ࡱ>    #` bjbj 8>FFFFFFFZ!!!8V!$z"LZ"""""###  $h1FA##AA1FF""FFFFAF"F" FA FFFFY"" (Mn!=B6ߝ,\0ÌCdlY"F{d #@ .RFk5G;J###11Fv###AAAAZZZ!ZZZ!ZZZFFFFFF The Status of Information and Communication Technologies (ICT) in Governments 2007: An Analysis of ICA Country Reports for the 41st Annual ICA Conference Executive Summary Over the past few years, governments have used centralization, enterprise architectures, system consolidation and collaboration as means to manage governments expanding use of information and communication technologies (ICT). These efforts put in place organizational, budgetary and architectural building blocks to facilitate the transformation to a fully citizen-centric government. While these efforts are necessary to transform government, they are hardly sufficient. This years ICA Country Reports show governments beginning to settle into these new structures and recognizing that there is much work to do. Governments have placed services online and adopted new structures for managing ICT, yet transformation remains a work in progress. Citizen use of government online services is uneven. Questions regarding how governments should engage citizens and what citizens want from governments are sometimes difficult to answer. Governments struggle to keep pace with evolving technology and a competitive labor market for ICT skills. At the same time, governments use of the private and not-profit sectors is still evolving. Governments continue to look for an organizational model that balances the goals of innovation and flexibility with coordination and collaboration across an array of agencies, jurisdictions, governments, businesses and non-profits. Governance: Refining new roles Most ICA member governments have either centralized ICT management and functions or are in the process of doing so. Governments that have established new entities to oversee ICT management are working through the details of how these organizations fit with the rest of the government structure. Centralization is spreading from strategy and coordinating bodies to agencies responsible for the actual provisioning of statewide and intergovernmental services. As these new organizations take hold and face challenges of their own, governments are revising their ICT strategies to ensure that citizen needs remain the focus. Governments continue to refine approaches to measure the performance of ICT efforts and hold projects and programs accountable. The coordination of ICT efforts across agencies, jurisdictions and, increasingly, countries still presents challenges as governments work to consolidate and share services. In addition to government collaboration, cross-sector collaboration between public, private and non-profit sectors continues. Meanwhile, governments strive to build an ICT workforce that can keep pace with changing technology and demands of a networked government. Systems: Moving beyond Frameworks Governments are working through the details of how systems will work together in a whole of government approach. Governments have designed their ideal state in enterprise architectures that reflect the business purposes of ICT. The use of shared services has accompanied enterprise architectures and centralization of ICT functions. Building blocks continue to be put in place for secure online interaction with government and electronic identification. Governments are increasingly considering open source approaches as its usage increases across the ICT community. While systems and services are being consolidated, a heightened emphasis on the data and information these systems serve to share is evident across countries. Citizen Services; Refocusing on the Citizen The time and resources invested in architectures, interoperability and centralization have not always translated into improvements that citizens notice. Citizen awareness and uptake of services, the major payoffs hoped for in ICT investments, remain uneven. Governments continue to try to get the word out. While governments try to raise awareness of services available, they also are rethinking the services they provide. Governments are looking to ICT to make citizens healthier, safer, more prosperous and more involved and engaged in decision-making. Healthcare and public safety initiatives are highlighted in some country reports. The continued rise of social networking applications has been noticed and the applications are being increasingly used by governments to improve citizen participation. While governments improve services they provide, they are also improving how they are provided. Multichannel service delivery including wireless devices is still important for governments. The country reports mirror the issues highlighted in the agenda for the 41st ICA Conference. There are major challenges ahead for governments seeking to use ICT to transform into responsive, efficient, networked and inclusive organizations. How can governments harness the efforts of coordination, centralization and architectures to benefit citizens? How should governments work with the private and non-profit sectors on ICT efforts? Can governments accomplish their plans with the resources and ICT skills they have? The recent large scale efforts to use ICT to transform government have not resulted in emphatic gains for citizens, forcing governments to ask questions fundamental to the role of government in society. How should government engage the citizenry? What services should government provide? What do citizens want from government? What does government do? While the answers to these questions are not known with certainty, governments now know that building trust through transformational government is a large, complex and risky endeavor and in many ways unprecedented. That is not a reason to not move ahead. Technology is a disruption that will not allow governments to stand idly by. The following report is based on the observations, strategies and initiatives featured in 15 ICA Country Reports submitted for the 41st ICA Conference: Austria, Belgium, Estonia, Finland, Hungary, Ireland, Israel, Japan, Malta, the Netherlands, Singapore, Sweden, Taiwan, the United States, and the United Kingdom. Selected initiatives and strategies from these reports will be highlighted throughout this document. The ICA thanks the authors of the reports for their valuable contributions. The Status of ICT in Governments: The Beginning of the Third Wave To understand the current status, it is useful to briefly revisit our progress toward transformation to date. After an early decentralized approach where agencies created websites and services relatively independently, governments began adopting policies to coordinate ICT efforts in government. In the context of these government-wide policies, there have