mureddu, Associate Director, The Lisbon Council, BE
Gabriela Viale Pereira, Postdoc, Danube University Krems, AU
This document summarizes a chapter on Thailand's citizen-centric e-government services. It discusses three key points:
1. Thailand has made progress in developing e-government through various projects and initiatives, but early efforts lacked integration between government agencies.
2. More recent strategies have placed greater emphasis on governance and citizen engagement in both front-end and back-end services.
3. Continued challenges include clearly defining governance and maintaining high citizen attention, while leading the country toward a smarter and more sustainable future.
The document outlines Uruguay's 2011-2015 Digital Agenda (ADU11-15), which aims to promote inclusive development through expanded access to and use of information and communication technologies (ICTs). The ADU11-15 contains 6 action areas with specific objectives and goals in: 1) Access, 2) Education and Culture, 3) Electronic Government, 4) Productive Development, 5) Health, and 6) Environment. It seeks to achieve objectives such as connecting 80-90% of households and businesses to broadband by 2015, deploying digital television nationally, integrating ICT into education at all levels, and modernizing public sector management through increased online services. The overarching goals are to reduce inequality and social exclusion
Structural Funds for regional ICT: Reality and future programming period 2014...Luigi Reggi
This document summarizes structural funds provided by the EU for regional ICT development from 1994 to the present and outlines plans for the 2014-2020 period. It notes that funding increased from over €5.5 billion for 2000-2006 to over €15.3 billion for 2007-2013. Analysis found that 2007-2013 regional ICT strategies were not always evidence-based and balanced, focusing more on existing strengths than weaknesses. The 2014-2020 period will see ICT and digital growth as a thematic objective and investments must include a strategic policy framework, needs assessment, and plans for next-generation infrastructure. Open data on funded projects will also now be required.
This document discusses challenges and trends in e-government, including:
- e-Government aims to provide citizen-centric services through ICT to increase government efficiency and relationships with stakeholders.
- Enabling technologies like the Lanka Government Network and Lanka Gate are working to transition the government to be more connected, information-based, and transaction-focused over time.
- However, e-government initiatives face challenges like it not being a high priority, a lack of unified vision and leadership, weak partnerships, and siloed government structures.
[e-Government Program City Paper : Amman, Jordan]shrdcinfo
The Jordan e-government program aims to enable easy access to government information and services for all users regardless of location or status. Its strategy focuses on institutional frameworks like an e-government steering committee, legal frameworks like e-transaction laws, and ICT infrastructure like a federated architecture. Key achievements include a secure government network connecting over 90 entities, a national contact center, and e-services like e-visa. Future projects include single sign-on portals, mobile apps, and utilizing an enterprise service bus. Challenges include limited resources, skills, and inter-agency cooperation. Overcoming obstacles will require developing e-government champions, focusing on user-centric projects, and learning from Korea's best practices in prioritization
An overview about egovernment effords in Guatemala. In this file you will find a valuable information about how is the e-government in Guatemala till 2015.
The e-government in Guatemala aims to improve access to public services and transparency through digital transformation. Key objectives include providing online services according to citizen needs, making government more accessible, and promoting inclusion through information and communication technologies. Major e-government projects implemented include establishing an e-signature standard, creating an open data website, and improving interoperability between public services. From 2004 to 2015, the number of online public services across ministries grew from 112 to over 800. However, fully realizing Guatemala's e-government potential still requires addressing challenges like strengthening legal frameworks, boosting infrastructure, and standardizing policies across all levels of government.
Digital India is a campaign launched by the Indian government to connect rural areas to high-speed internet and ensure e-governance services reach citizens. It has 9 pillars including expanding broadband connectivity, universal access to mobile networks, and increasing public internet access points. The goal is to improve governance, empower citizens through digital tools, and boost economic growth. Challenges include high digital illiteracy, connecting remote areas, and ensuring compatibility between central and state databases. If successful, Digital India could transform citizen access to services and boost India's GDP by $1 trillion by 2025. However, focused efforts are still needed to implement all nine pillars and overcome challenges to fully realize this vision.
