Devolution is very important for the sustainability of different initiatives related to e-governance having top-down approach. Centralized verses decentralized e-government is as much debatable issue as the conventional government issue i-e centralized verses decentralized. While devolving political, administrative, and fiscal processes to the grass root level, it is important that the e-governance process model is also appropriately devolved. This paper presents a framework of devolution for e-governance by applying high level enterprise architecture principles and incorporating a decentralized business model. The proposed framework provides guidelines to prepare devolution plan for e-governance
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Building a Local Administration Services Portal for Citizens and Businesses: ...Sotiris Koussouris
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How the trust is restructuring its PPI IG system through which we will be accountable for continuously improving the quality of services and safeguarding high standards of care, in which we can create an environment in which clinical excellence will flourish.
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•How to categorize your PPM inventory
•Understanding the difference between project reviews and portfolio management reviews
•How should risk management impact your PPM environment
•What Top 3 soft skills must PPM managers develop
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To learn more: http://developingaculturethatworks.com/
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
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•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
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Centralized e-Government needs devolution similar to traditional devolutions in political, administrative and fiscal systems. Devolution in e-Governance leads towards a transformational government that provides opportunity for local governments to participate, take ownership and localize the e-services. In this paper, we present a reference model for devolution in e-Governance based on the Reference Model - Open Distributed Processing (RM-ODP). We propose a reference model for devolution in e-Government based on devolution of its major elements - enterprise, information, computational, engineering and technology viewpoints. IT and governance experts may use the proposed approach for effective achieving devolution in e-governance programs.
E-Government as a virtual enterprise, having many vertical portals, works in collaborative network to deliver e-services. The decentralization in egovernance depends on how much a governance structure decentralizes its political, fiscal and administrative powers. E-governance devolution areas may be planning, business process re-engineering, change management, enterprise architecture, networks, portals, back-offices, e-services, etc. Improper devolution in e-governance may affect cost, implementation, manageability, trust, outsourcing and localization. In this paper, we analyze a centralized web portal with its outcomes and derive a framework for devolution in e-governance. We propose an extension in the Soufflé theory of decentralization to calibrate suitable degree of devolution in e-governance. At the end we explain our approach by applying it to a real scenario.
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This presentation reviews models for structuring a learning function and how to institute an effective governance structure for corporate learning. The presentation also features how Textron moved from a decentralized model to a federated model for Learning and Development.
This is a sample deck that introduces a small to medium size organization to a straight-forward IT Governance methodology. Tools and tips are available for this at no charge. Contact steve@gerick.org
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Research has shown that top performing organizations that practice project portfolio management (PPM) and IT Governance have a 40% greater return on IT investments than their competitors. During this presentation the speaker will cover tips and techniques such as:
•Portfolio Optimization practices that work
•How to categorize your PPM inventory
•Understanding the difference between project reviews and portfolio management reviews
•How should risk management impact your PPM environment
•What Top 3 soft skills must PPM managers develop
•RACI for PPM Governance
To learn more: http://developingaculturethatworks.com/
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
Reference model for devolution in e governanceMuhammad Farooq
Centralized e-Government needs devolution similar to traditional devolutions in political, administrative and fiscal systems. Devolution in e-Governance leads towards a transformational government that provides opportunity for local governments to participate, take ownership and localize the e-services. In this paper, we present a reference model for devolution in e-Governance based on the Reference Model - Open Distributed Processing (RM-ODP). We propose a reference model for devolution in e-Government based on devolution of its major elements - enterprise, information, computational, engineering and technology viewpoints. IT and governance experts may use the proposed approach for effective achieving devolution in e-governance programs.
E-Government as a virtual enterprise, having many vertical portals, works in collaborative network to deliver e-services. The decentralization in egovernance depends on how much a governance structure decentralizes its political, fiscal and administrative powers. E-governance devolution areas may be planning, business process re-engineering, change management, enterprise architecture, networks, portals, back-offices, e-services, etc. Improper devolution in e-governance may affect cost, implementation, manageability, trust, outsourcing and localization. In this paper, we analyze a centralized web portal with its outcomes and derive a framework for devolution in e-governance. We propose an extension in the Soufflé theory of decentralization to calibrate suitable degree of devolution in e-governance. At the end we explain our approach by applying it to a real scenario.
This report contextualises the development of e-government portals by cities and provides a simple four-phase model to describe their customisation of service provision. It goes on to discuss the transition from one stage of provision to another and explores some of the issues underlying the proposal for phase four to democratise this transformation of government by allowing citizens to participate in the development of user-centric services.
