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ICTfor Local Governments
Standards, principles and best practices
This document presents a guidance study based on best practices for es-tablishment of Local e-Government services. It is aimed primarily for the South East Europe region, but can be used for all developing or transi-tional countries. It also contains an extensive list of references and re-sources that would mitigate the transition from basic ICT usage towards connected local e-Governments.
2011
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Author:
VladimirTRAJKOVIK Professorat theFacultyofEngineeringand Infor-mationTechnologies
Editorial Board: KelmendZAJAZI NALASExecutiveDirector
ZoranGLIGOROV NALASITandKnowledgeCentreManager
BernhardKRABINA KDZ-CentreforPublicAdministrationResearch
NALAS IT Network:
AleksandarARSOVSKI AssociationoftheUnitsofLocalSelfGovernmentoftheRepublicofMacedonia
AleksandarMARKOVIC StandingConferenceofTownsandMunicipalities
ConstantinBOTNARI CongressofLocalAuthoritiesfromMoldova
DanMihaiCAZACIUC RomanianFederationofLocalAuthorities
DzavidALICIC AssociationofCitiesandMunicipalitiesoftheFed-erationofBosniaandHerzegovina
EdiKOZELJ AssociationofMunicipalitiesandTownsofSlovenia
FatosHODAJ AssociationofAlbanianMunicipalities
IonBESCHIERU CongressofLocalAuthoritiesfromMoldova
IskenderGUNES UnionofMunicipalitiesofMarmara
NenadMILENKOVIC StandingConferenceofTownsandMunicipalities
OsmanCEHAJIC AssociationofCitiesandMunicipalitiesoftheFed-erationofBosniaandHerzegovina
RefikRRUGEJA AssociationofAlbanianMunicipalities
ICT for Local Government
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ICTforLocalGovernmentsStandards,principlesandbestpractices
SazanIBRAHIMI AssociationofKosovoMunicipalities
VeliSAYLAM UnionofMunicipalitiesofMarmara
VladimirSESET AssociationofMunicipalities oftheRepublicofCroatia
ZoranALEKSOV AssociationoftheUnitsof LocalSelfGovernmentoftheRepublicofMacedonia
ZoranGLIGOROV NALAS
Contacts:
KelmendZAJAZI ExecutiveDirector
ZoranGLIGOROV ITandKnowledgeCentreManager
NALASSecretariatZenevskabbSkopje1000Macedonia+38923090818info@nalas.eu
VladimirTRAJKOVIK ProfessorattheFacultyofEngineeringandInforma-tionTechnologiesRugjerBoskovicbb,P.O.Box574,Skopje,Macedonia+38923099157trvlado@feit.ukim.edu.mk
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Tables and figures 8
1 Background 11
1.1E-Government 11
1.2Locale-Government 14
1.3Vision 16
1.4Benefits 17
1.5Objectives 19
1.6Commonfallacies 20
1.7CurrentsituationinSEE 20
2 ICT standards 25
2.1Theneedforopenstandards 25
2.1.1TheEuropeanUnion 25
2.1.2UnitedKingdom 26
2.1.3Denmark 26
2.1.4TheNetherlands 27
2.1.5Norway 27
2.1.6Massachusetts,USA 27
2.1.7NewZealand 28
2.1.8Malaysia 28
2.1.9Chile 28
2.1.10India 28
2.1.11Austria 28
2.2Standardsdevelopmentorganizations 29
List of Contents
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ICTforLocalGovernmentsStandards,principlesandbestpractices
2.3MinimalsetofICTstandards 30
2.3.1Generalprinciples 30
2.3.2Specificprinciples 31
2.3.3InterconnectionStandardsandSpecifications 35
2.3.4DataInteroperabilitystandardsandspecifications 36
2.3.5StandardsforWebServices 37
2.3.6StandardsandSpecificationsforInformationAccess 37
2.3.7StandardsforContentManagementMetadata 39
2.3.8Disasterrecoverystandards 39
2.4Procedurestoachieveandmaintainthestandards 40
2.4.1OrganizationalFramework 40
2.4.2Legislative/regulativeframework 42
2.4.3Fiscalframework.Structureofbudget 43
2.4.4TechnicalModel 44
2.5Benchmarking 47
3 ICT Strategy 51
3.1ICTStrategyofMunicipality 51
3.2ActionPlanforImplementationofICT 52
4 Roadmap 55
4.1LAN,WANandMANdesign 56
4.2Basiclevelofsecurity 56
4.3Disasterrecovery 56
4.4Internetpresence 57
4.5Accessibilityandusabilityofthewebpages 57
4.6Equipmentprocurementandspecification 58
4.7Systemmaintenance 58
4.8Securitychecks 58
5 Risk analysis 59
5.1SimpleFactorRating 63
5.1.1 Factorquestionsrelatedto“Drivers” 63
5.1.2Factorquestionsrelatedto“Strategy” 64
5.1.3Factorquestionsrelatedto“Management” 64
5.1.4Factorquestionsrelatedto“Design” 65
5.1.5Factorquestionsrelatedto“Competencies” 65
5.1.6Factorquestionsrelatedto“Technology” 65
5.1.7 Factorquestionsrelatedtootherissues 66
5.2Design-RealityGapAssessment 67
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6 References 71
7 Useful links 75
7.1Standards 75
7.1.1Collections 75
7.1.2Organizations 75
7.2Roadmap 76
7.2.1 Publish 76
7.2.2Interact 78
7.2.3Transact 79
7.3Opensource 80
7.3.1 Portals 80
7.3.2Policy 80
7.4Riskanalysis 81
7.4.1 eGov4DevCases 81
7.4.2eGov4DevDesign-RealityGapCases 83
7.4.3Design-RealityGapeGovCaseProposals 84
7.4.4OtherCases-Since2001 84
7.4.5OtherCases-1999-2001 85
7.5Otherresources 89
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Tables and figures
TablesTable 1: e-Government models 13
Table 2: Standards Development Organizations 29
Table 3: Interconnection standards 35
Table 4: Data interoperability standards 36
Table 5: Standards for web services 37
Table 6: Standards for Information Access 38
Table 7: Additional standards for information access 38
Table 8: Standards for Content Management Metadata 39
Table 9: Disaster recovery guidelines and standards 39
Table 10: ICT strategy documents 52
Table 11: Action plan format 54
Table 12: Main factors that help support success of e-government in developing/transitional countries 60
Table 13: Main factors underlie failure of e-government in developing/transitional countries 61
Table 14: Rating scores 66
Table 15: Rating and outcomes for all seven ITPOSMO dimensions 69
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FiguresFigure 1: e-Government partnership system [2] 14
Figure 2: e-Government for Local Authorities [3] 15
Figure 3: ICT-enabled Connected Governance [4] 16
Figure 4: Municipality organization with respect to ICT 42
Figure 5: Balanced e-Government Scorecard 47
Figure 6: The five stage maturity model 49
Figure 7: E-Government Deployment Road map 55
Figure 8: Factor Model for eGovernment Success and Failure 59
Figure 9: ITPOSMO dimensions of e-government project
design-reality gaps 68
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1. Background
1. 1 E-Government
Theterm“e-Government”canbebroadlydefinedastheapplicationofinformationandcommunicationtechnologies(ICTs)aimedtoenhancetheperformanceoftraditionalgovernmentfunctionsandservices.Moredefinitionsofthistermcanbefoundintheliterature.Forexample,accordingto[1],e-governmentis“theuseofdigitaltechnolo-giestotransformgovernmentoperationsinordertoimproveeffectiveness,efficiencyandservicedelivery”.
Itshouldbepointedoutthate-governmentisnotasingleeventinashortperiodoftimebut a long-termevolutionaryprocessof transforminggovernment to focusoncitizenservices.Thus,itisnecessarytoestablishahigh-levele-governmentroadmap(top-downdesign)withabottom-updetailedimplementationplan.
The purpose of e-government ismore effective delivery of government services tocitizens.Generally, themore servicesareavailableonlineand themorewidespreadtheuseoftheseservices,thegreatertheimpactofe-government.Thus,e-governmentrequiresacriticalmassofe-citizensande-businessestogenerateexternalsustainableimpactbeyondthegovernment.However,achievingthiscriticalmassisnoteasy.Forexample,aWorldBankstudy[29]abouttheimportanceofmakingmoreonlineservicesaccessibletoe-citizensande-businessesfoundthat:
“Manycountrieswhopioneerede-governmentprograms5-10yearsagosoonrealizedthatthelevelofpublicparticipationinandusageofe-governmentservicesremainedquitelowdespitesubstantialpublicinvestmentonthesupplyside,whichsucceededinmakinggovernmentservicesavailableonline.”
E-Governmentwillonlybesuccessfulifthereisstrongdemandandsupportforitfromthemajorityofthepopulation.Someofthisdemandwillcomefrombetterawarenessoftheopportunitiesofferedbybetterandfastergovernmentservicedelivery.Citizensandbusinessesalsoneedtobemotivatedtousee-governmentservicesthroughtheprovisionofcompelling,relevantandaccessibledigitalcontent.Inparticular,thefollow-ingmustbeimplementedtoincreasedemandandsupportfore-governmentservices:
� Develop amulti-channel, single-window common service delivery infrastruc-ture,including‘physical’citizenservicecentersandotherpublicaccesspointssuchastelecentres,callcentres,Webportalsandmobileportals;
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ICTforLocalGovernmentsStandards,principlesandbestpractices
� ImplementmeasuresthatwillenhancepublictrustinICT-enabledtransactionsandallotherinteractionsinthedigitalenvironment;
� Encouragethedevelopmentof relevant,compelling,user-friendlyonlineandmobilecontent,includingso-called‘killerapplications’;and
� Implementprogrammesaimedatimprovedaccessibilityandaffordabilityofon-lineandmobilecontentandICT.
Thefollowingfourobjectivescanbeachievedwhene-governmentprojectsareimple-mentedsuccessfully:
1. Onlinegovernmentservice
2. Apaperlessgovernment
3. Aknowledge-basedgovernment
4. Atransparentgovernment
Toachievethesefourobjectives,e-governmentatcentralandlocallevelmustbebuilt.Therearethreemajortasksateachoftheselevelsofgovernment:
a) innovatingcitizenservices(G2C);
b) innovatingbusinessservices(G2B);
c) innovatingthewaygovernmentworks(G2G).
Inadditiontothee-Governmentlevels,differente-Governmentmodelsshouldbeusedinordertoprovidedifferenttypesofservicestotheinterestedstakeholders.Thebasice-Governmentmodelscoupledwiththedescriptionoftheinteractionwithcorrespond-ingstakeholdersisgiveninTable1.
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Table 1: e-Government models
e-GovernmentModels InteractionbetweenStakeholders
Government-to-Citizen(G2C) One-waydelivery of public services and information by thegovernmenttocitizens.
Citizen-to-Government(C2G) Allows for exchangeof informationand communicationbe-tweencitizensandgovernment.
Government-to-Business(G2B)
Consists of electronic transactions where government pro-videsbusinesseswiththekindsof informationtheyneedtotransactwithgovernment.Anexample isane-procurementsystem.
Business-to-Government(B2G)
Referstomarketingofproductsandservicestogovernmenttohelpgovernmentbecomemoreefficientthroughimprovedbusinessprocesses andelectronic recordsmanagement forexample.Ane-procurementsystemisanapplicationthatfa-cilitatesbothG2BandB2Ginteractions.
Government-to-Employee(G2E)
Consistsof initiativesthatwill facilitatethemanagementofthecivilserviceandinternalcommunicationwithgovernmentemployees.Anexampleisanonlinehumanresourcemanage-mentsystem.
Government-to-Government(G2G)
Allows for online communication and information sharingamong government departments or agencies through inte-grateddatabases.
Government-to-Non-profit(G2N)
Governmentprovidesinformationtonon-profitorganizations,politicalpartiesandsocialorganizations.
Non-profit-to-Government(N2G)
Allows for an exchange of information and communicationbetween government and non-profit organizations, politicalpartiesandsocialorganizations.
Therelationbetweenthee-Governmentlevelsande-GovernmentmodelsisgivenonFigure1.Thelocalgovernmentcannotbetreatedlikeotherlevelsofgovernment.Upto80percentofinteractionsoccuratthelocalgovernmentlevel.Thus,servicedeliv-eryisthemajorissueforthelocalgovernment.Ontheotherhand,thelocalgovern-mentsectordifferswithinitselfdependingontheregion,thelevelofdevelopment,andthepopulationitcovers.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
1.2 Local e-Government
Local governments, compared with central government, are closer to the citizens.Therefore,InformationSocietydevelopmentshouldbeanissueforlocalgovernmentstoalargeextent.
Local e-government is the application of e-Government that focuses on followinggoals:
Transforming services –making themmore accessible,more convenient,more re-sponsiveandmorecost-effective.Forexample,itcanmakeservicesmoreaccessibletopeoplewithdisabilities.Itcanalsomakeservicestobeeasiertojoin(withincoun-cils,betweencouncils,andbetweencouncilsandotherpublic,voluntaryandprivateagencies).Itcanhelpimprovethecustomer’sexperienceofdealingwithlocalpublicservices.
Renewing local democracy –makingcouncilsmoreopen,accountable,inclusiveandabletoleadtheircommunities.Governmentsshouldhelptheircitizens:theopportuni-tiestodebatewitheachother,engagemewiththeirlocalservicesandcouncils,accesstheirpoliticalrepresentatives.Itcanalsosupportcouncilorsintheirexecutive,scru-tinyandrepresentativeroles.
Figure 1: e-Government partnership system [2]
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Promoting local economic vitality–amoderncommunicationinfrastructure,askilledworkforceandtheactivepromotionofe-businesscanhelplocalcouncilsandregionspromoteemployment intheirareasand improvetheemployabilityoftheircitizens.Localgovernmentcanusee-governmentservicestoachievethesebenefits,ifthereareservicesthatcaneasepromotionoflocaleconomy.
Unfortunately, these locale-Governmentgoalsarenoteasytoachieve.There isnouniqueapproach toachieve thesegoalsbecausemodelsofe-Governmentdevelop-mentdon’tfitalllevelsofgovernment.
Figure2describes thecommonservices thatmightbeconsidered for implementa-tionatthelocalgovernment leveltogetherwithexampleapplications.Theyincludenotonlyinteractionwiththecitizens(viae-services),butalsofinancialmanagement,humanresourcemanagement,supportofdecision-making (atbothoperationalandpoliticallevel).
Figure 2: e-Government for Local Authorities [3]
Inadditiontothisdiversityinneeds,costisprobablythemostimportantmetricforsuccessful deployment of e-Government services. The local government sectorwillresistinterventionifitisnotfinanciallysupported.Evenifacertainserviceisdeployedinonemunicipality,itcannotbeassumedthatitwilleasilybedeployedregionallyonlywithinterventionfromhigherlevelsofgovernment.
e-Government
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ICTforLocalGovernmentsStandards,principlesandbestpractices
A co-ordinatedapproach to innovationbrings thiswhole sector forward, because itcanestablish ICTas theenablerofstrategicchangewitha limitedbudget.Figure3statessomeofthecontributionsthatICTcanbringtogovernancebothinternallyandexternally.
1.3 Vision
Toexplainthevisionoflocale-Government,theBilbaoDeclaration[23]willbeused.TheBilbaodeclarationsignedbymayorsandlocalandregionalauthorities’representativesassumestheprinciplesandvalues(“10PrinciplesofBilbao”)thatmustguidelocalac-tionwithregardtothedevelopmentoftheInformationSociety:
I. “Freedomofcommunicationanduniversalaccessto informationandknowl-edgearefundamentalrightsofeachandeverycitizen”:
II. “TheinformationeramustleadtothestrengtheningofallhumanrightsandthedevelopmentofdemocracyinaccordancewiththeprinciplescontainedintheUniversalDeclarationofHumanRights”;
III. “Thepotentialofinformationandcommunicationtechnologiesmustcontrib-ute,abovealltotheachievementoftheMillenniumDevelopmentGoals”;
Figure 3: ICT - enabled Connected Governance [4]
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IV. “ThedevelopmentoftheInformationSocietymustbenefitallcitizens,withoutexception,andbridgethedigitaldivide,withspecialattentionbeingpaidtothemostdisadvantagedgroups,topersonswithdisabilitiesandtotheinhabitantsofthemostisolatedareas,particularlyruralcommunities”;
V. “Topromoteeffectivedemocraticdecentralizationwithrelevantpowersandsufficientfinancialresources”;
VI. “Respect for cultural and linguistic diversity, dialogue between civilizations,andthediversityofthemedia”;
VII. “Topromotetransparencyinthemanagementoflocalandregionalaffairsandencouragepeopleparticipation”;
VIII. “Tocombatgenderinequalityanddiscriminationthroughtheuseofinforma-tiontechnologies”;
IX. “Topromotecooperationbetween localand regionalauthoritiesaround theworld through exchanging information and knowledge, and developing jointprojectsthatenabletheInformationSocietytoprogress”;
X. “TodevelopNorth-SouthandSouth-Southsolidarityasameansofcombatingsocialandeconomicinequality,contributingintheprocesstothecreationofafairerandmoreequitableInformationSociety”;
1.4 Benefits
Thekeybenefitsprovidedbytheimplementationofe-governmentare:
E-government helps improve efficiency in government. ICTsareanecessaryenablerofreformstothewaysinwhichpublicadministrationswork.Improvinginternaloperat-ingsystems–financialsystems,purchasingandpaymentarrangements,internalcom-municationsandsharingofinformation,programmeprocessinganddeliveryarrange-mentscangenerateoperatingefficienciesandimproveperformance.
Enhanced quality of service has been amajor component of public administrationreformoverthepasttwodecades,andtheuseof ICTstogenerateimprovementsinserviceshasbeenaprimarydriverfore-governmentactivity.Inparticular,theuseoftheInternethasgivenamajorboosttocustomerfocused,seamlessservices,whichaimtotranscendthestructureofpublicadministrations.Onlineservicesareincreasinglyseenaspartofabroaderservicesstrategy,with importantcustomerandefficiencybenefits.Asusersofpublicservicesareoftenobligedtointeractwithgovernment,userdissatisfactionwith thequalityofgovernmentservicescanquicklybecomeamajorpoliticalissue.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
ICTscansupport more effective outcomes inkeypolicyareassuchashealth,welfareservices,securityandeducation.Ultimately,governmentsandpublicadministrationsexisttodeliverpolicyoutcomes,andICTsareamajorenableracrossallmajorpolicyareas.Theuseofinternettodelivervalueintheseareasisamajorpreoccupationinmembercountries.
Bettergovernancearrangementsinthemselveswillpromote economic policy objec-tives.MorespecificeffectsmayrangefromimpactsonICTproduction,e-commercediffusionandbusinessproductivitytoindirecteffectssuchasreducedfiscalrequire-mentsowing tomoreeffectiveprogrammesandefficienciesflowing through to thebroadereconomy.