Digital India is a campaign launched by the Indian government to connect rural areas and increase internet access nationwide. It has nine pillars focused on expanding broadband connectivity, universal mobile access, and improving public internet access points. The initiative aims to enhance online access to government services and information to promote transparency and reduce corruption. Challenges to implementing Digital India include high digital illiteracy, connecting remote areas, ensuring compatibility between central and state databases, and risks of cybercrime. The program could boost India's GDP by $1 trillion by 2025 by playing a key role in economic growth, employment, and increasing the number of businesses.
M-government Implications For E-Government In Developing Countries: The Case ...Peachy Essay
This document summarizes research on m-government applications in Saudi Arabia. It finds that while mobile phone penetration is high in Saudi Arabia, few m-government applications have been implemented. The paper evaluates the applications that do exist, such as text message notifications of exam results and medical appointments. Overall, the research concludes that Saudi Arabia should focus on developing more interactive m-government applications to improve information delivery to citizens and increase awareness of e-government benefits.
Digital India is a campaign launched by the Indian government in 2015 to connect rural areas to the internet and digital services. It has nine pillars including expanding broadband connectivity, universal access to mobile networks, public internet access, e-governance initiatives, and skills development. The goal is to improve online infrastructure, increase internet access, and make India digitally empowered. Major challenges include high digital illiteracy, connecting remote areas, compatibility across databases, cybercrime, and net neutrality. If successful, Digital India could boost India's GDP by $1 trillion by 2025 and transform access to services, but focused efforts are still needed to implement its many initiatives.
The document provides an overview of e-governance and related concepts. It defines governance, e-government, e-governance and m-government. It discusses the international scenario of e-governance initiatives in countries like the US, UK and New Zealand. It then describes India's national e-governance plan, various mission mode projects including banking, income tax, passport services, and the objectives of establishing digital infrastructure in government departments and services.
Similaire à Citizen use of government eService: Comparing use, governance and cooperation models in Estonia and Georgia (20)
Administrative Burden Reduction Over Time: Literature Review, Trends and Gap ...Morten Meyerhoff Nielsen
Burden reduction is a key issue in modern public administrations’ and businesses’ agendas. Compliance with mandatory regulations can have a direct impact on a country’s economic performance, growth, and development. Research in this area, contributes to a better understanding of the implications and context of administrative burden, and increases the efficiency of the strategies adopted to reduce it.
The goal of this study is to undertake a review of the current state of the art on Administrative Burden Reduction (ABR), in order to gain a deeper insight about the subject, identify current gaps, and better plan for future research. A total of 122 papers were identified as relevant, out of a pool of 742 papers retrieved from the current literature. The relevant papers were analyzed across four dimensions: methodology, type and focus, and targeted stakeholders. Three key gaps were identified and discussed in relation to: citizen orientated services and burden reduction; empirical research and post-initiative re-evaluation; and, the role of stakeholders, interest groups and end-users in driving ABR. Lastly a conceptual framework model and next steps are proposed.
The research is part of a larger project on ICT facilited Administrative Burden Reducation at UNU-EGOV. For more: https://egov.unu.edu/research/electronic-governance-and-administrative-burden-reduction.html#outline
Authors: Morten Meyerhoff Nielsen, Nuno Ramos Carvalho, Linda Gonçalves Veiga, Luís Soares Barbosa
Presented in http://www.icegov.org/track/four/ 7 March 2017, at ICEGOV2017 (www.icegov.org) 7-10 March 2017, New Delhi (India).
eGovernment and Governance: The Danish‐Japanese timelines and models comparedMorten Meyerhoff Nielsen
CeDEM Asia 2016 paper presentation on 7 December in Dague, South Korea.
