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Gianluigi Viscusi, Informatica per le PA.
This document discusses concepts and methodologies for information technology in public administration. It covers topics such as the transition from computer to information systems management, the relationship between business and IT strategies, IT portfolio management, resource allocation for IT, and principles of public governance. Diagrams and figures are presented to illustrate concepts like the alignment of business and IT strategies, scenarios for IT strategy, components of the IT portfolio, IT service layers, and examples of organizational structures.
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Gianluigi Viscusi, Informatica per le PA.
- 1. INFORMATIC A PERLA PA CONCETTI EINFORMATIC A PER LA PA: CONCETTI E METODOLOGIE C di I f ti l PA Gianluigi Viscusi (Ph.D.) Corso di Informatica per la PA SEQUOIAS Lab ‐ DISCo – Università di Milano Bicocca viscusi@disco.unimib.it
- 2. AgendaAgenda I d i•Introduction • Background • The eG4M Methodology • Dealing with principles policies and lawsDealing with principles, policies, and laws • Conclusion and Future work 2
- 3. Transizione dalla fase di management dei computer a quella dei sistemi informativi Sviluppo del valoredi Business dei SI Management dei Si t iSI Sistemi Informativi (MIS) Relazione con le altre funzioni Fonte, Laudon, j, Laudon K. Manage ement dei sistemi informativi Gestione della funzione SI Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009 Management dei Computer (Computer Management o Data Processing-DP) Gestione attività operative e tecniche dei SI Data Processing-DP)
- 4. Relazione tra lestrategie di business SI e ITRelazione tra le strategie di business, SI e IT Strategia di business Decisioni di business Obiettivi e direzione Verso dove si muove il business e perché Potenziale impatto dei SI/IT sul settore, sull’azienda e Cambiamento Supporto al Direzione del business sull azienda e sull’organizzazione Strategia dei SI Basata sulle necessità del business pp business Basata sulle necessità del business Orientata alla domanda Focalizzata sulle applicazioni Cosa è richiesto Strategia IT Infrastruttura e servizi Necessità e priorità Fonte, Laudon, j, Laudon K. Manage ement dei sistemi informativi Basata sulle attività Orientata all’offerta Focalizzata sulla tecnologia Come può essere offerto Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 5. Allineamento tra strategia e IT ‐ Henderson e Venkatraman (1992) Esterna Strategiadi business Strategia IT Integrazione strategica Interna Infrastruttura e processi Sistemi informativi, Interna e processi organizzativi infrastruttura e processi Integrazione funzionale a livello di business a livello di IT Fonte, Laudon, j, Laudon K.j Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 6. Scenari della strategiaSI/ITScenari della strategia SI/IT Pressioni interne all’azienda per avere un’ulteriore distribuzione del controllo dei SI/IT ALTO OPPORTUNISTICO COMPLESSO Diffusion: grado di decentralizzazione del t ll d i Pressioni competitive esterne aumentano la criticità dei SI/IT per il b icontrollo dei SI/IT in azienda TRADIZIONALE SPINA DORSALE il business BASSO Infusion:BASSO ALTOFonte, Laudon, j, Laudon K. grado di dipendenza del business dai SI/IT j Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 7. I tre aspettifondamentaliI tre aspetti fondamentali Organizzazioneg INFORMAZIONI TecnologiaProcessi TecnologiaProcessi Fonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 8. Portafoglio IT (1/4)Portafoglio IT (1/4) LA) Cultura iServizio-S IT Facilities Competenze IT Persone/ Organizzazione IT (es.Livellid StrategiaI Processidi gestione IT & Risultati:( Layout Portafoglio Applicativo Componenti IT Reti Fonte, Laudon, j, Laudon K.j Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 9. Portafoglio IT (2/4)Portafoglio IT (2/4) l Cultura id l l Competenze IT Persone/ OrganizzazioneIT Cultura Utenti IT aziendale Cultura IT oIToIT egiaIT IT OrganizzazioneIT Facilities Personale IT oneecontrollo (back-office) Processi di gestione IT (front-office) operations; assetmanagement oneecontrollo (back-office) operations; assetmanagement (back-office) operations; assetmanagement tati Strate & L ut Hardware e Networking P.A. orientato alla gestione Programmazio operations; assetmanagement facilitymanagement servicedelivery OLA SLA Programmazio operations; assetmanagement facilitymanagement servicedelivery OLA SLA operations; assetmanagement facilitymanagement servicedelivery OLA SLA Risult servicemanagement Portafoglio Applicativo Componenti IT LayoutNetworking Sistemi Operativi gestione Portaf. x Gestione D ti Architetture PP Reti p Dati (DBMS) Topologie e Protocolli Fonte, Laudon, j, Laudon K.j Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 10. Portafoglio IT (3/4)Portafoglio IT (3/4) ITCapabilities Cultura Utenti IT Cultura aziendale Cultura IT dinamiche oFSI...) T Competenze IT Persone/ OrganizzazioneITFacilities