An October 2010 white paper that outlines the benefits of a self-funded digital government approach -- including greater efficiencies, additional cost savings, and higher constituent satisfaction with state government.
This document discusses breaking down information silos and moving towards an integrated e-service ecosystem in Iraq using a life-event approach and service-oriented architecture (SOA). It provides examples of life-event driven e-government portals in Slovenia and Dubai. The document argues that identifying fundamental e-services will promote reuse and integration. It proposes a combined SOA and cloud computing approach to provide an effective implementation of Iraq's e-governance plan and fast adoption of e-services.
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.
E-GOVERNMENT IN SERVICE DELIVERY AND CITIZEN’S SATISFACTION: A CASE STUDY ON ...ijmpict
The document discusses e-government initiatives in Bangladesh to improve public service delivery and citizen satisfaction. It outlines how Bangladesh established a national web portal to provide various public services online, such as land records, education, health, employment, and agriculture services. This shift from traditional to e-government model aimed to reduce time, costs and corruption while increasing accessibility, transparency and satisfaction. However, challenges remain around limited IT infrastructure and skills. The government needs to address these challenges to fully realize the benefits of e-governance.
This document discusses strategies for developing an effective electronic governance (e-governance) system, outlining both its benefits and challenges. The main points are:
1) E-governance can improve government efficiency, service quality, and policy outcomes, as well as economic objectives, but faces challenges like legal barriers, funding issues, technology changes, and the digital divide.
2) A strategic e-governance plan is needed to address challenges and realize benefits like increased transparency, citizen engagement, and administrative reform.
3) Key strategies include overcoming legal barriers, establishing shared infrastructure and standards, planning for technology changes, and addressing the digital divide.
A flagship CTO event, this has grown into a platform for knowledge-sharing among peer groups steering ICT projects in e-delivery of health care, education and governance. This Forum echoes the Commonwealth's 2013 theme: The Road Ahead for Africa.
This document provides an overview of key concepts related to e-government. It discusses how governments have increasingly adopted information and communication technologies (ICTs) and how e-government can be defined. E-government is described as a tool to enable better policy outcomes, higher quality services, and greater efficiency and engagement with citizens. The document also outlines some of the main reasons for governments to pursue e-government, including improved efficiency and service delivery, as well as challenges that can be faced, such as legislative and budgetary barriers, technology changes, and addressing the digital divide.
Conceptualization of electronic government adoptionIJMIT JOURNAL
E-government facilitates provision of relevant government information in electronic form to the citizens in
a timely manner and better service delivery to citizens. Information Technology today is recognized as an
effective tool for turning the economic activity in efficient governance and in developing human resource.
E-government is a kind of governmental administration which is based on ICT Services. The essence of egovernment is using information technology to break the boundary of administrative organizations, and
build up a virtual electronic government. E-government initiatives are common in most countries as they
promise a transparent, citizen-centric government and reduce operational cost. Emerging with Egovernment, theories and practices of public administration have stepped into a new knowledge era. Egovernment presents a tremendous impetus to move forward with higher quality, cost-effective, government
services and a better relationship between citizens and government. This paper discusses the different
issues, challenges, adoption factors for e-government implementation, conceptual demarcation on these
factors and, presents a conceptual framework for better e-government performance.
This article provides an overview of current international e-Government practices and the role of the national identity management infrastructure program in the United Arab Emirates (UAE) in supporting e-Government development. It describes the benefits of e-Government that various governments worldwide have identified, sheds light on some recent surveys on the delivery of e-Government by some countries, highlights some examples and puts the position of the United Arab Emirates into context. It then discusses the program's use of Identity Management in the strategic initiatives, explains their purpose in the facilitation of e-Government within the United Arab Emirates and describes a general roadmap for implementation.
This document discusses breaking down information silos and moving towards an integrated e-service ecosystem in Iraq using a life-event approach and service-oriented architecture (SOA). It provides examples of life-event driven e-government portals in Slovenia and Dubai. The document argues that identifying fundamental e-services will promote reuse and integration. It proposes a combined SOA and cloud computing approach to provide an effective implementation of Iraq's e-governance plan and fast adoption of e-services.
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.
E-GOVERNMENT IN SERVICE DELIVERY AND CITIZEN’S SATISFACTION: A CASE STUDY ON ...ijmpict
The document discusses e-government initiatives in Bangladesh to improve public service delivery and citizen satisfaction. It outlines how Bangladesh established a national web portal to provide various public services online, such as land records, education, health, employment, and agriculture services. This shift from traditional to e-government model aimed to reduce time, costs and corruption while increasing accessibility, transparency and satisfaction. However, challenges remain around limited IT infrastructure and skills. The government needs to address these challenges to fully realize the benefits of e-governance.
This document discusses strategies for developing an effective electronic governance (e-governance) system, outlining both its benefits and challenges. The main points are:
1) E-governance can improve government efficiency, service quality, and policy outcomes, as well as economic objectives, but faces challenges like legal barriers, funding issues, technology changes, and the digital divide.
2) A strategic e-governance plan is needed to address challenges and realize benefits like increased transparency, citizen engagement, and administrative reform.
3) Key strategies include overcoming legal barriers, establishing shared infrastructure and standards, planning for technology changes, and addressing the digital divide.
A flagship CTO event, this has grown into a platform for knowledge-sharing among peer groups steering ICT projects in e-delivery of health care, education and governance. This Forum echoes the Commonwealth's 2013 theme: The Road Ahead for Africa.
This document provides an overview of key concepts related to e-government. It discusses how governments have increasingly adopted information and communication technologies (ICTs) and how e-government can be defined. E-government is described as a tool to enable better policy outcomes, higher quality services, and greater efficiency and engagement with citizens. The document also outlines some of the main reasons for governments to pursue e-government, including improved efficiency and service delivery, as well as challenges that can be faced, such as legislative and budgetary barriers, technology changes, and addressing the digital divide.