For paper: http://bit.ly/2h1AEzv
For conference: http://bit.ly/2h4eahQ
For conference programme: http://bit.ly/2g9f9uY
My presentation on the Danish approach to online service delivery and public service delivery in general. Key note at KCC Congress, Bussum (NL), 13 October 2016 http://www.kcc-congres.nl/
Governance and online service delivery: The Danish Case (and a bit more)Morten Meyerhoff Nielsen
Research paper (paper on: http://bit.ly/2csqTbB) presented at the 15th IFIP Electronic Government (EGOV) and 8th Electronic Participation (ePart) Conference 2016. Slides include some initial findings from the Faroe Islands and Japan to contract governance and eGov setup in Denmark.
5 September 2016, Guimarães (PT) http://www.egov-conference.org/egov-2016
The Potential and Evidence of ICT-Based Cost and Burden Reduction in Public A...Morten Meyerhoff Nielsen
This presentation is from WSIS Forum 2016, Session 105 on “ICT-Based Cost & Burden Reduction in Public Administration and Service Delivery”. Room C1, ITU Tower, 11-13hrs CET, 5 May 2016, http://bit.ly/1OcFbIH
Presented by Tomasz Janowski, Head, UNU-EGOV
PROGRAMME
11:00 - 11:10 Introduction. Tomasz Janowski, Head, UNU-EGOV
11:10 - 11:25 Double-up: ICT enabled cost and burden reduction in public sector service delivery.
Morten Meyerhoff Nielsen, UNU-EGOV Academic Fellow and Researcher, Tallinn University of Technology Ragnar Nurkse School for Innovation and Governance
11:25 – 11:40 ICT enabled administrative burden reduction and cost savings in Uganda. Kenneth Bagarukayo, UNU-EGOV Government Fellow and Commissioner Information Management Services, Ministry of Information and Communications Technology, Uganda
11:40 – 11:55 Argentina Modernization Plan. Maria Inés Baqué, Secretary of Public Management and Innovation under the Ministry of Modernization of Argentina Republic
11:55 – 12:15 Question 1: Cost savings, e.g. less time spend and lower financial cost. What comes first: Cost savings or burden reduction? Is it possible to cut costs while minimizing the overall administrative burden?
12:15 – 12:35 Question 2: Quality improvements, e.g. easier, faster and more equitable public services. Is it possible to improve service quality without increasing cost and administrative burden of service delivery? Which is easier? How is a triple win situation ensured? How is the quality improvement, cost and burden measured?
12:35 – 12:55 Question 3: Job creation and economic growth, e.g. lower administrative costs for the private sector. Is it possible to regulate the private sector (e.g. environment, labor conditions) without increased bureaucracy and the cost of doing business? How is no-regulation balanced with over-regulation? How to balance the cost of bureaucracy versus the cost of corruption? How can ICT be used? How do we measure the impact?
12:55- 13:00 Conclusions. Tomasz Janowski, Head, UNU-EGOV
This presentation is from WSIS Forum 2016, Session 105 on “ICT-Based Cost & Burden Reduction in Public Administration and Service Delivery”. Room C1, ITU Tower, 11-13hrs CET, 5 May 2016, http://bit.ly/1OcFbIH
Presented by Maria Inés Baqué, Secretary of Public Management and Innovation under the Ministry of Modernization of Argentina Republic
ICT enabled administrative burden reduction and cost savings in Uganda (WSIS ...Morten Meyerhoff Nielsen
This presentation is from WSIS Forum 2016, Session 105 on “ICT-Based Cost & Burden Reduction in Public Administration and Service Delivery”. Room C1, ITU Tower, 11-13hrs CET, 5 May 2016, http://bit.ly/1OcFbIH
Presented by Kenneth Bagarukayo, UNU-EGOV Government Fellow and Commissioner Information Management Services, Ministry of Information and Communications Technology, Uganda
Double-up: ICT enabled cost and burden reduction in public sector service del...Morten Meyerhoff Nielsen
This presentation is from WSIS Forum 2016, Session 105 on “ICT-Based Cost & Burden Reduction in Public Administration and Service Delivery”. Room C1, ITU Tower, 11-13hrs CET, 5 May 2016, http://bit.ly/1OcFbIH
Presented by Morten Meyerhoff Nielsen, UNU-EGOV Academic Fellow and Researcher, Tallinn University of Technology Ragnar Nurkse School for Innovation and Governance
Video presentation for 100+ Indian civil servants, for www,cips.org.in in Hydrabad (IN) 25 February 2016. Part of 3 day workshop see http://bit.ly/21iO1Qb done.