Personale IT 2 ontrolloITontrolloIT azioni eamentocond /cambiamento StrategiaIT 3.1 3.2 strazioneeco (back-office) operations; asset management facilitymanagement i d li OLA SLA strazioneeco operations; asset management facilitymanagement i d li OLA SLA Processi di gestione IT operations; asset management facilitymanagement i d li OLA SLA ati/Presta utenti,alline doevoluzione/ (front-office) servicemanagement S Portafoglio Applicativo Componenti IT & Layout Hardware e Networking P.A. orientato alla gestione 4 Amminis service delivery Amminis service deliveryservice delivery Risulta oddisfazione ziendali,grad ApplicativoIT Reti Sistemi Operativi Portaf. x Gestione Dati (DBMS) Topologie e Protocolli Architetture 1 (es.so az +1 4 Infrastruttura=+1 4 Infrastruttura IT=
- 11. Portafoglio IT (4/4)Portafoglio IT (4/4) ITDynamic Capabilities Cultura Utenti IT Cultura aziendale Cultura IT dinamiche oFSI...) T Competenze IT Persone/ OrganizzazioneITFacilities Personale IT 2 ontrolloITontrolloIT azioni eamentocond /cambiamento StrategiaIT 3.1 3.2 strazioneeco (back-office) operations; asset management facilitymanagement servicemanagement i d li OLA SLA strazioneeco operations; asset management facilitymanagement i d li OLA SLA Processi di gestione IT operations; asset management facilitymanagement i d li OLA SLA ati/Presta utenti,alline doevoluzione/ (front-office) S Portafoglio Applicativo Componenti IT & Layout Hardware e Networking P.A. orientato alla gestione 4 Amminis service delivery Amminis service deliveryservice delivery Risulta oddisfazione ziendali,grad ApplicativoIT Reti Sistemi Operativi Portaf. x Gestione Dati (DBMS) Topologie e Protocolli Architetture 1 (es.so az + = Fonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 12. Strati di servizio (1/2) Business Fattori d’influenza Strategia ITStrategia di business Managementdel Richiesta di servizi IT Management del portafoglio IT L d hi Produzioneed erogazione Leadership Management del t f lit i erogazione del servizio portafogliotecnico Fonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 13. Strati di servizio(2/2)Strati di servizio (2/2) Aree Capabilities Sourcing L d hi Processi Strategia IT e Governance Produzioneed erogazione Leadership Aree di Management del t f lit i erogazione del servizio servizio IT portafogliotecnico Fonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 14. Esempio di organigrammaEsempio di organigramma Ld hi Legenda Cli t O i ti Client Relationship Service Organization Leadership Chief Administrative Chief Administrative OffiChief Operations Chief Operations Offi CEO CEO Client Organization Chief Administrative Officer OfficerChief Operations Officer Officer Applications Lead Applications Lead Chief Relationship Officer Chief Relationship Officer Chief Technology Officer Chief Technology Officer Unit OperationsProgram Office Program Office Architecture & Portfolio •System analysts •Application programmers •Competence Centers Biz Liaison Manager Biz Liaison Manager •Break/Fix •Regulatory •Minor Enhancements Application DevelopmentDivision 1 Division 2 Application Maintenance •Hosting •Desktop Help Desk Infrastructure •Competence Centers •Consultants •Project Managers Biz Liaison Manager •Minor Enhancements Biz Liaison Manager Division 3 Division n . . . •Help Desk •Communications Geo. Svc. Geo. Svc. Geo. Svc. Geo. Svc.Service Regional Country 1 Country 2 Country 3 Country n . . . Manager Manager Manager Manager Ser ce Management Fonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 15. Catena del valoreCatena del valore Fonte,Laudon, j, Laudon K.j Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 16. Allocazione delle risorse IT (1/2) Allocazionerisorse IT Strategia dibusiness Customer Satisfaction Risorse (spese) discrezionali allocate per raggiungere gli obiettivi di business Efficienza del sistema impresa obiettivi di business globali e di divisione (necessari per incrementare il livello di ricavi ed il vantaggio Produzionedel servizio IT vantaggio competitivo) Produzionedel servizio IT (attività connesse ai sistemi tradizionali, maintenance, aggiornamento, supporto applicativo) Spesa non discrezionale per l’attività di produzione del servizio (necessarie( per mantenere l’operatività quotidiana) Fonte: Gartner Group, ComputerEconomics.com, Accenture Fonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 17. Allocazione delle risorseIT (2/2)Allocazione delle risorse IT (2/2) NuoviSviluppi 14.0% Solutions Development & Maintenance NuoviSviluppi Manutenzioneevolutiva Manutenzione eSupportoApplicativo Hardware13.0% 36.7% 10.7% 12.0% Mainframe Midrange/Server Spesa Software Personale 9.0% 49.6% 8.4% 9.7% Service Delivery PC e terminali Help Desk/Supportoutente TLC D ti Spesa IT totale TLC 3.5% dei Ricavi 11.5% 51.9% 12.6% 6.7% TLC - Dati TLC Voice & Video Pianificazionee GestioneIT Servizi Altro 11.1% 5.8% 7.8% 6.7% 6.4% Leadership an f caz n G t n Altro Fonte: Gartner Research, Meta, Giga, Forrester, Computer Economics, and Accenture Analysis 11.4% 5.0% Fonte, Laudon, j, Laudon K.j Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009