E-governmentcanhelpforward the reform agenda.Whenalignedwithmodernizationgoals, implementinge-government canhelpadministrations focuson theadditionalchangesneededtomeetservicedeliveryandgoodgovernanceconcerns.Atthesametime,itprovidessomevaluablereformtoolsandbuildssupportfromhigh-levelleadersandgovernmentemployeesforachievingthoseobjectives.
Throughcitizenengagement,governmentcan improvetheoverall trustrelationshipbetweengovernment andpublic administrations. E-government, by improving infor-mationflowsandencouragingactiveparticipationbycitizensisincreasinglyseenasavaluabletool forbuildingtrustbetweengovernmentsandcitizens.Thecitizenen-gagementcanbetratedasaformofeParticipation.Thiskindofengagementisactivebottom-upparticipationdrivenbycitizensandcommunities,ratherthanonlyone-wayinformationandtop-downconsultationprovidedbylocalgovernmentinformationwebsites.eParticipationisbroadeninginscopeandconcepttoembracewiderempower-mentandengagementingovernanceusingICT,aswellasgreaterpro-activeinvolve-mentineServicedesign.Itisclearthat,althoughmostcitizensarenotmuchinterestedinthemechanicsof(e)participation,manyremainveryinterestedinpublicissuesandpolicieswhichaffectthemortheircommunitiesdirectly.
Theseobjectivesmayinvolvetrade-offsbetweenefficiencyandeffectiveness,efficien-cyandopenness,accountabilityandcustomerfocus.Whenthisisthecase,prioritieswillneedtobeset,butitshouldnotbeassumedthatsuchtrade-offsareinevitable.Forexample,severalNordiccountrieshaveput inplacespecificoffices(ombudsmen)tohandlecitizencomplaintswithregardtoprivacyandcitizentrust;thissupportsbothprivacyprotectionandefficientuseofdata.
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1.5 Objectives
Mainobjectivesoflocale-Governmentare:
More ‘joined up’ services –Theseservicescanbeprovidedbylinkingservicesacrossorganizations in the region, through improved communication, shared informationsystems,accesspointsanddeliverymethods.Thisincludesdelivering services jointlywithcentralandlocalgovernmentagenciesanddepartments,thehealthserviceandthevoluntarysectorinparticular;
More accessible services –Serviceshavetobereachablefromhome,libraries,offices,communitycenters- indeedanywherefortheconvenienceofthepublicratherthanfromcouncilofficesattheendofaqueue.Equalaccessforallandsocialinclusivenessarekeyfactorsforasuccessfuldeploymentofthisobjective.Servicesshouldbeavail-ableattimesandinwaysthatsuitthepublic–notconstrainedbynormalofficehoursorspecifictechnologytoaccesstheservice(accesschannels);
Services should be delivered or supported digitally – Digital services are creatingmoreresponsive,bettervalueandfasterservicesandinformationaccess.Forexample,through jointcontactcentersandwebsites,andsimplifyingaccesstoservicessuchaschangingschool,settingupabusiness,ormovinghome.Seamlessdeliveryandtheremovalofunnecessarybureaucracyarekeyaimsofthisobjective;
Open and accountable services – Services should providemore information aboutplans, priorities and performance, encouraging public consultation and supportingcouncilorsinkeepingintouchwiththepeopletheyrepresent;
Services used by ‘e-citizens’ –Citizenswilladapttoelectronicserviceswhereappro-priate,especiallywherethisreducestransactioncostsandallowsfocusonthosewhoneed itmost.Though it ishard toknowwhat thepublicwill expect fromelectronicpublicservicesinthefuture,anditisobviousthatnoteveryonewillwantorbeabletoaccessserviceselectronically;carefuldesignandcontinuingconsultationwillhelpavoidcostlyinvestmentmistakes.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
1.6 Common fallacies
Therearesomecommonmisunderstandingsamongpoliticalandadministrativelead-ersofmunicipalitiesthatreflectintheinformationsocietydevelopmentoftheregion.
� TheroleoftheICTcomponentisoverrated.Infact,thetechnologicalcompo-nentistheeasiestpartofthedevelopmentandimplementationoftheICTsys-tems,
� ThereisunderstandingthatitispossiblesimplytotransferICTsystemsfromonecountryoreven fromonemunicipality toanother.This is inmostcasesimpossiblebecauseofthecomplexityofproceduralandorganizationalmatters,
� ThereareoftenargumentsthatICTsystemsareveryexpensiveandthat,be-causeofalackofbudget,theICTdevelopmentisnotpossible.ThesystematicapproachinICTbudgetplanningisoftenevenmoreimportantthantheamountofmoney. Ithelpssavemoneyandevenwiththeuseof limitedresourcestoguaranteethesustainabilityofdevelopmentandimplementation,
� Some fear that ICT companies are trying to sell expensive and not suitableproducts.Theauthoritiesshouldinvestinpersonnelabletotranslatethedif-ficulttechnology-relatedlanguagetoanunderstandablelanguagefortop-man-agers.
� There is understanding that top-managershaveno role in this developmentprocess: Everything is legally determined and themain problem is to find acompanythatwillmaketheprogramsaccordingtotheexistinglegislation.TheICTdevelopmentprocessiswidelychangemanagementprocesswherestrongleadershipismostimportant.Therefore,somebasicknowledgeofICTandor-ganizationalsupportofthemanagersofthemunicipalityisneeded.
1.7 Current situation in South East Europe
ThemajorityofmunicipalitiesinSouthEastEuropeworkwithdigitaldata.Numberofevidencesaboutinhabitants,economysubjectsetc.aredoneelectronically.Neverthe-less,theproblemisthatgatheringinformationisnotcoordinated.Asaresult,manyinstitutionshaveseparateevidenceonthesamedata.Itmeansthatregionallocalgov-ernmentshave significant information potential whichisstillnotutilizedinthemostoptimalway[26].
TherearesignificanteffortsinusageofmodernICTinmunicipalitiesinSEE.Insomemunicipalities,big efforts havebeenmadetowardsdevelopmentandconstitutionofinformation systemsand tools in order to improvepublic service. For example,mu-nicipalityIndjija(probablytechnologicallythemostadvancedmunicipalityinSerbia)isofferingcomprehensivee-governmentservicesaccessiblethroughitswebsite,ranging
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fromissuingbasicregistrydocumentstoprovidinglicensesandpermits.Thismunici-palityalsohasawellfunctioningCitizenAssistantCenterthathasbeensuccessfullyreplicatedindozensofmunicipalityacrossthecountry.
Generally,theexistingmunicipalityprofilefeaturesnostrategyfortheimprovementofICTusage.Nearlyallmunicipaldecision-makershaveheardaboutICTbuttherearenoconcreteactionplansfortheirimplementation.ICTdevelopmentdependson mayor’s priorities.Atthesametime,thereisagrowingunderstandingamongmayorsthattheuseofICTwillbeunavoidableinthefuture.Iflocalleadinggovernmentstructurecon-sistsofpeoplewhounderstandandaccepttheimportanceofICTsinamoderngovern-ment,thenactivitiesinthisfieldwillbeincludedinthesrategicplansofmunicipalitiesandwillbesupported.Biggerdevelopmentprojectsaremainlydependantonforeignaid and executedwith the assistance of foreign ICT companies. Computerization ofgovernmentalandmunicipalofficesisnotsystematic:itisquitecommonthatcomput-ersarenotnetworkedandnotconnectedtointernet,evenifinternetconnectionintheofficeexists.
Therearenomechanisms/fixedproceduresforICTbudgetplanning.ThepercentageofbudgetspentonICTanditsdevelopmentofmunicipalitiesislow.ThelowbudgetisspentonphonecommunicationsandinveryrarecasesontheICT.Veryfewdatabasesandinformationsystemsexistinthemunicipalities.Informationisnotintegratedwiththedatabasesofthebranchesoftheministries.
Aftertheimplementationofthedecentralizationprocess,it isveryimportanttopaygreatattention to theestablishmentand integrationof thedatabasesand improve-ment/developmentof ICTsoftwareinfrastructure.Electronicdocumentmanagementandworkflowshouldbedevelopedtoimprovetheefficiencyofthemunicipalities.
Thereisalackofofferofonlineservices(withexceptionoffewcasesofonewaydown-loadofcertainformsfromthewebsites).Someofthemunicipalwebsitesprovideanopportunityforcitizenstoaskquestions,butthereisalackofinternalproceduresandgeneralregulationsonwhatkindofdatashouldbeaccessibleforthepublic.
Thetelecomliberalizationprocesshasgivenfirstgoodresults(pricesaregoingdown,availabilityofinternetinurbanareasisgrowing)andfirstprojectsofruralbroadbandwill connect better rural remote municipalities. Central government, municipalities,businessandcitizensusemorecomputersandthereisrisingdemandfore-services.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Thefollowingrecommendationsareencouraged[32]:
1- All-Stakeholders Consultation: The governmental authorities should launchanationalconsultationtoengagethecitizens,thebusinesscommunity,localgovernments and other stakeholders in formulating objectives and buildingsupportfortheimplementationofane-governmentfordevelopmentprogram.
2- Implementing Strategy:Basedontheresultsoftheall-stakeholdersconsulta-tion,astrategy,ormasterplan,forimplementinge-governmentatcentralandlocallevelsshouldbegenerated.
3- E-government Coordination:Aninterministerialcommitteeundertheleader-ship of the PrimeMinister should assist thework of the committee and beresponsible for directing the implementation of the national strategy for e-government.ThePrimeMinistermaywishtocreateane-GovernmentCoordi-natorand/orCoordinatingOfficetooverseetheimplementationofthenationale-governmentstrategyandcoordinateanannualreporttotheParliament.
4- Policy/Legal/Regulatory Reform:Amongtheearlyactionsby thee-govern-ment interministerial committeewould be to conduct surveys to determinehowthelegal,policyandregulatoryenvironmentshouldbemodifiedinordertosupporte-governmentfordevelopment.Itiscriticalfore-governmentande-commercethatpolicy/legal/regulatorybarriersberemoved.
5- Cross-Ministerial Fund:Considerationshouldbegiventoestablishinganinter-ministerialfundtosupportcross-ministerialactivitiesandprovideincentivesforministriestousetheirownfundstosupporte-government.
6- EU Good Practices: In formulating the national e-government strategy, theinterministerialcommitteeshouldrefertogoodpracticesidentifiedbytheEUandneighbouringcountries.
7- E-Government Training:Ministriesshouldbeencouragedtosponsortrainingingovernment,especiallyprofessionalcoursesandstudytoursformiddleandseniormanagers.
8- Donor Coordination:TheWorldBank,UNDP,andotherinternationaldevelop-mentorganizationsaswellasbilateraldonorcountriesshouldbeencouragedtoassistintheformulationofthestrategyandtosupportspecifice-govern-mentprojects.
9- E-Procurement:Thegovernmentshouldestablishatransparentandefficientnationalweb-basedclearinghouseforbuyersandsellersthatcouldbeusedbybusinessesatcentralandlocalgovernmentlevels,aswellasalegalandregula-toryenvironmentnecessarytostreamlineproceduresandreducedistortionsinthebiddingprocess.
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10- Security and Standards:
� EstablishastandardsbodytopublishstandardsandbestpracticesforITnet-workingande-governmentincoordinationwiththeprivatesector.
� ReviewlawsonprivacyandpersonaldataprotectiontoensureEUcompliance.
� Ensurethatthedigitalsignaturelawisimplementedtousethebestpracticesine-authentication.
� Harmonizethelegalframeworktopreventcybercrime,includingimplementa-tionoftheCouncilofEuropeCybercrimeConvention.
11- Telecommunications Connectivity and access:
� Deregulationneedstobemanagedandimplementedtopromotetherapidavailabilityofhighqualityandaffordabletelecommunicationscapacity.
12- Information Services: make government information more readily available by:
� Establishinginformationcentersatlocallevelforbusinessdata,marketre-search,employmentdata,andgovernmentinformation.
� Establishingsharingmechanisms,acentralportal,withinthegovernmentfordatabases(datawarehouse)forone-stopshoppingbybusinessandcitizens.
� MaketheonlinecontentoftheOfficialGazettecost-freeandopen.
13- Citizen Participation
� ConsiderestablishingInternetkioskstofacilitatecitizenparticipationine-government,atacost.
� AlternativelyallowprivatesectorownedInternetcafestobidonprovidinge-governmentservicestocitizens(forms,digitalsignatures,etc.).
� Considerusingcomputer/Internetcentersatschoolsandlibrariestoprovidegovernmentinformationandservices.
� ConsiderusingWeb2.0socialsites,suchasFacebook,TwitterandYouTube,toincreasegreatersocialparticipationinthefieldsof:informationdisseminationonofficialgovernmentchannels,educationandtourism.Localgovernmentsshoulddevelopanoverallstrategicplanforallagencylevelstoparticipateinsocialnetworks,anddevelopacoordinatedefforttodevelopandimplementthetools.
� Aimnewe-governmentservicesatthemobilephonemarket.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
25
2. ICT standards
2.1 The need for open standards
Manygovernmentsallovertheworldhavebeguntorealizethe importanceofopentechnologiesandtechnicalspecifications,andtheabilitytoparticipateinthedevelop-mentofthesetechnologiesandspecifications[5].Inparalleltothis,theyhavetakennoticeofFOSS(FreeandOpenSourceSoftware)andthebenefitsthatitcanbringtoanation.Asaresult, inmanycountries,thegovernmenthascomeoutwithpoliciesand/orinitiativeswhichadvocateandfavoropenstandardsinordertobringaboutin-creasedindependencefromspecificvendorsandtechnologiesandatthesametimetoaccommodatebothFOSSandproprietarysoftware.Thisistrueformoste-governmentprojectsandinitiativesallovertheworld.
EmbracingopenstandardscanalsoassistFOSStoflourishinacountry.IntheIntroduc-tion,itwasmentionedthatopenstandardshelpedtopopularizeFOSStoalargeextent.FOSScaninteroperatewellwithestablishedproprietarysoftwareandtechnologieswiththeaidofopenstandards,therebymakingitsimplementationmorefeasible.Assuch,countriesthatarelookingtoFOSSshouldalsolookatspecifyingopenstandardstoo.
2.1.1 The European Union
TheEuropeanUnion (EU)comprisesmanynationstateswithmanydiverseculturesandlanguagesatvaryingstatesoftechnology/technicaldevelopment.Forittobeabletofunctioneffectively,especiallyintheareaofinformationexchange,theconcernedgovernmentshavetoestablishaproperinteroperabilityframeworkandstandardsondatainterchange.ThedevelopmentoftheEuropeanInteroperabilityFramework(EIF)[6],aframeworkforthee-governmentservicesofthememberstatestofacilitatetheinteroperabilityoftheseservicesatpan-Europeanlevel,istakingplaceundertheEu-ropean Commission’s Interoperable Delivery of European e-Government services topublic Administrations, Business and Citizens (IDABC) Programme. The EIF version1.0 recommends the use of open standards formaximum interoperability amonge-governmentservices.Itdefinestheminimalcharacteristicsforopenstandardsasthefollowing:
1. Thestandardisadoptedandmaintainedbyanon-profitorganization;2. Thedevelopmentofthestandardoccursusinganopendecision-makingpro-
cessanddoesnotexcludeanypartyfromit;3. Thestandardispublishedandisavailableeitherfreeofchargeorforanominal
fee;
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ICTforLocalGovernmentsStandards,principlesandbestpractices
4. Thepublishedstandardmustbeavailableforalltocopyanddistribute,eitherfreeofchargeorforanominalfee;and
5. Anypatentspresentinthestandardaretobeirrevocablyavailableonaroyal-ty-freebasis.
Theabovedefinitionhasattractedcontroversyeventhoughtheareaofvalidityiscon-finedtopanEuropeanprojectscarriedoutinthecontextoftheIDABCProgramme[21][22].FOSSgroupsandadvocateshavewelcomeditbutothergroups,includingANSI(AmericanNationalStandardsInstitute),BSA(BusinessSoftwareAlliance)andEICTA(European Information & Communications Technology Industry Association), havecriticizedit,particularlywithrespecttothelasttwocriteria.Thesepartiespointoutthattheyare inconsistentwiththeapproachtakenbyotherstandardsdevelopmentorganizationsthatacknowledgetherightofpatentholderstochargereasonableroyal-tiesandtoplacereasonablerestrictionsonthelicensingoftheiressentialtechnologycoveringanopenstandard.
TheEuropeanCommission’sIDAexpertgrouponopendocumentformatshasrecom-mendedthattheEuropeanUnion’spublicsectoruseopenformatsintheirelectronicdocuments[7].Forrevisabledocuments,XML-basedformatsliketheOpenDocumentformatfromOASISandMicrosoft’snewXMLbasedMSOfficeformatsarerecommend-ed.
2.1.2 United Kingdom
TheUnitedKingdom’se-governmentinitiativeplacesalotofemphasisonopentech-nicalstandardstoachieveseamlessinformationflowacrossthepublicsectorandtoprovidecitizensandbusinesswithbetteraccesstogovernmentservices[8].Itse-Gov-ernmentInteroperabilityFramework(e-GIF)definesthetechnicalpoliciesandspecifi-cationsgoverning informationflowsacrossgovernmentand thepublicsector.Com-plyingwithe-GIFatthehighestlevelincludestheuseofopenstandardslikeXMLastheprimarymeansfordataintegrationandtheimplementationofInternetandWWWstandards[9].
2.1.3 Denmark
TheDanishe-GovernmentInteroperabilityFrameworkincludesrecommendationsandstatusassessmentsformorethan450selectedstandards,specificationsandtechnolo-giesusedinitse-governmentsolutions[10].Ingeneral,theFrameworkrecommendstheuseofopenstandardsandcentrallyagreedXMLschemas(whichmaybeprovidedfreeofchargethroughoutthepublicsector)fordatainterchange.
27
AspartoftheInteroperabilityFramework,thepolicyondataanddocumentexchangespecifiesthatdocumentsshouldbepublishedingenerallyavailableformatsforwhichfreereadersexistandtheuseofproprietarywordprocessingformatssuchasMSWordor formats thatdonothavewidelyavailable readersshouldbeavoided forpubliclyavailabledocuments[11].
2.1.4 The Netherlands
TheNetherlands has created theOSOSS - the programme forOpenStandards andOpenSourceSoftwareingovernment[12].Thisprogrammeencouragestheuseofopenstandardsandprovidesinformationonopen-sourcesoftware.TheDutchICTU,theor-ganization for ICT andgovernment programme, runsOSOSS.While the programmetargetsthepublicsector,itsresultswillbeavailablefortheprivatesectorandindividu-alstoo.Theprogrammeprovidesinformationandadvicetothepublicsectoronopenstandards.Ithassetupacatalogueofrecommendedopenstandards[13]foruseinthepublicsector.
