K--E-Government
From E-Government to Connected GovernmentFor citizens, the benefits to be reaped from Knowledge Management (KM( include better services, more choices, more personalization and greater accountability of how their money is spent. For the organization KM provides the major benefit of improving the organization’s performance through increased efficiency and innovation. But for these benefits to occur, the back office processes must be in place. KM is founded on the notion that the organization’s most valuable resource is the knowledge of its people. This year’s Survey therefore looks at the issue of connected governance from the perspective of how governments manage and how they should manage their back office processes
The Italian certified e-mail systemthe certified e-mail system aims at granting legal validity to the transmission and receipt of electronic messages between those senders and receivers who, through the certified e-mail providers , make use of this system in their mutual relationships.
10 Ways to connect with CitizensIf you think this new era in government is all about openness and transparency, you'd be right -- and wrong. It's not just about transparency, said Beth Noveck, the new deputy director for open government in President Obama's Office of Science and Technology. It's also about opening the way for citizens to engage and collaborate with government and to help make policy, she told a meeting of state technology officials in Baltimore last week.
Project D115 - Public Service Number for GermanyThe development and rollout of 115 as public service number in Germany is a major
challenge for federal, state and local governments. What started in result of an initiative
which took place at the IT Summit in December 2006 has now taken shape and
gathered momentum: The D115 project is moving towards the pilot phase.
More than 150 experts at federal, state and local level have contributed to this process
by developing the technical and organizational standards for the D115 pilot working
together with the D115 Project Group of the Federal Ministry of the Interior and of the
state of Hesse. The D115 detailed strategy is one major output of this collaboration. All
the government agencies involved at federal, state and local level signed off on this
strategy. In September 2008 this strategy was finally approved by the steering committee
of the D115 project.
The D115 detailed strategy is the blueprint for the implementation of the German public
service number in model regions. It defines the general framework for testing the
number until the end of 2008 and for a subsequent two-year pilot phase. For local
authorities, the states and federal institutions interested in taking part in the D115 project,
it offers information on setting up service centres as well as assistance in joining
the D115 cooperation. Based on experience gained during the test and pilot phase the
D115 detailed strategy will be updated. This summary covers the major points of the
comprehensive D115 detailed strategy and outlines the opportunities and challenges
associated with the D115 project.
D115 is a “brand” with high expectations to meet.
The Federal Ministry of the Interior and the state of Hesse will continue their extensive
input in steering and developing the D115 project. However, the German public service
number will succeed only if federal, state and local governments continue to cooperate
in constructive and dedicated way.
Alphinat Quebec Case StudyIn its 2001 report, the Quebec advisory group on regulatory streamlining
presented a first inventory of formalities from twenty government
departments and agencies. According to the report, more than 17 million
formalities resulting from over 450 statutory requirements are imposed on
businesses every year. In an effort to reduce the administrative burden, the
group offered 44 recommendations, including a two-year moratorium on all
new administrative requirements (permits, reports, forms, etc.) as well as a
20% reduction on the number of requirements listed in 1998-99.
E-governance:transforming Government to build trust and qualityThis study constitute a collection and analysis of highly competent contributions supplied by the European public administrations in the sector, with the end goal of formulating an updated and thorough overview of the most noteworthy e-Gov experiences currently underway in Europe. Compared to previous editions, this one sets itself apart by the special attention paid to the topic of “Improving Performance in Public Administrations”. The volume is organised in three parts: the first regards the revision of administrative processes and the management of flows of documents; the second the topic of innovation in the services provided to citizens and businesses, and the last deals with the prospects and opportunities offered by an integrated platform of e-Government.
The questions dealt with were carefully selected, in an attempt to cover the main issues currently at the centre of the European debate on e-Government.
City of Luxembourg Portal The GuichetOur portal De Guichet conforms to international accessibility standards and offers a transparent access to a catalogue of
administrative procedures and forms, structured in a very particular manner. It offers secure online services based on electronic
signatures and allows the user to trace processes and get feedback on pending procedures through a virtual personal space. These
principles apply to both the citizen as well as the business space. Our one stop shop distinguishes two levels: 1) an informational
level, where the user finds information on procedures and the underlying processes based on a life event approach, and 2) a
transactional level, where the user has either the possibility to submit forms electronically to government agencies or access
electronic services that guide him through complex procedures.
Madrid Modernization 2007 (In Spanish)A city more transparent, accessible, effective and close to public. This document describes the main results achieved during this term in terms of innovation, modernization and quality.
Here, we describe the twenty-six most representative actions taken by the Organization to implement a new management culture in municipal services, which further strengthens their levels of effectiveness, efficiency and quality. All of them have been built through five strategic lines: care of citizens, Integrated Systems and Information Management, Innovation and Technology
eGovernment, Quality and Services Evaluation, and Knowledge Management. With this, we have tried to give a fresh approach to acting and managing the City Administration to make it more transparent, accessible and values closer to citizens' demands.
Rijeca _ Digital to Intelligent Local Government Transition FrameworkDigital to Intelligent Local Government (LG) Transition Framework contains interrelated Political, Conceptual, Technological, Institutional and Transitional components. Political component presents endogenous political models (directions), harmonized by exogenous ones and verified by best practices. Conceptual component is derived on LG service requirements model, integration and interoperability of services, Knowledge and Sustainable Development Intelligent City Model with resulted Interoperable Processes Model, Enlarged Data Model, Web Service Model and Management Model. Technological component is structured on Enabling ICT Model and Standards for LG. Institutional Infrastructure and Transition components based on Resource Model are presented.