been three waves to governments use of Internet based ICT. These waves depict an iterative approach to government transformation: The First Wave The first wave saw the launch of national portals and services such as taxes, permit applications, fee payments and government forms. Governments began providing multi-channel services; integrating phone, web, e-mail, and in-person delivery channels to offer better and more consistent services. Strategies expressed support for and defined E-Government, identified priorities and flagship initiatives and promoted citizen-centric models. While this wave placed many transactional services and information online and made the front-end as seamless as possible, transformation to a fully citizen-centric government was not possible without the organizational, budgetary and architectural building blocks in place to facilitate the transition. The Second Wave The second wave shifted governance models in order to centralize functions, encourage collaboration and standardize policies. Systems began to be viewed in the context of government-wide architectures, with consolidation of common systems and shared services slowly bringing those architectures into the real world. Governments have created new organizations and adopted strategies that focused their attentions inward to the systems, processes and agencies that provided services. While these efforts created the building blocks necessary for transformation, this focus inward did not always result in immediate gains for citizens. The Third Wave Japans 2007 ICA Country Report refers to a dilemma faced by many governments despite a world class technology infrastructure and a focus on collaboration within and outside of government; they were not able to meet the citizens expectation for providing better public service. Many governments would likely confess the same dilemma. The 2007 country reports document renewed efforts to center ICT on goals that impact citizens. Citizen awareness and digital divide issues are emphasized. A greater focus on citizen participation is also evident. Strategies are focusing more on broader social goals like health, safety and prosperity. Furthermore, policies are being refined as the new government-wide organizations and frameworks created during the second wave find their niches. Centralization is working it way down from the strategy and policy level to the system and service level. How these units interact and collaborate amongst themselves, with other governments and sectors of society is being refined. Status ICT Governance: Refining New Roles In ICT Governance, the 2007 country reports show governments figuring out how to manage the new ICT organizations they have created and filling in the gaps identified to transform government. New strategies are refocusing efforts on the citizen to complement prior efforts to centralize ICT and consolidate systems. Centralization is occurring at the service and program levels, rather than just strategy. Finding the necessary human resources and management approaches for intergovernmental and cross-sector management remains a challenge. The need to coordinate all of the varied services governments provide across diverse stakeholders and partners that are increasingly international and outside of government makes transformation an especially difficult endeavor. New Wave of Strategies - Strategies to create enterprise architectures, consolidate systems and coordinate across government have been important steps toward transformation. The challenge for governments has been to look inward without losing sight of the citizen. Government strategies are being refined to refocus efforts on the citizen. Citizen awareness, engagement and access appear to be common themes of new policies. ICT is presented in the context of supporting overarching social goals. Strategies are also focusing governments on more robust intergovernmental and cross-sector collaboration and data management Israel has established a National Committee for an Information Society to utilize ICT to achieve the social and economic goals of Israel. Chaired by the Deputy Accountant General and comprised of members across all sectors of society, the group is focused on making ICT a higher priority for policymakers, transparency, citizen centric services, and the digital divide. Six subcommittees exist under the group: Leveraging Government (Insuring that all services are available online) Education and Human Resources Digital Cooperation (Digital Divide) The Information Economy (including interaction between private sector and the government) Smart City (local kiosks and services to bridge the digital divide) Ethics and Data Security Taiwan has established a new Four Year e-Government Program called Ubiquitous Network Government. The equivalent of approximately $330 million dollars is budgeted for the effort. The drivers of the program are greater transparency, universal participation by citizens and innovations in services delivery. The goals are: To provide active services to the public and to enrich citizens quality of life. To provide universal e-government services to citizens and help develop a caring society. A 50% usage rate is targeted. To strengthen citizens interaction with government and enhance public participation. Strategies for achieving these goals include better utilization of ICT resources, innovative service models such as the e-housekeeper initiative mentioned in prior ICA Summary Reports, use of Web 2.0 technologies and in some cases new legislation. Japan has reassessed it prior efforts focused on infrastructure and developed new strategies. Over the past two years, Japan has adopted the New IT Reform Strategy and IT Policy Package to accelerate implementation of the reforms. The strategy is designed to remedy the lack usage of e-Government services because citizens and businesses have not found them user-friendly. Also, governments optimization plans to make more efficient use of ICT have lacked effectiveness due to limited measures and poor implementation within ministries. The reforms set a target of a 50% online usage rate by 2010. The rate of usage is currently 15%. Some strategies remain focused on improving internal processes and coordination. Hungary has adopted a new eGov Strategy 2007-2010. The strategy focuses on horizontal and vertical e-Government programs. The strategy is accompanied by a Decree on Central Electronic Service System, which creates a single registry code and online channel to citizen services. The drivers of the strategy are: Modernization of the public services as required by citizens, enterprises and civil servants Introduction of integrated services in order to support the public administration efficiency and transparency