This document discusses challenges and opportunities for digital government services. It summarizes examples from Denmark, Estonia, Europe, and other places that show how digital services can save money, increase efficiency and productivity, and improve access and trust in government. Key strategies that have worked include digital identity and signatures, reducing administrative burden, open data initiatives, and ensuring services are user-friendly. Cooperation and follow-up are essential to realize benefits and achieve goals.
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The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
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Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
13. 1. Does a strong governance and high level of intergovernmental
cooperation lead to successful supply and use (i.e. demand) of core
online citizen services?
2. Can success factors be mapped into a universal governance model
for successful digitisation of public sector core service delivery (i.e.
supply) and eService take-up (i.e. demand) by citizens?
TWO QUESTIONS ASKED
14. • Exploratory, qualitative multi-country case comparative study (Yin, 2013;
Rohlfing, 2013).
• Framework for within-case analysis to establish the governance
mechanism in play in each of the cases (ideally more X, means more of Y)
• Findings will enable cross-case comparison.
• Objective to determine:
- Correlation between a strong governance and cross-governmental cooperation
model (cause).
- Decision to introduce a eGovernment strategy and citizen eServices (effect 1).
- Citizen use of the eServices option (effect 2).
• Iterations of desk research, semi-structured interviews and validation to
populate the conceptual framework (Benbasat, 1987; Plummer, 2001;
Krimmer, 2012)
METHODOLOGY
15. BACKGROUND INDICATORS
• Internet access
• Internet use
• eBanking use
• eCommerce use
• eService use
NATIONAL GOVERNANCE AND
COOPERATION MODEL
• Institutional framework and
governance
• Decentralisation of government
authority
EFFECTS
• eServices in place
• Service delivery volumes per
channel
CONCEPTURAL FRAMEWORK
NATIONAL APPROACH TO eGOVERNMENT
Responsibility for eGovernment:
• Strategy
• Action plan
• Initiation, development, coordination,
monitoring and evaluation
• Chair
• Host organisation and secretariate
• Member oragnisations
eGovernment elements:
• Strategy underpinned by action plan
and KPIs
• Legality of strategy and action plan
16. • Selection of most similar, most different cases with a degree of
influential ones (Barbour, 2001; Benbasat et. al., 1987;
Seawright&Gerring, 2011).
• Geographical parameter (countries, for large federal countries focus
on national level and a region).
• Size (small, medium and large countries).
• General governance model (central and federal countries).
• Experience parameter (considered and/or choice to introduce
eServices).
CASE SELECTION
19. Estonia Georgia
Population 1,258,545 (July 2016 est.) 3,720,400
Territorial size 1.399 km2 69.700 km2
Population density 34 per km2 57.3per km2
Official languages Estonian Georgian, Abkhazian (in Abkhazia)
Ethnic groups Estonian 68.7%, Russian 24.8%,
Ukrainian 1.7%, Belarusian 1%,
Finnish 0.6%, other 1.6%, unspecified
1.6% (2011 est.)
Georgian 86.8%, Azeri 6.3%,
Armenian 4.5%, other 2.3% (incl.