- 18. AgendaAgenda I d i•Introduction • Background • The eG4M Methodology • Dealing with principles policies and lawsDealing with principles, policies and laws • Conclusion and Future work 18
- 19. P i il f P bli GPrinciples of Public Governance • adherence to the rule of law • the primacy of the collective interest over sectoral or p y private interests • respect for the rights of individuals • eq it• equity • transparency • democratic accountabilitydemocratic accountability • responsibility for future generations
- 20. E Government*E‐Government •E government is defined as Internet (online) service delivery and other• E‐government is defined as Internet (online) service delivery and other • Internet‐based activity such as e‐consultation. • E‐government is equated to the use of ICTs in government. While the focus is generally on the delivery of services and processing the broadest definition encompasses all aspects ofthe delivery of services and processing, the broadest definition encompasses all aspects of government activity. • E‐government is defined as a capacity to transform public administration through the use of ICTs or indeed is used to describe a new form of government built around ICTs. This aspect is g p usually linked to Internet use. *F t OECD G t St di Th G t I ti 2003 20 *Fonte,OECD e-Government Studies, The e-Government Imperative, 2003
- 21. E GovernanceE‐Governance • Ingeneral terms governance is the process of decision making and the process by• In general terms governance is the process of decision making and the process by which decisions are implemented, and an analysis of governance focuses on the formal and informal actors involved in decision‐making and implementing the decisions made and the formal and informal structures that have been set in placedecisions made and the formal and informal structures that have been set in place to arrive at and implement the decision. • Government is one of the actors in governance. Other actors involved in governance vary depending on the level of government that is under discussiongovernance vary depending on the level of government that is under discussion • e‐Governance is the field of activity where policy design, co‐ordination, arbitration, networking and regulation (just to mention essential steering f ti ) ith ICT b t l f ICT t k l A d thi i l ll t ffunctions), with ICTs, but also of ICTs, takes place. And this involves all sorts of non‐state actors, the state representatives being however one of the main stakeholders (Misuraca, Viscusi2010). 21
- 22. MotivationsMotivations Diff t hi th t f th bli t t d• Different approaches in the management of the public sector towards new models of governance, aiming to reintegrate services with a new perspective on bureaucracy • Awareness that models and techniques of information systems evaluation exploited in the private sector cannot be adapted as‐is to public sector and e‐Government initiativesp • Lack of methodologies coping with the systemic complexity of e‐ Government at strategic planning level • Poor consideration of the impacts of principles, policies and laws on e‐ Government projects planning has been seldom investigated • Poor consideration of the institutional facets of e‐Government strategy gy as a rules‐based‐action aiming to provide services appropriate for the institutional context 22
- 23. QuestionsQuestions H d li i i h h diff• How to deal in a systemic way with the different facets involved in the planning of e‐Government i i i i ?initiatives? • How to deal with different rules and legal frameworks in planning and design of e‐Government initiatives? • How to elicit the institutional requirements within the context of intervention?f 23
- 24. AgendaAgenda I d ih h• Introduction the research group • Background • The eG4M Methodology • Dealing with principles policies and lawsDealing with principles, policies and laws • Conclusion and Future work 24
- 25. E Government StrategyE‐Government Strategy AG t t t i l f G t t• An e‐Government strategy is a plan for e‐Government systems and their supporting infrastructure which maximizes the ability of management to achieve organizational objectivesability of management to achieve organizational objectives (Heeks, 2005) • Furthermore, the e‐Government strategy can be seen from an , gy institutional perspective as a rules‐based‐action aiming to provide services appropriate for the institutional context. – The appropriateness of rules considered organized into institutions includes both cognitive and normative components (see March & Olsen2008).Olsen2008). 25