Capacity-building in public administration at the level of leadership and implementation Increasing the level of the e-government adaptability skills Belgium has adopted a Resolution on a Seamless e-Government to devise strategies, implement programs and build systems to improve coordination across federal, regional and communities groups. In the resolution, ministries were asked to: Consolidate the existing active cooperation between administrative units of the federal State, the regions and communities; Create an inventory of the core components, Study the common services used at federal, regional and community level that could likewise be offered to provinces, cities and municipalities; Continue supporting current the Belgian Interoperability Framework Make eProcurement, birth declaration online and social security rights for migrant workers as seamless as possible. Estonia issued the new Information Society Strategy 2013 late last year. The strategy focuses on broad social goals to improve the quality of life for citizens. The goals of the new strategy are: To build an information society and provide access to Internet to 75% of Estonian resident by the year 2013; To leverage the knowledge-based economy to grow the productivity per employee up to 75% by the year 2013; To create by the year 2013 public sector business processes that are easy to understand and transparent, public services that are accessible via electronic channels, user-friendly and widely used. Austria has built their strategy around broad social goals by basing their efforts on i2010 A European Information Society for growth and employment. The strategy is designed to improve societys ability to leverage ICT by: Creating an open and competitive EU internal market for information society services and media Increasing Community ICT research support by 80% (Research and Development), Promoting an Information Society for all (e-Inclusion) Austria has set aggressive goals for research and development (3% of GNP by 2010), broadband coverage (98% by end of 2007) and digital signatures (75% of all companies by 2010). Austria also applies the e-Inclusion concept to a variety of constituencies and service types to ensure that services are accessible and help Austria to meet its social goals. Sweden also ties its efforts to broader i2010 efforts across Europe. Swedens vision is to create the worlds most simple and efficient e-Government and e-Governance that respect the citizens right to good administration, encourage enterprising, and attracts competent civil servants. Continued recentralization There has been a trend in most governments of recentralizing management ICT and governments are continuing to do so. Governments are further centralizing services and programs to complement the centralized policy and strategy organizations. Also, governments are refining what these newly created organizations do. The challenge remains for governments to determine how to centralize and integrate while maintaining enough flexibility to deal with numerous partners in and out of government, technological changes and social shifts. Malta serves as an example of a government that reorganized its management of ICT and has since seen improvements in the access to and quality of citizen services. Over several years, Malta set up the Central Information Management Unit, companion units in each ministry, a government-wide Minister for IT and a Core ICT Advisory Committee to involve stakeholders. This years country report highlights improved ratings for online service quality and availability. This may be an instance where the centralization effort paid off with demonstrated improvements for citizens. Japan offers an example of centralization occurring below the strategy and policy-making level. As part of its New IT Reform Strategy, Japan has set up the Government Project Management Office and Program Management Office to coordinate intergovernmental projects and programs in Japan. Rather than the lead agency approach to collaboration, this sets up an intergovernmental body to facilitate these initiatives. In Finland we also see centralization moving below the policy and strategy levels of ICT. Finland had already centralized ICT functions that are common across government in its Ministry of Finances State IT Management Unit, which develops ICT strategy and oversees government-wide initiatives. This centralization is also about to happen at the service level, as the State IT Service Unit has been established to manage cross-government shared services. Taiwans Research, Development and Evaluation Commission (RDEC) is the body responsible the countrys e-Government policy, planning and budgeting. It also serves as an intergovernmental funding source for innovative projects. The RDEC is pushing this centralization down to Ministries by centralizing the information services of its affiliated agencies in order to reduce operational and government costs. ICT services and employees within Ministries will be centralized at the Ministry level. Sweden is softening its prior decentralized and organic approach to collaboration. It has established Verva, the Swedish Administrative Development Agency, to coordinate efforts across the independent agencies. The agency will work toward whole of government approaches in ICT. For example, Verva will play a key role in establishing an interoperable architecture across agencies and levels of government. A recent report The Invisible Infrastructure, documented the difficulties of establishing interoperability standards. The decentralized approach in Sweden has historically made interoperability across authorities difficult. ICT Skills The need for ICT skills has remained a prominent issue in country reports over the past few years and will only increase in importance. Many countries reported making concerted efforts to acquire the ICT expertise necessary for transformation. Indeed, much of governments ability to transform hinges on the skills of its managers and technicians. The lack of ICT and management skills limits governments ability to use ICT to its fullest. While the private and non-profit sectors should play prominent roles in government transformation, the lack of skill within government can lead to too great of a reliance on them. Also, the lack of skills restricts governments options. For example, without sufficient development and technical expertise, governments cannot realize the full benefits of open source applications. The U.S. Federal CIO Council has identified building up its IT workforce as the primary goal of its strategic plan for 2007-2009. Workforce competencies were released in January to describe the requisite skills for critical ICT functions. The strategy emphasizes training