Conceptualization of electronic government adoptionIJMIT JOURNAL
E-government facilitates provision of relevant government information in electronic form to the citizens in
a timely manner and better service delivery to citizens. Information Technology today is recognized as an
effective tool for turning the economic activity in efficient governance and in developing human resource.
E-government is a kind of governmental administration which is based on ICT Services. The essence of egovernment is using information technology to break the boundary of administrative organizations, and
build up a virtual electronic government. E-government initiatives are common in most countries as they
promise a transparent, citizen-centric government and reduce operational cost. Emerging with Egovernment, theories and practices of public administration have stepped into a new knowledge era. Egovernment presents a tremendous impetus to move forward with higher quality, cost-effective, government
services and a better relationship between citizens and government. This paper discusses the different
issues, challenges, adoption factors for e-government implementation, conceptual demarcation on these
factors and, presents a conceptual framework for better e-government performance.
This article provides an overview of current international e-Government practices and the role of the national identity management infrastructure program in the United Arab Emirates (UAE) in supporting e-Government development. It describes the benefits of e-Government that various governments worldwide have identified, sheds light on some recent surveys on the delivery of e-Government by some countries, highlights some examples and puts the position of the United Arab Emirates into context. It then discusses the program's use of Identity Management in the strategic initiatives, explains their purpose in the facilitation of e-Government within the United Arab Emirates and describes a general roadmap for implementation.
How information technology helps to improve governanceHaspalelaChe
- Information technology (IT) and e-government tools can help governments become more responsive, efficient, and participatory by enabling things like online services, citizen feedback, and interagency collaboration.
- OECD countries face challenges in implementing e-government, such as breaking down agency silos, understanding citizen needs, and demonstrating cost savings.
- The document discusses how e-government can promote user-focused services, multi-channel delivery, common business processes, cost-benefit analysis, and coordination to improve government performance while reducing costs. Coordination is important to maximize benefits across agencies.
Development of e-government in Serbia and Bosnia and HerzegovinaNatasa Veljkovic
The document analyzes the development of e-government in Serbia and Bosnia and Herzegovina from 2004-2008. It finds that:
- Serbia's sophistication of public e-services increased from 15.25% to 47.42% from 2004-2008, with business services being more advanced than citizen services. The most developed Serbian e-services were for job searching, public procurement, libraries and customs declarations.
- Bosnia and Herzegovina lacks comprehensive e-government and has mainly basic informational websites rather than interactive e-services, though the Republic of Srpska launched an e-government portal in 2009. Overall development of e-government was found to be behind international standards.
- Both
This document discusses electronic governance or e-governance, which refers to the application of information technology to deliver government services efficiently. It can include interactions between government and citizens (G2C), businesses (G2B), other government agencies (G2G), and government employees (G2E). While similar to e-government, e-governance also focuses on governing the use of information and communication technologies within the government framework. The document then discusses the various models of e-governance interactions and provides examples of e-governance initiatives in different countries.
This document discusses electronic governance or e-governance, which refers to the application of information technology to deliver government services efficiently. It can include interactions between government and citizens (G2C), businesses (G2B), other government agencies (G2G), and government employees (G2E). While similar to e-government, e-governance also focuses on governing IT systems and increasing regulation. Examples provided include online tax filing, benefits applications, remote voting, and information portals. Challenges to effective e-governance include unequal internet access and a lack of digital skills among some groups.
The Vision & Value of a Connected_GovernmentAllCloud
With the right partner, government organizations can take advantage of everything the digital world has to offer –
technology to connect people to government in innovative new ways – improving the delivery of services while building a
more intimate connection with citizens.
For 14 years, Salesforce has been a driver for enterprise cloud computing. Salesforce has mapped out the strategy and
guided many government partners through this terrain already. Now, let us guide you.
Go to citizen.agency for more real world case studies of innovation in action: https://www.citizen.agency/
E-government consists of government services provided online through websites and transactions completed electronically. It ranges from basic informational websites to more advanced services that allow financial transactions and two-way communication between governments and citizens. E-government aims to improve access to services, increase government accountability, and transform how services are delivered to better meet citizen needs. It develops through phases from an emerging informational presence to a networked presence with integrated online interactions across government agencies and constituents.
Implementing eGovernment transformations requires investing in serious training to help government employees adapt to new technologies and become more citizen-centric. Success requires a focus on leadership, culture, skills and the composition of the eGovernment team. Developed countries now reflect on the impact of transformations, while countries like South Africa are still in the early stages of developing strategies and addressing issues like educating public servants. The public sector plays a key role in expanding internet access and familiarizing citizens with technology.
Information technology improves government in several key ways:
1) It allows governments to create user-focused e-government that is responsive to citizens' and businesses' needs through online services.
2) It enables a multi-channel approach to service delivery by integrating online, phone, in-person, email, and mail services for greater accessibility.
3) It highlights common business processes across government agencies that can be standardized and shared to reduce costs and increase coordination.
E-government in Poland - strategy, enterprise architecture and key projects -...Michal Bukowski, MBA, P2P
This document discusses e-government strategies and enterprise architecture in Poland. It provides an overview of key Polish e-government regulations and programs, including the National Integrated Information Programme and National Interoperability Framework. It also describes Poland's government enterprise architecture approach, which includes an enterprise architecture for the public sector that is aligned with the European Interoperability Reference Architecture. The architecture aims to reduce duplication, increase interoperability between public services, and provide citizens with a single portal.
Disclosure of information about government actions and spending puts government and public officials under the constant watch of the public, allowing them to track what resources are spent, who contracts are awarded to and so on.
When designing proactive disclosure systems or voluntary disclosure has five principles governments should follow. Information needs to be: available, findable, comprehensible, low cost or free, up-to-date and relevant.
