From E-Government to Good Governance and from Good Governance to Development...
The Arab world in the global E-Government readiness report 2005
Arab E-government
Governments officials. IT Managers and consultants whom work in election projects. Political bodies NGO members with election concerns MPs and Parliament officials IT solution provider representatives
Topics will be discussed on "The E-Voting Forum" are: E-voting and electronic democracy Political meanings and implications of e-voting Development strategies of e-voting system Social and technical problems of e-voting system Security concerns on e-voting Diagnosed problems found from experimental cases E-voting and popular sentiment (acceptance/denial) Persuasion and public relations on e-voting And other related topics
Due to the digitisation of information and the fast development of networks, three industries were caught in a process of 'convergence', namely telecommunications, computing and broadcasting. They are now referred to as one: the Communications Industries. This re-shaping of a large part of the market raises a great many questions for law and policy makers. IJCLP, the leading online journal on international communications issues, makes use of the prime medium of 'convergence': the Internet. As an online journal, IJCLP seeks to bring hot news, debated issues and important policy decisions from reliable expert sources, fast and accessible, to everyone who might be interested. As an international journal, our primary aim is to bridge international frontiers, to induce debate on communications law and policy. Substance Please be aware that we are seeking intellectually stimulating and innovative contributions. Submissions will be assessed against the highest academic standards, by means of a two-phase peer-reviewing process; Copyright The IJCLP is an open-access online journal which promotes the free dissemination of legal information and knowledge. We solicit articles which adhere to good academic practices. Once an article is accepted for publication, the IJCLP will maintain a perpetual non-exclusive right to the online publication of the article. Where an article is also chosen for publication in a print edition of the IJCLP, the IJCLP will also maintain a non-exclusive copyright for print publication. The IJCLP has entered into arrangements with other open- and closed-access directories and full-text databases to enhance the distribution of the journal. Please contact the editors for further information on such arrangements. The IJCLP encourages authors to submit their work to other journals and publications so long as authors undertake the responsibility to ensure that their future/past assignments are not in conflict with the terms and conditions for publication in the IJCLP; Form There is no word-limit. Citations should conform to the latest edition of ‘The Bluebook: A Uniform System of Citation’, or, for non legal papers, to the APA style. Manuscripts must include the author's address, telephone number, fax (if available), and e-mail address. In addition the author should also send a curriculum vitae, and a short abstract (no more than 300 words) of the paper; Reviewing Process The review process is via e-mail, and should take no more than 4 to 6 weeks with the possible help of selected experts. This process is launched as and when papers are submitted to us. Expedited review may be available, but you have to inform the lead editors about the date you need a decision and the name of the other journals that have accepted your submission; For more information, please refer to the following address: http://www.ijclp.org. Please send your manuscripts by e-mail in Word to Simone Bonetti
Abstract: For over twenty years ratings and rankings have been widely used to rate public service performance within the UK and particularly England. School and university rankings, local authority league tables, micro-local crime data, heath trust ratings, are now part of our lives. International rankings of public services, governance and even quality of life (in cities, for example) have become commonplace over the last thirty years too, feeding into policy debate at the national level. The aim of this lunchtime workshop series is to look at the operation and design of different rankings systems, at the supply of and demand for rankings and at the way the rankings game is played by strategic actors from the local to the global level. The workshop will draw on and feed into the work done on rankings and performance indicators in the ESRC ‘Public Services’ programme of which Christopher Hood is currently Director. The workshop, which has been going for several years, is a small informal group of faculty and graduate students interested in the analysis of public services and executive government. It aims to work wherever possible on the basis of pre-circulated short papers, with very short presentations followed immediately by discussion. It works as a ‘brown bag’ workshop, so bring your own sandwich. Water, juice and coffee will be provided. All are welcome to the workshop: contact publicservices@politics.ox.ac.uk if you need further information or want to put your name on the list of participants Schedule Week 2: Tuesday 24 January: Helen Margetts (Mansfield and OII, Oxford) and Christopher Hood (DPIR and All Souls College Oxford): introduction to the workshop Week 3: Tuesday 31 January: Clare Leaver (Nuffield College Oxford); ‘Tournament Theory and Evidence’ Week 4: Tuesday 7 February: Alison Wolf (King’s College London): ‘Ranking Schools: Education League Tables’ Week 5: Tuesday 14 February (Hovenden Room, All Souls College): Nick Manning (World Bank and OECD): ’International rankings: from governance to public management’ Week 6: Tuesday 21 February: Iain McLean and Dirk Haubrich (DPIR and Nuffield College Oxford): ‘Ranking Local Authorities: Performance and Environment’ Week 7: Tuesday 28 February: Rowena Jacobs (University of York): ‘Ranking and Random Variation in Health Care’ Week 8: Tuesday 7 March: Shane Johnson (Jill Dando Institute of Crime Science, UCL) 'From Ward-level Crime League Tables to Local Hotspot Analysis'
Nearly one in three users of the Dubai Police website are not satisfied with the service they are getting, with satisfaction rates even lower for the Department of Health and Medical Services (DOHMS) website, according to a recent survey. The survey, conducted by Dubai eGovernment as part of an effort to develop a clearer understanding of customer needs, showed that just 59% of 566 respondents said they were satisfied with the website and online services provided by DOHMS, with 69% of 202 respondents claiming they were satisfied with the same services for Dubai Police. Dubai eGovernment carried out its own customer satisfaction survey, which will eventually be extended to all government departments.“The client satisfaction survey was designed to enable government departments to develop a clearer understanding of client needs, while ensuring a higher standard of transparency,” said Salem Al Shair, eServices director at Dubai eGovernment. “We are going to focus on transparency, quality control and increased customer focus in the new year, and such surveys will benchmark our approach in this direction,” he added.For the survey, Dubai eGovernment devised a set ofquestions for participants based on the frequency and purpose of their visits, the use of online services and suggestions for any changes or additional online services.The government has a deadline of 2007 for putting 90% ofits services online and for ensuring that 50% of all transactions carried out by the public are done so online.Al Shair said last month that the number of transactions carried out online currently stands at around 20% while the number of services available online is around 84%.
There are a large number of position papers with recommendations for how a country can become 'e-ready' and effectively use and benefit from ICT. These perspectives range from a focus on business and export-oriented growth with industry self-regulation, to strong government consumer protections and equitable access programs, to local content and cultural reception of ICT. These underlying models could easily be turned into assessment tools. In fact, many of the models have corresponding assessment surveys (for example, a business / export / self-regulation focus underpins APEC's survey). This report does not analyse them further, however, since there is such a range of position papers.