programs, project management skills and compensation and reward programs to recruit and retain talent. The UK is also continuing its effort to professionalize ICT employees within government. A combination of training, career development, ICT standards and required core competencies are serving to prepare government to provide better ICT services. A Government IT Academy is being created and the strategy for its establishment was to be finalized early this year. Cross-sector and Intergovernmental Collaboration The concept of a networked government appears in many country reports. The private and non-profit sectors have key roles to play as both stakeholders and partners in government transformation. The question of when and how to engage with other sectors is critical for governments, and is also a theme in the agenda of this years ICA Conference. One would hope that the division of labor would be based solely on efficiency and benefits to the citizens. The reality is that sometimes the division of labor is based on necessity, because government lacks resources, or out of self-interest when incentives and interests differ. Governments are refining the variety of ways they engage other sectors, whether it is as a purchaser of services or a partner in an initiative to achieve a shared social goal. Many government strategies listed above address leveraging the private and non-profit sector in government ICT efforts. Though it hardly a new phenomenon, government efforts to improve procurement remain a constant. For example, working better with IT Suppliers has been identified as a key goal for the UKs CIO Council. Work is focused on ensuring that the government understands all of the capacity available from the ICT market, developing objective evaluation measures and formalizing cross-government review of contractor performance. Intergovernmental collaboration has also been a critical issue for many years among ICA governments, and the 2007 country reports are no different. Efforts continue to move beyond interagency work to span multiple jurisdictions and nations. Efforts outside of ICT are forcing ICT policy makers to adapt to services that are becoming increasingly interconnected. With the increasing flow of citizens and workers across national borders, Europe offers a real life laboratory for testing how governments can serve constituencies across borders in a cohesive and coordinated manner. Much can be learned from Europe as its citizens become evermore interconnected. The notion of cross border services is becoming a reality. Sweden in particular notes the increasing interdependencies between national and European strategy. Sweden notes that its national strategies have become more and more intertwined with the agenda Sweden subscribes to as an EU Member State. An example they provide is Swedens effort to connect the Swedish Secure Government Intranet (SSGI) to the Trans European Services for Telematics between Administrations (TESTA). TESTA is a telecommunications interconnection platform that responds to the growing need for secure information exchange between European public administrations. The SSGI and TESTA alignment forms a federation of federations, where Swedish authorities can connect to European authorities securely by adhering to security standards agreed to in Framework Agreements, which serve as contracts between governments. In Europe, many governments are viewing their ICT strategies in the context of European-wide strategies, such as the EU 20 Services or i2010 A European Information Society for growth and employment, within their Country Reports. Austria in particular has framed its ICT efforts around realizing the i2010 strategy and achieving the Lisbon social targets. With the world becoming evermore globalized, government strategies will become more related to their international context. In addition to being an excellent example of open source use in government, the Belgian-developed PloneGov project is also a good example of government initiatives crossing international boundaries. The project to collaboratively develop applications and websites through a shared content management system included participation from Walloon local governments and counterparts in Spain, Argentina, Switzerland and France. Performance Measurement Governments continue to refine methods to measure the effectiveness and impact of ICT initiatives. Performance measurements should tie government efforts to improvements that citizens and policymakers can see. However, the scale, complexity and unprecedented nature of government transformation challenge governments ability to measure project and service performance. Hungarys e-Government Assessment, Measuring and Evaluation System (eGAMES) is an innovative means for measuring the quality and impact of online services. A dialogue forum is provided for registered users allowing them to make their comments, explain their views and put questions to representatives of e-government service providers. Participants actually score the comments made by other members, including the participating government officials. The dialogue encompasses themes beyond eGovernment and users are identified. This enables the use of quantitative methods to control for a variety of factors that could influence the scores received by traditional survey methods on websites. The UKs Transformational Government Annual Report is itself an example of performance measurement. The Document, released in January of this year, documents progress toward customer-centric services, shared services and ICT professionalism. The return on investment case is made through anecdotal case studies and hard statistics demonstrating progress on government transformation and the work left to do. Status ICT Systems: Moving beyond Frameworks Over the past few years, governments have focused inward on reducing fragmentation and improving efficiency in its use of systems. In doing so, most governments have by this point established enterprise architectures that place systems in the context of government wide functions. Governments are finding out that these efforts do not necessarily lead to noticeable improvements to citizen services. Nonetheless, moving these architectures into reality remains an operational trend in governments. Shared services continue to grow in usage including across jurisdictions. Interoperability is moving beyond broad frameworks to the details of the data and information shared, stored and accessed. Governments continue to work on electronic identification methods for securing citizen data and interactions with government, with uptake being a key concern. Governments are still debating how open source fits into their strategies. Shared services Shared services continue to be