Russian, Ossetian, Yazidis, Ukrainian,
Kist, Greek)
Median age and life expectancy 42.4 and 76.7 years 38 years and 74.4 years
Population growth -0.54% -0.05%
Urbanization 67.5% 53.6%
GDP (billion) € 35.64 billion €13.67 billion
GDP per capita € 25,433.46 € 5,025
Unemployment 6.2% 12.1%
Imports (billion) € 12.52 billion € 6.43 billion
Exports (billion) € 11.62 billion € 2.69 billion
SOCIO-ECONOMIC DATA (2015)
20. EE ICT AND eGOVERNMENT (1998-2020)
1998-2003
Principles of the
Estonian
Information Policy
• First eGovernment strategy
• Focus on promotion and entrenchment of democracy, development and roll-out of government ICT infrastructure
• Increase competitiveness esp. through de-monopolisation
• Increase the speed post-Soviet property restitution, develop eCommerce and eBanking; sustain Estonian culture and language, and improve
State defence by using ICTs.
2004-2006 Estonian
Information Society
• Aligned with the EU Europe 2002 and 2005 action plans
• Focus on introduction and promotion of citizen, business and intra-government eServices; roll-out of ID-card (incl. eID); promote internet
access and use through training (incl. reaching EU average, 1 PC per 20 students in schools); increase public sector productivity though ICT
(incl. document management and archiving, improved registries and data, launch of X-road); economic growth and export capacity of the ICT
sector; promote ICT security, and international promotion and improved “eGovernment position”.
2007-2013 Estonian
Information Society
Strategy 2013
• Aligned to tEU i2010 eGovernment Action Plan
• Focus on infrastructure underpinning the promotion of a knowledge-based society and economy. Objectives incl.: multi-channel service
delivery, WCAG compliance of government websites, more transparent and user-centric eService’s; improve digital literacy with 70% of
Estonians using the internet; 80% user satisfaction for citizens and 95% for business; 15% of GDP is generated by the ICT sector and
productivity levels are at least 75% of the EU average. Separate broadband and cyber security strategies were launched in 2011 and 2012,
respectively, as well as initiatives for local government (2008-2011) and a programme for increased awareness (2007-2011).
2014-2020 Digital
Agenda: Estonian
Information Society
Strategy
• Focus on: smart solutions and enabling infrastructure, such as 100 MB/s internet country wide; 60% of Estonians use the internet daily; 20%
of the population uses eID/eSignature; update eService usability standards and uniformity across government; provide technical and
organisational infrastructure for citizens to use and control their personal data; increase cross-border cooperation on data exchange, eID,
eSignature, etc.; promote eResidency, and improve policy and decision making framework. Health care (2014-2020), education, business
environment and cyber security (2014-2017) are set out in other strategies.
21. GE ICT AND eGOVERNMENT (2014-2018)
2004-2014 ICT use in the
public section
• No national eGovernment strategy or action plan
• Individual initiatives in line-ministries
• Part of a general drive for public sector reform, increased access to public services, transparency
and an anti-corruption drive
• ICT initially used to create basic information systems, digitalizing internal information resources,
automating information flows, creating data centres, and connecting national
2014-2018 Digital
Georgia – eGovernment
strategy and action plan
• First eGovernment strategy and action plan was approved in 2014
• Focus on efficient and effective public
• Integrated, secure, and high quality eService’s, improve usage and participation
• ICT-driven sustainable economic growth.
• 11 thematic grouped into service areas, future excellence, ICT enablers
• Horizontal measures, such as enabling frameworks, governance and awareness.