This document discusses the transition from e-government to open government. It begins by defining e-government and describing Austria's implementation of e-government systems. Drivers of change like digitization, mobility and connectivity are pushing governments toward more openness. Current topics discussed include the integration of internal and external services, open data, and smart cities. The document advocates for fields of action like digital governance frameworks, open data portals, governance models, legal frameworks and interoperability to advance open government.
The document summarizes Korea's launch of e-Government initiatives in November 2002. Key points include:
- Korea launched e-Government to provide more convenient online services for citizens and businesses.
- Services are now faster, more accurate and accessible anywhere through a single online portal. Citizens can access services with fewer documents.
- E-Government aims to make the government more efficient, productive, transparent and democratic through online administration and information sharing between agencies.
The State of Washington mandated studies to gain insight into IT spending across state agencies, but the studies provided little useful information. In 2012, the new CIO proposed using Technology Business Management (TBM) to provide transparency into IT costs and the business value of investments. The state legislature passed a law in 2013 requiring agencies with over $10 million in annual IT spending to implement TBM. Since then, TBM has helped improve communication between state IT and business leaders and provided data to demonstrate IT's contributions.
This document discusses identity management infrastructure implemented by the United Arab Emirates government. It aims to address identity and trust issues in e-government services. The UAE established a national identity management program in 2004 that issues secure identity cards containing biometric and personal information. This creates a trusted system for authentication and access to online government services through a single login. The identity infrastructure is designed with security measures like public key infrastructure to protect personal data and enable electronic identity verification, authentication, and digital signatures. It is intended to facilitate information sharing across government agencies and improve delivery of citizen-centric e-government services.
E governance - management information systemAkanksha Gohil
Electronic governance, popularly known as E-governance, is the integration of Information and Communication Technology (ICT) in all the processes, with the aim of enhancing government ability to address the needs of the general public. The basic purpose of e-governance is to simplify processes for all, i.e. government, citizens, businesses, etc. at National, State, and local levels
Government agencies across the U.S. are increasingly prioritizing digital services and online engagement with citizens. Five major trends are guiding this transition: citizen-centric design, mobility, open source technology, treating information as a service, and innovative marketing. The document explores these trends, discusses challenges of digital governance, and provides examples of digital innovation in government. It also offers guidance to help agencies start their own digital initiatives. While technology is important, cultural change within agencies is key to successfully adopting new digital strategies and service models.
Electronic governance or e-governance is the application of information and communication technology (ICT) for delivering government services, exchange of information, communication transactions, integration of various stand-alone systems and services between government-to-citizen (G2C), government-to-business (G2B), government-to-government (G2G) , government-to-employees (G2E) as well as back office processes and interactions within the entire government framework.
The study investigated the practices of organisations in Gulf Cooperation Council (GCC) countries with regards to G2C egovernment maturity. It reveals that e-government G2C initiatives in the surveyed countries in particular, and arguably around the world in general, are progressing slowly because of the lack of a trusted and secure medium to authenticate the identities of online users. The authors conclude that national ID schemes will play a major role in helping governments reap the benefits of e-government if the three advanced technologies of smart card, biometrics and public key infrastructure (PKI) are utilised to provide a reliable and trusted authentication medium for e-government services.
Self management train the triple A+ trainer workshop handoutPower2Improve
Professors from all over Croatia are starting programs on Self Management. In this 3 day workshop, funded by the European Union, they learned about content, trainer skills and training design.
Middle market companies are proving resilient in the face of economic uncertainty. While executives are optimistic about their own company's growth prospects, they are less confident in a broader economic recovery. To thrive, companies recognize the need for strategic agility and many expect to see growth through new products/services, marketing efforts, and technology. Maintaining flexibility is seen as key to adapting to changing market conditions.
How information technology helps to improve governanceHaspalelaChe
- Information technology (IT) and e-government tools can help governments become more responsive, efficient, and participatory by enabling things like online services, citizen feedback, and interagency collaboration.
- OECD countries face challenges in implementing e-government, such as breaking down agency silos, understanding citizen needs, and demonstrating cost savings.
- The document discusses how e-government can promote user-focused services, multi-channel delivery, common business processes, cost-benefit analysis, and coordination to improve government performance while reducing costs. Coordination is important to maximize benefits across agencies.
Development of e-government in Serbia and Bosnia and HerzegovinaNatasa Veljkovic
The document analyzes the development of e-government in Serbia and Bosnia and Herzegovina from 2004-2008. It finds that:
- Serbia's sophistication of public e-services increased from 15.25% to 47.42% from 2004-2008, with business services being more advanced than citizen services. The most developed Serbian e-services were for job searching, public procurement, libraries and customs declarations.
- Bosnia and Herzegovina lacks comprehensive e-government and has mainly basic informational websites rather than interactive e-services, though the Republic of Srpska launched an e-government portal in 2009. Overall development of e-government was found to be behind international standards.
- Both
This document discusses electronic governance or e-governance, which refers to the application of information technology to deliver government services efficiently. It can include interactions between government and citizens (G2C), businesses (G2B), other government agencies (G2G), and government employees (G2E). While similar to e-government, e-governance also focuses on governing the use of information and communication technologies within the government framework. The document then discusses the various models of e-governance interactions and provides examples of e-governance initiatives in different countries.
This document discusses electronic governance or e-governance, which refers to the application of information technology to deliver government services efficiently. It can include interactions between government and citizens (G2C), businesses (G2B), other government agencies (G2G), and government employees (G2E). While similar to e-government, e-governance also focuses on governing IT systems and increasing regulation. Examples provided include online tax filing, benefits applications, remote voting, and information portals. Challenges to effective e-governance include unequal internet access and a lack of digital skills among some groups.
The Vision & Value of a Connected_GovernmentAllCloud
With the right partner, government organizations can take advantage of everything the digital world has to offer –
technology to connect people to government in innovative new ways – improving the delivery of services while building a
more intimate connection with citizens.
For 14 years, Salesforce has been a driver for enterprise cloud computing. Salesforce has mapped out the strategy and
guided many government partners through this terrain already. Now, let us guide you.