METER, the Measurement and Evaluation Tool for E-Government Readiness , is a ready-to-use evaluative tool enabling a country to self-assess its level of e-Government readiness. Based on a holistic and functional methodology for e-Government readiness measurement, it comprises questions covering a range of issues in order to estimate and monitor what is the current state of factors affecting e-Government development. Conceived to serve as an advisory tool, it helps to identify the key areas to work on, and to prioritize them. By uncovering the level of e-Government awareness, both at the central government and agency levels, as well as within the civil society, it leads to a full understanding of what changes e-Government development entails. The analysis of the existing environment is crucial in order to appraise how ready a country is to embark in the significant processes of change inevitably associated with an e-Government transformation. A seamless e-Government providing via a single portal the integrated delivery of information and services for convenience, effectiveness and empowerment, represents the ultimate goal for all national and local e-Government programs. However, taking e-Government beyond the stage of having informational websites is not an easy course of action, and for the most part, lessons learned concerning e-Government initiatives have shown that e-Government is better achieved within a conducive environment that enables to maximize its potential. Hence, goal of METER is to arm governments with much of the information necessary to make changes and to define achievable implementation strategies and action plans in a tailored and effective way, to overcome internal and external obstacles and support the overall objective of a fruitful e-Government development. Independently from its current level of e-Government maturity each country should be aware of the point where it stands in the transformation process, in order to set goals and steps to reach its final aim through an efficient use of available resources and opportunities. However, it is recommendable that an e-Government readiness assessment be undertaken when a country is prepared to follow the evaluation with immediate or near term action.
This course is designed for individuals who have been, are, and/or will be involved in e-government initiatives at the country level. Registration: Registration for the courses will start 1st of March 2006 and will continue throughout the spring session. Please visit this page later for registration. Duration: 4 months Dates: Spring 2006: 1st of March 2006 - 1st of July 2006 Course contents:
Part 1. Introductory: background knowledge on ICT development and e-government related basic concepts;[more]
Part 2. Tactical: describing the fundamental infrastructure that is required for the success of e-government development;[more]
Part 3. Strategic: discussing high-level concerns on e-government sustainable development.[more]
Course language: EnglishRequirements: Proficiency in reading and understanding English.Notes/Comments: Easy Internet access is critical for this online training; active participation in the “live” discussion and experiences sharing are encouraged. Certificate will be issued upon completion of each part of the course.
Call for Project Descriptions In light of the importance of e-government as a tool to meet the Millennium development goals, the Division for Public Administration and Development Management, through its online network for Public Administration (UNPAN), has created the Compendium of innovative practices in the area of e-government. In accordance with UNPAN’s mission to promote the sharing of knowledge experiences and best practices among United Nations Member States, the Compendium gives the opportunity to the governments to share with the world their action in the e-government area by highlighting their valuable experiences. The first version of the Compendium on E-government Innovative Practices was published on December 2005 and can be accessed at: http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN022196.pdf We will publish quarterly reviews of the Compendium. If you manage, or are in any way related with an innovative e-government application in your country, either at the national or at the local level, that you consider valuable and that you would like to be part of the Compendium you can provide us the information on the case which will be revised and considered for inclusion. Please see the following brief guideline when submitting the description of the application, which should not exceed five (5) pages: Project description (background, area of application, main functions and features); Objectives; Impact/results (including benefits and costs generated by the project); Key issues (problems encountered during the implementation stage); Results as compared with expectations Target groups; Lessons learned (including feedback); Also you should provide: Web link of the application/solution Contact details of a person who can provide more information Responsibility for updates (as needed) will rest with the person who originated the information. For more information or to submit your input please write to: Barbara-Chiara Ubaldi, Knowledge Management Branch, DPADM, UNDESA at ubaldi@un.org
DUBAI — Before applying for a residence visa, expatriates and companies in the UAE will have to acquire a mandatory eHealth card, which is a combination of the eGate card and the health card. The Department of Health and Medical Services (Dohms) and Dubai Naturalisation and Residency Department (DNRD) yesterday signed a memorandum of understanding (MoU) to boost the residence visa process aimed at establishing a one-stop-shop for mandatory medical examination and eGate requirements. The MoU was signed by the representatives of Qadi Muroshid, Director-General, Dohms, and Brigadier Saeed bin Belailah, Director of DNRD, at the Dohms pavilion during the ongoing Arab Health 2006. Both parties agreed to consider the amalgamation of the health card and the eGate card into a single eHealth Card and signed an agreement with Medserve to issue medical fitness certificates, visas, eGate cards and eHealth cards. As a way to implement the decision, Medserve will provide a call centre (97143139800) and a web site (www.medserve.ae) for customers to schedule an appointment for the required documents. It will also establish permanent and mobile clinics to perform the mandatory medical tests for the residence visa. "We strongly feel that our service will benefit the companies and expatriates not just by offering expedited services but also by providing an affordable, reliable and pleasant experience, keeping with the fast paced environment in Dubai and the vision of the UAE to pioneer technology (eGovernment) and excellence all at once," said Brig Saeed bin Belailah. On the other hand, DNRD and Dohms will provide ongoing support to Medserve to accelerate the residence visa process by providing counselling services, developing training programmes for Medserve medical team and training needed for employees, he added
The winners in the e-Government National Awards 2005 were presented with their Awards on the evening of 25th January, at a high level dinner at the Savoy Hotel attended by a who's who of 440 senior council and civil service leaders. The awards are a yardstick for UK excellence in e-Government - and highlights the massive benefits to the UK of services like Directgov, online vehicle licensing, school pupil e-assessment at Key stage 3, and numerous council e-services improving lives in localities across the UK.
Clear long-term goals and a unified approach by government, private sector and citizens are the most critical factors in the success of any e-government program, says a top executive of Singapore’s Infocomm Development Authority (IDA). High-level government support and funding are also necessary for all e-government projects, added Caren Chua, IDA senior consultant for the e-government policies division, in a speech to delegates at the opening of the e-Government and Trade Facilitation Forum in Singapore. IT-related government projects should focus as well on user-friendliness to help the public access and navigate government services, she added. Chua cited Singapore’s experience with e-government programs that laid out plans for creating a hospitable environment as early as the 1980s, including computerization and interconnection of government services.
As a result, in the year 2005, Singapore’s home PC penetration rate reached 74 percent of the population and Internet use, 57 percent. Business broadband Internet penetration is 59 percent and mobile phone penetration, 98 percent. As a result of strategic execution of its ICT goals, the country’s ICT industry grew to 21 billion US dollars in 2004, Chua added. The e-Government
SAN JOSE - Caspian, the leading supplier of advanced policy-based traffic management solutions for IP networks, announced today the successful deployment of its Media Controller solutions by Korea Telecom (KT) for the South Korean e-Government (e-Gov) project. The e-Gov project paves the way for a highly efficient digital government that provides online access, improved administrative procedures and secure, knowledge-based services for Korean citizens. Caspian’s deployment of its flow-state quality of service (QoS) technology enables KT to dynamically identify and control voice, video and data traffic and appropriately allocate bandwidth, ensuring high quality, multimedia services for e-Gov users. “Korea Telecom’s e-government initiative represents an exciting advance in governmental efficiency and demonstrates its vision for the successful deployment of leading-edge technology,” said Brad Wurtz, Caspian president and chief executive officer. “We are excited to participate in this broad-based initiative and fulfill Korea’s e-Gov vision to provide the highest quality, multimedia solutions for its citizens.” KT, along with other Korean telecom operators, is successfully driving the e-government project to establish an extensive network infrastructure to deliver world-class multimedia services for millions of broadband subscribers. Its deployment of the Korean e-Gov services enables government agencies to enhance communication, achieve secure Internet connectivity, and enable remote access to internal resources by mobile workers. The primary goal for KT in deploying Caspian is to enforce IP traffic management policies and guarantee QoS across the e-Gov network. The ability to maintain service policies simplifies the deployment and management of network resources, while enabling tailor-made configurations that support different groups of users. About Korea Telecom (KT) KT, Korea's incumbent telecommunication operator, was established in1900 and fully privatized in 2002. The company has a fixed-line subscriber base in excess of 21 million local subscribers and 6 million broadband subscribers, making it the largest fixed-line provider in Korea.