• eGeorgia is part of the Public Administration Reform Roadmap 2020
23. INTERNET ACCESS AND USE (2010-2016)
2010 2013 2016
Estonia Georgia EU28 Estonia Georgia EU28 Estonia Georgia EU28
Household internet
access
67% 27% 70% 79% 82% 79% 85% 95% 86%
Individual with
mobile internet
33%(a) 18.80(a) 21%(a) 33% 42.74(b) 24% 26% 63% 27%
Individual using the
internet (at least
once a week)
71% -- 65% 77% 45.5%(c) 72% 85% 90% 79%
24. GOVERNMENT eSERVICES AND USE (2010-2016)
eService
availability
Degree of digitisation
(i.e. % of service delivery volume online)
2010 2013 2016
Estonia Georgia Estonia Georgia Estonia Georgia Estonia Georgia
eID/eSignature Yes Yes - -- 48.3%
(2015)
101.5%(a) 62,7 %(f)
Digital post Yes Yes -- -- (255,669) 584(g) 294,689(b) 1,869
Tax declaration Yes Yes 92% 18.2%(h) 92% 67.9%(h) 96% 70.6%(h)
Register for school Yes(c) No - -- 670.054
Register for university Yes(d) No - --
Apply for student grant Yes No - --
Change of address [94] Yes No - - (75,719) 81,919
Housing subsidy Yes(e) No - --
Apply for pension Yes(e) No - --
Report vermin (FixMyStr) No Yes - -- 400
reports
51 reports
Report theft No No - -- -- --
25. PRIVATE AND PUBLIC eSERVICE USE (2010-2016)
2010 2016
Estonia Georgia EU28 Estonia Georgia EU28
Online banking 65% -- 36% 79% 21% 49%
Online commerce 17% -- 40% 56% 14.6% 55%
Interacted with government online 50% -- 41% 77% -- 48%
Obtained info. from a gov. website 49% -- 37% 66% 28.7% 42%
Downloaded a form (for
submission)
39% -- 26% 41% 9% 29%
Submitted a complete form
(eService)
38% -- 21% 68% 9.3% 28%
26. INITIAL CASE FINDINGS: EE ORGANIGRAM
Thematic
work group /
network 2-n
Information Society
Council (ISC)
Vision-network
Government Cabinet
(incl PM IT advisor)
Ministry of Economic Affairs and Communication (MKM))
CIO Network
Dept. of State Information
Systems (RISO)
Government CIO Unit
Thematic
work group /
network 1StrategiclevelOperationallevelDailyimplementation
Note: Full and broken lines represent formal and informal network structures,
respectively
Estonian eGovernance and coordination model (by author)
Pre-2014 eGovernance and coordination model
28. INITIAL CASE FINDINGS: EE IN PRACTICE
Thematic
work group /
network 2-n
Information Society
Council (ISC)
Vision-network
Government Cabinet
(incl PM IT advisor)
Ministry of Economic Affairs and Communication (MKM))
CIO Network
Dept. of State Information
Systems (RISO)
Government CIO Unit
Thematic
work group /
network 1
StrategiclevelOperationallevelDailyimplementation
Note: Full and broken lines represent
formal and informal network
structures, respectively
Estonian eGovernance and
coordination model (by author)
Implementation is
decentralised.
Coordination on a daily
and operational level
key.
30. INITIAL CASE FINDINGS: GE ORGANIGRAM
Legend:
Artefacts scoping this governance model
eGeorgia Strategy 2014-2018
Relevant legislation
StrategiclevelPoliticallevelTacticallevelOperationallevel
Role Institutional
body
Related [Policy]
Initiative or
Programme
+
Related [Policy]
Initiative or
Programme
+
Major tasks and
activities in the
context of policy
implementation
Major tasks and
activities in the
context of policy
implementation
Actors in the governance model
Relationship
among actors
Crucial relation-ship with other
Policy domain(s) that may
impact governance
CIO Council
Data Exchange
Agency
Consultative bodies /
Stakeholder Forums
Give advice on relevant
issues
Contribute in joint
specifications /
developments
Contribute in awareness
raising and take up
Give advice on relevant
issues
Contribute in joint
specifications /
developments
Contribute in awareness
raising and take up
Preparing strategy
Approving directions of strategy
Approving projects and investments
Strategic monitoring and assessment of
achievements
Preparing strategy
Approving directions of strategy
Approving projects and investments
Strategic monitoring and assessment of
achievements
Provide
administrative
support
Relevant actors implementing strategic objectives
through projects and service provisioning
monitor projects
of eGeorgia Strategy
Public
Administration
Reform (PAR)
+
Public
Administration
Reform (PAR)
+
Government of Georgia
Setting political priorities
Enforcement of legislation
Formal approval of strategic
priorities
Budget approval
Enforcement of legislation
Formal approval of strategic
priorities
Budget approval
MoJcollaborate with
chairs
Head of DEA
is Member
eGeorgia Strategy
2014-2018
+
eGeorgia Strategy
2014-2018
+
is part of
Other
working
groups as
needed
OGP
MoF MoEd MoEc
Prime
Minister’s
Office
responsible owner of
Prime
Minister
Prepare draft legislation and draft
strategy for E-Gov Commission
Implement decisions of E-Gov
Commission
Monitor decisions and
implementations of e-gov strategy
Coordinate with stakeholder forums
Carry out operative work for E-Gov
Commission
Prepare draft legislation and draft
strategy for E-Gov Commission
Implement decisions of E-Gov
Commission
Monitor decisions and
implementations of e-gov strategy
Coordinate with stakeholder forums
Carry out operative work for E-Gov
Commission
...