Go to citizen.agency for more real world case studies of innovation in action: https://www.citizen.agency/
E-government consists of government services provided online through websites and transactions completed electronically. It ranges from basic informational websites to more advanced services that allow financial transactions and two-way communication between governments and citizens. E-government aims to improve access to services, increase government accountability, and transform how services are delivered to better meet citizen needs. It develops through phases from an emerging informational presence to a networked presence with integrated online interactions across government agencies and constituents.
Implementing eGovernment transformations requires investing in serious training to help government employees adapt to new technologies and become more citizen-centric. Success requires a focus on leadership, culture, skills and the composition of the eGovernment team. Developed countries now reflect on the impact of transformations, while countries like South Africa are still in the early stages of developing strategies and addressing issues like educating public servants. The public sector plays a key role in expanding internet access and familiarizing citizens with technology.
Information technology improves government in several key ways:
1) It allows governments to create user-focused e-government that is responsive to citizens' and businesses' needs through online services.
2) It enables a multi-channel approach to service delivery by integrating online, phone, in-person, email, and mail services for greater accessibility.
3) It highlights common business processes across government agencies that can be standardized and shared to reduce costs and increase coordination.
E-government in Poland - strategy, enterprise architecture and key projects -...Michal Bukowski, MBA, P2P
This document discusses e-government strategies and enterprise architecture in Poland. It provides an overview of key Polish e-government regulations and programs, including the National Integrated Information Programme and National Interoperability Framework. It also describes Poland's government enterprise architecture approach, which includes an enterprise architecture for the public sector that is aligned with the European Interoperability Reference Architecture. The architecture aims to reduce duplication, increase interoperability between public services, and provide citizens with a single portal.
Disclosure of information about government actions and spending puts government and public officials under the constant watch of the public, allowing them to track what resources are spent, who contracts are awarded to and so on.
When designing proactive disclosure systems or voluntary disclosure has five principles governments should follow. Information needs to be: available, findable, comprehensible, low cost or free, up-to-date and relevant.
This document discusses the transition from e-government to open government. It begins by defining e-government and describing Austria's implementation of e-government systems. Drivers of change like digitization, mobility and connectivity are pushing governments toward more openness. Current topics discussed include the integration of internal and external services, open data, and smart cities. The document advocates for fields of action like digital governance frameworks, open data portals, governance models, legal frameworks and interoperability to advance open government.
The document summarizes Korea's launch of e-Government initiatives in November 2002. Key points include:
- Korea launched e-Government to provide more convenient online services for citizens and businesses.
- Services are now faster, more accurate and accessible anywhere through a single online portal. Citizens can access services with fewer documents.
- E-Government aims to make the government more efficient, productive, transparent and democratic through online administration and information sharing between agencies.
The State of Washington mandated studies to gain insight into IT spending across state agencies, but the studies provided little useful information. In 2012, the new CIO proposed using Technology Business Management (TBM) to provide transparency into IT costs and the business value of investments. The state legislature passed a law in 2013 requiring agencies with over $10 million in annual IT spending to implement TBM. Since then, TBM has helped improve communication between state IT and business leaders and provided data to demonstrate IT's contributions.
This document discusses identity management infrastructure implemented by the United Arab Emirates government. It aims to address identity and trust issues in e-government services. The UAE established a national identity management program in 2004 that issues secure identity cards containing biometric and personal information. This creates a trusted system for authentication and access to online government services through a single login. The identity infrastructure is designed with security measures like public key infrastructure to protect personal data and enable electronic identity verification, authentication, and digital signatures. It is intended to facilitate information sharing across government agencies and improve delivery of citizen-centric e-government services.
E governance - management information systemAkanksha Gohil
Electronic governance, popularly known as E-governance, is the integration of Information and Communication Technology (ICT) in all the processes, with the aim of enhancing government ability to address the needs of the general public. The basic purpose of e-governance is to simplify processes for all, i.e. government, citizens, businesses, etc. at National, State, and local levels
Government agencies across the U.S. are increasingly prioritizing digital services and online engagement with citizens. Five major trends are guiding this transition: citizen-centric design, mobility, open source technology, treating information as a service, and innovative marketing. The document explores these trends, discusses challenges of digital governance, and provides examples of digital innovation in government. It also offers guidance to help agencies start their own digital initiatives. While technology is important, cultural change within agencies is key to successfully adopting new digital strategies and service models.
Electronic governance or e-governance is the application of information and communication technology (ICT) for delivering government services, exchange of information, communication transactions, integration of various stand-alone systems and services between government-to-citizen (G2C), government-to-business (G2B), government-to-government (G2G) , government-to-employees (G2E) as well as back office processes and interactions within the entire government framework.
The study investigated the practices of organisations in Gulf Cooperation Council (GCC) countries with regards to G2C egovernment maturity. It reveals that e-government G2C initiatives in the surveyed countries in particular, and arguably around the world in general, are progressing slowly because of the lack of a trusted and secure medium to authenticate the identities of online users. The authors conclude that national ID schemes will play a major role in helping governments reap the benefits of e-government if the three advanced technologies of smart card, biometrics and public key infrastructure (PKI) are utilised to provide a reliable and trusted authentication medium for e-government services.
Self management train the triple A+ trainer workshop handoutPower2Improve
Professors from all over Croatia are starting programs on Self Management. In this 3 day workshop, funded by the European Union, they learned about content, trainer skills and training design.
Middle market companies are proving resilient in the face of economic uncertainty. While executives are optimistic about their own company's growth prospects, they are less confident in a broader economic recovery. To thrive, companies recognize the need for strategic agility and many expect to see growth through new products/services, marketing efforts, and technology. Maintaining flexibility is seen as key to adapting to changing market conditions.
The document summarizes initiatives and projects from Tennessee in 2012. Key points:
- NIC partnered with state agencies to roll out new services like TDOT's SmartWay mobile apps and a handgun permit system. Usage of existing online services also grew.