2.1.5 Norway
TheNorwegianGovernmenthasdeclaredthatproprietaryformatswillno longerbeacceptable in communication between citizens and government [14]. As part of its“eNorge2009-thedigitalleap”masterplanforIT-allpublicsectorbodiesinNorwayaretohaveinplaceaplanfortheuseofopensourcesoftwareandopenstandardsbytheendof2006.
2.1.6 Massachusetts, USA
TheCommonwealthofMassachusetts,USA,hasannouncedanITPolicythatemphasiz-estheimportanceofopenstandardscomplianceforITinvestmentsinMassachusetts[15].ThePolicystatesthatallprospectiveITinvestmentswillhavetocomplywithopenstandardsreferenced inthecurrentversionoftheEnterpriseTechnologyReferenceModel (ETRM)oftheCommonwealth. It furthersaysthatexisting ITsystemswillbereviewedforopenstandardscompatibilityandwillbeenhancedtoachieveopenstan-dards compatibilitywhereappropriate. In addition, open standards solutionswill beselectedwhenexistingsystemsareretiredofforneedmajorenhancements.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
2.1.7 New Zealand
Aspartofitse-governmentvision,NewZealandhascreated“asupportingInformationSystems(IS)PoliciesandStandards”document.TheguidingprinciplesstatethattheISPoliciesandStandardsaretobebasedonopenstandards,whereverpossible[16].NewZealandalsohasane-GovernmentInteroperabilityFramework(NZe-GIF)[17]thatliststhemandatoryuseofmanyopenstandardsforcompliance.
2.1.8 Malaysia
TheMalaysianGovernment InteroperabilityFramework(MyGIF)[18]definesthemini-mumsetofITstandardsandtechnicalspecificationsforuseingovernmentministries,agenciesanddepartments.Thesecovertheareasofinterconnection,dataintegration,informationaccess,securityandmeta-data.Insteadofcreatingnewstandardsorspeci-fications,MyGIFadoptsinternationallyrecognizedopenanddefactoITstandardsandspecificationsforalltheinteroperabilityareasmentioned.
2.1.9 Chile
In2004,theGovernmentofChileissuedDecree81[19]wherebyallpublicagenciesandservicesarerequiredtoformatdocumentsinXML.Athree-phaseroll-outdeploymentplanisbeingimplementedwiththefinalstagescheduledforcompletionby2009.
2.1.10 India
TheGovernmentofIndiahasstarteditseBizinitiative[20]-aprojecttobuildaframe-workforGovernmenttoBusiness(G2B)serviceswhereservicesfromthefederal,stateandlocalgovernmentagencieswillbemadeavailablethroughasingleportal.TheeBizarchitectureistobebuiltontheprinciplesofinteroperabilityandopenstandards.
2.1.11 Austria
Austria isconsideredtobeashowcaseforelectronicofferingsande-governmentinEurope.Itse-Governmentsystem,supportedwiththeAustriane-GovernmentActsince2004andtheFederalPlatformDigitalAustriasince2005,hasmadeAustriaacham-pionine-GovernmentinEurope.Inanonlinesophisticationstudyin2007[35],Austriawasatthefirstplacewithimpressive99%levelofonlinesophisticationofbaseser-vicesand100%ofonlinecapacity.
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TheAustrianElectronicFilesystemwasintroducedinordertoreplacepaperbasedfil-ingandarchivinginallAustrianministries.TheprojectwasstartedinSeptember2001andcompletedinJanuary2005.SincethenELAKhasbeenusedbysome8500users.Anelectronicfileiscreatedforeverywrittenrequestrequiringanansweraswellasforeveryinternalworktaskrespondingtotherequest.Inthisway,everyprocedurecanbeeasilyauditedanytimebyviewingthefile.Severalprovincialadministrationsalsointro-ducedsimilarelectronicfilesystemswithabout40,000usersalloverAustria.
In2008,thedevelopede-Governmentsoftwarewascompletelypublishedonanopensourceplatform[36].Thebestpracticesofcooperationbetweenalllevelsofgovernmentadministrationwereputonawiki-typeplatformatwww.verwaltungskooperation.at[37].
Austrianmunicipalitiesarethelinkbetweenthefederalgovernmentandthecitizens.Typicalservicesofthefederalgovernment,likeregistrationofresidents,passporten-quires,votingpapersrequestsetc.areallprovidedatthemunicipalfrontoffices.
2.2 Standards development organizations
Thereareanumberofstandardsdevelopmentorganizations(SDOs)referredtointhisdocument.Thefollowingtableprovidesabriefreference-SDOsmarkedwithanaster-isk(*)indicatethatstandardsarefreelydownloadable:
Table 2: Standards Development Organizations
SDO Description URL
ISO InternationalOrganizationforStandard-ization
http://www.iso.org/
IETF* InternetEngineeringTaskForce http://www.ietf.org/
OASIS* OrganizationfortheAdvancementofStructuredInformationStandards
http://www.oasis-open.org/
W3C* WorldWideWebConsortium http://www.w3c.org/
ITU InternationalTelecommunicationUnion http://www.itu.int/
IEC InternationalElectrotechnicalCommis-sion
http://www.iec.ch/
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ICTforLocalGovernmentsStandards,principlesandbestpractices
ECMA EcmaInternational-Europeanassocia-tionforstandardizinginformationandcommunicationsystems
http://www.ecma-international.org/
SABS SouthAfricanBureauofStandards http://www.sabs.co.za/
IEEE InstituteofElectricalandElectronicsEngineers
http://www.ieee.org/
ANSI AmericanNationalStandardsInstitute http://www.ansi.org/
OGC* OpenGeospatialConsortium http://www.opengeospatial.org/
FIPS FederalInformationProcessingStan-dards
http://www.itl.nist.gov/fipspubs/
ITU-T InternationalTelecommunicationUnionStandardizationSector
http://www.itu.int/
ETSI EuropeantelecommunicationsStandardInstitute
http://www.etsi.org/
2.3 Minimal set of ICT standards
Inthefollowingchapters,somegeneralandspecificprinciplesreferringtotheICTintheGovernmentwillbedefined.Aprincipleisageneralruleorguidelinefordesigningasystemorarchitecture.Byitsnatureaprincipleisarestrictionofdesignfreedom.Principlesarethemeanstoguidethedesignandevolutionofsystems.
2.3.1 General principles
The following general principle statements serve as points of departure for settingtechnicalprinciplesstatementsandstandards:
� ThefundingofgovernmentIS/ICTprojectsandthepurchasingofIS/ICTproductsandsolutionsshoulddependoncompliancewithdefinedandagreedstandards;
� Wheninterconnectivity,datainteroperabilityorinformationaccessisrequired,thecostofnon-complyingwiththestandardsshouldrestwiththenon-com-plyingentity,systemororganization.
� Governmentorganizations’lS/ICTplansshouldbebasedontheagreedsetofstandardsaswellasactsandotherrelevantGovernmentpolicydocuments;
� Theinstitution-andfunctional-basedapproachshouldbereplacedbyaservice-centeredapproach;
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� Governmentorganizationsthatco-operateinordertoensuretheprovisionofinformationandservicesforcitizensorownofficialsneednotknowevery-thingaboutthesubordinatingsystemorthedivisionofrolestherein;
� Thedevelopmentofinformationsystemsshouldbebasedonaninternet-centeredapproach;
� Accesstopublicservicesshouldpreferablybeensuredviaawebbrowserbydifferentchannelsanddevices;
� XML-basedtechnologiesshouldbeusedfortheintegrationofinformationsystemsandthepresentationofdata;
� Informationsystemsshouldprovideanduseservicesviaadataexchangelayerbasedonmultilateralagreements;and
� Indevelopingopeninformationsystems,open-sourcebasedsolutionsaretobeconsideredbeforeproprietaryones;
2.3.2 Specific principles
2.3.2.1 Principles for Networking
LocalgovernmentorganizationsshouldinterconnectusingIPv4.Adoptionofthenextgenerationofprotocolsshouldbeconsideredinduetime,incooperationwithcentralstategovernments.
2.3.2.2 Principles relating to Security
ProtectivelymarkeddatashouldbehandledandtransmittedinaccordancewiththeprovisionsoftheISO17799.
Non-protectivelymarkeddatashouldbehandledandtransmittedinaccordancewiththePublicServiceInformationSecurityFramework.
2.3.2.3 Principles relating to e-Mail
E-MailproductsshouldsupportinterfacesthatconformtotheSMTP/MIME.
Within government, intrinsic security should be used to ensure e-mail confidentiality.Outsidesecuregovernmentnetworks,S/MIMEV3shouldbeusedforsecuremessaging.
2.3.2.4 Principles relating to Directory
Alocalgovernmentdirectoryschemashouldbedevelopedtosupportarrangementofcommunicationservicesincludingmessagehandling,telephoneandfacsimileservicesaswellasinteractiveaccesstoarangeofotherapplications.Theschemashouldbeinteroperablewithcentralgovernmentdirectoryschemas.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
2.3.2.5 Principles relating to Domain Naming
ProjectsaretofollowthenationalDomainNamingpolicy.DomainNameServices(DNS)istobeusedforinternet/intranetdomainnametoIPaddressresolution.
2.3.2.6 Principles relating to File Transfer Protocol (FTP)
FTP should beusedwherefile transfer is necessarywithin governmental intranets.RestartandrecoveryfacilitiesofFTParetobeusedwhentransferringverylargefiles.
2.3.2.7 Principles relating to Terminal Emulation
Web-basedtechnologyistobeusedinapplicationsthatpreviouslyusedTerminalEmu-lationwheneverpossible.
2.3.2.8 Principles relating to Data Interoperability
XMLandXMLSchemashouldbeusedforDataInteroperability.
RDF,OWLandRSSshouldbeusedforMetadataframework.Itprovidesinteroperabilitybetweenapplicationsthatexchangemachine-understandableinformationontheWeb.
UMLandXMIshouldbeusedforexchangeofallbusinessinformationandinformationsystemdesignmodeling.
XSLshouldbeusedfordatatransformation.
ItshouldbeensuredthatXMLproductsarewritteninsuchwaythattheycomplywiththe recommendationsof theWorldWideWebConsortium (W3C). (Wherenecessarybase theworkon thedraftW3Cstandardsbutavoid theuseofanyproduct-specif-icXMLextensionsthatarenotbeingconsideredforopenstandardizationwithintheW3C.)
2.3.2.9 Principals relating to Information Access
Governmentalinformationsystemsshouldbedesignedsothatasmuchinformationaspossiblecanbeaccessedandmanipulatedfromcommoncommercialbrowsersthroughutilizationoffunctionalityfreelysupportedandavailablewithinthebrowsercommu-nity.
Governmentalinformationsystemsshouldbedesignedtobeavailable,asappropriate,ontheinternet,eitherdirectlyorviathirdpartyservices.
Governmental information systems should support the standardsand specificationslistedinthebrowserstandardsandspecificationstablesbelowusing,wherenecessary,freelyavailablebrowserpluginsordedicatedviewers.
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Governmentalinformationsystemsshouldbedesignedtoprovideprotectionagainstsecurityrisksofconnectiontotheinternet,includingtheabilitytoprotectagainstthevulnerabilityofdownloadingexecutablecontentcodethatisnotauthenticated.
Additionalmiddlewareorpluginsshouldbeused,whennecessary,toenhancebrowserfunctionality.
Browser standards adopted for conformance should support those features that abusinessorcitizenmaybeassumedtohaveavailableorcaneasilydownloadwithoutincurringalicensingfee,notwithstandingthepolicyrequirementthatallpublicsectorinformationsystemsbeaccessiblethroughbrowser-basedtechnology,otherinterfac-esarepermittedinadditiontobrowser-basedones.
Governmentinformationaccesssystemsshouldbedesignedtoprovidetheabilitytosupportthecitizeninhisowntimeandathisownpacei.e.forasynchronousoperationaswellassynchronous.
Thepossibilitytoprovidepartialinformation(mainlyfordissiminationpurposes)onadifferentpopularsocialnetworksshouldbeconsideredifthelocalpopulationusessuchsocialnetworks.
2.3.2.10 Principles relating to Content Delivery
Thedesignaimwouldbeforthecontenttobeindependentofthedeliverymechanism;hencethestrategicdirectionistouseXMLandXSL.
Thefullrangeofservicestobedeliveredtothecitizenwilldictatethestandardsre-quired. Content management techniques and personalisation technologies can beusedtosupportvariousdeliverychannelse.g.lowfunctionwebbrowsers,publicki-osks,DigitalTV,WAPphones,etc.
Transcodingservices,asanexampleofpersonalizationtechnologies,candeliverwebcontent toavarietyofdestinationenvironmentswithingreatly reduced timescalesand at significantly reduced cost. The principle is that transcoding can be used todynamicallyfilter,convertandreformatwebcontenttomatchtherequirementsanddisplaycapabilitiesof thedestinationdevice.Transcodingtechnology isserver-sidesoftwarethatmodifieswebpagecontentbasedondataprotocols,markuplanguages,deviceandnetworkparametersanduserpreferences.
Personalizationtechnologiesmayalsobeusedtosupportgroupssuchasdisadvan-tagedcommunitiesorvisuallyimpairedorblindpeople(i.e.byusingtexttranslation,largerfontsandgraphics,audio,etc.viaatranscoder).
SpecialattentionhastobeturnedtosupportingnewbusinessmodelswhichcreateinnovativepartnershipsfacilitatedbyICTbetweengovernmentandlocalactors(from
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ICTforLocalGovernmentsStandards,principlesandbestpractices
boththeprivateandcivilsectors)throughmultiplechannelswhichincludeintermedi-ariesanddirecthumancontact.
2.3.2.11 Principles relating to Web-Services
Thisisacrucialareafortheinteroperabilityofservicesinwhichvendor-neutralstan-dardsareemerging.
Theimplementationofweb-servicesfortheGovernmentshouldadheretotheexistingandevolvingstandardsdevelopedbyW3CandOASIS.
Wherestandardsarestillemergingfromindustryconsortia,suchasWS-I,theGovern-mentshouldmonitorstandardsdevelopmentinthisareaand,wherenecessary,partici-pateinnationalstandardsdevelopment.
2.3.2.12 Principles relating to Enterprise Architecture
IntermsofthePublicServiceRegulations,GovernmentorganizationsshoulddevelopInformationPlans, InfrastructurePlansandOperationalPlansbasedon theGovern-mentorganizations’businessstrategy.
Governmentorganizationsshoulddevelopplansbasedonaconsistententerprisear-chitecturecontainingbusinessarchitecture,applicationarchitecture,dataarchitectureandtechnologyarchitecture.
Businessarchitecturecontainsafullbusinessdefinition,includingbusinessmotivation,services,businessprocessesimplementingtheseservices,businessunitsandlocationsandhowtheserelatetoeachother.
Application, data and information technology architectures are consistent with thetechnologystandardsprovidedintherestofthisdocument.
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2.3.3 Interconnection Standards and Specifications
Therecommendedstandardsandspecificationsforinterconnectivityarepresentedinthefollowingtable.
Table 3: Interconnection standards
Component Standard StandardsBody
WebtransportHypertextTransferProtocolHTTPv1.1(RFC2616)
IETF/W3C
EmailtransportSimpleMailTransferProtocolSMTP(RFC2821,RFC2822)
IETF
InternetmessageformatMultipurposeInternetMailExtensionsMIME(RFC2045,RFC2046,RFC2047,RFC2048andRFC2077)
IETF
MailboxaccessInternetMessageAccessProtocolIMAPV4.1(RFC3501)
IETF
EmailSecurity
S/MIMEV3shallbeusedwhereappropriateforpangovernmentmessagingsecurityunlesssecurityrequirementsdictateotherwise.ThisincludesRFC2630toRFC2633.
IETF
Directory
X.500coreschema(ISO/IEC95948).Light-weightDirectoryAccessProtocolLDAPV3(RFC4510)istobeusedforgeneral-purposedirectoryuseraccess.
ITU/IEC/ISOIETF
DomainNameSystemDNS(RFC1032toRFC1035andrelatedup-dates)
IETF
Filetransferprotocols
FTP(RFC959,RFC1579,RFC2428)
Securecopyoverssh(OpenBSDreferenceimplementation)
IETF
LAN/WANinterworking InternetProtocolIPv4(RFC791) IETF
IPsecurity IP-SEC(RFC2402/2404) IETF
IPencapsulationsecurity EncapsulatingSecurityPayloadESP(RFC2406) IETF
Transport
TransportControlProtocolTCPRFC793withextensionsasreferredinRFC4614
UserDatagramProtocolUDP(RFC768)
IETFIETF
Transportsecurity TLS1.1(RFC4346) IETF
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Encryptionalgorithms
StreamCiphers:RC4,Rabbit,Decim,TSC4(ISO/IEC18033-4)
BlockCiphers:AES(FIPS197),Twofish,RC6,Blowfish,IDEA(ISO/IEC18033-3)
Asymmetric:RSA(ISO/IEC18033-2);EllipticCurveCryptography(ECCSEC1)(ISO/IEC15946)
ISO
ISO
ISO
HashingSHA-256,SHA-512(FIPSPub180-2);
SHA-384;RIPEMD-160;WHIRLPOOL-512(ISO/IEC10118-3)
FIPS
ISO
DigitalSignatures
WithAppendix:RSA(ISO/IEC14888)
WithMessageRecovery:RSA
(ISO/IEC9796-2/3);DSA(FIPSPub186-2),EC-DSA,Rabin,Nyberg-Reuppel(ISO/IEC14888))
KeyManagementDiffie-Hellman(ANSIX9.42-DH-MQV);EIGa-mal,Nyberg-Reuppel,RSA(ISO/IEC11770-2/3))
2.3.4 Data Interoperability standards and specifications
TherecommendedstandardsandspecificationsforDataInteroperabilityandtrans-formationaregiveninthetablebelow.
Table 4: Data interoperability standards
Component Standard StandardBody
Metadata/MetaLanguage XML(ExtensibleMarkupLanguage) W3C
XMLMetaDatadefinition XML-SchemaRelaxNG W3COASIS/ISO
XMLDatatransformation XSL(ExtensibleStylesheetLanguage) W3C
XMLDataquery Xpath W3C
XMLSignature XMLDSIG W3C
XMLSecuritymark-upSAMLv2.0(SecurityAssertionMarkupLanguage)
OASIS
PublicKeyInfrastructure X509v3 ITU-T
Minimuminteroperablechar-acterset
TransformationFormat-8bitUTF-8(RFC3629),individualitemsintheXMLschemamaybefurtherrestrictedincharactersetonacasebycasebasis.