Ofcom has published research and analysis into the future prospects of digital local content and interactive services as a component of public service broadcasting. E-Government service planners need to consider digital TV as a prime delivery mechanism in the future.
The report, Digital Local, assesses the opportunities open to local content providers in the run-up to full digital switchover by 2012. This includes, for the first time, detailed economic modelling to assess the viability and sustainability of varying types of local services.
Ofcom’s research suggests that local issues continue to matter to people, and that digital local content could deliver a range of benefits in future: > more relevant local news; > improved access to local services; > stronger involvement in community affairs; > enhanced democratic participation; > greater capacity for individuals and local organisations to make and distribute their own content; > support for local production and training; and > advertisers’ access to local markets.
The report shows that in a digital, broadband environment, traditional linear television services are not the only, or necessarily best, way of delivering video and interactive content to audiences. New and emerging technologies have great potential for providers of local news, entertainment and information content. Broadband, with its powerful interactive and on-demand capabilities, will be particularly important, with several providers, including Homechoice and ITV, already exploring the possibilities.
At present most broadband services are viewed through computers or other web-enabled devices, but the availability across the UK of services delivered via internet protocol to television sets over the next few years offers new opportunities for the future.
The UK is currently in the early stages of a period of experimentation with digital local content services. A wide range of organisations including local and national media groups, community organisations, national broadcasters, local authorities and regional development agencies (RDAs) are exploring the potential for digital technologies to deliver enhanced content services to communities ranging from local neighbourhoods (a few thousand households) to relatively large metropolitan areas with a population of one million or more.
Ofcom welcomes the innovation and the diversity of approaches currently being explored by the market. It hopes and expects to see experimentation continue, with different services designed to meet the needs of different communities and new entrants adopting new approaches.
Ofcom will take forward its assessment of the prospects and potential role for local content and interactive services in its continuing work on the future of public service broadcasting.
A number of existing local television operators are currently transmitting under analogue Restricted Service Licences (RSL). Ofcom has decided that these licences should be extended until near digital switchover in their particular area.
Decisions affecting the release of spectrum afforded by digital switchover will be addressed by Ofcom in its Digital Dividend Review (DDR). The terms of reference for a major consultancy project within the DDR have also just been published.
In its review of public service television broadcasting published last year, Ofcom concluded that the full extent of the regional component of the commercial analogue broadcasting system would not survive the switch to digital. However, Ofcom identified local television as a potentially important element of the future public service broadcasting mix, serving audience needs that were not fully met by the current blend of national and regional broadcasting. As the prospect of digital local content services had hitherto not been adequately assessed, Ofcom undertook to carry out more work on these services as a follow-up to its PSB review.
If a new licensing regime is required for local digital television services, it would be Ofcom’s responsibility to develop and implement it, following an order from the Secretary of Sate for Culture, Media and Sport. It is therefore important that Ofcom understands the likely market for digital local services and the viability of alternative models in order to inform Government of the options available.
Agencies are making considerable progress in implementing the administration’s E-Government goals, but a recent report to Congress says the ultimate benefits of the initiatives are still a few hurdles away. The Office of Management and Budget, in its annual Expanding E-Government report to Congress, found that agencies reached two of the five goals it set last year, yet fell short on a handful of others, including cybersecurity and workforce management (see chart). New initiatives While OMB said the report shows that E-Government programs are closer to becoming the “utility” service the administration envisions, one former government official said it also reveals that agencies are struggling to incorporate many of the new initiatives. “This is a real difficult period of time for many agencies,” said the former official, who requested anonymity. “What you’ve got is the half-full/half-empty problem and right now they’re hitting the wall.” In some ways, the report de-monstrates that several agencies are feeling E-Government fatigue, the source said. “This is a struggle. This is not easy stuff.” But Karen Evans, OMB’s administrator for E-Government and IT, said at a speech in November that agencies have been well aware of the E-Government requirements and should not be surprised or fatigued. “We finalized [the milestones] with the agencies in September,” Evans said. If agencies “think there [are] too many milestones—they agreed to them. ... We did try to be very reasonable.” The administration’s reports on E-Government play a bit of a good-cop/bad-cop role. The recent OMB report lets the administration tout the successes of E-Government by taking a broader view of how agencies have progressed this year. Conversely, the E-Government portion of the quarterly President’s Management Agenda scorecard is more of a blunt instrument with which OMB grades agencies on whether they’ve met their milestones. In the most recent quarterly scorecard released in November, for example, six agencies slipped from the coveted green status. The PMA scorecard “tends to accentuate the negative,” said Fred Thompson, vice president of management and technology at the Council for Excellence in Government in Washington. “But this report shows the longer-term view of these things and it shows a lot of progress.” Rep. Tom Davis, the Virginia Republican who co-authored the E-Government Act and is the chairman of the House Government Reform Committee, said he was “quite pleased” with the progress agencies made last year. “We’ve accomplished much these past three years, but we can and should do more, especially in the area of cybersecurity,” Davis said. “If the government continues to use technology to its advantage, it will prove to be the best vehicle we have for the creation and management of good government.” On cybersecurity, OMB reported that agencies missed the goal of having 90 percent of the government’s IT systems certified and accredited for the third consecutive year, as only 85 percent of agencies met the goal by Sept. 30. Still, OMB said the government overall continues “to improve our response to security incidents.” Also, the government fell far short in closing IT workforce skill gaps, as less than half of agencies have ensured that their IT employees have the training and education they need. While all agencies identified and assessed their workforce shortcomings, OMB hoped that 50 percent would have resolved those gaps. OMB did not release the percentage of agencies that did meet that goal and said it will be working with the CIO Council to help the government fill in those gaps with specialized programs, such as recruitment activities. But with more than half the government falling short, the former government official is unsure how agencies will meet other E-Government initiatives. Meeting goals “Over 50 percent of the agencies didn’t reach their goal of filling the skill gaps—you need a strong team to make [E-Government] work,” the source said. “If 50 percent of the agencies haven’t closed these gaps, you know they’re double-clutching to meet OMB’s goals.” Also, the former official said that although agencies met the goal of using enterprise architecture to streamline business functions and present stronger business cases for their IT expenditures, the goals have been around for years and should already be a part of everyday government activity. “Agencies have been after better business cases for years,” the source said. “Only 85 percent have them now? I think that’s pretty disappointing.” But Thompson said that for many agencies, implementing E-Government is a major culture change that should not be underestimated. “EA is a big deal,” he said. “It’s a hard issue to sell to program managers, but it’s where a lot of the progress [and savings] will be reaped.”