- 26. Founding conceptsFounding concepts A it i th bilit f d t ti d h i th t ti l• Appropriateness is the capability of detecting and enhancing the potential of the context, and the degree the e‐Government services fit the context characteristics, both at the macro (scenery) micro (users context) , and institutional level (Bridges 2005) . The appropriateness of rules considered organized into institutions includes both cognitive and normative components (March & Olsen 2008). • Homology of systems or structure establishes a structural correspondence between two phenomena or between two coherent systems of meaning and action (Boudon 2000, 2001). • Quality, as a quality of an artifact, a product, a service, is the degree to y, q y , p , , g which a set of inherent characteristics of the artifact, process, service fulfills requirements (ISO 2000). 26
- 27. The eG4M perspectiveThe eG4M perspective Outercontext SOCIAL-ECONOMIC JURIDICAL DIMENSION ORGANIZATION NEEDS SERVICES ORGANIZATIONAL SOCIAL-ECONOMIC DIMENSION ORGANIZATION PROCESSESPROCESS ORGANIZATIONAL DIMENSION Inner context PROCESSES INFORMATION Complementary PROCESS DIMENSION RESOURCE DIMENSION Inner context INFORMATION TECHNOLOGICAL INFRASTRUCTURE Complementary Organizational Resources TECHNOLOGICAL DIMEN ION DIMENSION INFRASTRUCTUREDIMENSION 27
- 28.
- 29. The eG4M application scenarios State Reconstruction Application Scenario (b) StateReconstruction Application Scenario (a) Q lit t Available processes Q lit t Available services Evaluation of quality of processes Quality assessmentQuality assessment Evaluation of quality of services Choice of new projectsChoice of new projects Projects improving the quality of a process or a group of processes Application Scenario (c) Projects improving the quality of a service or a group of services Application Scenario eReadiness and quality assessment Application Scenario (c) Quality assessment (d) Complete assessment of an organization Complete assessment of an information system, or technological infrastructure
- 30. Legal Framework - Efficiency ‐ Redundancy -Effectiveness A eG4M Quality‐ Accuracy ‐ Coherence ‐ Completeness ‐ Accessibility ‐ Accountability Quality framework ‐ Efficiency ‐ Temporal efficiency ‐ Procedural efficiency Organization/Process ‐ Efficiency ‐Temporal efficiency ‐ User time Service y ‐ Level of simplification ‐ Effectiveness ‐ Effect. of Personnel ‐ Capability ‐ Proactiveness ‐ Service provision time ‐ Economic efficiency ‐ Effectiveness ‐ Correctness ‐ Accessibility ‐ Accessibility ‐ Sharing ‐ Accountability ‐ Responsibility ‐ Transparency ‐ Temporal accessibility ‐ Cultural accessibility ‐ Physical Accessibility ‐ PhAcc to disabled persons Accountability Transparency‐ Control ‐ Transparency ‐ Feedback ICT Technologies Software , Hardware & Network Technologies Data Network Technologies -Efficiency - Temporal Efficiency ‐ Response time - Accessibility - Effectiveness ‐ Accuracy ‐ Completeness - Accessibility ‐ Inter‐administration data accessibility ‐ Physical Accessibility ‐ Infrastructural accessibility ‐ Channel accessibility ‐ Inter‐administration data accessibility ‐ Data accessibility for disabled persons 30
- 31. Legal Framework - Efficiency ‐ Redundancy -Effectiveness A Relationships between‐ Accuracy ‐ Coherence ‐ Completeness ‐ Accessibility ‐ Accountability between qualities ‐ Efficiency ‐ Temporal efficiency ‐ Procedural efficiency Organization/Process ‐ Efficiency ‐Temporal efficiency ‐ User time Service y ‐ Level of simplification ‐ Effectiveness ‐ Effect. of Personnel ‐ Capability ‐ Proactiveness ‐ Service provision time ‐ Economic efficiency ‐ Effectiveness ‐ Correctness ‐ Accessibility ‐ Accessibility ‐ Sharing ‐ Accountability ‐ Responsibility ‐ Transparency ‐ Temporal accessibility ‐ Cultural accessibility ‐ Physical Accessibility ‐ PhAcc to disabled persons Accountability Transparency‐ Control ‐ Transparency ‐ Feedback ICT Technologies Software ,Hardware & Network Technologies Data Network Technologies -Efficiency - Temporal Efficiency ‐ Response time - Accessibility - Effectiveness ‐ Accuracy ‐ Completeness - Accessibility ‐ Interadministration data accessibility ‐ Physical Accessibility ‐ Infrastructural accessibility ‐ Channel accessibility ‐ Interadministration data accessibility ‐ Data accessibility for disabled persons 31
- 32. eG4M applicationeG4M application E ti l li d i th G4M ( G t f• Extensively applied in the eG4M (eGovernment for Mediterranean Countries) project: – Morocco – from November 2008 to April 2009 R di f M i i lit f T i (f G )• eReadiness of Municipality of Tangier (focus on Governance) – Tunisia ‐from January 2008 to April 2009Tunisia from January 2008 to April 2009 • Information systems integration initiatives of the Tunisian Ministry of agriculture and hydraulic resources. 32
- 33. The tunisian experimentationThe tunisian experimentation Thi h ll f th Mi i t i th i t ti t• The main challenge for the Ministry is the integration at horizontal level of the data bases of the central administrative departmentsdepartments. • A second related goal is to – provide a unified view of the interactions between eachprovide a unified view of the interactions between each department and other public administration, • to evaluate the actual level of efficiency and effectiveness of y current information systems for eGovernment services provision. 33