built around common functions and services used across agencies and governments. These services are becoming more prevalent in governments and more used by the governments that establish them. Shared services continue to be the primary means by which government-wide architectures are realized. Increasingly, these services are not just spanning agencies, but also jurisdictions and levels of governments as well. Architectures created over the past few years remain in place and serve as frameworks for governments efforts and investments in shared services. Meanwhile, governments must meet the need for shared services built on interoperable and reusable components while avoiding grand-design government-wide, one-size fits all systems. Mentioned in previous country reports, Japans optimization efforts are designed to unify and integrate systems. They have identified 20 areas common to all ministries. The optimization initiatives are designed to save budget and downsize by integrating systems and business processes, sharing systems and outsourcing through general competitive bidding. Also, highlighted in prior country report summaries, Estonias X-Road, which provides the means to integrate and access data across government systems, is being expanded to create services that utilize data seamlessly across organizations. X-Road has become the middleware for shared services within government and Estonia is considering expanding its use to other countries as well. The UK highlighted progress toward shared services in its Transforming Government report issued at the beginning of this year. Among the accomplishments: Transport for London has saved 30 per cent on its human resources spend in the first year of operating its shared service centre. The NHS Shared Business Service has saved 108 health trusts an average of 34 percent of the cost of processing finance transactions through shared finance services. It is on track to deliver savings of more than 220 million over 10 years. The Ministry of Defences People, Pay and Pensions Agency is reducing costs at the same time as improving quality. Through sharing and related reforms, the Department is expecting a net benefit of over 220 million during the next 10 years. The Department for Work and Pensions Shared Services organisation was launched on 1 September 2006. This organisation brings together a wide range of functions, including customer payments and debts to employee services for the Departments 110,000 staff, releasing resources for front-line work. Singapore has completed the integration of foundation piles for common business lines across government. The effort defined standards, shared services and facilitating technologies through the Government Enterprise Architecture and the Government Web Services Exchange (GWS-X), which facilitate data sharing across government. The 10 business functions have been identified to leverage this foundational infrastructure: Human Resources (HR) and Finance Grants & Subsidies Assistance Productivity and Capability Development Enterprise Development License and Permits Issuance and Control Public Facilities & Resources Data & Statistics Urban Planning and Land Development Facilities, Fleet and Equipment Management Information Technology (IT) Services Management Security, Identity Management and Privacy To establish citizen trust in interacting with government online, ID management and other security efforts continue to be among the most important initiatives highlighted in ICA Country Reports. Electronic IDs, in their varied formats, appear throughout governments, with some seeing increased take-up of eIDs by targeted user groups. Shared registries continue to evolve to as means to coordinate authentication across agencies. All of these efforts and the policies that support them are designed to protect the privacy of citizens and establish trustworthy interactions on both ends of the online transaction. This years conference includes a session on balancing the focus on security applications with the focus on citizen-centric services. For citizens to trust and utilize citizen services, means for authentication and privacy protection must be in place. At the same time, these very means can limit the flexibility of citizen-centric applications and government. The need for privacy and security creates a paradoxical challenge for governments. Belgium has now provided 3.5 million eID cards to citizens. They anticipate that all citizens will have the card by the end of 2007. The card allows users to authenticate using an electronic signature for online services. Belgium sees much greater potential for the card and is trying to raise awareness of the eIDs potential. Belgium is using card-based id technology to distribute a First Job Card that young jobseekers can apply for at the Belgium National Employment Office. The card will be given to those under 26 years of age that are looking for their first job. Applicants are required to have electronic ID cards. Employers are required to hire a quota of cardholders and receive benefits from government for their hiring. The U.S. Government is paying particularly close attention to the privacy of citizen data and securing systems to prevent identity theft and other misuses of personally identifiable information. They have established the Presidents Identity Task Force, which issued guidelines to avoid identity theft. The guidelines included: Reduce the unnecessary use of individuals Social Security Numbers by Federal agencies for financial and other transactions. Establish national standards requiring private entities to safeguard the personal data Implement a sustained Federal awareness campaign to educate citizens, businesses, and government. Create a National Identity Theft Law Enforcement Center with the capability to investigate and vigorously prosecute identity thieves. The Netherlands DigID authentication facility has provided as of March 2007 5 million citizens with private DigiD names and passwords. They also introduced SMS authentication in mid 2006. Over 2 million of citizens have SMS authentication credentials. Spurring adoption is the requirement that online income tax returns be submitted using the DigID. The DigID is used to access a variety of key citizen and business applications provided by government. Nearly 200 government entities, mostly municipalities are connected to the DigID program. Business use of DigID however has been slow due to lack awareness and familiarity with the facility. Open source While uptake of open source applications in government remains somewhat slow, it is increasing. Some of the most innovative initiatives highlighted in this years country reports are open source initiatives. The question of how governments should position