IETF
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ModelingandDescriptionLanguage
UML(UnifiedModelingLanguage)RDF(ResourceDescriptionFramework)
OMGW3C
Ontology-basedinformationexchange
OWL(WebOntologyLanguageSeman-ticsandAbstractSyntax)
W3C
ModelexchangeXMI(XMLMetadataInterchange),version2.1
OMG
FormRepresentationandData
XformsW3C
Geospatialdata GML(GeospatialMarkupLanguage)OpenGeospatialCon-sortium
2.3.5 Standards for Web Services
Theuseofwebservicesshouldbestronglyencouraged.Thesetofstandardsisgiveninthetablebelow.
Table 5: Standards for web services
Component Standard StandardBody
Webservicerequestdelivery SimpleObjectAccessProtocolSOAPv1.2 W3C
Webservicerequestregistry UniversalDescription,DiscoveryandInte-grationUDDIv3.0
OASIS
Webservicedescriptionlan-guage
WSDL1.1 W3C
2.3.6 Standards and Specifications for Information Access
TheGovernment standards and specifications for information access, browsers andviewersaredefinedinthetablesbelow.Theservicestobedeliveredtothecitizenwilldictatetheexpectedstandardsrequiredtobesupportedbythebrowser.However,assomebrowsersmayonlysupportthebasicstandards listed intheformertable,thisresultsinonlyalimitedsetofe-Governmentservicesbeingabletobeofferedviasuchbrowsers.
Assuch,theessentialminimallevelofinformationrequiredtobeaccessedandviewedbythecitizenshouldeitherbeconveyedorbecapableofbeingconvertedusingper-sonalizationtechnologies,e.g.transcoders,throughtheuseofthebasicstandards.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Table 6: Standards for Information Access
Component Standard StandardBody
Hypertextinter-changeformats
ThosepartsofHypertextMarkupLanguageHTMLv4.0andXHTMLimplementedincommonbyFirefoxv2.0orlater,andMSInternetExplorerv6orlater,plustheirinteroperableextensions
W3C
Working OfficeDocumentformats(word-processing,spreadsheet,pre-sentation)
UTF-8/ASCIIFormattedText
OpenDocumentFormat(ODF)vl.O(ISO26300)andlaterOasisversions
Comma-SeparatedValues(CSV)RFC4180
IETFOASIS/ISO
IETF
Documentformatsforpresentationview
XHTMLmarkupPDF(version1.6) W3CAdobe1
RelationalData-baseAccess
StructuredQuerylanguageSQL93 ANSI
Charactersetsandalphabets
UNICODEISO/IEC10646-1:2000 ISO/IEC
Graphical/stillim-ageinformationexchange
JointPhotographicExpertsGroup/ISOstandards10918
PortableNetworkGraphics(ISO/IEC15948:2001)
ForimagesthatwillnottolerateinformationlossusetagImageFileFormat(.tif)
ISOISOAdobe
Someservicestobedeliveredtothecitizenswillrequiremoreextensivefunctional-ityinthebrowser.Wheresuchextensivefunctionalityisrequired,theusedstandardsshouldbeselectedfromthoselistedinthetablebelow.
Table 7: Additional standards for information access
Component Standard StandardBody
Multimediaaudio/visualcontent
MovingPictureExpertsGroup(.mpg)MPEG-1(ISO/IEC11172)MPEG-2(ISO/IEC13818)MPEG-4andogg(http://www.xiph.org)
ISO
Browserscripting JavaScript(ECMA262) ECMA
InternetConfer-encing
H323 ITU-T
SIP(RFC3261) IETF
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Filearchivalandcompression
tar(POSIX.1-2001) POSIX
gzip(RFC1951andRFC1952) IETF
zip(http://www.pkware.com)
bzip2(http://www.bzip.org/)
2.3.7 Standards for Content Management Metadata
TherecommendedstandardsforContentManagementMetadataare:
Table 8: Standards for Content Management Metadata
Component Standard StandardsBody
Content management metadataelementsandrefinements
DublinCore ISO15836
Metadataharvesting OpenArchivesInitiativeProtocolforMetadataHarvesting2.0(OAI-PMH)formetadatacollection.ProtocolVersion2.0of2002-06-14DocumentVersion2003/02/21TOO:00:OOZHttp://www.openarchives.org/OA/openarchivespro-tocol.html
2.3.8 Disaster recovery standards
Mostimportantdisasterrecoverystandardsandguidelinesarepresentedinthetablebelow.
Table 9: Disaster recovery guidelines and standards
Component Standard StandardsBody
Disaster Recovery Plan-ning
DisasterRecoveryPlanning
BusinessContinuity
BS7799/ISO17799.
DisasterRecovery Guidelinesforinformationandcommu-nicationstechnologydisasterrecoveryservices
ISO/IEC24762:2008
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ICTforLocalGovernmentsStandards,principlesandbestpractices
2.4 Procedures to achieve and maintain the standards2.4.1 Organizational Framework
Contrary towhat isoften thought, thebiggest challengewhendevelopingan infor-mationsocietydoesnotlieinhowtogettheinformationtechnologytogether,butinshapingtheorganizational,legislativeandfiscalframeworkofthelocalgovernmenttosupportthedevelopmentofe-governance.
The proposed organizational model (see Figure 4) offers the local governments aframeworkinwhichtosituatethedecision-makingprocessesandprojectmanagementactivities,relatedtointroducinge-government.
Asstatedabove,theorganizationalmodelcandifferaccordingtothesizeandtheleveloforganizationofthelocalgovernmentitistobeappliedto.Afurtherdivisionismadebetweentheinternal(applyingtotheback-officeofthelocalgovernment)andtheex-ternalaspects(applyingtotheinteractionwithcentralgovernment)oforganization
2.4.1.1 Internal organization for bigger municipalities
Even if thebasicresponsibilityof ICTdevelopmentremains in thehandsof thecitymayororheadofadministrationof themunicipality, in localmunicipalities thatcanallocatesufficientresources,theresponsibilityconcerningICTprojectsshouldbedel-egatedtoaspecializedICTmanager[26].
TheICTmanager,whichwewillrefertoas“CIO”or“Chief Information Officer”,shouldbeplacedatasufficientlyhighlevelwithinthemunicipality(usuallyatthelevelofheadofdepartment).Heorshewillberesponsiblefor:
� CreatingandimplementinganICTactionplanonthelevelofthemunicipality;
� PlanningandpreparingtheannualICTbudget,inlinewithboththemunicipal-ityandthecentralgovernmentICTactionplans;
� Implementingprojects,includingprocurement,theorganizationofsupervisionandansweringtothemunicipalitiestrainingneeds;
� MaintainingtheICTarchitectureandusersupport;
� ParticipatinginanICTtaskgroupofmunicipalities,tobeleadbytheCentralCoordinationUnitoftheMinistryofLocalGovernments.
Benefitingfromthesupportive,advisoryandpreparatoryactivitiesoftheCIO,acityICT council should be established to assist themayor in overall strategic decision-making.SuchanICTCouncil:
41
� Isheadedbythecitymayororheadofadministration;
� Consistsofthekeypersonsinthemaindepartmentsandsub-unitsofthemunicipality;
� CoordinatestheeffortsofallactorsinvolvedintheICTprojectsandintegratesthechangesintheinternalworkingofthedepartments;
� BenefitsfromthepreparatoryworkoftheCIO;
� HastheauthoritytoapproveallthestrategicinitiativesconcerningthedevelopmentofICTinthemunicipality,includingpropositionstoinitiatenewprojects,theannualICTbudget,intermediatereportsonongoingprojectsandmeasuresneededtoimplementre-engineeredprocesses.
ThetasksoftheICTCouncilcan,dependingonthesizeandspecializationandontheexistingorganizationswithinthemunicipality,betakenupbytheCityCouncilitself.Inbiggermunicipalitiesandmunicipalitieswithamorecomplicateddivisionoftasks,ICTCorrespondents canbeappointed.Preferably, theyhaveabetter knowledgeandun-derstandingof ICT issues.Theysupportthe implementationofnewtechnology inthedepartmentandactascontactpersonsfortheCIO.ITCorrespondentsneedtobeofferedmoreintensivetrainingonICTandcanberewardedfortheirextraeffortsusingfinancialandnon-financialincentives.
WithICTcomestheissueofdataprotection.Whereatfirstbasicphysicalandproceduralsecuritymeasurescanbesufficient,acomprehensivesecuritypolicyhastobedevelopedovertime.Theneedforsuchapolicygrowswiththedevelopmentofdifferentsystemsandtheexchangeofdata,enlargingtheriskofunauthorizeduseofinformation.
TheissueofdataprotectionshouldbetackledbyaData Security Officer,whocanbees-peciallyappointedandtrainedorwhosetaskscanbeobservedbyaseniorofficialwithinthemunicipality.TheDataSecurityOfficerimplementsorganizational,physicalandtech-nicaldataprotectionmeasuresafteranalyzingtherisksconnectedtotheimplementedmechanismsofinformationgatheringandexchange.Ideally,theworkoftheDataSecu-rityOfficerissupportedthroughfeedbackgainedfromregularexternalsecurityaudits.
Partoftheactivities,suchastrainingandsoftwaredevelopment,canbeseparatedfromthemunicipalgovernmentandcangrowintoindependentcompanies.OthertasksandactivitiescanbeperformedincooperationwithICTdepartmentsofothermunicipalities,eitherthroughdirectcooperationorthroughcreationofaspecialized(non-profit)entity,workingprimarilyorexclusivelyforthemunicipalitiesthatcontrolit.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Figure 4: Municipality organization with respect to ICT
2.4.1.2 Internal organization for smaller municipalities
ICTmanager in smallmunicipality is not necessarily a full-time job.His/herworkingtimecouldbesharedwithotherinstitutions–school,governmentinstitutionorprivatecompany.TheresponsibilitiesofICTmanagercouldalsobeoutsourcedandboughtfromthecompany/entrepreneur.Themainroleofthepersonistohaveaclearvisionofthefuturedevelopmentsandunderstandingofthemunicipalityneeds–bothintheofficeandbeyond.
Allservicescouldbeoutsourcedaswell.Butthereisdangerousmoment–somebodyfromthemunicipalorganizationshouldbewisesubscriberandcontractorfortheout-sourcingpartner.
2.4.2 Legislative/regulative framework
ICT is the most important development component of modern world and valuablefoundationof informationsociety. Indevelopedcountries itsuseandimplementationisbasedonoptimallyarrangedregulationsand internationalstandardsthatcreateastableandpredictable legislativeenvironmentwith laws thatareclearly formulated,transparent,non-discriminatoryandtechnologicallyneutral.
Privacyprotectionanddatahandling, intellectualproperty rights, contract law,elec-tronicsignaturelaw,electroniccommercelaw,telecommunicationslawandmanyoth-
43
ers,needtobeenactedtoprovideasecure,stableandattractiveenvironment.Ontheotherhand,somemodernandwell-writtenlaws,suchasthoseprovidingforintellectualpropertyprotection,havebeentabledalready,buttheystilllackenforcementmecha-nisms.Thismeansthatchangesoftheexistinglegalsystemarestillnecessaryintheregion.
Keysteps toanewe-legislationareharmonizationwithEU legislation, fulfilling theobligationsfromtheeSEEuropeAgendaandWSISActionplan,amendingexistinglawsandadoptingnewlawsandby-laws.
2.4.3 Fiscal framework. Structure of budget.
ICTbudgetplanning ispartof thegeneralmunicipalbudgetplanning. Fromseveralbestpracticeexamples,itisimportanttofixthestructureandmethodsofICTbudgetplanningbyinternalregulationoftheMunicipality.ItisrecommendedtodescribeICT-relatedexpensesclearlyinthemunicipalbudget.Ideally,halfoftheIT-budgetisusedforrunningandmaintenancecostsandhalffordevelopmentandinvestments.Frominternationalexperience,theshareofICTexpensesfromthegeneralbudgetis1-2%.
Inparallelwithfinancingpossibilitiesfromthemunicipalbudget,internationaldonorsarealsooftensupportingdevelopmentprojects.Thechoiceofpossibledevelopmentprojects depends on the strategic tasks of these organizations. Quite often, this fi-nancingisaimedtosupporttheprojectsrelatedtothedevelopmentofcivilsociety,transparency,e-Democracyandanticorruptionissues.Inthesecasesthemechanismsandrulesoffinancingdependontheregulationsoftheseinternationalorganizations.
Inspiteoftheseexternalpossibilities,theICTbudgetshouldbeoneoftheprioritiesofthemunicipalbudget,regardlessofitsshare.Itisdirectlyconnectedtothesustain-abilityofsystems.
ICTbudgetisoftendividedinto:
� Runningcostsofsystemsandinfrastructure.Thereistheneedtorenewca.20%oftheinfrastructureeveryyear.Thecalculationformulacanbeusedtoevaluatetheneedforthisrenovation:c=a*b*0.2(c=needforinfrastructurerenovationbudget,a=numberofICTworkplacesinmunicipality,b=esti-matedcostofaunitofinfrastructure,usually2-3000EUR).Inadditiontotherenewaloftheinfrastructure,someothercostsshouldbeestimated–costforinternetconnectivityservice,costofsoft-andhardwaremaintenance,costofsoftwarelicenses,costofstaffICTtrainingetc.
� Costofdevelopmentprojects.Thiscostisoftenevaluatedbyusingtheexter-nalexpertmethod.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
2.4.4 Technical Model
Thetechnologicalmodelformunicipalitiesconsistsoftwobasicparts:
� IT-infrastructure
� Informationsystems
Thebasiccomponentsofbothpartsaresimilar,sincemostofthefunctionsthatmu-nicipalitiesarecalledtoperformarecommonandestablishedbylaw.Therearesomedifferencesbetweencity-typemunicipalitiesandsmallruralmunicipalities,buttheyarerelativelyminorandwillbedealtwithinthetext.
2.4.4.1 ICT infrastructure
TheICTinfrastructureforthemunicipalityisthephysicalpartofthee-modelformu-nicipalities. Theequipmentand the connectivity,whetherwiredorwireless, are thebackboneofinformationexchangebothwithinamunicipalityandbetweenmunicipali-ties.SinceICTequipmentisalsothemostexpensivepartofthee-modelthathastobeimplementedwithveryscarceresources,onehastobeverycarefulintheplanningprocess.Ageneralrecommendationistoaimatharmoniousdevelopmentoftheinfra-structuretoavoidcreationofartificialbottlenecksthatdonotallowefficientuseofresources.
The ICT infrastructure for a typicalmunicipality consists of personal computers, lo-calareanetwork(s),useridentificationandauthorizationsystemsandbasicsoftware.For theuninterruptedflowofdata that isapreconditionofdataexchangebetweenadministrations,oneneedstoaimatdevelopingabroadbandinternetconnection ineverylocalauthority.Sincethisisalsoaneedonbehalfofcentralgovernment,itisad-visabletocreateacentrallylaunchedandfinancedprojecttoreachthataimwherebythecentralgovernmentwillpayfortheinitialsetupofthebroadbandconnectionandmunicipalitieswouldberesponsiblefortherunningcosts.SuchalayoutwillsetabasisforsustainablefunctioninganddevelopmentofmunicipalICTsystems.
Itisstronglyrecommendedthateverypersonwhoneedstohaveaworkstationwouldhaveitconnectedtointernetandequippedwithabasicsetofsoftwaretools.Localgov-ernmentsshouldthemselvesdevelopafixedstandardized listofnecessarysoftwareforanordinaryworkstationoftheirmunicipalityinordertofacilitatetheexchangeofinformationandkeeptrackofproprietaryissuesofthesoftware.
TheintroductionofanICTsystematlocallevelwouldtypicallygothroughthefollowingsteps:
� Systemicanalysisofprocessesandproceduresoflocalself-government
� Feasibilityanalysisoftheinformationsystem
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� Designofthenetwork
� Installationoftheinformationsystem
� Trainingofusers
� Implementationofamonitoringsystemformodelusage
Inordertohaveafullyfunctioninginformationsystem,thefollowingbasictechnicalpreconditionsshouldbemet:
� Localnetwork-allthecomputersinthelocaladministrationshouldbenet-worked,oratleastonecomputerineachdepartmentorofficeshouldbeinthenetwork
� Centralserver-isrequiredtohostthemodelandsupportingsoftware
� Internetconnection-accordingtotheneedsofthelocalgovernmentnetworkanditsfinancialcapacity.Largemunicipalitiesmightuseadedicatedline,pro-vidingtwenty-fourhourconnectionwithinternet.Smallerlocalgovernmentsmayonlybeabletoaffordamorelimitedconnection
Fortheimplementationofthelocalinformationsystem,thefollowinginfrastructureisneeded:
� Minimuminformaticequipmentofthelocalgovernmentisonecomputerineachdepartmentoroffice.Onehighqualitycomputerwillfunctionasserver.
� KnowledgeofWindowsandinternetbyemployeeswhowillperformtheinter-activeworkwithclients.
� Anappropriatesoftwarepackageincludingusers’manual.
� Ateamofexpertstoconductthebasicsystemicanalysis,installthemodel,andtraintheusers.
Inordertoprovideforabettercomprehensionof theprocessofdevelopmentofe-Governmentandforacompetentdemandforelectronicadministrativeservices,itisnecessary:
� Tocarryoutregularmonitoringoftheperceptionsfortheconsumptionofelectronicadministrativeservices.
� Toorganizeandimplementanawarenessprogrammefortheutilizationbybusinesses,citizensandadministrationofelectronicservices.
� Usingthecapabilitiesofe-governmentthetraditionalchannelsforservicedeliverymustbepreserved,developedandorganizedaccordingtothe“one-stop-shop“conceptinordertoavoidthe“digitaldivide”betweenthedifferenttargetgroups.
� Tocarryoutaperiodicevaluationoftheadvancementintheimplementationofelectronicservices.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
2.4.4.2 Information systems
Amunicipalityusuallyhasthefollowinginformationsystems:
Document management system (DMS)–documentmanagementprocessesaredeeplyconnectedtothecoredutiesofthemunicipality.Inbigcity-typemunicipalities,docu-mentmanagementwithapproval/digital signaturemechanismsarepartof thecoreinformationsystem.Thedocumentmanagementsystemshould follow thebasicsofstateIT-architecture,documentsemanticsandbeabletocommunicatewithstateICTbasicinfrastructure.
E-mail systems.Thereisawidevarietyofcommerciale-mailsystemsonthemarket.Alsoopen-sourcesolutionsareavailable.Itwouldbeadvisabletointegratee-mailsys-temtothedocumentmanagementandresourceplanningsystemofmunicipality.
Finance and personnel management systems.Itwouldbegoodtoreachthesituationwherebasicfinanceandpersonnelmanagement informationsystemsaredevelopedtogether–withunifiedinterfacesinordertosimplifydatatransferstothecentralinsti-tutions,statisticsetc.