- 34. The participantsThe participants F jd i i t ti d t t h i it i th• Four major administrative departments have priority in the e‐ Government initiatives, namely: – the department of animal production;– the department of animal production; – the department of the restructuring of agricultural state‐owned domains; – the department of veterinary services; – the department of water resources management 34
- 35. The actionThe action… • eG4Mstate reconstruction step have been focused on the following issues:• eG4M state reconstruction step have been focused on the following issues: – the conceptual schemas re‐engineering of the current data bases, in order to identify the master data of the MAHR, suitable to be used for the design of the conceptualthe master data of the MAHR, suitable to be used for the design of the conceptual schema of the integrated information system; – the data quality evaluation of the available data, in terms of their currency and completeness, in order to verify the correspondence with the current procedures and services provided by the public administration; – the representation of the interactions between public administrations in terms of services and related processes, together with involved type of information and hi f th i l d d t b th l i t d fi th i it i t tiownership of the involved data bases; the goals is to define the priority intervention areas in the integration initiative. • After a set of courses introducing the methodology and related topics, the above described three issuesAfter a set of courses introducing the methodology and related topics, the above described three issues have been developed through participatory design workshops involving four teams composed by three civil servants (one senior manager and two middle level manager) each from the four departments 35
- 36. AgendaAgenda I d i•Introduction • Background • The eG4M Methodology • Dealing with principles, policies, and lawsDealing with principles, policies, and laws • Conclusion and Future work 36
- 37. Principles Policies RulesPrinciples, Policies, Rules Pli i b id d i t ti ( ) ti ( ) d b th• Policies can be considered as intention(s), action(s) or as composed both by intention(s), action(s) (Page, 2006) • Principles are “general views about how public affair should be arranged or conducted (Principle can be considered a specific Policy intentions) (Page, 2006) • Public policy can be considered synonymous with law rule statute edict• Public policy can be considered synonymous with law, rule, statute, edict, and regulation, when considered as ”an officially expressed intention backed by a sanction” (Lowi, 1998) • Nevertheless, even if all public policies must be understood as coercive, coercion is only one of the characteristics of rules and law besides coercion may confer powers or privileges without imposing obligations (Hart, 1961) 37
- 38. Legal systems andrulesLegal systems and rules L l t b id d t f l (H t• Legal system scan be considered as a systems of rules (Hart, 1961), where rules can be classified in terms of – primary rules that express rules of conduct (Hart 1961)primary rules that express rules of conduct (Hart, 1961) • a primary rule as a rule (policy) that imposes an obligation on citizens and then applies a sanction for nonperformance – secondary rules that define the roles of the civil servants who have to administer the rules of conduct (Hart, 1961) • a secondary rule (policy), in contrast, imposes no direct sanctions but, instead, empowers or enables citizens to act in their own behalf or interests ( )• A complementary distinction (Searle, 1995)is made between – regulative norms which describe obligations, prohibitions and permissions, – constitutive norms that regulate the creation of institutional facts likeconstitutive norms that regulate the creation of institutional facts like property or marriage, as well as the modification of the normative system itself. These latter are related to secondary rules 38
- 39. Principles/Policies checklist Principle/Policy Market-Oriented Public-Oriented Impersonality Fairness E-Gov Equality Personalisation Decentralisation vvisione Delegislation Subsidiarity Wholeness elicitatio Wholeness Disaggregation Cooperation Integration on Integration Uniformity Efficiency Simplification Productivity Effectiveness 39 (Retrievedamong others from Cordella,2006 – Du Gay, 2000 – Dunleavy, 2006) Adequacy Accountability Transparency
- 40. Principle, goal, related rules, enabling technologies, socio‐organizational impact Principle Goal RuleDriver Socio‐organizational E-Gov Impact (AS‐IS) Efficiency Embedding Simplification laws Cooperative Improve administrative vvisione administrative procedures in ICT architectures processes elicitatio Effectiveness Information management and coordination Laws on digital signature Digital signature technology Reducing Burden on citizens on 40.