themselves relative to open source remains open. In an increasingly interconnected and interoperable environment, the flexibility and control open source software provides can be beneficial in integrating and customizing core components across government. Systems are not really designed to meet the requirements of networked governments. There is also question as to the extent governments can leverage open source in light of the constrained ICT skills of staff within government. Not being able to customize or implement open sources applications on your own somewhat limits the benefit of application control open source is designed to achieve. Belgium has been an early supporter of open source applications. The award winning PloneGov project leverages the open source applications Plone and Zope to develop services and websites collaboratively through a shared content management system. The project, which originally began across Walloon local governments, has since expanded across national boundaries to include groups in France, Switzerland, Spain and Argentina in the collaborative development effort. As a further demonstration of Belgiums support for open source standards, they adopted the Open Document Format, an XML based standard, for all internal government documents beginning in September 2008. The Netherlands has just provided an action plan for the migration to open standards government-wide including desktop applications and survey results regarding open source best practices to the House of Representatives. The action plan was the result of a meeting of the parliamentary committee and minister(s) on March 21, 2007. Information and Data Management Data management efforts continue to increase in importance across ICA Member countries. Frameworks for data sharing and reference models are being put in place in the context of enterprise architectures and transformation efforts. However, much like enterprise architectures, they reflect a vision rather than a reality. Policies and directives to consolidate data across services or sectors, for example healthcare or finance, are often easier said than done because of the fragmented nature of, not just the systems, but the data within them. Governments are recognizing the importance of data and data management to successful transformation and establishing citizen trust. The importance of this issue is also evident in the agenda for this years ICA Conference. As systems to better leverage data are put in place, invariably there will be issues with the data that limit the level of automation that can occur. Governments will grapple with these data issues at an excruciatingly granular level as systems become more intertwined. In the UK, a vision for data sharing was published in fall of last year to gain efficiencies in providing public services. A full strategy is being released this year to guide efforts to improve the quality of life for disadvantaged citizens that tend to make greater use of government services across agencies. Built around pilots, data sharing programs will focus on what data needs to be shared to serve disadvantaged citizens as efficiently as possible and identifying obstacles to sharing. This is a difference from the usual approach of building data standards within architecture efforts. Instead it asks what information do we need to share to order to better serve a citizen that receives a particular suite of services? The Netherlands Digital Work and Income Client Dossier is being used by the Centre for Work and Income to consolidate and share client data so that data is not collected multiple times for labor and unemployment services. In fact, it will be illegal starting next year for income agencies to recollect data already provided. The program is built on DigID authentication and began as a project in early 2007. Additionally on the data management front, a Findability effort has developed web and metadata standards and leveraged search engine technologies to improve the accessibility of government information. This year Ireland implemented a new search facility,  HYPERLINK "http://search.gov.ie" http://search.gov.ie, based on the Google search appliance. At no cost, other agencies and government offices can build the search engine into their own websites. Status Citizens Interaction: Refocusing on the citizen Governments have always undertaken ICT initiatives under the auspices of improving citizen services and interaction. Yet, the past few years we have seen a greater emphasis on governments internal processes and management of ICT resources. While citizen service and internal process improvement are not necessarily competing priorities, limited resources can only be devoted to so many efforts. This has caused some to think that focus inward has come at the expense of citizen-centric services. In the 2007 Country Reports, we see a heightened emphasis on citizen services. The use of ICT is expanding beyond how governments provide services to what services they should provide as governments attempt to utilize ICT to achieve broad social goals such as making citizens healthier, more involved in government and more prosperous. Citizen awareness and uptake remain issues that governments are increasingly trying to solve. Multichannel services are established and governments are thinking innovatively about how service channels will evolve. And finally, there is an increased focus on citizen participation in the 2007 country reports, as governments think beyond the service-provider model. Awareness and uptake Citizen uptake is critical to achieve payoffs from government ICT. The 2007 Country reports show that citizen uptake is uneven. There are three potential causes for the lack of uptake: 1) citizens are not aware of the services, in which case marketing and awareness campaigns can help; 2) citizens do not have access to the services they could use, in which can efforts to improve the digital divide can help; or 3) citizens do not like or have no use for the service, in which case work to improve services and change the way government engages citizens is in order. Governments are undertaking efforts to respond to all three causes through marketing campaigns, increasing the availability of Internet and rethinking what services they provide and how they provide them. Belgium has embarked on an awareness strategy to make citizens familiar with the services citizens can find online. The campaign has included media advertisements featuring well-known performers. Also to encourage uptake by those with disabilities, Belgium has created an Accessibility label for online services. New criteria for accessibility encompassing all handicaps have been set for receiving the label. Many online services require the use of authentication