المؤسسات تحتاج إلى مطور للمواقع بعض أو معظم مواقع المؤسسات الحكومية والخاصة العربية تعاني من مشكلة واضحة ومنتشرة، وهي عدم تحديث وتطوير الموقع بشكل مستمر، فتبقى لأسابيع وأشهر دون أي تجديد، وهذا يجعل المواقع غير مفيدة وأيضاً تخسر المؤسسة الكثير بسبب عدم استغلال الموقع بشكل فعال، فالزائر قد يكرر الزيارة للموقع مرة ومرتين أو ثلاث، ثم سيدرك أنه موقع مهمل، وربما يدرك من الزيارة الأولى أن هذا الموقع مهجور وميت، فلا يعود له أبداً وتخسر المؤسسة الأموال والجهود المبذولة في سبيل إنشاء الموقع. وسبب إهمال المواقع يعود إلى أن المؤسسات ربما لا تملك الخبرة الكافية لإدارة موقعها! وبعض مؤسسات تطوير المواقع لا تقدم خدمة تحديث وتطوير الموقع، بالتالي يتم إنشاء الموقع وتركه لسنة أو أكثر ثم يعاد تطويره ثم يترك مرة أخرى وهكذا يبقى الموقع مهملاً لا فائدة منه، إلا أن تقوم المؤسسة بالتعاقد مع شركة لإدارة وتطوير الموقع أو أن تقوم بتدريب أحد موظفيها أو إنشاء قسم خاص لإدارة وتطوير الموقع. وأرى أن أفضل حل هو الإنفاق لتدريب أحد الموظفين، وتخصيص وقت كاف له لكي يتعلم ويتدرب ويكتسب الخبرة التي تجعله مؤهلاً لإدارة موقع المؤسسة، عندها يستطيع التعامل مع شركات تطوير المواقع ويستطيع أن يجد أفضل صفقة وأن يوفر خدمة متميزة لموقع مؤسسته، وربما لن يحتاج إلى الاستعانة بشركة لتطوير المواقع، فيقوم هو بنفسه بإنشاء وإدارة وتصميم الموقع، ويقوم على تطويره وتحديثه بشكل مستمر، وهنا يجب على إدارة المؤسسة أن تعفيه من بعض أو كل مهمات وظيفته لكي يتفرغ لإدارة الموقع، خصوصاً إن كان الموقع كبير الحجم ويحتاج إلى جهد كبير لإدارته. ومن أهم إيجابيات تخصيص موظف لإدارة وتطوير الموقع هو التواصل الفعال مع زوار الموقع، فكم من مواقع ميتة لا تتفاعل مع الزائر، وحتى إن قام الزائر بإرسال رسالة لمدير الموقع، ففقد لا يتلقى أي رد لأن الموقع مهمل ولا يهتم به أحد، لذلك لا بد من تخصيص شخص للرد على استفسارات الزوار والتفاعل معهم، وربما ربط أقسام المؤسسة المختلفة بالموقع، فقد يتلقى مدير الموقع رسالة تحتاج إلى قسم ما للرد عليها وتزويد المرسل بالمعلومات الصحيحة، وربما يحتاج الموقع لخبرات باقي الأقسام لكتابة المحتويات التي قد لا يعرفها مدير الموقع. ولإدارة الموقع يحتاج المرء إلى أن يتعلم بعض التقنيات ويكتسب بعض الخبرات، فلا بد لكل مطور للمواقع أن يتعلم XHTML التي لا تختلف كثيراً HTML، إلا أنها أحدث وستستخدم بشكل أوسع في المستقبل، ويحتاج أيضاً لتعلم تقنية CSS لتصميم المواقع، ومن لغات البرمجة يحتاج إلى أن يتعلم javascript، وأن يتعلم إحدى لغات البرمجة من جهة المزود كلغة PHP، وليست كل هذه التقنيات ضرورية لإنشاء الموقع، ربما يكفي تعلم XHTML وCSS فقط لإنشاء المواقع البسيطة، لكن المواقع الكبيرة تحتاج إلى معرفة بلغات البرمجة. ويحتاج مطور المواقع أن يكتسب المعرفة والخبرة اللازمة لإدارة المساحة أو المزود الخاص بالموقع، ومنها التعامل مع FTP والتراخيص، والتعامل مع لوحة التحكم الخاصة بالموقع وما تحتويها من خيارات، وكذلك تحليل ملف log الذي يظهر أرقاماً كثيرة حول زوار الموقع، وكذلك تعلم الإجراءات الأمنية لحماية الموقع من العابثين. وقبل كل هذا، يحتاج إلى أن يتعلم أساسيات ضرورية، كالتخطيط للموقع ومحتوياته وكيفية ترتيب المحتويات بشكل منطقي، وقد يحتاج إلى خبرة في التصميم ومعرفة بسيطة بالألوان وفنون التصميم، ثم يتعلم كيفية جعل الموقع سهل الاستخدام لشريحة واسعة من الزوار، وعليه أن يقرأ كثيراً في مجال تطوير المواقع، وهناك العديد من المواقع والكتب المفيدة في هذا المجال. هذا ما تحتاجه المؤسسات لجعل مواقعها نشيطة مفيدة، شخص واحد لديه الخبرة الكافية لإدارة الموقع، وبالطبع الأمر يختلف بين شركة وأخرى، الشركات الصغيرة ربما تحتاج إلى موظف يعمل بشكل جزئي في إدارة الموقع، أما المؤسسات الكبيرة فربما تحتاج إلى فريق كامل لإدارة موقعها، لذلك يجب على مدراء المؤسسات أن يحللوا احتياجاتهم وعلى أساسها يقدموا التدريب اللازم للموظف أو يوظفوا أناساً لإنشاء فريق إدارة الموقع، المهم أن يستغلوا المواقع بشكل فعال وأن يبقى في الموقع حياة وحركة، وإلا فالأفضل ألا تقوم المؤسسة بإزعاج نفسها وإنشاء موقع قد يكلفها الكثير من المال.