- 41. Common goals andstrategiesCommon goals and strategies # of Principles # of Goals #of Strategies 2 4 13 E-Gov Principles Common Goals Common Strategies <Efficiency, Effectiveness> 2 6 vvisione Map A <Achieve internal effectiveness> <Improving Administrative processes, Improving information management and coordination by means of laws, Improving information management elicitatio Improving information management and coordination by means of ICT architecture> on Map B <Reduce burden for administrative services> <Improving data governance, Enforcing laws on digital signature, introducing digital signature technologies 41 services> technologies
- 42. Macro Micro objectivesdefinitionMacro‐Micro objectives definition Common Goals Common Strategies Macro‐Objective Micro‐objective <Achieve internal effectiveness> <Improving Administrative processes, Improving information management and coordination by 1. Effectiveness of the Administrative activity (Organization Process ) Services accessible with multiple channels E-Gov management and coordination by means of laws, Improving information management and coordination by means of ICT architecture> (Organization‐Process ) 2. Simplification of administrative activities (Laws) vvisione 3. Reduce burden for administrative services (Service) 4. Use innovative ICT technologies elicitatio (Technology)<Reduce burden for administrative services> <Improving data governance, Enforcing laws on digital signature, introducing digital signature technologies> on 42
- 43.
- 44. Services and related existing laws (Tunisia) Issue Type of rule YearObjective P i C tit ti 2002 M difi d ti l t i t d th i i l f l d tPrivacy Constitution 2002 Modified an article to introduce the principle of personal data protection Privacy Law 2004 An organic guidance law on privacy P i D 2007 C t N ti l A th it t th i i i l STATER Privacy Decree 2007 Creates a National Authority to govern the privacy principle Digital economy Law 2007 An organic guidance law on digital economy Digital economy Decree 2007 List of activities included in digital economy RECONS Digital economy Decree 2007 List of activities included in digital economy Digital economy Decree 2007 Institution of the Higher Boaurd of digital economy Electronic Law 2000 Juridical validity of electronic documents STRUCTI administration y Electronic administration Decree 2005 Creation of the electronic administration unit in the Prime minister Cabinet Office Electronic Law 2000 An organic guidance law on electronic commerce ION Electronic Commerce Law 2000 An organic guidance law on electronic commerce Electronic Commerce Decree 2000 Creation of the National Certification Agency l i 200 l f h ifi i id i iElectronic Commerce Decree 2001 Rules for the Certification provider activity 44
- 45. Services and related existing laws (Italy) S i Lf Y M i i dd dService Law reference Year Main issues addessed Certificate of residency Law 1228/1954 1954 ‐The Municipality ownership of registry office. ‐The information to be held by the registry office. ‐The definition of rules for personal data and certificatesp Legge 470/1988 1988 ‐ The institution by the Ministry of Interior of the National Record of the Registry Office Law 59/97 1997 ‐The semplification of laws, rules, and administrative processes ‐The legal validity of electronic data and documents STATER ‐ Rules for the change of the organization of public managers Driving licence provision Decrees with the force of law 396/2000 285/1992 1992/2000 ‐The Municipality ownership of the registry office for civil status ‐ The creation of a digital archive for civil status in the municipality ‐The creation of a nation digital archive for civil status RECONS 285/1992 ‐ The obligation for local public administration to exchange data in electronic format through the national public network ‐The creation of a digital archive for the roads by the Ministry of transports ‐ The creation of a digital archive for vehicles Driving licence Law 326/2003 2003 ‐ Rules for the suspension of the driving licence STRUCTI g update / p g Health card provision Law 23/12/1978 n. 833 Decree 437/1999 1978/1999 ‐The rules for the registration to the national health system ‐Role and ownership of local office of the Ministry of Health ‐ Rules for the electronic health card ION Health card update Law 1228/1954 Law 23/12/1978 n. 833 Decree 437/1999 1954/1978/1999 ‐The rules for the registration to the national health system ‐ Role and ownership of local office of the Ministry of Health ‐ Rules for the electronic health card 45 Obtaining a doctor Law 59/97 Decree 270/2000 19972000 ‐Roles of the physicians in the public administration ‐Rule for obtaining a doctor