Webpages of municipalities and e-democracy tools.Itisreasonablethatbasictoolsfore-democracyaretobedevelopedtogetherunderthe“umbrella”oflocalgovern-mentassociationorothercommoninstitutions.ThereareseveralrecommendationsfortheIT-architecture,whicharedescribingstandardsforwebdevelopment.Severalopen-sourcetoolsareavailabletomanagemunicipality informationontheweb.ThePublicInformationActshouldregulatethelistofinformationforallmunicipalitiesthatshouldbesetupontheirwebsites.
State registers.Mostfunctionsrelatedtotheregistrationofpopulation,realestate,businessesandcarsarecentralizedtothecentrallevelstateregister.Atthesametime,differentmunicipalitieshavedifferentneeds for information. It shouldbediscussedtowhichamountexistingstateregisterdatasetsneedtobeenlargedbycertainmu-nicipalities.TherearepossibleITmechanismsthatallowtheintegrationofdatasetsofstateregisterswithimportantinformationatmunicipallevel.Clearunderstandingshouldexistaboutownershipofdataanditscross-usebycentralgovernmentandmu-nicipalities(useofdataforanalysis,privacy,financialissues).
2.4.4.3 Front office
Theterm“frontoffice”referstogovernmentas itsconstituentssee it,meaningtheinformationandservicesprovidedandtheinteractionbetweengovernmentandbothcitizensandbusiness.The implementationofe-government initiativesconcerns twoareasregardingthefrontoffice:implementationofonlineservicesandengagementofcitizens.
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2.4.4.4 Back office
Theterm“backoffice”referstotheinternaloperationsofanorganizationthatsup-portcoreprocessesandarenotaccessibleorvisibletothegeneralpublic.Theimple-mentationofe-governmentgoeshand-in-handwithanumberofbackofficereforms.Ontheonehand,e-governmentwillhelpbringingthesereforms,while,ontheother
hand,e-governmentrequiressuchreformsinordertobesuccessful.
2.5 Benchmarking
Forstrategyandactionplanningreasons,itisimportanttoknowwhattheICTsituationofthemunicipalityislike.ProvidinglocaleGovernmentservicesextendssimpleavailabilityofpublicservicesinelectronicform.ThereisnouseindeliveringeGovernmentservicesifthesearenotusedordonotdelivertheexpectedbenefitstousers.Theendresultsmustreflecttheoutcometheydeliverforcitizens,businessesandgovernmentitself.Thisout-comeprovesitselfthroughusage,deliveryofrelevanthighimpactservices,convenience,andtime-efficiencygains.ArecentstudybyT.E.Wohlers[40]showsthatlocale-govern-mentsophisticationincreasesformunicipalitiesgovernedbyprofessionalmanagers,en-dowedwithmoreorganizationalresources,characterizedbyhighersocioeconomiclevels,andincreasingpopulationsize.
Oneexampleofanassessmentthatbalances efficientadministrationswithresponsivede-mocracyistheBEGIX(Balancede-GovernmentIndex)[24]toolfocusedonmeasuring‘bal-ancede-government’bycombiningelectronicandparticipatoryservices.
Theself-evaluationtoolBEGIX(BalancedE-GovernanceIndex)isbasedontheconceptofbalancede-government,accordingtowhicha“correct”e-governmentisabalancedcombi-nationofelectronicservicesandformsofelectronicparticipationthatisdevelopedwithinchangemanagementframework.Theconceptwasdeveloped inthecourseofabench-markingsurveycarriedoutbyBertelsmannFoundationandBoozAllenHamilton.
Thebalanced e-government scorecard servesintherecordingandevaluationofvariousdimensionsofe-democracyande-governmentservices,ascanbeseenfromFigure5.
Figure 5:Balanced e-Govern-ment Scorecard
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Scorecardsallowuniformcheckingofdifferentobjectiveswithintheframeworkofahigherorderstrategy.Thematrix,whichformsthebasisforthee-governmentscore-card,comprisesadynamicandastaticcomponent–withatotaloffivefields–asfol-lows:
Benefit: Thisfirstscorecardarearelatestothequalityandquantityoftheservicesand,therefore,tothebenefitthatthecitizensderivefromtheserviceoffering,e.g.:
� Therangeofservicesthathavealreadybeenimplemented
� Therealizationofthe“one-stopshop”(accessibilityofallservicesviaonepor-tal)
� User-friendlinessoftheservices
Efficiency: Theextenttowhichactualimprovementsinefficiencyarerealized,e.g.:
� Availabilityofaprocess,application,systemanddatabasearchitecture
� Elaboratedfinanceandresourceplanning(businesscase)
� StateoftheutilizedICTinfrastructureandplatformtechnologies
� Qualityandscopeofthetrainingandqualificationprogramsforstaffandman-agers
Participation: Thispartofthematrixisconcernedwiththequestionofwhethertheser-vicesaredesignedsoastopromotepoliticalcommunicationandenableahigherdegreeofcitizenparticipation:
� Directuseraccesstorelevantcontactpersonsviae-mailortheweb
� Considerationofuserwishes
� Influenceandconsultationofcitizensindecision-makingprocesses
� Possibilitiesfordebatingpublictopics(chatrooms,forumsetc.)
Transparency: Whethere-governmentcontributestotherealizationofthetransparentstateisrecordedhere.Interalia,thefollowingaspectsaremeasured:
� Theamountofinformationonexecutiveandlegislativeprocesses(suchas,forexample,committeemeetings,pressconferences,localmeetings)
� Theextenttowhichtheprocessingofaquerycanbetraced–i.e.realtimeinfor-mationfortheclientsaboutongoingqueriesorapplications
� Thetopicalityofinformation
Change management: Thecourseoftheplanningandimplementationprocessinthee-governmentprogramisdeterminedviathissectionofthescorecard.Forexample:
� Strategydevelopment,e.g.thedegreetowhichregularcomparisonsaremadewithothere-governmentprograms
� Monitoringandcontrolling
� Inclusionandmotivationoftheemployees
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Theself-assessmentquestionnaireisgivenasannextothisdocumentandcanbefoundonlineatwww.begix.net.
Forstrategy and action planning purposes, itisimportanttoknowwhattheICTsitu-ationofthemunicipalityislike.ThequestionnairesaboutITsituationshouldbefilledinatleastonceayear.ExamplesoftheseformsaregivenintheAppendix4.Therearequestionsaboutinfrastructure(notonlyinternalmunicipalgovernment,butalsoaboutthesituationintheterritoryofmunicipality).Alsodatabases,hardwareandsoftwareofthemunicipalityareanalyzed.
Thereareothermoresimplified,butalsoefficientbenchmarkingprocedures.Forex-ample,accordingtotheConceptualframeworkforbenchmarkingthedigitalEurope,createdbyEuropianUnionCommision[38],thee-Publicservicescanbebenchmarkedusingfollowingthreeindicators:
� E1:Onlineavailabilityandinteractivityofthe20basicpublicservicesforciti-zensandenterprises
� E2:%ofindividualsusingtheinternetforinteractingwithpublicauthoritiesbylevelofsophistication
� E3:%ofenterprisesusingtheinternetforinteractingwithpublicauthoritiesbrokendownbylevelofsophistication
Thebenchmarkingmodelreflectshowbusinessesandcitizenscaninteractwithpublicauthorities.Governments’ servicedeliveryprocessesaredescribedaccording to thefollowingstages:(i)information,(ii)one-wayinteraction,(iii)two-wayinteraction,(iv)transaction,andfinally(v)targetisationasshownonFigure6.
Figure 6: The five stage maturity model
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Thethirdandthefourthlevelofthebenchmarkingfivestagematuritymodel,two-wayinteractionand transaction,havebecomeastandard formanycountries:electronicformsareavailable formostservices; transactional -alsocalled fullelectroniccasehandling–wheretheuserappliesforandreceivestheserviceonline,withoutanyad-ditionalpaperwork,isincreasinglybecomingmainstream.Thefifthlevel,targetisation,providesan indicationof theextentbywhichfront-andback-officesare integrated,data isreusedandservicesaredeliveredproactively.Thefourthandfifth levelsarejointlyreferredtoas“fullonlineavailability”.
A positive User Experience is a pre-requisite for repeated visits and inclusivenessof eGovernment services. The findings of the European Commision 2009 study on“Smarter, Faster, Better eGoverment 8th benchmark measurement”[39] has beenusedtodefine,measureandreportonvariouscomponentsofUserExperiencethatcanbemeasuredthroughtheweb.Inthatstudy,fiveindicatorshavebeenusedtoas-sessUserExperience:
1. Accessibility:Aweb-crawlerperformedanautomatedassessmentofcompli-ancewithWebContentAccessibilityGuidelines(WCAG1.0standards).Atypicalcriteriasetis“IstheeGovermentportalaccessibletopeoplewithdisabilities?d
2. Usability:Typicalcriteriasetis“Canyouuseachannelofchoice,doestheweb-siteallowforprogresstracking,isthereahelpfunctionalityavailableandareprivacypoliciesdulymentionedandexplained?”
3. UserSatisfactionMonitoring:Typicalcriteriasetis“Dowebsitesallowforuserfeedbackandreportingoncertainissue?”
4. One-stop-shopapproach:Typicalcriteriasetis“Whatproportionofthe20ba-sicgovernmentservicesareavailableontheprincipalportal(s)?
5. User-focusedportaldesign:Typicalcriteriasetis“Whatistheeaseoffindinginformationonthedifferentwebsitesandaretheystructuredbythemeorlife-eventsforinstance?”
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3. ICT Strategy
3.1 ICT Strategy of Municipality
Intheory,theICTstrategyshouldbedevelopedaccordingtothegeneraldevelopmentstrategyofthemunicipalityandnotviceversa.Biggermunicipalitiesoftenhavesomegeneralstrategypapers,whilesmalleronessometimesdonothaveanystrategicplanatall.Inmostcases,thestrategyisbuiltbycombiningbottom-upplanning(develop-mentneedsproposedbythedifferentunitsofthemunicipalityaccordingtotheirev-erydayneeds)andtop-downplanning(fromsomestrategicconsiderationsofdevelop-ment,includingtaskssetbythenationalInformationSocietyStrategy).Thestrategydevelopment isacollectiveworkofallof themunicipal staffandespecially the ICTdepartment.ThetimehorizonofatypicalICTstrategyisoften4to5yearsandthisisthebaseforoperativeplans–annualactionplans.
ThefollowinggoalsareoftenfoundintheMunicipalityICTstrategy:
� Toincreaseefficiencyinadministration,benefitingboththebusinesssectorandthecitizensofthemunicipalityineverydaylife–theactivitydirectedtotheexternaldimension;
� Toincreaseefficiencyandtransparency(questionsaboutanticorruptionetc.)ofthebusinessofthemunicipalityitself–theactivityfocusedontheinternaldimension,aimedtoimproveback-officeprocessesofthemunicipality;
� Tosupportdemocraticprocessesthroughthetoolsofe-democracy–theac-tivityfocusedontheexternalprocesses;
� Toincreaseaccesstointernetandpublicinformation.Questionsaboute-inclu-sion,broadbandstrategy–theactivityfocusedontheexternalprocesses.
Itisutmostimportantthatthisstrategicdevelopmentismanagedbythetopleadersofthemunicipality.Thereareseveralreasons:
� TheimplementationoftheICTsystemscauseschangesintheorganizationandprocesses.ThesechangescannotbemanagedbyICTmanagers.Thesearegeneraltopmanagementquestions;
� ICTdevelopmentisderivedfromgeneraldevelopmentplansofthemunicipal-ity.Thisistheissueoftopmanagementofthemunicipality;
� EfficientlyfunctioningICTsystemsestablishanenvironmentforeconomicdevelopment,increaseforeigninvestments,transparencyoflocalgovernmentetc.Personalleadershipinthesedevelopmentswillgivepoliticalcredibilityandreliability;
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ICTforLocalGovernmentsStandards,principlesandbestpractices
� Well-managedandfunctioningICTsystemswillbuildgroundforgrowthofthefinancialstabilityofthemunicipality.Thiswillgiveaclearmessagetothevot-ersofthecommunityaboutpositivechangesandstability.
TheICTstrategyofthemunicipalityshouldbeclearlydocumentedandshouldbebasedonrulesandregulations.ConcerningICT,asetofbasicdocumentshastobecreatedovertime(seeTable10).
Table 10: ICT strategy documents
Document Priority
RulesofuseoftheICTsystem 1
Webcontentmanagementrules 1
Hardwareassetsmanagementrules 1
Softwareassetsmanagementrules 1
ICTactionplan(2-3years) 1
ICTbudget(currentyear+forecastfor2years) 1
ICTstrategicplanformunicipality(for5years) 2
Rulesforstarting,runningandimplementationICTprojects 2
Documentmanagementrules(addingDigitaldocumentmanagementrules) 2
Rulestocreatebackupcopies 2
Dataprotectionpolicy 1
3.2 Action Plan for Implementation of ICT
Annualactionplanscontainmoreconcreteprojectdescriptionswhereseveralmoreconcreteaspectsaredefinedinparallelwiththestrategicaims.Usually,thesearespe-cificaimsof theproject, expected timeframe, responsiblepersonsororganizations,generalmethodstoproceedwiththeproject,predictedbudgetandhumanresourceneedsandmaindeliverables.ActionplansarenormallypreparedbytheCIOandap-provedbytheICTCouncil.Insmallmunicipalities,whereCIOandBoarddonotexist,theplansarepreparedbyanICTadvisorandapprovedbytheheadofmunicipality.ROIandprofitabilityareoneaspectthatisoftenunderdiscussionwhenactionplansareprepared.
Actionplansoftenincludebenchmarkstomeasurethesuccessofdevelopment.Thesebenchmarksalsoincludefinancialissues.Thesupervisionoftheplanningprocessisthedutyofthetopmanagementofthemunicipality.Thisis inmanycasesaccompaniedwithfinancialandICTauditingprocesses.
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Thegoaloftheactionplanistodefinethepriorityactivitiesineachmunicipalityfortheintroductionandimplementationofe-governanceatlocallevel.
Theactionplanformatisamatrixthatinvolvesallthenecessaryaspectsofe-gover-nanceandcanbeusedbyeachmunicipality.
Thematrixconsistsofthefollowingcomponents:
� Actions–theactivitiesthatshouldbetakenbymunicipalityinordertoachievethedevelopmentofe-governanceatlocallevel.
� Expectedresults–endresult/targetoftheactivity
� Person/department–whoisresponsibleforthefulfillmentofanactivity?
� Requiredresources–whatisneededtocompletetheactivity?
� Fundingsource–fromwherethefundingshould/cancome(municipalitybud-get,donororganizationetc).
� Successcriteria–thepreconditionsthatareneededforimplementation.
� Deadline–whenthetaskshouldbecompleted.
� Status–statusdescriptionaftereach3-6months
� Financialresources–whatisthefinancialmeasurefortheactivity?
Theactivitiesaredividedinto5action lines.Action linesare importantcomponentsforthesuccessfulimplementationofe-governanceinthemunicipalities.Eachactionlinehasseveralsub-activitiesandmunicipalitiescancontinuouslyaddnewnecessaryactivities.
Actionplanscouldhavethefollowingmajoractionlines:
1.Organizationrelated
a)HumanResources
2.ITSystems
a)ITInfrastructure
b)InformationSystems
3.Security
4.E-servicesande-democracy
5.Other
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Thefollowingactivitiesshouldbeconsideredinordertoensureimplementationoftheactionplans:
1. Eachmunicipalityshouldappointapersonresponsiblefortheimplementationandrevisionoftheactionplan.
2. Theactionplanshouldbeanactivedocumentanditshouldbereviewedandmodifiedbymunicipalitiesatleastaftereach3-6months.
3. Theprogressoftheactionplanshouldbemonitored.Assistanceshouldbepro-videdtothemunicipality-itisgoodtoinvolveexternalexpertisetomeasuretheimplementationoftheactionplans.
4. Anetworkbetweenmunicipalitiesshouldbedeveloped.Regularmeetingsbe-tween themunicipalitiesduringwhich theactionplansare tobediscussed,togetherwithnewideas,shouldbeorganized.
Table 11: Action plan format
Action Expectedresult
Person/depart-mentresponsible
Requiredresources
Fundingresources
Successcriteria
Deadline Status
ActionlineI:Organization-related
3.2.1 3.2.2 3.2.3 3.2.4 3.2.5 3.2.6 3.2.7 3.2.8
Humanresources
3.2.9 3.2.1.0 3.2.11 3.2.12 3.2.13 3.2.14 3.2.15 3.2.16
ActionlineII:ICTsystems
3.2.17 3.2.18 3.2.19 3.2.20 3.2.21 3.2.22 3.2.23 3.2.24
ITinfrastructure
3.2.25 3.2.26 3.2.27 3.2.28 3.2.29 3.2.30 3.2.31 3.2.32
Informationsystems
3.2.33 3.2.34 3.2.35 3.2.36 3.2.37 3.2.38 3.2.39 3.2.40
ActionlineIII:Security
3.2.41 3.2.42 3.2.43 3.2.44 3.2.45 3.2.46 3.2.47 3.2.48
ActionlineIV:E-servicesande-democracy
3.2.49 3.2.50 3.2.51 3.2.52 3.2.53 3.2.54 3.2.55 3.2.56
ActionlineV:Other
3.2.57 3.2.58 3.2.59 3.2.60 3.2.61 3.2.62 3.2.63 3.2.64
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4. RoadmapE-government is not simply a matter of giving computers to government officials, or auto-mating old practices. Neither the use of computers nor the automation of complex proce-dures can bring about greater effectiveness in government or promote civic participation. Focusing only on technological solutions will not change the mentality of bureaucrats who view the citizen as neither a customer of government nor a participant in decision-making.
Understood correctly, e-government utilizes technology to accomplish reforms by foster-ing transparency, eliminating distance and other divides, and empowering people to par-ticipate in the political processes that affect their lives. Various governments have differ-ent strategies to build e-government. Some have created comprehensive long-term plans. Others have opted to identify just a few key areas as the focus of early projects. In all cases, however, the countries identified as most successful have begun with smaller projects in phases on which to build a structure.
To assist policymakers in devising their own plans and initiatives, e-Government implemen-tation can be divided into three phases [25]. These phases are not dependent on each other, nor need one phase be completed before another can begin, but conceptually they offer three ways to think about the goals of e-government.
Within those phases, the same services should be deployed in a different way, depending on the environment and the technological advancement of the municipality. Figure 7 repre-sents an effort to present a simplified road map of local e-Government services using this approach.