The Transition from e-Government to m-government Salem Khamis Al Shair, Director of eServices, Dubaie-Government, UAEexploring mobile government initiativesdiscussing the application and benefits of wireless technologywhat are the challenges when deploying mobile and wireless technologies?integrating an ‘m' strategy with an existing ‘e' strategy
Opening Address: H.E. Sheikh Ahmed bin Ateyyatullah Al Khalifa*Minister of State for Cabinet Affairs and Head of theCentral Informatics Organisation, Kingdom of Bahrain 09:45
VIP Preview of Exhibition and Morning Coffee
10:30 Opening Keynote: Mind the Gap - the e-Government Revolution in the Arab World Dr Simon Moores, Vice Chairman of the Conservative TechnologyForum and Managing Director, Zentelligence Research, UK Dr Simon Moores will offer his view on the progress of electronic government initiatives in the Arab world. He will ask whether bridging the gap between aspiration and delivery still eludes many countries and will present his own "revolutionary theory"of e-Government as one that he believes best reflects the broader demands of emerging information societies in the region. 11:30 Project Assessment Framework and Benchmarking Toolsfor e-Government Christine Leitner, Head of Project Management Secretariat, European Institute for Public Administration (EIPA), The Netherlands 12:00 From Vision to Reality: e-Government Implementation Roadmap Jeremy Millard, Competence, Analysis and IT, Danish Technological Institute, Denmark 12:30 A Partnership Approach to e-Government Microsoft Corporation, speaker to be confirmed 13:00
Chairman’s Closing Remarks, Lunch and Close of Day One
Tuesday 14 February
e-Government: Global Perspectives and Best Practice
08:30 Keynote Address: Intergovernmental Dimension & Cross-boundary Leadership Dr Costis Toregas, President Emeritus Public Technology Instituteand Chair, National Academy of Public Administration standingpanel on Social Equity in Governance, USA
09:00 e-Government and Beyond: A Look into Government IT Adoption Trends Jyoti Lalchandani, Vice President & Regional Director, IDC Middle East & Africa The presentation will highlight the latest IT trends and compare theEuropean and MEA government sector. Magnitude of IT spending andoverall policy priorities will set the stage for a deeper look into IT solution priorities and into IT consumption models. IDC will present the highlights from its latest research on central and local government in EMEA and anticipate the investment trends for the next year, as well as describe what governments are doing to optimise procurement and management of their IT systems.
09:30 Case Study: A Review of Taiwan's e-Government Initiatives Yu-chuan (Michael) Lin, Deputy Director, Department ofInformation Management Research, Development and EvaluationCommission, The Executive Yuan, Taiwan
10:00 Exhibition and Morning Coffee
10:30 Case Study: Singapore’s Experience in e-Government Suan Tan Weng, Deputy Director, Government Chief Information Office, InfoCom Development Authority of Singapore 11:00 Case Study: Architecting the Customer-centric Government: The Experience of Ireland Colm Butler, Director of Information Society Policy, Departmentof the Taoiseach (Prime Minister), Ireland This presentation will review the role and utilisation of technology as an enabler of transformation in the evolution of e-Government in Ireland. It will also examine the challenges of collaboration and interoperability across complex bureaucracies where the concept of citizen centricity has profound implications for the way governments and public administrations work together. 11:30 Case Study: The Role of e-Government in Raising a Nation’s Competitiveness: The Malaysian Experience Mohamad Suhaimi Mohamad Tahir, Chief Executive Officer,MSC Technology Centre Sdn Bhd (MSCTC), Malaysia global trends towards citizen centric e-Government experience from Malaysia e-Government (past and present) how e-Government raised Malaysia’s competitiveness lessons learned and future developments 12:00 Case Study: Best Practices in e-procurement Tom Wilson, e-procurement Scotland Programme Director,Finance and Central Services Department, Scottish Executive,Scotland Technology for Skills Development This presentation will review the internationally acclaimed public sector e-procurement implementation of Scotland and the creation of strategies for smart procurement. 12:30 The Way Forward for e-Government: The Experience of Developing Countries Peter Frohler, Head of Services, Infrastructure and Trade Efficiency UNCTAD, Belgium 13:00
Chairman’s Closing Remarks, Lunch and Close of Day Two
19:30
Gala Conference Dinner
Wednesday 15 February
e-Government in the Middle East: Achievements and Prospects
8:30 Case Study: Building e-Government on Open Standards: The Bahrain Experience Mohammed A Al Amer, Assistant Undersecretary,Director General, Information Technology, Central InformaticsOrganisation, Kingdom of Bahrain 9:00 Case study: The Transition from e-Government to m-government Salem Khamis Al Shair, Director of eServices, Dubaie-Government, UAE exploring mobile government initiatives discussing the application and benefits of wireless technology what are the challenges when deploying mobile and wireless technologies? integrating an ‘m' strategy with an existing ‘e' strategy 9:30 A Review of eAlexandria - Egypt Dr Hatem Elkadi, Director, Local Government ModernisationDept. Ministry of State for Administrative Development, Egypt 10:00
Exhibition and Morning Coffee
11:30 Case Study: Oman’s e-Government Dr Salim bin Sultan Al Ruzaiqi*, Head of IT – Technical Section,Ministry of National Economy, Oman 12:00 The Middle East e-Government Power Table What lessons can Middle Eastern e-Governments learn from theirglobal counterparts? What are the key issues and trends in MiddleEastern e-Government? How can regional government agencies worktogether to develop an efficient model of e-Government that puts themin the top league? 13:00
Chairman’s Closing Remarks, Lunch and Close of Conference
Mr.Salem Al-Shair, eServices Director, Dubai eGovernment writes on the issues faced by different societies when confronted by the knowledge economy
Several statements mentioned during the Information Society Summit held in Geneva in 2003 were literally carried across to the Tunisia Summit held under the same title. One of them pertained to “Gap Closure”, referring to the gulf that exists between leading knowledge communities and others that are lagging behind.
The new knowledge era has created a scenario of immense competition among rich and poor communities, in sharp contrast to the conditions of the pre-digital era or industrial economy.
This talk of competition surfaces when threats to knowledge rich communities are discussed; and most experts name developing countries like China and India as two of the most formidable players in this regard.
Since replication of the Indian model is not an absolute impossibility, the knowledge rich nations are not that naive to throw their weight wholeheartedly towards efforts aimed at closing the digital gap. Expectedly, the “Gap Closure” term would be carried forward to future events. What the developed world and its financial bodies plan to do is “narrow” the gap, even if they cannot “bridge” it.
One should not underestimate the importance of international grants and aid offered to the digitally under-developed countries though such grants are not enough to accelerate the pace of digital transformation to reasonable levels. The creation of information infrastructures are always mixed with opposing negative issues like corruption, mismanagement , obsolete imported infrastructures and growing foreign debt, leaving the existing gap as it is, if not wider.
The other alternative would be to let market forces rectify the situation. But the text of Article 18 of the closing statement of the Tunisia Summit insists that market forces alone will not resolve the issue and, most definitely, will not bring the knowledge under-developed communities any closer to becoming active players in the information and knowledge fields.
In view of the failure of the grants system and the incapability of market forces to strike the necessary balance, the developing communities are left with no option but to rely on their own capabilities to come up with innovative solutions based on internal collaboration and cooperation.
It is equally important to point out that governments and leadership play an important role in supporting and sponsoring local talent and keeping the abstract market forces at bay.
In this context, the continuous stream of initiatives conceived by the top leadership in our developed country hold the key in the creation of an appropriate environment aimed at providing an accumulative set of skills. A recent example was the initiative launched by HH Sheikh Mohamed Bin Rashid Al Maktoum, Crown Prince of Dubai, Defence Minister of UAE and President of the Dubai Executive Office, under the title “The Emirates Program for the Development of Local Skill Sets”.