- The Department of Safety & Homeland Security launched iPad kiosks (ASSETS project) at driver's license centers, reducing wait times by over 40% and avoiding over 8,000 staff hours annually.
- NIC adopted agile development practices for projects, using frequent feedback to focus on delivering business value, as with a new app for managing school bus driver training and certification.
The IN.gov Program had an exceptional year of innovation and growth in 2012. It deployed over 50 new or enhanced applications and websites, and showcased an innovative tool to increase child safety at the Indiana State Fair. The program efficiently supported over 180 existing applications and websites, fulfilling over 6,300 service requests. It focused on providing innovative solutions, reinvesting in technology infrastructure, and providing community support. The program achieved these goals through the partnership between Indiana and Indiana Interactive, and an dedicated staff.
The document summarizes Mississippi Interactive's work with the Mississippi Department of Public Safety and other state agencies. It discusses the launch of a successful mobile Driver's Practice Test app by MSI in partnership with DPS that has been downloaded over 4,700 times. It also mentions MSI's focus on expanding Mississippi's mobile presence and developing additional mobile apps for state agencies.
Simply Green -- A Few Steps in the Right Direction toward Integrating Sustain...NIC Inc | EGOV
A white paper that discusses various ways that technology is delivering green benefits to government -- including the value of online services in reducing paper flow and eliminating vehicle traffic for in-person office visits.
Ethics is the philosophical study of morality and seeks to systematize, defend and recommend concepts of right and wrong conduct. It has three main branches - metaethics examines the nature of moral judgments; normative ethics investigates how one ought to act; and applied ethics examines specific issues. Professional ethics establishes standards for professionals and encompasses honesty, integrity, transparency, accountability, confidentiality, objectivity and respectfulness. Codes of ethics provide guidance to help professionals resolve ethical issues and deter unethical conduct while also educating and building understanding between professionals.
Anger management involves understanding the roots of anger, learning skills to manage anger such as relaxation techniques, and improving interpersonal relationships. The group discusses understanding what triggers anger, myths about anger, physiological signs of anger, and techniques for dealing with anger like expressing it appropriately rather than suppressing it or escalating conflict. The overall goal is to increase the positive aspects of anger and decrease the negative functions by developing coping skills and problem-solving approaches.
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.
This document summarizes Kentucky Interactive's work in 2014 to make Kentucky government services mobile-friendly and accessible online. Some key points:
- Kentucky Interactive launched over 275 mobile-friendly websites and applications using responsive design since 2012. This ensures consistent experience across devices.
- In 2014, they processed over $2.5 billion in payments for 117 government agencies and developed 133 new eGovernment projects, most at no cost to the agencies.
- They have helped more agencies offer services like business registration, license renewal, and bill payment online through the Kentucky.gov portal. This increases access and convenience for citizens.
This document discusses essential partnerships between government entities and private suppliers for delivering IT services. It provides an example of a successful partnership between the state of Utah and the National Information Consortium (NIC) to develop Utah's government website and online services. Some keys to the partnership's success included NIC developing flexible funding models, leveraging experience with other governments, and being responsive and willing to reduce costs. The state of Utah was pleased with NIC's services and recently extended their contract for another four years.
This document discusses e-government in Kenya, including definitions of e-government, its various segments and models, rationale for implementing e-government in Kenya, sample e-government projects already in place, and prospective applications. It outlines the benefits of e-government such as improved efficiency and service delivery. It also discusses Kenya's institutional arrangements for e-government and examples of non-internet e-government technologies. Lastly, it notes some risks of implementing e-government.
NIC Inc., Tennessee Division, 2015 Annual ReportNIC Inc | EGOV
The document summarizes the 15-year partnership between NIC and the state of Tennessee to develop and manage online government services on TN.gov. It discusses how over 15 million transactions and $6 billion are processed annually through TN.gov applications. It also highlights new services launched, awards received, and increasing mobile traffic to the site.
The document is an outline for the FY 2011 Annual Report of the Office of Citizen Services and Innovative Technologies (OCSIT). It provides an overview of OCSIT's mission to make government more open, transparent, and effective. Key initiatives included leading the Federal Cloud Computing Initiative to implement cloud solutions across government agencies, expanding open government through initiatives like Challenge.gov and Data.gov, and providing citizen services through platforms such as USA.gov. OCSIT achieved successes in these areas but still faces ongoing challenges to accomplish more with fewer resources.
Kenya has made strides in becoming a more democratic and open society since 1991, as outlined in its Vision 2030 Plan and revised 2010 Constitution. This document discusses Kenya's strategy for developing an Open Government Partnership, including establishing a working group and holding consultations to create an inclusive National Open Government Action Plan. It also outlines several ongoing government initiatives to improve transparency, public services, and civic participation.
Data-Driven Government: Explore the Four Pillars of ValueThomas Robbins
McKinsey Global Institute estimates that government organizations together can generate $3 trillion dollars in value for themselves and their taxpayers through data and information transparency initiatives with some of these dollars being generated at the local level.
Yes, that's a staggering number, but governments like yours are realizing pieces of it already. Are you taking advantage of the enormous economic and social impacts of information transparency?
Join this vital webinar to learn more about the four pillars of value that are reshaping how government thinks not only about open data, but how it's applied and leveraged to cut costs and significantly increase government efficiency.
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.
E-governance refers to the use of information technologies like websites, mobile applications, and other digital tools to improve access to government services and information. This document discusses several key aspects of e-governance including theoretical background, issues, evolution and models.
It provides context that e-governance aims to improve efficiency, transparency and accountability in government. Theoretical discussions of e-governance date back to the 1970s, while the term emerged in the late 1990s. Issues discussed include technological challenges, funding issues, and risks like loss of privacy and accessibility concerns.