Figure 7: E-Government aRoadmap
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ICTforLocalGovernmentsStandards,principlesandbestpractices
4.1 LAN, WAN and MAN design
Networkingrepresentsthefoundationofthee-governmentinfrastructure.TheLocalAreaNetwork–LANenablesinterconnectivityofthecomputers,serversandworksta-tions,within thepremisesof the institutions.Standards fornetworkingaregiven in2.3.3,while theprinciplesaredefined in2.3.2.1and2.3.2.5.Theneed forWideAreaNetworkingariseswhentransitioningtowardtheInteractphase.Whenchoosingtech-nology,localgovernmentsshouldfollowthenationalstrategiesforinternetworking,enabling information exchange between different levels of government instances.Standardsforinformationexchangearepresentedin2.3.4and2.3.2.8.Increasingthelevelofe-interaction,especiallyG2B,G2C,G2Gandviceversamayrequiretheestab-lishmentofsecurenetworkingchannelstoprotectsensitiveinformation(mostlyfinan-cial).ThiswillrequireVirtualPrivateNetworking–VPNinstallationstobeenabledovertheWANconnections.
4.2 Basic level of security
Asthelevelofinteractionincreases,sodoesthelevelofsecurityrequiredtoprotectthesensitiveinformation.Basiclevelofsecuritymayincludeaccesscontrol,authen-ticationandauthorization, etc.Somestandardsarementioned in2.3.2.2.Advancedlevelofsecurityusuallyreferstostrongerprotectionofthestoredand/ortransmitteddata.MovingtowardtheTransactphaserequiresestablishmentofadvancedsecuritymechanisms such as PrivateKey Infrastructure, CertificationAuthority, asymmetricencryptionetc.
4.3 Disaster recovery
Supportingthegovernmentactivitieswithlargeamountofdigitaldatarequiresextraprecaution.Specialactivitiesandprocedureshavetobetakentoprotectthesedataandtoenabledisasterrecoverymechanisms.Thesimplestformofdisasterrecoverymeansbackingupallimportantdatatoasafelocation.Thiswillenablerestoringthedatatothelastbackuppointincaseofdamagetotheoperationaldata.Amoread-vancedapproachistostorethebackupstoaremotelocationforphysicalprotection.Ifthedataissensitiveandithastoberestoredwithaslittleaspossibledowntime(timewhenthesystemsarenotoperating),thenremotereplicationshouldbeconsidered.Thistechnologyenablescopiesoftheworkingdatatobestoredinstorageonremotelocation,sowhenincidentsoccur,theworkofthesystemswillberesumedusingthedataatthatremotelocationalmostinstantly.Alistofstandardsandguidelinesispre-sentedin2.3.8.
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4.4 Internet presence
Oneofthebasicformsofe-Governmentalservicesistheinternetpresence.Dependingonthepositionontheroadmap,itcanvaryfrombasicstaticinternetpages(2.3.3),al-ternativeinformationdeliverychannels(2.3.2.10)inthePublishstage,topersonalizedinformationdeliveryintheInteractstage.Accordingto2.3.2.11,webservicesshouldbeusedextensively,especially inthePublishandInteractstage.Thestandardsforwebservicesaregivenin2.3.5.IntheInteractstage,localgovernmentsshouldfocustowardfullSOAintegrationandtowardofferingfinancialservicestotheircitizens,businessesandotherparticipants.
4.5 Accessibility and usability of the webpages
Toillustratetheissuespertainingtowebpagedesign,oneshouldconsiderthatmanyusersmaybeoperatingincontextsverydifferentfromthetraditionalones[27]:
� Theymaynotbeabletosee,hear,move,ormaynotbeabletoprocesssometypesofinformationeasilyoratall.
� Theymayhavedifficultyreadingorunderstandingtext.
� Theymaynothaveorbeabletouseakeyboardormouse.
� Theymayhaveatext-onlyscreen,asmallscreen,oraslowinternetconnec-tion.
� Theymaynotspeakorunderstandfluentlythelanguageinwhichthedocu-mentiswritten.
� Theymaybeinasituationwheretheireyes,ears,orhandsarebusyorinter-feredwith(e.g.drivingtowork,workinginaloudenvironment,etc.).
� Theymayhaveanearlyversionofabrowser,aentirelydifferentbrowser,avoicebrowser,oradifferentoperatingsystem.
Contentdevelopersmustconsiderthesedifferentsituationsduringpagedesign.Whilethereareseveralsituationstoconsider,eachaccessibledesignchoicegenerallyben-efitsseveraldisabilitygroupsatonceandtheWebcommunityasawhole.Forexample,byusingstylesheetstocontrolfontstylesandeliminatingtheFONTelement,HTMLauthorswillhavemorecontrolovertheirpages,makethosepagesmoreaccessibletopeoplewithlowvision,andbysharingthestylesheets,willoftenshortenpagedown-loadtimesforallusers.
TheWebAccessibilityInitiative–WAI[28]constantlydevelopshandbooksandinstruc-tionsforwebdevelopershelpingthemtoaddresstheaccessibilityissues.
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4.6 Equipment procurement and specification
Equipmentprocurementandspecificationshouldalwayscomplywiththeprinciplesde-finedin2.3.1.MostimportantisthecompliancewiththeNationalPurchasingPolicies,whichapplytoallgovernmentprocurements.AnexcellentexampleofICTprocurementpoliciesandstatements is theAustraliangovernment ICTprocurementstandardswebsite [30].Theyhavealsoproducedabestpracticesguideavailableat[31],identifyingcomponentsandkeysteps inthe ICTprocurements. Italsocontainsadetaileddescriptionofall theimportantprocesses(offer,evaluation,de-briefing).SinceprocurementstronglydependsontheNationalPolicies,itisstronglyrecommendedthateachcountryshoulddevelopadocumentsimilartotheonementioned.
4.7 System maintenance
Systemmaintenancecanbedefinedasthemodificationofasystemtocorrectfaults,toim-proveperformance,ortoadaptthesystemtoachangedenvironmentorchangedrequire-ments.ThemaintenanceofICTsystemsisofveryhighimportance,withitsimportancegettingevenhigherwhenmovingtowardtheTrasactphaseoftheRoadmap.Dependingonthesizeofthemunicipality,itshouldeitherbedonebyownITmaintenanceteam,orshouldbeoutsourced.Someof themost importantactivitiesregardingsystemmainte-nanceinclude:
� Keepingtheantivirussoftwareup-to-dateforvirusprotection
� Applicationofthelatestfixesandpatchestotheoperatingsystemsandapplica-tionsoftware
� Updatingdevicedriversandothersoftwarecomponents
� Monitoringthecriticalserversforpossiblefaultindicators
� Optimizingcomputersystems(defragmenting,stoppingunnecessaryservices,etc.)
� Malwareprotection
4.8 Security checks
WhenrelyingondailyoperationsofICT,specialmeasureshavetobetakentocheckandenforcesecuritypoliciesandrecommendations.Itisanactivitythatshouldpreferablybedonebyanexternalcompanyspecializedinsuchchecks.Thechecksshouldevaluatetheprocessesandthesupportinginfrastructureofthemunicipality,andshouldproviderecom-mendationsforimprovingthesecurity.Thechecksmayconsistofgatheringinformationthroughworkshopsandinterviews,conductingvulnerabilityassessmentstoidentifyweak-nessesinadministrative(e.g.businessorganisation,businessprocesses,etc.)andtechnicalareas(e.g.softwaresystems,computernetworks,etc.),andshouldproduceadetailedre-porthighlightingthethreatsthatthemunicipalityfaces,thevulnerabilitiesthatcanbeex-ploited,andrecommendationstoprotectit.Theprinciplesforsecurityarelistedin2.3.2.2.
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5. Risk analysisMoste-governmentprojectshavedifficultiesduringtheimplementation,deploymentorusagephase.Someofthesedifficultiesareveryseriousandcanresultinafailureofser-vice.Therefore,itisimportanttoperformsomekindofriskassessmentontheestablish-mentofe-Governmentserviceproject.Thissectionofferssomebasicguidanceonhowtoassessriskofe-governmentprojectsindeveloping/transitionalcountries[34].TheFactorModelforeGovernmentSuccessandFailureshowninFigure8summarizesthereasonsbehindsuccessandfailureofe-governmentprojects. Left-pointing itemsencouragefailure;right-pointingitemsencouragesuccess.ThefactorsareexplainedinmoredetailintheTables12and13below.
Figure 8:
Factor Model for eGovernment Successand Failure
eGOVERNMENTFAILURE
Lack of Drivers
Lack of vision and strategy
Poor project management
Poor /unrealistic design
Lack of requisite competencies
Inadequate technologicalInfrastructureTechnological incompatibilities
Adequate technologicalinfrastructure
Poor change management
Dominance of politics and self-interest
Effective project managementEffective change management
Effective design
Requisite competencies
Overall vison and strategy
Strategy
Menagment
Design
Competencies
Technology
Constraints Enablers
External Pressure
Internal Political Desire
eGOVERNMENTSUCCESS
Drivers
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Table 12 lists andexplains someof themain factors that support successof e-gov-ernmentindeveloping/transitionalcountries.Casesinwhichthesefactorshavebeenidentifiedarecitedintheright-handcolumn.
Table 12: Main factors that help support success of e-government in developing/transitional countries
Factor Explanation Examples
External pressure Driveforreformfromoutsidegov-ernment,e.g.fromcivilsociety
BrazileProcurement
DoualaPort
Internal political desire
Drivefromkeygovernmentofficialsforreformandforachievementofe-governmentgoals
TrustAutomation
BrazileProcurement
DoualaPort
MexicoeProcurement
CitizenCentre
Overall vision and strategy
Overallvisionandmasterplanforgoodgovernanceandfore-govern-ment,identifying‘wherewewanttogetto’,seeingITasthemeans,nottheend,andintegratingITwithbroaderreformobjectives
CameroonTax
Effective project management
Includingclearresponsibilities,goodplanningandconsiderationofrisk,goodmonitoringandcontrol,goodorganisationofresources,andwell-managedpartnershipsbetweenpub-licagencies,andpublic-private
PensionsSystem
CitizenCentre
Effective change management
Includingleadershipwithaprojectchampion,useofincentivestocreatecommitmenttoandownershipofe-governmentproject,andstakeholderinvolvementtobuildsupportandminimiseresistance
SupportingDemocracy
BirthRegistration
FRIENDSCentres
PensionsSystem
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Effective design Anincremental/pilotingapproachwithfeasibleobjectivesandquick,scalableoutcomes;participatoryin-volvementofallstakeholders,leadingtodesignsthatmeetrealuserneedsandmatchrealusercontexts
SocialInvestmentFund
BalochistanMIS
DoualaPort
MexicoeProcurement
BirthRegistration
FRIENDSCentres
PensionsSystem
Requisite competen-cies
Presenceofthenecessaryskillsandknowledge,especiallywithingovern-mentitself;needbothmanagementandITskillsandknowledge
SupportingDemocracy
TrustAutomation
CitizenCentre
Adequate technologi-cal infrastructure
Forexample,encouragedthroughappropriatetelecompolicies
Othercriticalsuccessfactorsidentifiedinclude:luck,perseverance,andadequatefund-ing.
Table13belowlistsandexplainssomeofthemainfactorsthatunderliefailureofe-government indeveloping/transitionalcountries. Cases inwhichthesefactorshavebeenidentifiedarecitedintheright-handcolumn.
Table 13: Main factors underlie failure of e-government in developing/transitional countries
Factor Explanation Examples
Lack of internal drivers Pressure only from IT vendors,withnointernalownership(orun-derstandingofe-government)
Lack of vision and strategy Lackofanylong-termview,lackofguidance,andlackoflinkbetweenends andmeans;may be causedbyever-shifting senior staff and/orever-changingpolicyandpoliti-calenvironment
NationalDatabank
UniversitiesMIS
Poor project management Dispersed responsibilities due tomultipleownershipofproject;ab-senceorweaknessofcontrols;in-effectiveprocurement
SocialInvestmentFund
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Poor change management Lackof support from senior offi-cials (causing lackofresourceal-location,andnegativemessagetoothergroups);lackofstakeholderinvolvement(causinglackofown-ership)
WaranaKiosks
NaturalResourceIS
DurbanCouncil
UniversitiesMIS
Dominance of politics and self-interest
Focus of key players on personalneedsandgoals,oftenrelated to‘playing politics’, with symptomslike infighting, resistance whereloss of power is feared, ‘me too’copying of e-government solu-tions for image purposes, obses-sion with electoral impacts andshort-termkudos,andcorruption.
SocialInvestmentFund
DoualaPort
BeiraCity
CitizenCentre
UgandaVoters
ForeignAffairsMinistry
NationalDatabank
Poor/unrealistic design Caused particularly by a lack ofinputs from key local stakehold-ers, leading to designs that areover-technical, over-ambitious,or mismatched to local environ-ment (culture, values)andneeds;occurs particularlywhere foreigndonors,firmsandconsultantsareinvolved.Otherdesignproblems:lack of piloting, lack of fit to or-ganisationalstructure.
WaranaKiosks
Golaganang
Lack of requisite compe-tencies
Lack of IT knowledge and skillsamong developers, officials andusers/operators; lack of localknowledgeamongdevelopers
DurbanCouncil
Inadequate technological infrastructure
Lack of sufficient computers ornetworks
CameroonTax
ForeignAffairsMinistry
Technological incompat-ibilities
Inabilityofcomputerisedsystemstointerchangedata
AssumingatypicalprojectlifecycleasFeasibility-Analysis-Design-Construction-Imple-mentation,thetypicaltimingforriskassessmentisduringtheFeasibilitystage(inashortandoverallform),andamoredetailedassessmentduringtheAnalysisstage.Theearlierriskisassessed,theharderitistoknowtherisksaccurately.Thelatertheriskisassessed,theharderitistodoanythingabouttherisksidentified.
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Asmallteamconsistingofamixofdifferentstakeholdersisthebestunittoassessrisk.Iffewerpeopleareinvolved,thechancetomissanimportantriskisincreased.Ifmorepeopleareinvolved,thetimeandcostsoftheriskassessmentareincreased.
TherearemanyriskassessmenttechniquesforICTrelatedproject.Differentcountriescanadoptordeveloptheirownspecifictechniques.AtypicalexamplecanbetheStateofCalifornia,whichusesRiskAssessmentModelexplainedat[33].
However,accordingto[34],thee-Governmentserviceprojectscanbeassessedusingvariationsofoneofthefollowingtwotechniques:SimpleFactorRatingtechniqueorDesign–RealityGapassessmenttechnique.
5.1 Simple Factor Rating
SimpleFactorRatingtechniquetakesaverygeneralandsubjectiveapproach,basedonananalyzedlistofsuccessandfailurefactorsfore-governmentprojects.Thisapproachprovidesaratingforthepresenceandabsenceofthesefactors.
Theassessmentconsistsofquestionsrelatingtoaseriesoffactors,withattachedrat-ingnumbers.Thefactorquestionsareansweredonebyone.Eachanswerisratedwitharatingnumber.Theratingforeachanswercanbeanywhereonascalefromzerototen:thehigherthenumber,thesafertheproject.Itmaybenecessarytoconductfur-thergatheringofdata (interviews,documentanalysis,observations,questionnaires,etc.)inordertoanswerthequestionsadequately.
5.1.1 Factor questions related to “Drivers”
Factor Question 1a.Howstrongisthedriveforchangefromoutsidethepublicagency(e.g.fromcentralgovernment,orfromanaiddonor,orfromcitizens,etc.)?
Answer Rating :from0for‘non-existent’through5for‘moderate’to10for‘intense’.
Factor Question 1b.Howstrong is thedriveforachievementofe-governmentgoalsfromkeyagencyofficials?
Answer Rating :from0for‘non-existent’through5for‘moderate’to10for‘intense’.
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5.1.2 Factor questions related to “Strategy”
Factor Question 2.Isthereaclear,long-termstrategyfore-governmentthatseesITasameanstoachievingbroaderreformobjectives?
Answer Rating :from0for‘nostrategyatall’through5for‘partialstrategy’and/or‘onlypartlyclear’and/or‘somewhatunstable’and/or‘seesITmoreasanendthanameans’to10for‘strategythatmeetsallthestatedcriteria’.
5.1.3 Factor questions related to “Management”
Factor Question 3a.Howgoodistheprojectmanagementfortheproject?
Theassessmentshouldcoveratleastthefollowingsixsub-pointsasexamplesofgoodpractice:thepresenceofclearprojectresponsibilities;considerationofrisk;goodmon-itoringandcontrol;goodorganisationofresources(includingstaff);goodmanagementofpartnerships(withprivatesuppliersandwithotherpublicagencies);andeffectiveprocurement.
Answer Rating :from0for‘verypoor’through5for‘moderate’to10for‘verygood’.
Factor Question 3b.Howgoodisthechangemanagementfortheproject?
The assessment should cover at least the following four sub-points as examples ofgoodpractice:strongleadershipfromaprojectchampion;supportofseniorofficialsandotherpowerfulstakeholders;useofincentivestocreatecommitmentandowner-shipamongstakeholders(includingoperationalstaff);andstrongstakeholderinvolve-mentthatbuildssupport.
Answer Rating:from0for‘verypoor’through5for‘moderate’to10for‘verygood’.
Factor Question 3c.Howmucharekeyplayersjustfocusingonpersonalself-interestandplayingpolitics?
Signsof this thatcould formachecklist include infighting; resistancewhere lossofpowerisfeared;“metoo”copyingofe-governmentsolutionsforimagepurposes;ob-sessionwithelectoralimpactsandshort-termkudos;andcorruption.
Answer Rating:from0for‘verymuch’through5for‘somewhat’to10for‘verylittle’.
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5.1.4 Factor questions related to “Design”
Factor Question 4.Howeffectiveandrealisticisthedesignofthee-governmentproj-ect?
The assessment should cover at least the following four sub-points as examples ofgoodpractice:anincremental/pilotingapproach;quickandfeasibleobjectives;strongstakeholderinvolvementensuringdesignmeetsrealneeds;andanunderstandinginthedesignofthe‘humanfactor’,includinglocalcultureandvalues.
Answer Rating:from0for‘veryineffectiveandunrealistic’through5for‘moderatelyeffectiveandrealistic’to10for‘veryeffectiveandrealistic’.
5.1.5 Factor questions related to “Competencies”
Factor Question 5.Aretherequiredcompetenciespresent?
Assessmentofcompetenciesshouldatleastapproximatetoathree-dimensionalma-trixthatcovers:a)thedifferentcategoriesofcompetency(skills,knowledgeandat-titudes);b)thedifferentstakeholdergroups(systemdevelopers,systemmanagers,or-ganisationalmanagers,systemoperators,systemusers,etc.);andc)thedifferentareasofcompetency(strategic,change/projectmanagement,informationsystemsdevelop-mentandmanagement,hands-on,interpersonal,‘intelligentcustomer’(contracts,sup-pliers,procurement),etc.).