Advanced EC seminar on decentralisation and local governance
European Commission EuropeAid
2-5 July 2012, Brussels
The seminar reviewed the country context and the evolving international development framework and considered how to manage the political dimensions of decentralisation. It also looked at using decentralisation as a trigger to foster better development outcomes and governance and what all this means for future EU engagement in decentralisation and local governance. Jean Bossuyt, ECDPM, was the lead facilitator of this meeting. Alisa Herrero, ECDPM, was also one of the experts facilitating this seminar.
Devolution in e governance in perspective of different architecturesMuhammad Farooq
“Devolution to lower levels has to involve a meaningful transfer of authority to be acceptable and to work effectively. It also has to maintain horizontal equity by ensuring a fair distribution of fiscal and other resources across the units”
Types of Devolution
Political
Fiscal
Administrative
e-Governance
Transfer of powers from centralized e-gov to sub-national. These powers may be planning, business process re-engineering, change management, enterprise architecture, networks, portals, back-offices, e-services, etc.
Like many other Local Authorities, Adur & Worthing (A&W) Councils were struggling with disjointed user journeys due to department silos, vertically focused business processes and inflexible, out-dated systems. This has left them with a complex, fragmented and expensive architecture that was unable to respond to evolving user or business needs.
We have been working with A&W to design and deliver a platform-based approach to building new end-to-end digital services in the context of their complex legacy environment.
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Similar to Devolution of e governance among multilevel government structure v3 (20)
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http://sandymillin.wordpress.com/iateflwebinar2024
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Devolution of e governance among multilevel government structure v3
1. Devolution of e-Governance among
Multilevel Government Structure
Kashif Farooq
Lahore University of Management Sciences (LUMS),
Pakistan
Presented at
IT-Innovations 2006, November 19-21, 2006, Dubai
2. Objective
This paper presents
a framework of devolution
for e-governance
4. Why Devolution in e-Government?
How should responsibilities for e-government establishment be divided
among the various levels of government (national, regional, provincial,
and local)?
To what extent should a program be centralized (i.e.,run at a national
government level) versus decentralized (i.e., run at local government
level)?
Which government agencies will be involved, e.g., education, health and
tourism agencies will be the partner of G2C: Government to Citizen
portal?
Should there be individual efforts to provide an Electronic Service Delivery
(ESD) or the need of collaboration of agencies?
To what extent should a program make use of citizens and other non-
government resources?
To what extent should technical staff and consultants be integrated
within a single organization and inter-organizations?
5. Centralized Initiatives
Typical characteristics
all IT functions centralized in one organizational unit
generally limited IT costs but less effective
impacts IT governance by providing a generally tight
governance model that is easy to enforce.
6. Decentralized Initiatives
Typical characteristics
policy is required for
decision making, project management, portals, services, funding,
revenue collection and operations
distributes IT functions between the various divisions or
organizations
generally has a high coordination cost
IT governance is focused on the coordination effort
between central and local activities
7. Federated Initiatives
Typical characteristics
usually considered the blend of centralized and
decentralized approaches
key decisions are collectively made and then standardized
across the enterprise
competencies are decentralized at strategic business
units/levels, with knowledge sharing across the enterprise
generally, high IT costs but more responsive to business
needs
governance is typically done through committees, with a
large potential for sharing across different areas
8. “Core-Periphery Approach”
“that attempts to reconcile the
∗ push of centralization
∗ with the pull of decentralization.
It does this in two ways:
First, through integration
∗ drawing the centralized and decentralized approaches together into
some kind of unified or compromise approach.
Second, and more commonly, through division
This accepts that
∗ This accepts that both centralized and decentralized approaches will be
found, and
∗ then attempts to set some demarcation lines that will keep the two
separate, thereby allowing both to be accommodated”
Richard Heeks “The Core-Periphery Approach to Management of Public Information Systems” IDPM, University of
Manchester, UK, 1999, Published in: “Government IT”
10. Proposed Framework: (2)
Scale of devolution depends upon
the size of the country,
its resource base,
human capacity, and
governance style.