technologies. That is why many efforts to increase uptake of services are accompanied by efforts to increase usage of electronic IDs. The aforementioned Belgian ID effort is working to raise awareness of the potential of eIDs. Estonia is also making a concerted effort to increase the usage of eIDs. While almost 90% of citizens have eIDs, they do not fully utilize the electronic authentication applications of the card. Two efforts to raise eID awareness were highlighted in Estonias country report: Banks are promoting widely the use of strong identification methods (ID cards or mobile ID) when transferring large amounts of money beginning spring 2007. Before Parliament elections in the beginning of 2007, some parties were advertising the use of ID cards and eVoting. Taiwan has also focused on uptake issues. Firstly, it is focusing on the digital divide by promoting accessible websites, increasing media promotion of e-government and promoting accessibility to the private and non-profit sectors. Media campaigns are designed to raise awareness of services generally. Internet penetration in Taiwan is 64% and usage of government websites is 50%, but only 9% of people are actually interacting with government through comments or suggestions through websites. Multi-channel/ Wireless service delivery Multi-channel service delivery is now an established approach in governments. Most governments have initiatives that combine and coordinate government-wide services across channels such as Internet, kiosk, phone, etc. As the capability and proliferation of wireless devices expand, so to have governments efforts to provide mobile services that can be accessed through cell phones and other wireless devices. New devices continue to be launched that can serve as interactions points between citizens and government. Furthermore, governments are beginning to be proactive by thinking about emerging channels and how to tailor online services to maximize their use. Most services in the online world are text driven. Governments are now thinking more about how to translate the visual and audio aspects of communication to the online world for citizen services and interaction. Hungarys Central Electronic Service System (CESS) provides multichannel service delivery to citizens. CESS includes Electronic Government Backbone (EGB), the governmentwide infrastructure, the Government Portal, the Client Gate for authentication and the Government Customer Information Centre, which is a call center connected to the Government Portal. A variety of services are provided through this multichannel infrastructure and its use is growing. The portal provides discussions with government officials, an appointment scheduling feature and electronic access to the 20 EU Services. Many of Irelands government agencies are providing SMS text messaging services and RSS feeds to make government information more accessible. For example, the Department of Revenue allows users to claim a number of tax credits; change their address; order certain forms and leaflets; and, check the progress of any written contact via SMS. Always an innovator in multichannel and mobile service delivery, Singapore has launched 150 m-services through its Mobile Government Programme, with 150 more to be launched in the next year. Services include a single government number for SMS communications with government and plans to develop a mobile authentication service. In multichannel services, Singapore supports Internet, mobile services, self-service kiosks/terminals, private sector intermediaries, counters, call centers and CitizenConnect Centers (access terminals and personal assistance for those without Internet access) as channels. For the future, Singapore is beginning initiatives on eVoice and Interactive TV. EVoice will use speech recognition technology and knowledge query database/e-services to provide answers/transactions to customer enquiries via phone calls. Pilot implementations began in 2007. Also, Singapore has plans to deliver e-services via the interactive TV channel. This effort allows government to make greater use of multimedia formats in service delivery. The service involves collaboration with local governments and private media companies. Both initiatives are positioned to serve populations with less access to the Internet. E-democracy and Social networking This years country reports show a greater focus on e-democracy and social networking to increase citizen engagement. E-voting continues to be explored, but in some contexts it can introduce vulnerability and uncertainty into the political process. Moving beyond e-voting, early adopters are attempting to apply Web 2.0 concepts to government and citizen interactions. Governments are striving to become more interactive and consultative in both service provision and policy decision-making. Many new strategies are focusing on e-democracy and engagement. There are also questions that any citizen and stakeholders will ask themselves in an online consultation are my interests best served by going through the government sanctioned channel for engagement, or am I better served going through other means? Any time the answer to that question is no, it limits the effectiveness of that interaction for decision-making and the utility to the citizen it is designed to engage. That doesnt mean that online engagement and e-democracy are not good, but it does imply that there are limits to how it can be applied in a participatory manner through online services. Israel is embracing Web 2.0 technologies and e-democracy. They are implementing Web 2.0 technologies through their MyGov portal that uses personalization and push technologies in citizen services. The site provides RSS services, payment reminders, calendars and other features for users to manage their personal interactions with government. Israel also views e-Democracy as the next stage in government on demand. They already use the Internet to solicit input from citizens in government decision-making, including development of recent legislation and policies on privatization, taxes on pollution and monetary issues. In eDemocracy, the National Committee on Data and Information Technology Society has presented additional ideas for applications that can encourage citizen participation, particularly at the local level. They include: Encouraging citizen intervention in determining educational policy Citizen participation in urban planning. Participation in policy decision making An inter office promotion of citizen involvement in decision making such as budget priorities. The U.S. Government is leveraging Web 2.0 technologies and formats to provide interaction and information to citizens. Its Usa.gov portal now contains a web chat feature, a blog, podcasts