We are quite sure that such an initiative will not be the last in an ongoing march towards making Dubai a major hub in the Knowledge Economy.
AS a nation that has taken significant strides in the application of information and communication technologies (ICT) in virtually every field, from business to education and government, the Philippines has yet another reason to stand proud as the government website has been cited by the United Nations (UN) as one of the best in South and Eastern Asia.
Ranking fourth in the region, the Philippine government website, http://www.gov.ph, was cited by the UN’s 2005 Global eGovernment Readiness Report as "at par with the best in the world." The UN Report applauded the website’s "dedicated e-services section." The report also noted the website’s multi-topic discussion forum, as well as its recent feature enabling citizens to comment directly on news items posted on the site.
Impressed with the website’s accessibility to the public through the use of wireless alternatives – the short message service (SMS), wireless application protocol (WAP), as well as through a pocket personal computer section – the report went on to commend its "Issuances for Comments" section which encourages the public to partake in the policymaking process by providing feedback. The report also cited the Revenue Integrity Protection Service site which provides instructions and access for the filing of corruption complaints online, by phone, or through SMS.
The United Nations Report said the Philippines has developed a solid presence across all stages of e-government as the national government website covers most of the basic functions and features, while simultaneously developing transactional facilities and venturing into the networked presence stage. It noted additional improvements, including a formal online consultation mechanism. The United Nations assessment clearly puts our e-government initiative at par with the best of the rest of the world.
Spending on IT across the public sector in western Europe will reach $50bn within three years, according to analyst IDC.
IDC predicts spending across Europe will rise 5.3 per cent between now and 2009. And the UK government is to up its layout on technology by $800m, from $4.1bn to $4.9bn, over the same period.
IT spending by local authorities across Europe will outpace spending by central government, growing at 6.2 per cent - from $20.1bn last year to $25.5bn in 2009. Central government spending will grow at the slower rate of 4.5 per cent over the same period.
Governments will increasingly focus on re-engineering their processes to join up services across authorities and sharing common functions, especially in the back office to make the management of the IT infrastructure more coherent.
Massimiliano Claps, programme manager for IDC's European vertical markets, said in a statement: "Government CIOs must leverage on internal staff and external resources to support this long-term transformation."
The public sector will be looking for suppliers that can join up processes across various departments and support the deployment of shared services, IDC said
Global e-government 19 January London residents to trial 'Asbo TV' | South Carolina campaign information available online January 19
Global e-government 4 January NI firm wins contract for European survey | South Korea promotes open source uptake January 04
Big Brother rules denounced as 'appalling' The European Parliament has passed a new law on data retention that allows EU member states to track information related to internet use. December 15
Global e-government 15 December UK study questions e-gov commitment | Korea helps firms land foreign e-gov contracts December 15
Government to put census data online The National Archives is taking advantage of a system developed by Library and Archives Canada to have the 1901 and 1911 censuses digitised and put online. December 07
Government websites fail to meet standards The vast majority of public service websites in Europe are failing to meet international e-accessibility standards. November 25
Government ponders prisoner tagging The latest amendments to the Criminal Justice Bill include measures to track criminals electronically, which could reduce the number of people in prison. November 23
Global e-government 9 November Ireland's Reach project criticised for technology focus | Half of EU citizens and businesses visit government sites November 09
Local authorities opt for e-procurement Local authorities in Ireland are adopting new technology to help communicate more easily with their suppliers. November 08
Companies flock to e-tenders.ie The number of companies using the government's e-tenders website has increased by 62 percent in the past twelve months. October 25
Doctors are 'dependent on technology' Technology is becoming increasingly important to Irish GPs, the vast majority of whom spend as many as six hours per day logged on to their IT systems. October 24
Experts to review government IT projects The government is to harness additional expert advice to control the cost of public IT projects, but industry experts say that the issues aren't that complex. October 12
The provision of local services has been transformed as local authorities are to be over 97% e-enabled, minister for local e-government, Jim Fitzpatrick, has announced
The local e-government programme has been running for five years and seen major changes to the face, quality and accessibility of services through the application of effective technology.
Residents can now access services and information at any time.
The transformation has been realised to such an extent that recent research shows that local authority websites beat FTSE 100 company sites on average download speeds and availability.
Minister for local e-government, Jim Fitzpatrick, says: "Over the last five years local government has taken up the challenge to transform the way that citizens are able to access the services.
"It is very satisfying that e-enablement targets have now been reached.
"This is a success story and recent research bears out this transformation.
"After randomly selecting 10 of the best known names across multiple industry sectors in the FTSE 100, we pitted their performance against a range of local authorities across the country.
“On average, local authorities came out on top in terms of the speed of their websites - and achieved over 99% availability figures.
"The challenge for local government now is to ensure that this valuable work continues and that innovation and focus on the needs of local people continue to be at the heart of local e-government."
This marks a significant success story for local e-government which offers innovation and effective service delivery.
Now that the local authorities are e-enabled, the next challenge is to raise awareness even further of the new services available.
A national campaign designed to raise public awareness and encourage take-up will launch early this year and aims to highlight benefits of accessing council services online - including flexibility and convenience, and improved access to information.
The Vietnamese government officially launched its web site last week to offer information online about Vietnam, the government’s first step toward working online with residents and implementing e-government.
The website at, www.vietnam.gov.vn or www.chinhphu.vn, has been developed by the Government Office and will provide online transactions for residents and government agencies. It will also provide information on government management, economic and social reports, and gather information from lower-level government agencies. “The government web site is also a focal point for information-sharing activities of administration at all levels, aiming at government services online and interaction online between the government with citizens and businesses as part of the implementation of public administration reform, pursuing transparency and openness in service to citizens and businesses,” said Prime Minister Phan Van Khai. PM Khai said the site aims to promote dialogue between the government, Vietnamese people and investors in and out of the country to find the best solutions to develop the country. The site will also help the international community understand Vietnam. Doan Manh Giao, head of the Government Office, said the site will have live Q&A sessions with government officials and lodge specific motions from citizens in June after the office finishes the first phase of site development focusing on uploads Vietnam’s monthly socio-economic development information. The web site showed commitment by the government to improving the efficiency of the government apparatus and performance. Optimising the use of information resources will help the government achieve specific outcomes. “The site will help build greater trust from local residents in the government through promoting policy transparency and openness, as well as in clarifying the accountability of government agencies - the objectives of good governance,” said Giao. The site has a database of 20,000 pages and links to several sites, including: more than 30 ministries and agencies; 60 provinces and cities, including their geographic information systems; 20 large enterprises, both domestic and foreign-invested; and the web pages of foreign embassies based in Vietnam. There is also information on key national programmes, major national economic zones and industrial parks and export processing zones in Vietnam. The site will be available in English as of September once the site enters the second phase of its projects. According to the Ministry of Internal Affairs, the public administration reform program, which started five years ago, still has not fixed problems in government transactions with citizens and enterprises. Most public administration procedures are illogical and are not of the most pressing importance to the government, which includes the Prime Minister and cabinet members. Giao said the government understands e-government is more about government than technology. That means that following the public administration reform agenda, the government has been working on improving efficiency, fighting corruption, better coordination among government organisations at all levels, streamlining administrative procedures, reducing red tape, institutional reform, and strengthening the capacity of human resource. “These are the conditions for e-government to be useful for the citizens,” Giao said.