Models of e-governance outlined include broadcasting of public information, disseminating critical data to target groups, comparative
Innovative information and communications technology-enabled government servi...Mindtree Ltd.
Many Indian states find themselves faced with difficulties in delivering effective services to citizens due to limited resources and outreach, low literacy levels and geographical factors. To go beyond incremental improvements, the Government of India has approved a National e-Governance plan (NeGP) with a vision to ‘make all Government services accessible to the common man in his locality, through common service delivery outlets and ensure efficiency, transparency and reliability of such services at affordable costs to realize the basic needs of the common man’. Here is how Mindtree helped.
E-governance involves using technology to provide government services to citizens, businesses, and other government agencies online. It aims to make government more efficient, responsive, and transparent. The document discusses several key benefits of e-governance, including providing reliable information to citizens in a timely manner, increasing government accountability, and expanding access to services. It also outlines several types of e-governance models including services from government to citizens (G2C), between government agencies (G2G), to government employees (G2E), and to businesses (G2B). While e-governance has grown in India, challenges remain around adequate funding, lack of IT knowledge among some groups, and limited internet access
This document discusses electronic government (e-government) and strategies for developing e-government. It covers the goals of e-government to transform government services, current levels of e-government development, challenges faced, and examples of best practices from other countries. Specific strategies are proposed, including defining objectives and priorities, developing integrated back-office systems in parallel with public portals, and creating a roadmap for transforming government services through e-government.
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e-governance and District Administration in Bangladesh: An Overview of Recent...Ahasan Uddin Bhuiyan
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We’re entering a new era of digital government that could transform how citizens feel about their state. Here’s what research needs to do, to make it happen.
Estado Futuro fue una conferencia internacional, organizada en conjunto con la Organización para la Cooperación y el Desarrollo Económicos (OECD) el 30 y 31 de Marzo en el GAM, que abordo temáticas de innovación en el sector público, donde más de 300 expertos y actores – como Ministros, Jefes de servicio, funcionarios, académicos e innovadores públicos – compartieron experiencias sobre los desafíos que enfrentan hoy los gobiernos para diseñar e implementar sus agendas de innovación pública.
Para saber más de Estado Futuro, ingresa a www.estadofuturo.cl
KEY IDEAS:
- Having e-services is not the last goal
- Going in the right direction: Government creating public value through Openness
- Being aware! Values and citizen complexity and policy dilemmas
THE JOURNEY
- Where are we? What is working? What is not?
- Service consumption but lack of content consumption
- Citizen engagement and active participation
- Moving forward: Smart Government – Happy People
From enabler to platform
THE FRAMEWORK
A framework within which values, citizen complexity, their needs and policy dilemmas, throughout the e-Services, can be included and aligned, using the concept of openness and participation to allow Government to be a platform to contribute to create public value through citizen engagement putting them at the center in order to take care of their expectations and perceptions towards good governance... the ultimate goal: happy people.
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This document summarizes innovations in Utah's online government services. It discusses new exam software that allows agencies to create customizable online exams. It also discusses how mobile access is increasingly important as over 90% of Americans now have smartphones. The document also advises not to rush security breach notifications and to thoroughly investigate before sharing information to avoid providing inaccurate details. It highlights how Utah's online services have saved $46 million over five years through lower costs compared to offline services.
The document provides an overview of the successes of the first year of the eGovernment partnership between the Wisconsin Interactive Network (WIN) and the state of Wisconsin. Some key accomplishments include launching 21 services, including 5 mobile apps, 9 participating agencies, and handling over 29,000 customer support requests. Looking ahead, WIN plans to launch more services and mobile apps in 2015 and revamp some agency websites.
The document also summarizes some specific services launched in the first year, including an online and phone deer harvest registration system for the Department of Natural Resources that has registered over 10,000 deer, and two mobile apps related to fishing/wildlife and state parks that have been downloaded over 100,000 times total. It also discusses
Vermont Information Consortium 2014 ReportNIC Inc | EGOV
This document provides an overview of the Vermont portal's achievements over its first seven years and introduces some upcoming services. It discusses the launch of the electronic Current Use application (eCUSE) which allows landowners to apply for the Current Use Tax program online. It also summarizes an article about not rushing security breach notifications and following an incident response plan. Finally, it announces a new flexible template for the Content Management System that was designed to meet Vermont's needs and allow agencies to communicate more effectively with citizens.
The document discusses SC.gov being selected to continue as South Carolina's eGovernment provider through 2021. It highlights the growth of Palmetto Pay for online payments processing and new features like encrypted card swipes. It also summarizes the online consumer complaint system developed with the Department of Consumer Affairs that won an award and how the Department of Natural Resources implemented a new online licensing system.
Pre-Employment Screening Program 2014 ReportNIC Inc | EGOV
The PSP annual report summarizes the program's accomplishments in 2014. Key points include:
1) The PSP customer service team was awarded for excellent service metrics like answering calls within 30 seconds and responding to emails the same day.
2) Over 97% of audited companies could provide driver consent forms as required. Education efforts helped improve compliance for companies that initially failed audits.
3) Enhancements to reflect FMCSA's new adjudicated citation policy were successfully implemented, and an education campaign prepared users for the changes.
MSI partnered with the Mississippi Department of Finance and Administration (DFA) to expand government transparency. They redeveloped the State Transparency Website (transparency.mississippi.gov) which features regularly updated budget, expenditure, and workforce data for agencies. Citizens can search this data to view the financial activities of government. MSI also helped launch the Public Meeting Notices website and Online Contract and Procurement Search to further transparency. These initiatives allow citizens and businesses to more easily view and engage with state government activities and opportunities.
The document provides an overview of Hawaii Information Consortium's (HIC) activities and accomplishments in 2014. Key points include:
- HIC partnered with over 95% of Hawaii government agencies to provide online services to citizens at no cost to the state.
- In 2014, HIC launched 11 new services, upgraded 17 existing services, launched 4 websites and 1 mobile app. They also processed over $1.6 billion in payments.