Answer Rating:from0for‘completelyabsent’through5for‘somepresence’to10for‘allpresent’.
5.1.6 Factor questions related to “Technology”
Factor Question 6.Isthetechnologicalinfrastructureadequate?
Assessmentwouldcoverthepresenceandresilienceofdatasystems,software,hard-ware,andtelecommunications.Whereappropriate,thiscanincludeassessingwhethersystems(data,software,hardware)supposedto‘talktoeachother’areactuallycom-patible.
Answer Rating:from0for‘whollyinadequate’through5for‘moderate’to10for‘com-pletelyadequate’.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
5.1.7 Factor questions related to other issues
Factor Question 7.Arethereotherfactorslikelytocausethee-governmentprojecttofail?
Thesemightrelatetomoneyortimescalesaswellasotherissues.
Answer Rating :from0for‘yes’through5for‘perhaps’to10for‘no’.
Onceallthequestionsareanswered,theratingscoresaresummarizedandcanbein-terpretedaccordingtotheTable14.
Table 14: Rating scores
OverallRating LikelyOutcome
0-20 e-governmentprojectwillalmostcertainlyfailunlessactionistaken.
21-40 e-governmentprojectmaywellfailunlessactionistaken.
41-60 e-governmentmightfailtotally,ormightwellbeapartialfailureunlessactionistaken.
61-80 e-governmentprojectmightbeapartialfailureunlessactionistaken.
81-100 e-governmentprojectmaywellsucceed.
Thebasicfactorratingtechniquemakesaquestionableassumption-thatallfactorsareequallyimportanttothesuccessandfailureoftheproject.Amorecomplexvaria-tionwould involve two rounds. In the first round, the risk assessment teamwouldassignaweighttoeachoftheidentifiedfactors-externalpressure,internalpoliticaldesire,overallvision/strategy,projectmanagement,changemanagement,politics/self-interest,design,competencies,technologicalinfrastructure,other.An‘ordinary’factormightbegivenaweightof1;afactorthatwasconsidered‘important’intheparticulare-governmentprojectcouldbegivenaweightof2;andafactorthatwasconsidered‘veryimportant’intheparticularprojectcouldbegivenaweightof3.Theweightingscorewouldbemultipliedbytheratingtogiveanoverallsetofweightedratings.Forexample,ifexternalpressurewasfelttobeveryimportantforthisspecificproject,itcouldbegivenaweightof3.Ifthatpressurewasfoundtobeonlymoderate,itcouldbegivenaratingof5.Theoverallweightedratingforthatfactorwouldbe3x5=15.
Amorecomplexvariationagainwouldinvolvethreerounds.Inthefirstround,theriskassessmentteamwouldassesswhichfactorsarerelevanttothesuccessandfailureoftheparticulare-governmentproject.Itwouldconsidernotonlythosefactorslistedjustabove,butalsootherfactorsaswell. Thesecondroundwouldweightthesefactors.Thethirdroundwouldgivearatingscoretoeachfactor.
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Thistechniqueissimpleandquicktounderstandandputintopractice.Onthedown-side,atleastinitssimpleform,itassumesthat“onesizefitsall”e-governmentproj-ects,whichweknowisnotreallytrue. Itshouldbealsonotedthatsincethere isasmallnumberofquestions,theyoftencoverquitearangeofdifferentissuesinasinglequestion.
5.2 Design-Reality Gap Assessment
Agapexistsforalle-governmentprojectsbetweenthedesignassumptions/require-mentsandtherealityoftheclientpublicsectororganisation.Centraltoe-governmentsuccessandfailureistheamountofchangebetween‘wherewearenow’and‘wherethee-governmentprojectwantstogetus’.Thelargerthegapbetweendesignandreal-ity,thegreaterthechancethattheprojectwillfail.
‘Wherewearenow’means thecurrent realitiesof thesituation. ‘Where thee-gov-ernmentprojectwantstogetus’meansthemodelorconceptionsandassumptionsbuilt intotheproject’sdesign. E-governmentsuccessandfailurethereforedependsonthesizeofthegapthatexistsbetween‘currentrealities’andthe‘designofthee-governmentproject’.
Thelargerthisdesign-realitygap,thegreatertheriskofe-governmentfailure.Equally,thesmallerthegap,thegreaterthechanceofsuccess.
Theanalysisofe-governmentprojectsindicatesthatsevendimensions-summarisedbytheITPOSMOacronym-arenecessaryandsufficienttoprovideanunderstandingofdesign-realitygaps:
� I nformation
� T echnology
� P rocesses
� O bjectivesandvalues
� S taffingandskills
� M anagementsystemsandstructures
� O therresources:timeandmoney
Puttingthesedimensionstogetherwiththenotionofgapsproducesthemodelforun-derstandingsuccessandfailureofe-governmentthatisshowninFigure9.
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Figure 9: ITPOSMO dimensions of e-government project design-reality gaps
DesignRealityGapAssessmentconsistsofquestionsrelatingtoaseriesofseven‘IT-POSMO’dimensionswithattachedratingnumbers.
Atfirststep,usingeachofthesevenITPOSMOdimensionsinturn,twothingsshouldbeanalyzed:theorganisationalrealityrelatingtothatdimensionthatexistsrightnowatthetimeofanalysisandtheconceptions/requirementswithinthedesignofthee-governmentapplication.Foreachofthedimensions,anumericalratingtoindicatethesizeofthedesign-realitygaponthatdimensionshouldbegiven.Theratingforeachdimension’sgapcanbeanywhereonascalefromzerototenwhere0ratingwouldindicate‘nochangebetweenthedesignproposalandcurrentreality’,5ratingwouldindicate‘somedegreeofchangebetweenthedesignproposalandcurrentreality’;and10ratingwouldindicate‘completeandradicalchangebetweenthedesignproposalandcurrentreality’.
Forexample,takingthefirstdimension-information-0wouldindicatethattheinfor-mationusedinthee-governmentapplicationwasexactlythesameastheinformation
Current Reality
Information
Gap
Information
Technology Technology
Processes Processes
Objectives and values
Objectives and values
Staffing and skills
Staffing and skills
Managements systemsand structures
Managements systemsand structures
Other resources: time and money
Other resources: time and money
Design Proposal for New e-Gov Project
Reality Design
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currently really being used in the organisation. 5would indicate that the informa-tionusedinthee-governmentapplicationwassomewhatdifferentfromtheinforma-tioncurrentlyreallybeingused. 10would indicate that the informationused in thee-governmentapplicationwascompletelyandradicallydifferentfromtheinformationcurrentlyreallybeingused.Pleasenotethatalthoughonlymarks0,5and10areillus-trated;allmarksfrom0to10arepossible.
Thesimplest interpretationof the technique is toadduptheratingnumbers forallsevenITPOSMOdimensionsandinterpretthemaccordingtotheTable15.
Table 15: Rating and outcomes for all seven ITPOSMO dimension
OverallRating LikelyOutcome
57-70 E-governmentprojectwillalmostcertainlyfailunlessactionistakentoclosedesign-realitygaps.
43-56 E-government projectmaywell fail unless action is taken to close design-realitygaps.
29-42 E-governmentmightfailtotally,ormightwellbeapartialfailureunlessactionistakentoclosedesign-realitygaps.
15-28 E-governmentprojectmightbeapartialfailureunlessactionistakentoclosedesign-realitygaps.
0-14 E-governmentprojectmaywellsucceed.
Thebasictechniquemakesthequestionableassumptionthatalldimensions/gapsareequallyimportanttothesuccessandfailureoftheproject.Amorecomplexvariationwouldinvolvetworounds.Inthefirstround,theriskassessmentteamwouldassignaweighttoeachofthedimensions.An‘ordinary’dimensionmightbegivenaweightof1;adimensionthatwasconsidered‘important’intheparticulare-governmentprojectcouldbegivenaweightof2;andadimensionthatwasconsidered‘veryimportant’intheparticularprojectcouldbegivenaweightof3.Theweightingscorewouldbemulti-pliedbytheratingtogiveanoverallsetofweightedratings.Forexample,if‘objectivesandvalues’werefelttobeveryimportantforthisspecificproject,thatdimensioncouldbegivenaweightof3.Ifthedesign-realitygaponthatdimensiontobeonlymoderate,itcouldbegivenaratingof5.Theoverallweightedratingforthatdimensionwouldbe3x5=15.
Fromexperience,theobjectivesandvaluesdimensionshouldbegivenahigherweight-ing than other dimensions because they incorporate key elements such as politics,culture,self-interest,motivation,andtheaspirationsthatawholevarietyofdifferentstakeholdergroupsseektoachievethroughthenewe-governmentsystem.
Design-realitygapscanbethoughtofasconstraintsorriskstoimplementationofane-governmentproject:theygiveasenseofwhatmaymaketheprojectfail.Theymay
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ICTforLocalGovernmentsStandards,principlesandbestpractices
notgiveagoodsenseofwhatmaymaketheprojectsucceed:thedrivers.Thedriverscanbeanalysedaswell,and illustratedalongside thegaps/constraints/risksusingaforce-fielddiagramwithdriversononesideandconstraintsontheother.
Inthebasicandvariantapproachesdescribedabove,twothingscanbeborneinmind:
� Theoutcome:asenseofgapbetweendesignandreality.
� Theprocess:thedeeperunderstanding-ofreality,ofdesign,ofotherstake-holders-thatgapanalysiscreates.
Insomesituations,theprocessmaybemorevaluablethantheoutcome.Itmaythenbeappropriatetotakeamoreiterative,learningapproachtogapanalysis.Here,stake-holdergroupsrevisitgapanalysisatregularintervalsduringtheprojectcycle.Theyreflectonthedimensionsselected,theratingsandtheclosuretechniques.Theyalsoreflectonwhathasbeenlearntabouttheprojectandthee-governmentimplementa-tionprocess.
Thistechniqueisrelativelysimpleandquicktounderstandandputintopractice.Onekeyadvantageisthatitmatchestheuniquesituationofeachindividuale-governmentproject,ratherthanimposinga“onesizefitsall”concept.Onthedownside,ittriestocramalotofissuesintoeachsingledimension(particularlyinto‘objectivesandvalues’and‘staffingandskills’),anditwillnotworkwelliftherearecompetingdesignsorcom-petingideasaboutwhatcountsas‘reality’.
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6. References
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2. ZhiyuanFang,“e-Government inDigitalEra:Concept,Practice,andDevelop-ment,”InternationalJournaloftheComputer,theInternetandManagement,Vol.10,No.2(2002):1-22,http://www.journal.au.edu/ijcim/2002/may02/ar-ticle1.pdf
3. Quirk,Barry.(2000).FromManagingChangetoLeadingTransformation.PaperpresentedattheE-GovernmentSummit,December2000,UnitedKingdom.
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6. EuropeanInteroperabilityFrameworkforpan-EuropeaneGovernmentserviceshttp://europa.eu.int/idabc/en/document/2319/5644
7. DocumentationonthePromotionofOpenDocumentExchangeFormat http://europa.eu.int/idabc/en/document/3439/5585
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9. e-GovernmentInteroperabilityFrameworkVersion6.1http://www.govtalk.gov.uk/schemasstandards/egif_document.asp?docnum=949
10. Danish e-Government Interoperability Framework http://standarder.oio.dk/English/
11. TheInteroperabilityFramework:TechnicalStandards:Documentanddataex-change http://standarder.oio.dk/English/Tekniske_standarder/Dokument-_og_dataudveksling/index.html
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12. Programme for Open Standards and Open Source Software in Governmenthttp://www.ososs.nl/index.jsp?alias=english
13. TheDutchGovernmentOpenStandardsCataloguehttp://www.ososs.nl/ma-trix/matrix.jsp?id=10927
14. http://www.andwest.com/blojsom/blog/tatle/agenda/2005/06/27/Norwe-gian_Minister_Proprietary_Standards_No_Longer_Acceptable_in_Commu-nication_with_Government.html
15. CommonwealthofMassachusetts-EnterpriseOpenStandardsPolicy http://www.mass.gov/Aitd/docs/policies_standards/openstandards.pdf
16. NewZealandGovernmentInformationSystemsPoliciesandStandardshttp://www.e-government.govt.nz/docs/is%2Dpolicies%2Dstandards/
17. New Zealand E-government Interoperability Framework (NZ e-GIF) http://www.e-government.govt.nz/docs/e-gif-v-2-1/index.html
18. Standards, Policies and Guidelines - Malaysian Government InteroperabilityFramework (MyGIF)http://www.mampu.gov.my/mampu/bm/program/ICT/IS-Plan/ispdoc/Interoperability%20Framework.pdf
19. CristianAndresFuenzalidaMiranda,“E-GovernmentinChileandtheadoptionofXMLasstandard:Experiences,ChallengesandPerspectives”http://www.dcc.uchile.cl/~cfuenzal/recursos/chileXML.pdf
20. Department of Industrial Policy and Promotion, Government of India, “eBiz- a G2B Portal for Govt. of India” http://www.nisg.org/ebiz_docs/poc/Ap-proach%20Paper%20on%20PoC%20-22%20Apr%2004.doc
21. IDABC,“PromotionofOpenDocumentExchangeFormat”http://europa.eu.int/idabc/en/document/3428/5644
22. IDABC, “TAC approval on conclusions and recommendations on open docu-mentformats”http://europa.eu.int/idabc/en/document/2592/5588
23. 10principlesofBilbao, http://www.cities-localgovernments.org/uclg/upload/template/templatedocs/10_principes_Bilbao_ENG.pdf
24. BEGIX, http://www.begix.net/
25. THEE-GOVERNMENTHANDBOOKFORDEVELOPINGCOUNTRIES,http://www.infodev.org/en/Publication.16.html
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26. ICTforLocalGovernmentHandbook,http://lgi.osi.hu/publications/2007/375/Annex_4_Handbook_English_final_version.pdf
27. WebContentAccessibilityGuidelines1.0, http://www.w3.org/TR/WCAG10/
28. WebAccessibilityInitiative(WAI),http://www.w3.org/WAI/
29. WorldBank,e-Government forAll –Reviewof InternationalExperiencewithEnhancingPublicAccess,DemandandParticipationine-GovernmentServices:TowardaDigitalInclusionStrategyforKazakhstan,ISGe-GovernmentPracticeTechnicalAdvisoryNote(Draftversion30June2006),11.
30. Australiangovernmentprocurement statementsand standards,http://www.qgcio.qld.gov.au/qgcio/architectureandstandards/informationstandards/current/Pages/ICT%20Procurement.aspx
31. BestPracticeGuideforICTPurchasing,http://www.qgcio.qld.gov.au/SiteCol-lectionDocuments/Architecture%20and%20Standards/Information%20Standards/Current/is13bpg.pdf
32. e-GovernmentforDevelopmentinMacedonia:RecommendationsfromMarch2004 Workshop, http://www.dot-com-alliance.org/resourceptrdb/uploads/partnerfile/upload/142/macedonia%20RECOMMENDATIONS%20OF%20WORKSHOP-sjt.doc
33. RiskAssessmentModel usedby theStateofCalifornia,http://www2.state.id.us/itrmc/pubs&resources/resources/ram_index.htm
34. “IsMyProjectLikelyToFail?”-AssessingRiskineGovernmentProjects,http://www.egov4dev.org/success/techniques/risk_assessment.shtml
35. 2007EuropeanCommissionstudy“TheUserChallenge -Benchmarking theSupplyofOnlinePublicServices“
http://ec.europa.eu/information_society/eeurope/i2010/docs/benchmark-ing/egov_benchmark_2007.pdf
36. ThedevelopedAustriane-Governmentsoftwarepublishedasanopensourceplatformsimilartosourceforce http://www.egovlabs.gv.at.
37.Thebestpracticesofcooperationbetweenalllevelsofgovernmentadministra-tioninAustriaonawiki-typeplatformwww.verwaltungskooperation.at
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ICTforLocalGovernmentsStandards,principlesandbestpractices
38. Banchmarking digital Europe 2011-2015 a Conceptual FrameWork http://ec.europa.eu/information_society/eeurope/i2010/docs/benchmarking/benchmarking_digital_europe_2011-2015.pdf
39. Smarter, Faster,Better eGoverment, benchmark measeurement Results No-vember2009http://ec.europa.eu/information_society/eeurope/i2010/docs/benchmarking/egov_benchmark_2009.pdf
40. T.E.Wohlers, “E-Government:TrendsandSophisticationat theLocalLevelofGovernment”http://www.iiisci.org/journal/CV$/sci/pdfs/P151EOB.pdf
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7.1 Standards 7.1.1 Collections
ICT Standards–GeneralICTStandards
http://www.tiresias.org/research/standards/ict.htm
WebContentAccessibilityGuidelines(WCAG1.0standards)
http://www.w3.org/TR/WCAG10/
7.1.2 Organizations
ISO-InternationalOrganizationforStandardization
http://www.iso.org/
IETF-InternetEngineeringTaskForce
http://www.ietf.org/
OASIS-OrganizationfortheAdvancementofStructuredInformationStandards
http://www.oasis-open.org/
W3C -WorldWideWebConsortium
http://www.w3c.org/
ITU-InternationalTelecommunicationUnion
http://www.itu.int/
IEC-InternationalElectrotechnicalCommission
http://www.iec.ch/
ECMA-EcmaInternational-Europeanassociationforstandardizinginforma-tionandcommunicationsystems
http://www.ecma-international.org/
7. Useful links
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ICTforLocalGovernmentsStandards,principlesandbestpractices
IEEE-InstituteofElectricalandElectronicsEngineers
http://www.ieee.org/
ANSI-AmericanNationalStandardsInstitute
http://www.ansi.org/
OGC-OpenGeospatialConsortium
http://www.opengeospatial.org/
FIPS-FederalInformationProcessingStandards
http://www.itl.nist.gov/fipspubs/
ITU-T-InternationalTelecommunicationUnionStandardizationSector
http://www.itu.int/
ETSI-EuropeantelecommunicationsStandardInstitute
http://www.etsi.org/
7.2 Roadmap 7.2.1 Publish
Brazil: NationalLegislativePortal.
http://www.redegoverno.gov.br/
Canada: E-GovernmentPortal.Consideredoneofthebestgovernmentportalsintheworld.
http://www.canada.gc.ca/
Dubai: Thenation’se-governmentportalisthefirstofitskindintheGulfregiontooffergovernmentservicesonline.
http://www.dubai.ae/
Ghana: EnvironmentalInformationNetworkProject.Aweb-basedsystemcontainingenvironmentaldataforgovernmentministriesandcitizens.
http://www.epa.gov.gh/
India: JUDIS(JudgmentInformationSystem).Postscourtrecords,caseinformationandjudicialdecisions.