Ian Watmore, former government CIO and newly appointed head of the Prime Minister's Delivery Unit, considers the challenges of delivering citizen-centred reforms Many commentators have welcomed our Transformational Government strategy published in November, but warned of the challenges in delivering it. When the job of leading the Prime Minister's Delivery Unit was advertised late last year, it therefore seemed natural for me to apply for it, providing, of course, I could take the technology responsibility with me. I am therefore delighted to be starting this new role, championing delivery across the public services, with technology playing a key role. My original objective in taking on the government CIO post was to help ensure that technology supported the business transformation of government itself. The creation of the CIO Council, the publication of our Transformational Government strategy, the establishment of an IT profession, and the Transforming Public Services agenda which we drove through our EU presidency have all set this objective well on its way. The focus has now moved from whether we have the right support, business direction or CIO leadership team to achieve these aims. Instead it is on delivery - of citizen-centred reforms, shared services and professionalism - to bring about the transformation which we all seek. This was the focus of our CIO Council last week on our first anniversary. The agenda we set ourselves for 2005 has been met, and overall we believe that we have begun to bounce back from the low esteem in which public sector IT has been held over the last decade. Indeed, the prime minister said in his evidence to the Parliamentary Liaison Committee in November that often "IT is the means of visibly manifesting a deeper problem" when things go wrong. As a result of the work we and others have been doing, he thought government now had a "better process in place and better calibre people" for delivering major IT-enabled programmes of change. So at last week's CIO Council we focused on the 2006 (and beyond) agenda under the banner of moving from strategy to delivery. The resultant plan for this will be published at the end of the financial year, as promised. We focused hard on areas such as shared services, a national IT academy, identity management and portfolio management - all highlighted in the Transformational Government strategy. And we were particularly keen to clarify those actions which will be achieved in 2006 prior to the annual report to parliament which our strategy demands at the end of this year. It was particularly gratifying to me to see the way the CIO Council now functions as a team, and all of the actions were seamlessly picked up by members of the council under the programme management of Andrew Stott, my deputy CIO, who will be acting CIO until my permanent successor is appointed. It is very much business as usual, and the council and I will collectively and quickly push ahead with a recruitment of the next government CIO. I have been incredibly proud to be the first government CIO, and it has been the best role of my career to date (and I have had some good ones). We are now looking for candidates who have personal credibility in this role, who will take on the agenda set by the council as their own, and who will build upon the genuine team we now have across central and local government and the wider public sector. Such candidates may be drawn from the council itself, from the CIO community or the IT industry. It is a genuinely open competition, and we look forward to an intense competition for what has often been described as the most important job in UK IT. In short we are looking for someone who will be perfectly at home in The Thick of IT... Ian Watmore began work as head of the Prime Minister's Delivery Unit this month. In September 2004 he became the first government CIO and head of e-government. Before his appointment to Whitehall he was managing director of Accenture UK from 2000
Reinforcing its commitment to e-Governance leadership and innovation, Oracle today announced the 22 Indian e-Government project winners of the Oracle Excellence in e-Governance Awards at Oracle Open World Mumbai. Oracle Open World Mumbai is Oracle’s global technology and business conference for customers, partners, business and IT decision makers. The Oracle Excellence in e-Governance Awards showcase IT projects that have significantly improved their communities through effective citizen services delivery and excelled at providing innovative solutions to raise the standards of good governance. The award winners were selected from e-Governance projects from all over India. The National Informatics Centre (NIC), the Department of Information Technology and the Government of India implemented these projects. Dr. N Vijayaditya, Director General, National Informatics Centre, and Mr. Derek Williams, Executive Vice President, Oracle Asia Pacific, announced the shortlisted projects and presented the awards to the winners at a dinner ceremony. The 22 award-winning projects included: Rural e-Seva project of Government of Andhra Pradesh, Computer-Aided Administration of Registration Department (CARD), Government of Andhra Pradesh, e-Panchayat, Government of Andhra Pradesh Land Record Management Information System (LR-MIS), GeVernpaenfof Andhra Pradesh, IT in Judiciary Customs Department Passport Division Vahan & Sarathi Instituted by Oracle India Private Limited (Oracle India), the awards recognise excellence in e-governance. The projects were assessed by Skoch Consultancy Services and judged by an eminent panel of judges including Dr. D. B. Phatak, Indian Institute of Technology, Mumbai and Dr. Gulshan Rai, Executive Director, ERNET India. The shortlisted projects were judged on several stringent parameters including effectiveness in delivering project objectives, innovation, relevance and the replicability of these projects. “Oracle is an active participant, concept leader and catalyst in helping drive India’s e-Governance revolution,” said Derek Williams, Executive Vice President, Oracle Asia Pacific. “We have established a successful partnership with e-Governance front-runner, National Informatics Centre. These awards recognize the e-Government projects which are not only exemplary for their effectiveness in India, they also meet global standards of Government workflow automation and citizen services delivery.” Mr. Williams added, “E-Governance is a stated strategic business area for Oracle India.Our investments include the E-Governance Centre of Excellence and a dedicated Government business unit with industry experts to provide solutions development and consulting services to Government users.”
This is the question that the United Nations has tried to answer every year since 2003 with its E-Government Readiness Survey.
In 2005, the survey assessed e-government Web sites of 191 UN member states to determine how ready governments around the world are to provide access to and use information and communications technology (ICT) to deliver basic social services.
Predictably, the top 25 spots were held by industrialized countries, led by the United States, with an e-government readiness index of 0.9062 (out of a best score of 1.0).
Remarkably, the Philippines fared well, ranking 41st overall and fourth among South and East Asian countries with an index of 0.5721.
Moreover, the UN said the Philippine government portal (www.gov.ph) is a good model “on par with the best in the world” of how to “simply but effectively integrate information across departments and provide a single place for users to find them.”
The UN report also had good words to say about the Department of Finance Web site, which provides “everything from e-services and e-bidding to basic participatory features.”
In Southeast Asia, our 2005 e-government readiness index put us ahead of Malaysia (43rd), Thailand (46th), Indonesia (96th) and Vietnam (105th) but well behind Singapore (7th).
So what are the numbers behind the e-government readiness index and what do they really tell us?
The UN looks at three components: the sophistication of online government services (Web measure), the state of a country’s telecommunications facilities (infrastructure) and the educational level of its people (human capital).
In terms of the sophistication of online services, the Philippines ranked 17th (tied with Austria) with a Web measure index of 0.7423.
The Philippines also scored well with a human capital index of 0.8900, which considers adult literacy and enrolment in schools.
No great surprise, our most serious weakness continues to be infrastructure, which incorporates the number of personal computers, Internet users, phone lines, mobile phones and TVs per 1,000 persons.