- 46. Matrix Organization/Type ofInformationMatrix Organization/Type of Information Information/ Organization Type of Public Administration Residency Driving Licence Health card Organization Administration Municipality Local Certifies/ Provides ‐ ‐ ffi h i l ifi / STATER Traffic Authority Central ‐ Certifies/ Provides ‐ Regional Health Authority Local ‐ ‐ Provides RECONS Local Health Authority Local Uses ‐ Provides Ministry of Interior Central Governs ‐ ‐ STRUCTI Ministry of Finance Central Certifies/ Uses Uses Certifies/ Governs Ministry of Health Central Uses ‐ Governs ION y 46
- 47. Matrix Type ofInformation/DataBaseMatrix Type of Information/DataBase National registry of Local registry of central tax Central registry of the road Regional health Local health registry Database registry of residents registry of residents tax registry of the road traffic office health registry registry Residency Ministry of Interior Municipality Information STATER Driving licence Traffic authority RECONS Health card Ministry of finance Region health authority Local health authority STRUCTIION 47
- 48. The coherence of ICT technologies with the legal framework h l /l i i l i li d i ib d bli h& h lICT Technology /Legal framework Digital Signature technologies Centralized DBMS technologies Distributed DBMS technologies Publish& Subscribe Channel technologies QUA Law 59/97 Relevant_for_law: yes Operating: no Relevant_for_law: yes Operating: yes ALITYAS Decree with the force of law 396/2000 Relevant_for_law: yes Operating: no Relevant_for_law: yes Operating: no Relevant_for_law: yes Operating: no Relevant_for_law: yes Operating: no SSESSME Decree 437/1999 Relevant_for_law: yes O ti Relevant_for_law: yes O ti Relevant_for_law: yes Operating: no ENT Operating: no Operating: no 48
- 49. The impact ofthe current legal frameworkThe impact of the current legal framework Legal framework Organizational impact Technological Impact Enforcement Status Law 59/97 Enables Enables Strong enforcement QUA Decree 437/1999 Binds Enables Strong enforcement Laws for digital signature Innovates Innovates Loose enforcement ALITYAS Decree with the force of law 396/2000 Enables Enables Strong enforcement SSESSMEENT 49
- 50. Quality for legalframeworkQuality for legal framework • Efficiency: the legal framework is produced with a limited use of resources (Osservatorio Legislativo• Efficiency: the legal framework is produced with a limited use of resources (Osservatorio Legislativo Interregionale, 2007 ); such resources can be human, financial or temporal resources. – Redundancy: the set of laws is minimal, namely, each issue dealt with in the legal framework is regulated by one and only one law (or parts of law) (Martin J. Eppler, Markus Helfert, & Gasser, 2004). • Effectiveness: the legal framework has been conceived in such a way that its concrete enforcementEffectiveness: the legal framework has been conceived in such a way that its concrete enforcement produces the results and outcomes initially planned (EU Commission, 2003). – Accuracy: laws address precisely and non ambiguously the domain of interest and do not give rise to misleading applications in the domain (Lupo, De Santis, & Batini, 2005). Coherence la s enacted o er time are not contradictor to each other and the legal terms sed– Coherence: laws enacted over time are not contradictory to each other, and the legal terms used within different legislative domains of intervention refer to a common coherent lexicon (Bobbio, 1993). The different levels among laws are due to the fact the legal frameworks are in general structured as a hierarchy of rules; Figure 5 shows an example that generalizes the legal framework of Italy and other Mediterranean Countries such as Tunisia Besides International treaties ConstitutionItaly and other Mediterranean Countries such as Tunisia. Besides International treaties, Constitution is the higher set of rules governing all the other types of rules, namely, Decrees, Decrees with force of Law, Ordinance and Administrative Rules, these latter governing specific administrative procedures. l h l l f k dd ll h l f h d d d f– Completeness: the legal framework addresses all the issues relevant for the considered domain of enforcement (Bobbio, 1993; Gasser, 2003), in our case the e‐Government plan. • Accessibility: the users of the legal framework can easily access the whole set of norms related to their rights, duties and obligations (Gasser, 2003). • Accountability: the legal framework provides rules that govern the clear responsibility and transparency to be provided when a law is enforced (Bobbio, 1993). 50