http://judis.nic.in/
Italy: BolognaCityPortal.Encouragescitizenparticipationatmultiplelevels,includ-ingforumsforinteractivediscussionandlinkstocivicgroups.
http://www.comune.bologna.it/
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Kenya: AfriAfya.Apublic/privateconsortiumusingthewebtosharemedicalinforma-tion.
http://www.afrafya.org
Lebanon: Puttinggovernmentdocumentsandacademicresearchonline.
http://www.sdnp.org.lb/
Macedonia: e-Governmentportalforinformationaboutgovernmentservices.
http://uslugi.gov.mk/
Mexico: E-GovernmentProcurementPortal(Compranet).Puttinggovernmentprocurementproceduresonline.
http://www.compranet.gob.mx/
Pakistan: Anti-CorruptionWebsite,StateofPunjab.Publishingthenamesandcrimesofcorruptofficialsinanefforttostopgraft.
http://pportal.punjab.gov.pk/portal/portal/media-type/html/group/797?page_name=797home&group_type=dept&group_id=797&group_name=Anti%20Corrup-tion%20Establishment&js_pane=P-1004ba76975-10000&pview=true
South Africa: Johannesburge-ServicesWebsite.
http://eservices.joburg.org.za/joburg/eservices/#clkCntrl
South Africa: TheofficialportalfortheSouthAfricangovernment.
http://www.gov.za/
United States: CaliforniaVoter’sGuide.AnNGOsite,publishinginformationaboutelec-tionsandcandidates.
http://www.calvoter.org/
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7.2.2 Interact
Armenia: OnlineForum.AnonlinecommunitymaintainedbytheArmenianNationalAcademyofSciencesdesignedtofosterpublicawarenessanddialogueonpublicpolicyissues.
http://www.forum.am/
China: NGOspartnerwithministriestoassistinimplementationofChina’se-govern-mentstrategy.
http://www.acca21.org.cn/english/index.html
India: TheCentralVigilanceCommission.Allowscitizenstofileonlinecomplaintsaboutcorruption.
http://www.cvc.nic.in/
Italy: BolognaCityPortal.Encouragescitizenparticipationatmultiplelevelsincludingforumsforinteractivediscussionandlinkstocivicgroups.
http://www.comune.bologna.it/
Macedonia:CityofSkopje,realestatetaxesforcitizens.
http://e-danoci.skopje.gov.mk:8081/login.asp
South Africa: IndependentElectoralCommission.Registeringvotersandaccuratelycapturingelectionresultsandconveyingtheinformationinafast,dependableman-ner.
http://www.elections.org.za/
United Kingdom: TheHansardSociety.NGOwebsitethatmoderatespolicydiscus-sion,theresultsofwhicharesenttoMembersofParliamentforconsideration.
http://www.democracyforum.org.uk/
United Kingdom: LocalGovernmentintheUnitedKingdom.
http://www.communities.gov.uk/localgovernment/
Western Balkans:PortalpromotingICTcooporationopportunitieswithspecialem-phasizestotheeGoverment.
http://www.ict-web-proms.eu/
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7.2.3 Transact
Brazil: RedeGovereno.OffersATM-stylekiosksthatallowscitizenstoaccessgovern-mentonlineportalsandservices.
http://www.redegoverno.gov.br/
Chile: GovernmentE-ProcurementSystem.
http://www.chilecompra.cl/english/index.html
Costa Rica: SICERE.Providesinstantbillingforemploymentinsuranceandpensionprograms.
http://www.ccss.sa.cr/html/transparencia/estadisticas/d_actuarial/ept/ept2003/eptjn03.html
India:Gyandootcommunity-basedInternetaccess.EntrepreneursfundedbythestateuseportablecomputerswithwirelessInternetconnectionstoprovideruralvil-lagesaccesstogovernmentservices.
http://gyandoot.nic.in/
India: Drishtee.Mobile,kiosk-basede-governmentforruralIndia.
http://www.drishtee.com/
India: TheBhoomiProject.Deliveryoflandtitlesonline.
http://www.revdept-01.kar.nic.in/Bhoomi/Home.htm
Phillipines: PilotE-ProcurementSystem.
http://www.procurementservice.net/Default.Asp
Spain: BarcelonaCityPortal.Aneasy-to-usesiteleadinguserstotoolsthatallowthemtotransactmultiplegovernmentservicesonline.
http://www.bcn.es/
Austria: FederalPlatformdigitalAustria
http://www.digitales.oesterreich.gv.at/site/6497/Default.aspx
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7.3 Open source 7.3.1 Portals
eGovOS-TheCenterofOpenSourceandGovernment.Manyusefulresourceshere,includingmanypoliciesfromvariousgovernmentdepartmentsandreports.
http://www.egovos.org/
EU-TheEuropeanCommission’sOpenSourceObservatory:
http://europa.eu.int/ISPO/ida/jsps/index.jsp?fuseAction=showChapter&chapterID=452&preChapterID=0
UN-TheUnitedNationsDevelopmentInformationProgramme(UNDP)NetworkingandInformationTechnologyObservatory(NITO)’sOpenSourcesection:
http://www.sdnp.undp.org/perl/news/articles.pl?do=browse&categories=10
UNDP-TheUNDP’sInternationalOpenSourceNetwork:
http://www.iosn.ne/
Austria:OpensourceplatformforE-Governmentsolutionssimilartosourceforce
http:// www.egovlabs.gv.at
7.3.2 Policy
UK-UnitedKingdom’sOpenSourceSoftwarepolicy,asissuedbytheOfficeofGov-ernmentCommerce:
http://www.ogc.gov.uk/embedded_object.asp?docid=2498
Netherlands-ExtensiveFLOSSsurveyconductedbytheInternationalInstituteofInfonomicsattheUniversityofMaastricht,TheNetherlands:
http://www.infonomics.nl/FLOSS/report/
South Africa-SouthAfrica’sOpenSourceSoftwarestrategy:
http://www.oss.gov.za/docs/OSS_Strategy_v3.pdf
USA-OpenStandardspolicyofCommonwealthofMassachusetts,UnitedStatesofAmerica
http://www.state.ma.us/itd/openstandards.htm
USA DoD-ReportofFOSSusageintheUSDepartmentofDefense,prepared byMITRECorporation:
http://www.egovos.org/rawmedia_repository/588347ad_c97c_48b9_a63d_821cb0e8422d?/document.pdf
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Sweden-FeasibilitystudyconductedbytheSwedishAgencyforPublicManagement:
http://www.statskontoret.se/pdf/200308eng.pdf
Denmark-“Open-sourcesoftwareine-government”reportproducedbytheDanishBoardofTechnology:
http://www.tekno.dk/subpage.php3?article=969&survey=14&language=uk&front=1
7.4 Risk analysis7.4.1 eGov4Dev Cases
India-VillageInformationKiosksfortheWaranaCooperativesinIndia
http://www.egov4dev.org/success/case/warana.shtml
South Africa-SupportingDemocracywithICTs:SouthAfrica’sIndependentElectoralCommission
http://www.egov4dev.org/success/case/iec.shtml
East Africa-ProblemsforaNaturalResourceMinistry’sScientific InformationSystem
http://www.egov4dev.org/success/case/fishsis.shtml
Pakistan-FirstStepsinImplementationofPakistan’sNationalDatabase&Registra-tionAuthority
http://www.egov4dev.org/success/case/nadra.shtml
South America-UsingInformationSystemstoSupportaSocialInvestmentFundinSouthAmerica
http://www.egov4dev.org/success/case/sif.shtml
West Africa-AutomatingaSocialSecurityandNationalInsuranceTrustinWestAf-rica
http://www.egov4dev.org/success/case/ssnit.shtml
Turkey-Turkey’sLocalGovernmentPortal,YerelNet
http://www.egov4dev.org/success/case/yerelnet.shtml
Pakistan-AManagementInformationSystemandGIStoSupportLocalGovernmentinBalochistan
http://www.egov4dev.org/success/case/balochistan.shtml
Cameroon-TheCameroonGovernmentWebPortal
http://www.egov4dev.org/success/case/camportal.shtml
Cameroon-StartingUptheCameroonDepartmentofTax’sWebSite
http://www.egov4dev.org/success/case/camtax.shtml
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ICTforLocalGovernmentsStandards,principlesandbestpractices
South Africa-DurbanCouncil’sCommunityInformationLink
http://www.egov4dev.org/success/case/durbancil.shtml
Brazil-eProcurementbyBrazil’sFederalGovernment
http://www.egov4dev.org/success/case/brazeproc.shtml
Cameroon-IntegratedInformationSystemforTradeatDoualaAutonomousPort
http://www.egov4dev.org/success/case/doualatrade.shtml
Mexico-eProcurementbyMexico’sFederalGovernment
http://www.egov4dev.org/success/case/mexeproc.shtml
India-PlanningWeb-EnabledServicesforCitizensinOrissa
http://www.egov4dev.org/success/case/orissa.shtml
Bangladesh-ElectronicBirthRegistrationinRajshahi,Bangladesh
http://www.egov4dev.org/success/case/rajshahi.shtml
India-Front-EndFirst:CitizenPaymentatFRIENDSCentresinKerala
http://www.egov4dev.org/success/case/friends.shtml
Former USSR-PensionPaymentandContributionCollectionSystemintheFormerUSSR
http://www.egov4dev.org/success/case/pension.shtml
India-eShringhla:AnInformationKioskSchemeinSouthIndia
http://www.egov4dev.org/success/case/eshringhla.shtml
Mozambique-ALandLicensingandPlanningSystemforBeiraCity,Mozambique
http://www.egov4dev.org/success/case/beira.shtml
India-SETU:ACitizenFacilitationCentreinIndia
http://www.egov4dev.org/success/case/setu.shtml
Uganda-FailedElectronicVoterRegistrationinUganda
http://www.egov4dev.org/success/case/iecuganda.shtml
West Africa-ProblemsinComputerisingtheMinistryofForeignAffairs
http://www.egov4dev.org/success/case/mofa.shtml
Bangladesh-TheNationalDataBankProject:AnExpensiveLessonforBangla-desh
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http://www.egov4dev.org/success/case/ndb.shtml
Nigeria-ChallengestoManagementInformationSystemsinNigerianUniversi-ties
http://www.egov4dev.org/success/case/misuniv.shtml
Soth Africa-(Not)ProvidingComputersforallSouthAfricanCivilServants
http://www.egov4dev.org/success/case/golaganang.shtml
7.4.2 eGov4Dev Design-Reality Gap Cases
South Asia-AutomatingPublicSectorBankTransactionsinSouthAsia
http://www.egov4dev.org/success/case/bankauto.shtml
Central Asian-ComputerisingaCentralAsianEpidemiologyService
http://www.egov4dev.org/success/case/epidemiology.shtml
South Africa-ComputerisedIntegrationofTwoPensionFundsinSouthernAfri-ca
http://www.egov4dev.org/success/case/twinpension.shtml
South Africa-ASinglePersonnelInformationSystemforaSouthernAfricanGovern-ment
http://www.egov4dev.org/success/case/centralpersis.shtml
Middle East-AnIntegratedInformationSystemforDefenceForceManagementintheMiddleEast
http://www.egov4dev.org/success/case/defenceiis.shtml
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ICTforLocalGovernmentsStandards,principlesandbestpractices
7.4.3 Design-Reality Gap eGov Case Proposals
East Asia-ElectronicNetworkingforaMinistryofEducationinEastAsia
http://www.egov4dev.org/success/case/educnetwork.shtml
West Africa-ComputerisingElectionResultsManagementinWestAfrica
http://www.egov4dev.org/success/case/electcomput.shtml
East Africa-Campus-WideNetworkingforaPublicUniversityinEastAfrica
http://www.egov4dev.org/success/case/univnetwork.shtml
7.4.4 Other Cases - Since 2001
Colombia-SIMEP...ColombiansInternationalCooperationinRealTime(IICD/in-foDev)
http://www.iconnect-online.org/Stories/Story.import4961
India-ConnectingIndiaVillagebyVillage(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4956
Zambia-TheAgriculturalMarketingInformationCentre(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4898
India-SEVANA-TowardsaHolisticandHuman-CentredApproachtoE-Governance(IICD/infoDev) http://www.iconnect-online.org/Stories/Story.import4932
Kenya-HarnessingICTsforCommunityHealth-TheAfriAfyaInitiative(IICD/in-foDev)
http://www.iconnect-online.org/Stories/Story.import4924
India -SustainableDevelopmentNetworkingProgramme,India-ASuccessStory(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4680
India-ProvidingCitizenServicesonline:E-sevainAndhraPradeshStateofIndia(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4918
Brazil-ControlofTransportFleetandTrips(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4904
Brazil-AcessaSãoPauloProgram-SharingKnowledgeforDevelopment(IICD/in-foDev)
http://www.iconnect-online.org/Stories/Story.import4896
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Ghana-ImplementationoftheEnvironmentalInformationNetworkProjectinGhana(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4862
Solomon Islands-ICTProjectBringsHopetotheTroubledSolomonIslands(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4806
Panama-INFOPLAZAS-BringingTechnologyandKnowledgetoEveryone(IICD/in-foDev)
http://www.iconnect-online.org/Stories/Story.import4795
Ghana-ICTinNon-TraditionalExportsTradeinGhana(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4756
India-TransitionfromDisastertoDevelopmentthroughICT(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4923
7.4.5 Other Cases - 1999-2001
Ghana-BringingtheInternettoGhana(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import114
Costa Rica and the Dominican Republic-IntegratingHealthandTechnologythroughEngagingLocalCultures:TheStoryofLINCOS/InfoComm(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import83
South Africa-WindowtotheWorld(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import56
Bangladesh-SustainableDevelopmentNetworkingProgrammeofBangladesh(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4419
Ghana-WhathasaFarmertodowithaComputer?(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4345
Brazil-WIDE-WebofInformationforDevelopment(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4378
Zambia-FromZero-RatedonComputerLiteracytoHigherWays:IdeasforICTinNa-tionalEducation(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4403
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Brazil-ReAACT-ScienceandTechnologySupportandManagementOnline(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4382
Colombia-LocalInformationServices:TechnologytotheAidoftheCommunity(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4283
Colombia-ConnectingColombianSchools:theBilinguistandInformaticNationalProgram(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4074
Southeast Asia-TheTaoProject(TeacherAmeliorationforOptimumWelfare)(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4111
Colombia-UseofICT:AHopeforaNewGenerationofKidsintheCoffeeRegioninColombia(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4068
Honk Kong-ElectronicLibraryProjectintheOpenUniversityofHongKong(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4060
Zimbabwe-ZimSciNet-ITSupportforRuralScienceTeachers(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import4011
ZambiaHealthManagementInformationSystem(IICD/infoDev)
http://www.iconnect-online.org/Stories/Story.import3993
India-Land/PropertyRegistrationinAndhraPradesh(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20485989~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
China-Beijing’sBusinessE-Park(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20485996~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
India-Bhoomi:OnlineDeliveryofLandTitlesinKarnataka,India(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20484902~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
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India-CentralVigilanceCommissionWebsite:ABoldAnticorruptionExperi-ment(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATION-ANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20485999~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Chile-Chile’sGovernmentProcurementE-System(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATION-ANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486003~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Chile-ChileanTaxSystemOnline(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATION-ANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486006~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Brazil-CitizenServiceCentersinBahia,Brazil(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATION-ANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486008~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Colombia-Colombia’sGovernmentPortal(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATION-ANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486010~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
India-ComputerizedInterstateCheckPostsinGujarat(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATION-ANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486012~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Mauritius-ContributionsNetworkinMauritius(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATION-ANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486015~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
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ICTforLocalGovernmentsStandards,principlesandbestpractices
Argentina-Cristal:AToolforTransparentGovernmentinArgentina(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486017~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
India-EmpoweringDairyFarmersinIndiathroughaDairyInformationandServicesKiosk(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486020~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
India-Gyandoot:Community-OwnedRuralInternetKiosks(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486032~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Jamaica-JamaicaCustomsAutomatedServicesOnline(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486047~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
KothmaleCommunityRadio/InternetProject:ExpandingtheKnowledgeBase(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486095~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
MandalsOnlineinAndhraPradesh(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486051~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Singapore-ModernizingTaxAdministrationinSingapore(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486053~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
S. Corea-OPEN:Seoul’sAnticorruptionProject(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486058~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Philippines-PhilippineCustomsReform(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486062~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
89
Brasil-SãoPaulo’sCentersforAttendingtotheCitizen(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486067~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Thailand-Thailand’sTroubledTaxComputerizationProject(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486040~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
Vietnam-Vietnam’sTaleofTwoCities(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486036~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
India-VOICE:OnlineDeliveryofMunicipalServicesinVijaywada,India(WorldBank)
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONAND-COMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20486038~menuPK:1767268~pagePK:210058~piPK:210062~theSitePK:702586,00.html
7.5 Other resources
Japan-BestPracticesine-LocalGovernment
http://www.nippon-net.ne.jp/its/bestpractice/english/
Austria–BestPracticesine-Governmentincludinge-LocalGovernment
http://www.verwaltungskooperation.at
90
ICTforLocalGovernmentsStandards,principlesandbestpractices
91
Partner Organisations
Organizations, institutions and companies that have given significant support toNALASanditsMemberAssociationsarerecognizedasNALASPartners.Theirsupportmayinclude,butisnotlimitedtolobbyingforNALASanditsmembers,expertisesup-portandfinancialsupport.Inaddition,NALASprovedtobeavaluedassetformanyofthesepartners,byprovidingregionalexperience,guidelinesorcoordinationofactivi-tiesconductedinthemembercountries
CouncilofEuropeCongressofLocalandRegionalAuthoritiesoftheCouncilofEurope,Stras-bourgTel:+33388413018,Fax:+33388413747/2751Internet: www.coe.int/congress
SwissAgencyforDevelopmentandCooperationInternet: www.sdc.admin.ch
DeutscheGesellschaftfurTechnicheZusammenarbeit(GTZ)GmbHInternet: www.gtz.de
BundesministeriumfürwirtschaftlicheZusammenarbeitundEntwicklung(BMZ) Internet: www.bmz.de
OpenSocietyInstituteInternet:www.osi.hu
fundedby
CIP - Katalogizacija vo publikacijaNacionalna i univerzitetska biblioteka “Sv. Kliment Ohridski”, Skopje
352 : 004.57.7(035)
TrajkovIk, vladimirICT for local governments : standards, principles and best practices /
[author vladimir Trajkovik], - Skopje : Network of association of Local au-thorities of South East Europe - NaLaS, 2010. - 92 str. : ilustr. 21 sm
ISBN 978-9989-2928-5-9
a) Lokalna uprava - Informati~ka tehnologija - Prira~nikCoBISS.Mk-ID 86414602
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