There are two types of devolution
e-government devolution among multilevel government
structure
portal devolution among different agencies or
departments
11. Proposed Framework (3)
Vertical portals (Vortal): In multilevel government
Federal structure, a centralized portal providing services to all
governments that are the responsibility of lower level
Horizontal Portals government may be named as vertical portal. Like one
centralized G2C portal provides services to all local
governments
Horizontal portals (Hortal): Portal of
Decentralized Level 1
Vertical Portals
Vertical Portals
a particular government agency that
State/Province have not any vertical (multi level
1 to n government) structure like foreign
Vertical Portals
Vertical Portals
Horizontal Portals and defense office are the
responsibility of Federal government,
so it may be named as horizontal
portal
Decentralized Level 2
Local
1 to m
Horizontal Portals
VERTICAL AND HORIZOTAL PORTALS IN MULTILEVEL GOVERNMENT STRUCTURE
12. Proposed Framework (4)
Salient features
Devolution of vision, strategies, policies, standards and
laws
Devolution in enterprise architecture (EA)
Benchmarking of devolving parameters at each level
Portal devolution: A vertical portal needs devolution
among different levels of governments and their agencies
13. Mapping of Proposed Framework on Zachman Framework
What How Where Who When Why
Planner’s Devolution Plan Vertical & Horizontal devolution of project Contextual
View Role of different governments and their agencies
Owner’s
Decentralized Workflow Model Conceptual
Arrangements negotiations & collaborations among governments
View
and their agencies
Detail Planning Logical Representation of access privileges of
Designer’s Logical
agencies Infrastructure planning breakdown (by regional
View authorities) planning of decentralized HR Regional promotion &
Outsourcing plans
Builder’s Decentralized Role in Development Physical
View Decentralized configuration mgt for each stakeholder
Role of agencies in Infrastructure establishment Capacity building
Integrator’s Decentralized Role in Deployment Integrated
View Configuration, Testing, QA, Integration results Access privileges
coded to control access to specific platforms and technologies
User’s View Operational Devolution: Personnel and key stakeholders Functioning
working within their roles and responsibilities, Execution of CRM,
Feedback, Change Request, Benchmarking
Data Function Network People Time Motive
14. Proposed Framework (4)
Federal Level
National: Vision, strategies, policies, standards and laws
Federal Enterprise Architecture
Federal Vertical Portals (Vortal)
Federal Horizontal Portals (Hortal)
Benchmarking of decentralized levels
Parameters: Implementation of all vertical portals, EA maturity, horizontal
portals of decentralized levels, ICT Infrastructure and human resource
development, awareness and promotional activities
ICT Infrastructure facilities
ICT skill development plans (within organization and for general public),
awareness and bridging the digital divide
Outsourcing policy (ICT Infrastructure, Development and Services)
e-Governance devolution plan for lower decentralized level
15. Proposed Framework (5)
Decentralization Level 1 (State or province) 1 to n
Level 1: Vision, strategies, policies, standards and laws
It must be shadow vision, strategies and standards of Federal
Enterprise Architecture that must be aligned or the shadow of federal
EA
Decentralized role federal vertical portal or virtual office assigned in
federal devolution plan
Decentralized configuration and customization of federal vertical portal
Efforts for the promotion of services of federal portals
Horizontal portals of this level (must be distinct from federal portals
means no duplication)
ICT Infrastructure facilities
ICT skill development plans (within organization and for general public),
awareness and bridging the digital divide
Outsourcing policy (ICT Infrastructure, Development and Services)
e-Governance devolution plan for lower decentralized level
16. Proposed Framework (6)
Decentralization Level 2 (Local Level) 1-m
Level 2: Vision, strategies, policies, standards and laws
It must be shadow vision, strategies and standards of federal level and
decentralized level 1
Enterprise Architecture that must be aligned or the shadow of upper level
and federal EA
Decentralized role for federal & level 1 vertical portal assigned in federal &
level 1 devolution plan
Decentralized configuration and customization of federal & level 1 vertical
portal
Efforts for the promotion of services of federal & level 1 vertical portals
Horizontal portals of this level (must be distinct from federal & level1 portals
means no duplication)
ICT Infrastructure facilities
ICT skill development plans (within organization and for general public),
awareness and bridging the digital divide
Outsourcing policy (ICT Infrastructure, Development and Services)
17. Conclusion
In this paper we have
proposed a framework for devolution of e-governance
based on “Core-Periphery” approach that defines
devolution of e-governance as the
push of centralization through integration and
pull of decentralization through division of responsibilities to
electronic service delivery, and
attempts to set some demarcation lines that will keep the two
separate, thereby allowing both to be accommodated
At the end we have mapped this framework on to
the Zachman framework.