- HIC provided over 23,000 hours of labor to partners at no cost, saving the state over $5 million in costs. Further engagement could save $10-15 million more.
Colorado Interactive was awarded a new five-year contract with two additional two-year renewals to continue providing services to Colorado through 2023. The contract includes improved service levels and commitments to world-class service. Colorado Interactive has enhanced its infrastructure, training, and project management to improve services. In 2014, over 3 million transactions were processed and nearly $1 billion was collected and distributed to government agencies across Colorado.
NIC 2013 Annual Report: It's All About Access -- Anatomy of Modern GovernmentNIC Inc | EGOV
The document discusses NIC Inc., a company that builds online government services to improve access to government. It summarizes that NIC has been applying technology to connect citizens directly to government for over 20 years, making the process more accessible, responsive, understandable and simple. It details NIC's focus on innovation, partnerships with governments, and commitment to communities as key to its success and mission of enhancing access to government through technology.
1) The document discusses a survey of 200 Federal managers about how budget cuts are impacting their agencies. 62% have personally experienced tighter budgets and 73% believe budgets will be even lower in 2015.
2) Respondents say budget cuts are having a devastating (12%) or significant (58%) impact on their agency's ability to perform its mission.
3) The document finds that about 1 in 5 Federal employees can be considered "innovators" who are more open to alternative approaches like new funding methods or outsourcing to address budget cuts. Innovators believe up to 25% of their agency's budget could come from new sources.
NIC 2012 Annual Report: We Build on InnovationNIC Inc | EGOV
NIC had a very successful year in 2012, with record revenues and earnings. The company continued its strategy of innovation, focusing on mobile technologies and expanding its portfolio of government services. It also grew its business through new partnerships, contract renewals, and sole-source agreements. A key study found that NIC's self-funded eGovernment model has helped states avoid millions in costs.
The document provides an executive summary and overview of projects completed in 2012 by Arizona Interactive for the state of Arizona. Some key accomplishments include launching the first successful online hunt draw application for the Arizona Game and Fish Department, redesigning the state's official website AZ.gov in Drupal, and establishing a secondary disaster recovery site to ensure continuity of operations. In total, Arizona Interactive completed 30 projects for state agencies and 39 internal projects.
This annual report summarizes Kansas.gov's activities and accomplishments in 2012. Key points include:
- Kansas.gov celebrated its 20th anniversary of providing online government services to Kansas.
- The report discusses challenges faced in 2012 like an application maintenance backlog, and efforts made to address issues and improve performance.
- New business development managers were hired to strengthen relationships with partners and identify new opportunities.
- Employees supported the Topeka Rescue Mission through donations of items and volunteering, helping provide meals and services to those in need.
New Mexico Interactive's mission is to assist the New Mexico Taxation and Revenue Department and Motor Vehicle Division in becoming more accessible and responsive through online services. In 2012, NMI continued developing new online services for TRD and MVD while maintaining existing ones. Some of the new services included feedback forms, appointment setting, and small business driver monitoring. NMI also helped redesign the TRD and MVD websites to incorporate new features. Traffic to the MVD website increased in 2012 with over 400,000 more visits and 700,000 additional page views compared to 2011. Mobile visits to the MVD site more than doubled from 2011 to 2012.
The document provides an overview of the Pre-Employment Screening Program (PSP) in 2012. It discusses how the PSP allows motor carriers to access driver records through NIC without cost to the Federal Motor Carrier Safety Administration. It highlights new features launched in 2012 like PSP 2.0 which allows industry service providers direct access, a PSP iPhone app, and improved account holder audits. It also discusses how NIC conducts outreach to promote PSP adoption through presentations, webinars, and attending industry events.
NIC Technologies provides innovative digital government solutions to federal agencies using a self-funded contracting model. It has developed mobile applications to deliver campaign finance information and helps agencies manage the federal rulemaking process through its Searchable Electronic Rulemaking System, which streamlines public comments and access to regulations. The company pioneered this approach to deliver services without taxpayer cost through transaction-based models and has supported over 17 million visits and 29.5 million transactions for the Federal Election Commission.
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This document discusses strategies for making government services more responsive to citizens' needs and expectations. It argues that with most Americans now online, government must deliver services digitally to remain relevant. It outlines three strategies: 1) Going local by providing hyper-localized online services, 2) Going mobile and social by establishing a government presence on popular sites like Facebook and Twitter, and 3) Going green by saving trips and promoting sustainability through online transactions. The document advocates for continued innovation in e-government to better serve the digital expectations of the public.
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1. A Report to the National Association of State Budget Officers
October 2010
Delivering Savings and Efficiencies Through Self-Funded eGovernment
Summary
Fiscal challenges and the desire to foster enterprise-wide growth of online government services have led
23 states to partner with the private sector to deliver eGovernment applications through a self-funding
mechanism. The self-funded solution eliminates government reliance on appropriations to expand
the availability of electronic service delivery and is paid for by modest fees applied primarily to a
limited number of business-to-government transactions. This funding approach encourages the
private sector provider to build and market a breadth of eGovernment offerings while simultaneously
allowing every state agency, regardless of resource level, to better serve the public through online
applications.
Self-Funded eGovernment Overview
Electronic government allows states to improve service levels to businesses and citizens while delivering
higher internal efficiencies by reducing the need for costly data entry, filing, and clerical tasks. For
constituents, eGovernment delivers hard and soft dollar savings by replacing time-intensive offline
processes with faster online services. The self-funded model allows state government and the
constituents it serves to benefit from eGovernment without drawing on tax appropriations that are
customary in time-and-materials IT development projects.
In a self-funded eGovernment environment, the private sector covers the costs to build, maintain,
enhance, and market online services on behalf of state government. Small fees applied primarily to high-
value services for the business community cover the private sector partner’s costs and are also reinvested
in the state’s online services. Since the private sector partner is paid only when services are used, there
is a strong incentive to deploy sound marketing and communication programs to promote the availability of
online services to end users.