and rss feeds. Internally, the governments use of wikis to support communities of interest has been successful. The wiki format was used by 130 officials across government and the private sector to create the Federal Data Reference Model v2.0. Also, virtual reality software programs are being used to get sensitive information out to citizens. The Center for Disease Control currently uses Second Life to provide counseling to prevent transmission of sexually transmitted diseases. An early adopter of eVoting, Estonia continues to expand its use of Internet-based voting. In the March 2007 Parliamentary elections, 5.5% of votes were cast over the Internet. The system architecture prevents frauds in voting by tying together infrastructure at polls and online to prohibit double voting. ID cards are used for eVoting authentication and once eIDs are more widely used for online authentication, participation should increase. Health An example of applying ICT to meet larger social goals is its use in healthcare. Governments are wisely asking the question: How can the use of ICT make citizens healthier and what can government do to help the medical community adopt and apply these technologies? However, there are difficulties in realizing full benefits from ICT use in healthcare. Healthcare data is scattered and often difficult to translate to an electronically useful format. The data are also sensitive, and there is some vulnerability introduced when sensitive data are consolidated and shared across the healthcare community. To be implemented over the next four years, Finlands National Health Archives archives all patient data and prescription information. The project arose from two pieces of legislation on ePrescriptions and electronic processing in healthcare. Connecting to the archives is mandatory for public health bodies and voluntary for private. Use of ePrescriptions is mandatory for all. Citizens can consent to share records with healthcare providers and access their records via the Internet. Estonia has similar efforts to create Digital Prescriptions and an Electronic Health Record system, which are being piloted in the three largest hospitals in Estonia. Israel is building on its MERKAVA shared service infrastructure to support public hospitals. Hospitals will leverage the Enterprise Resource Planning (ERP) solution to manage the complex array of systems and data used in healthcare. Similar to the MERKAVA effort within government, hospitals will integrate their common functions, develop common taxonomies and share components. Crisis management and public safety (act can make you safer or riskier) ICT application in disaster response and crisis management can help to make citizens safer. Many public safety-related efforts involve a number of agencies and levels of government. Anything that can be done to facilitate information sharing and communication across those entities in a time of crisis can potentially save lives. However, ICTs application to government introduces its own set of threats as well. Data shared between levels of government can be misused and made vulnerable to security breaches. Also, as with ICT in general, coordination facilitated by ICT can only be effective if the agencies responsible for public safety work together well as organizations in general, which is not always the case. An example of innovative use of ICT in crisis response is Finlands Shared Information Frame and Technology (SHIFT). Being developed by the Finish Defense Forces, SHIFT is designed to provide an architecture and framework to enable collaboration and provide enhanced possibilities for synchronization of the planning and use of resources in crisis response. It seeks to replace the bilateral information sharing across organizations with a common infrastructure to encourage collaboration and data exchange. Conclusions The project to transform government ICT is a work in progress. Governments are slowly emerging from a recent push to reorganize and restructure government agencies and systems to provide services more efficiently. They are finding that these efforts, while necessary to fully transform governments, have not in and of themselves resulted in gains that citizens notice. Because of this, we are seeing a renewed effort to bring the citizen and other stakeholders back as the center of ICT strategy. Governments are rethinking what services they provide and how they provide them. The success of ICT, as with any government effort, should be determined by how much it improves the social welfare of citizens. While governments are figuring out how to transform, they are sorting through some critical questions, which are addressed in this years ICA Conference agenda. How should governments engage citizens? How can and should they manage the effort in light of resource constraints, new organizational structures not fully entrenched in governments, and collaboration with other sectors of society that it does not control and do not always share the same incentives or interests as society as a whole? And finally, how can government remain flexible to adapt to shifting citizen preferences and technological shifts while working in an increasingly centralized structure within governments and a networked environment with sectors outside of government? All of this leads to one key finding - the effort to transform government is a large and risky effort and its success rests on factors government does not always control. There will be limits to the degree to which citizens will be satisfied by the services and engagement they are offered by government. Governments are being asked to transform without precedent or required technical and managerial resources. ICT skills are lacking in government because of simple labor economics. Managerial resources are lacking because they hardly exist yet, as the project to transform government is of unprecedented complexity in terms of the diverse array of services provided and multitude of players across governments and other sectors involved. These factors also make adapting to technological and social changes more difficult. In short, no one has done this before. Governments are taking a leap of faith that the benefits from transformation will make the risk worth it. The 2007 country reports show that governments recognize this and are doing what they can to mitigate the risk. ICA Members are taking what steps they can to acquire the skills and resources necessary to manage the transformation. They are also continually fine-tuning their governance of the transformation effort. And finally, they are basing projects on the benefits citizens can derive from them and measuring their performance by the same criteria. 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