- 51. Relationships between Laws‐Technology impacts and quality framework -Efficiency Legal Framework Efficiency - Redundancy -Effectiveness -Accuracy - Coherence - Completeness=“LOW” -Accessibility -Accountability = “LOW” Organization/Process Service - Accessibility QUA Loose enforcement Innovates - Accessibility - Sharing - Accountability - Adequacy - Responsibility - Effectiveness - Formality - Integrity - Proactiveness - Efficiency - Temporal accessibility - Cultural accessibility Ph i l -Efficiency -Temporal efficiency - Economic efficiency -Effectiveness ALITYAS - Transparency - Control - Procedural efficiency - Level of simplification - Physical Accessibility -Accountability - Openness - Transparency SSESSME ICT Hardware & Network Techn. -Efficiency - Temporal Efficiency Data - Effectiveness p y - Feedback ENT p y - Response time - Accessibility - Infrastructural accessibility - Channel accessibility - Connectivity - Accuracy - Completeness - Accessibility 51 Connectivity
- 52. THE ITALIAN LEGISLATION Current legal frameworkNew legal framework Law No.59/97 General Principles Current legal framework New legal framework Law No.59/97 General Principles QUA Presidential Decree No. 513/97 General Rules General Principles Electronic documents legal validity General Principles Electronic documents legal validity ALITYAS Electronic documents, digital signatures and certification services SSESSME Ordinance of Prime Minister New Technical Rules Ordinance of Prime Minister Technical Rules Ordinance of Prime Minister ENT New Technical Rules To be updated at least every two years Technical Rules To be updated at least every two years Technical Rules To be updated at least every two years 52
- 53. User related qualities Layer Quality dimensionService Current valueLayer Quality dimension Service Current value Service Temporal accessibility Comm. of change of residency to the new mun. 30 hours a week Comm. of change of residency to the old mun. 30 hours a week Change of residency in the driving licence 20 hours a week Change of residency in the health card 25 hours a week Reservation for medical examination 15 hours a week Service User time Comm. of change of residency to the new mun. 3 hours Comm. of change of residency to the old mun. 6 hours QUA Comm. of change of residency to the old mun. Change of residency in the driving licence 6 hours Change of residency in the health card 6 hours Reservation for medical examination 24 hours a year C f h f id t th 1 k ALITYAS Service Service provision time Comm. of change of residency to the new mun. 1 week Comm. of change of residency to the old mun. 1 week Change of residency in the driving licence 1 month Change of residency in the health card 1 month SSESSME Reservation for medical examination 3 days Organizat ion/proce ss Level of simplification Comm. of change of residency to the new mun. 2 interactions Comm. of change of residency to the old mun. 2 interactions Change of residency in the driving licence 2 interactions ENT Change of residency in the health card 2 interactions Reservation for medical examination 2 interactions ICT infrastruc Channel accessibility Comm. of change of residency to the new mun. Only desk Comm. of change of residency to the old mun. Only desk infrastruc ture (channel) Comm. of change of residency to the old mun. y Change of residency in the driving licence Only desk Change of residency in the health card Only desk Reservation for medical examination Only desk 53
- 54. Relationships between Macro‐ objectives and qualitydimensionsobjectives and quality dimensions Macro objectives Quality dimensions QUA Temporal accessibility User time Service provision time Level of simplification Channel accessibility Reduce burden for administrative services Low High High no High ALITYAS Effectiveness of the Administrative activity Low no no High High Si lifi ti f d i i t ti h h SSESSME Simplification of administrative activities no High Low High no Use innovative ICT technologies High Low no Low High ENT 54
- 55. Macro‐micro objectives relatedqualitiesMacro micro objectives related qualities Macro Objective Micro Objective Layer Quality cathegory Dimension Current value QUA Use innovative ICT technologies Services accessible with multiple channels Service Accessibility Temporal accessibility 30 hours a week Use innovative ICT Services accessible Service Efficiency User time 2 hours for each ALITYAS Use innovative ICT technologies Services accessible with multiple channels Service Efficiency User time 2 hours for each service on the average Use innovative ICT technologies Services accessible with multiple ICT Technologies Accessibility Channel accessibility Physical desk for 99% of services SSESSME channels Use innovative ICT technologies Services accessible with multiple channels Data Accessibility Physical accessibility for disabled persons Only 2% of sites physically accessible ENT channels accessible 55
- 56. BibliografiaBibliografia • Viscusi, G., Batini, C., Mecella, M. (2010) Information Systems for G lif i i S i H id lbeGovernment: a quality of service perspective, Springer, Heidelberg. • Laudon, j, Laudon K. (2009) Managemement dei sistemi informativi – vol. 2 ‐ a cura di V. Morabito e F. Pennarola, Pearson Italia, , , 56