Ministers are members of Government
CIOs are members of E-Gov Commission
Implement strategic objectives through own projects
Report status of projects to DEA
Submit new projects of strategic importance to E-Gov
Commission
Collaborate and coordinate with E-Gov Commission /
DEA and among relevant actors on E-Gov
implementations
Implement strategic objectives through own projects
Report status of projects to DEA
Submit new projects of strategic importance to E-Gov
Commission
Collaborate and coordinate with E-Gov Commission /
DEA and among relevant actors on E-Gov
implementationsSubmit new projects
Give advice on needs,
priorities and directions
supports
Georgia’s eGovernance and
coordination model being
implemented 2016-on
35. Governance and intergovernmental cooperation models change over
time.
Three general phases identified:
1. Initially no formal structure. Sporatic development. Cooperation
often based on personal contacts and informal networks.
2. Increased formalisation, mandates established and increased
coordination and cooperation. Structure and mandates emerge.
3. Formalised governance structure, joint-development, joint-
cooperation, formalised networks.
EMERGING PATTERNS
36. GOVERNANCE ELEMENTS REQUIRED
GOVERNANCE STRUCTURE
i.e. agreement on mandates, responsibilities and decision making structures in
relation to the strategy, action plan, individual projects etc.
STRATEGY
i.e. what is the strategic focus areas, individual objectives and measurable goals
and timeframe. Should be underpinned by an action plan.
ACTION PLAN
i.e. underpins the strategy with ndividual focus areas (programmes) , the
indidual objectives and measurable goals.
PROJECTS
i.e. the individual initiatives, their objective, how they fit within the action plan
focus areas (programme) and support the strategic objectives. Incl. Individual
objectives, budget and timeline.
DECISIONS AND
MONITORING
THE STRATEGY,
INITIATIVES AND
IMPLEMENTATION,
INCL. DAILY
DECISIONS
37. • Importance of a strong eGovernance model.
• Need for high level of inter-governmental cooperation and decision
making.
• Strength of a politically driven and motivated public sector
modernisation.
• Importance of consensus seeking and inter-governmental approach
to eGovernment.
• Facilitating role of role of informal networks and trust between
actors.
• Positive impact of cooperation with the private sector.
CASE ANALYSIS SUPPORT
39. CONTACT
MORTEN MEYERHOFF NIELSEN
Tallinn University of Technology, Ragnar Nurkse Department of Innovation and Governance (TTU-RND)
United Nations University, Operating Unit for Policy-Driven Electronic Goverance (UNU-EGOV)
Tel (EE): +372 59 06 07 09
Tel (PT): +351 93 05 97 009
Tel (DK): +45 23 92 22 91
Mail: morten.nielsen@ttu.ee / meyerhoff@unu.edu / mortenmeyerhoff@gmail.com
Twitter: @mortenmeyerhoff
LinkedIN: mortenmeyerhoff
Call for papers June 2017
Galway conference April 2018
www.icegov.org