Accountability, Flexibility, and Transparency
In most states, self-funded eGovernment services are overseen by a governance authority with public and
private sector representation that determines the strategy and policies for online services, set transaction
fees, and prioritize the development of new services for the private sector provider. Unlike traditional IT
contracts, the self-funded model is free of change orders, ongoing maintenance costs, and other
management structures that limit the private sector provider’s ability to adapt to the changing needs of
state government. And the self-funded approach is grounded in transparency – regular reports to the
governance authority include performance metrics and full financials for the private sector partner.
Case Study: Delivering Measurable Value in Montana
“Doing more with less” is a common reason why states choose to outsource their eGovernment portal
operations with a self-sustaining funding approach. In Montana, the decision to self-fund eGovernment
services boiled down to two issues: money and geography. When the state began building its
eGovernment plan in 1999, taxpayer funds were not available to fund the initiative. At the same time, state
leaders were well aware of the largest benefit of putting eGovernment services online: More than 80
percent of the state’s population lives at least 100 miles from the state capitol.
“It is essential that a geographically dispersed state like Montana embrace eGovernment because we
have to reach our citizens where they live and work instead of expecting them to travel to Helena,”
2. said Governor Brian Schweitzer. “With self-funded eGovernment, we are changing how citizens
interact with government and holding agencies accountable for the services they provide. We have
been able to put more than 140 government services online at www.mt.gov, which has made state
government far more accessible to citizens across Montana without spending tax dollars
unnecessarily.” Since 2000, the state has eliminated more than $7.3 million in IT expenses across 20
agencies by leveraging the technical development, project management, and marketing expertise
embedded in the self-funded eGovernment solution.
States Deploying Self-Funded Digital Government Services
Twenty-three states currently use the self-funded solution to deliver eGovernment services:
Case Study: Developing World-Class eGovernment Services in Maine
The state of Maine began its eGovernment program out of necessity – the Secretary of State’s
Corporations Bureau did not have the budget, technology, or staffing level required to meet the demands
of the businesses community. Working in cooperation with the Legislature and a group of representatives
from several state departments, the Secretary of State’s office helped launch Maine’s self-funded
eGovernment portal in August 1999. Since then, www.Maine.gov has added more than 300 interactive
services and processes more than two million transactions per year.
Rebecca Wyke, former Commissioner of the Department of Administrative and Financial Services, was
Maine’s Deputy Secretary of State for the Corporations Bureau when the self-funded solution was chosen
and has been involved with the state’s portal ever since. “The self-funded solution appealed to us
because it did not require a general fund appropriation and could grow without being subject to the annual
budgeting process,” said Wyke. After working with the self-funded portal for six years, she has identified
several reasons why Maine’s eGovernment services have been successful. “Set your goals high, find a
few champions to help promote the self-funded concept, be patient, work with people who want to work
with you, and don’t view every challenge as an insurmountable barrier. Maine’s portal is a success
3. because the right people always believed in it, and we’ve had a very positive experience with the self-
funded solution.”
Case Study: A Flexible eGovernment Solution for Oklahoma
The state of Oklahoma outsourced its eGovernment portal in 2001 and chose a funding approach that met
its needs at the time. The state earmarked taxpayer dollars to subsidize its technology infrastructure and
chose to self-fund several of its online services. Three years later, Oklahoma modified its funding solution
by ending the annual eGovernment subsidy and making a complete transition to self-funded
eGovernment. The move allowed Oklahoma’s eGovernment platform to grow aggressively. The state’s
self-sustaining eGovernment platform now offers more than 150 online services and the Oklahoma portal
(www.OK.gov) provides eGovernment solutions for 70 state and local agencies.
Brandy Manek, Budget Director for the state of Oklahoma, recognizes the enterprise value of self-funded
eGovernment. “Our job is to drive cost savings and improve efficiencies across state government, and our
office is always looking for the best way to free up existing resources to focus on other high-priority
programs,” said Manek. “The self-funded solution allows Oklahoma to redeploy employees and taxpayer
resources to address important needs without sacrificing the quality or transparency of the online
government services the state provides.” Manek also appreciates how the state’s eGovernment program
focuses on results. “There is always a better way to do something, and we found the right solution with
self-funded eGovernment. Oklahoma’s online services are more cost-effective and user-friendly as a
result.”
Case Study: More Than A Decade of eGovernment Success in Nebraska
Nebraska’s self-funded official state portal celebrated its 15th anniversary earlier this year. Similar to
Maine, the state chose the self-funded approach when the private sector’s demands for more efficient
government services outpaced Nebraska’s ability to deliver consistent technology through the budget
appropriation process. A decade later, www.Nebraska.gov offers more than 340 online services and
processes more than 5.8 million eGovernment transactions per year.
State Budget Director Gerry Oligmueller came into office as Nebraska’s self-funded portal was being
launched in early 1995 and says the funding solution has delivered several benefits to the state. “Self-
funding has given Nebraska the opportunity to function entrepreneurially,” said Oligmueller. “This model
provides an incentive for agencies to participate by building online services and engaging the public with
effective marketing. The enterprise component is very important to Nebraska because it permits agencies
to offer services and information that might not otherwise be possible due to fiscal pressures.” Oligmueller
also views the success of Nebraska’s self-funded services from a practical standpoint. “Businesses and
citizens expect government to offer services on the Web, and the self-funded model allows us to do this
without being encumbered by the budget process. It also lets the portal become one less issue for me to
deal with during each budget cycle.”
About NIC
NIC developed the first self-funded eGovernment solution for Kansas in 1992 and currently manages self-
funded portals and government services in 23 states. Based in suburban Kansas City, the company
employs more than 600 people across the United States.
For More Information
Robert Chandler
Vice President
501-240-6271
robert@nicusa.com
www.nicusa.com