In the region, the country’s telecommunications infrastructure index of 0.084 put us below Singapore (0.645), Malaysia (0.305), and Thailand (0.130), but higher than Indonesia (0.049) and Vietnam (0.049).
Notwithstanding this weakness, the country’s overall performance last year was pretty spectacular for a developing economy, a fact that wasn’t lost on the spin doctors in Malacañang.
On the other hand, the person who oversaw the effort to build up the government’s capability to provide services on the Web was already looking forward.
“We’ll have to work harder on infrastructure,” said Virgilio Peña, chairman of the Commission on Information and Communications Technology, when I congratulated him on UN findings.
Peña added that the government will try to broaden access this year through its community e-centers, which are aimed at providing affordable, shared online services — including Internet telephony — to rural areas.
As of October last year, there were 45 such e-centers and 50 more were planned by June this year. The long-term goal is to have Internet connectivity in all cities and first, second and third-class municipalities by 2007 and all public elementary and high schools by 2010.
Of course, even a higher infrastructure index in the coming years is no guarantee that we’ll all reap the benefits of e-government. One key measure UN index doesn’t take into account is government responsiveness to feedback from its citizens, whether this comes by way of a phone call, e-mail or snail mail. Feedback mechanisms on a Web site are like suggestion boxes that some stores and restaurants put up. These become valuable only when management learns to act on the best suggestions.
تهدف بوابة الحكومة الإليكترونية العربية إلى التبادل العربي/عربي بين المنظمات و الحكومات العربية المهتمة بتطبيق برامج الحكومة الإليكترونية. تتيح البوابة لمختلف الأطراف المعنية تبادل الخبرات و المعلومات و الوثائق و إقامة المناقشات حول التجارب السابقة و المبادرات الحالية و المستقبلية التي تقوم بها البلدان العربية و غير العربية لتحقيق الإستفادة القصوى منها وتطبيقها على مختلف المستويات في المنطقة العربية.
e-Government: Arab Sharing Portal Implementing e-Government has enormous potential as a tool for Government administrative and political reform, economic and social development, democracy and good governance in the Arab region. Strategic e-leadership is needed to provide a map for countries aiming to develop the infrastructure necessary to support effective e-Government initiatives and leapfrog the developmental stages of e-Government. By empowering all constituents—citizens, private sector, public sector—with information for effective economic, financial and political decisions, and tools to enhance efficiency & transparency, e-Government can result in increased Government accountability, lower costs of delivering services, better procurement programs, improved efficiency & productivity and enhanced governance, and more participatory democracy. Further, the key is to go beyond technology and to adopt a new culture and attitude in the provision of services based on efficiency, optimization and transparency. This initiative has three main components: e-Government at Arab Sharing Portal (e-gov@ASP)ICTDAR already started developing an Information/Knowledge sharing portal on e-Government, e-gov@ASP. The e-Government Arabic portal would help the Arab States address major challenges they currently face in the macro-economic environment, demographic, labor issues and structural reforms. Regional e-Government Institute (REGI)A feasibility study was conducted by ICTDAR to assess the needs of Arab countries regarding e-Governance issues. It led to the establishment of a Regional e-Governance Institute (REGI). The Regional Bureau of Arab States (RBAS) engaged into an open and transparent consultative process with Arab countries regarding REGI hosting. A set of criteria was identified, based on which, several Arab countries (Egypt, Jordan, Morocco, Qatar, UAE and Tunisia) expressed interest. REGI provided a policy-oriented forum for e-Government leadership in the MENA region, in order toprovide knowledge, advice and counsel on e-Government policies, models, and initiatives; process simulation; test-bed applications; multi-disciplinary training; and e-Government benchmarking standards. Further REGI would act as the channel and coordination mechanism for e-Government aid & cooperation programs in the Arab region and would serve as research and documentation centre on e-Government for the Arab States. Finally, REGI would monitor and would report progress on e-Government implementation in the region and organize conferences, workshops and seminars & would establish international and regional Technical Working Groups. Arab/Arab Information and Knowledge ExchangeICTDAR organized a series of Regional meetings and workshops to enable Arab/Arab exchange leverage and promote transfer of information and knowledge.
The International ICT Strategies and Investment Forum" ICT investment and partnerships for Development'' THEMES 1st Theme (T1): National ICT Strategies It shall address countries and organizations’ strategies in terms of ICT (as enabler and as industry), their experiences in terms of implementation, success stories, failures and lessons drawn from such initiatives. (limited to the official country representative) Participant shall present a paper that details the national Information and Communication strategy (ICT) in his/her respective country in six main domains: 1. Policies and Regulations2. Human Resource Development3. Infrastructure4. National Content5. Innovation and Flagship Projects6. ICT Sector (Industry)7. The countries experience: a. Developing and implementing national ICT initiatives. b. The crucial role these initiatives have played in developmental process and how it has helped improve the socio-economy and other sectors of development.c. Problems and difficulties in evolving and implementation.d. Appropriate measures and the best course of action to be adoptede. The learned lessons and best practices. 8. The future plans that country envisages for ICT industry and the prospects and potentials it holds for the future in the overall development.9. Any guidance in terms of know how, expertise etc. required to: a. Evolve / develop a National ICT strategy.b. Maximize the benefits of IDB Model and other organizations' models of ICT Strategy.c. Encourage, assist and emphasize the development of ICT in member countries through IDB programs and in other countries through other organizations' programs. 2nd Theme (T2): Future ICT technologies, opportunities and impact on national ICT initiatives As technology is progressing fast and globalization is getting momentum, strategies have to be continuously revisited. This theme shall address current and future technological trends, discuss their impact on national strategies and how countries should refine their existing strategies according to technological innovations. Presented paper shall address current and future technological trends, discuss their impact on national strategies and how countries should refine their existing strategies according to technological innovations. The future ICT trends might cover: E-GovernmentE-Business (B2C, B2B, Banking, etc.)E-LearningE-HealthICT InfrastructureWireless networksTechnology hubsTechnology transferNational ICT capacity buildingNational content and communities 3rd Theme (T3): ICT Experiences, projects and investment opportunities It shall address countries, organizations and companies’ current and future experiences, projects and investment opportunities to investment companies, private investors, banks, capital venture firms…etc. Direct and clear investment opportunities will be presented through standard forms detailing project vision, objectives, beneficiaries, size, funds needed, return on investment, contact information, etc. Project holders will be given the opportunity to present, in 15 minutes, before audiences of investment providers an introductory executive summary followed by a quick Questions and Answers session and an announcement of his/her scheduled time for bilateral negotiations with investors. Submission of Papers The proposed paper to be presented should be electronically submitted not later than January 20st, 2006. click here to submit
OECD e-Government Studies e-Government for Better Government
Information and communication technology (ICT) offers an array of tools that can be used to help government services become more agile, responsive, seamless and accountable. This book looks at new thinking and practice in OECD countries in five different areas: Making electronic services more responsive to the needs of citizens and businesses; Improving the links between traditional and electronic services; Identifying common processes in government to achieve economies of scale, reduce duplication, and provide seamless services; Measuring and demonstrating the costs and benefits of ICT investments; Bringing a whole-of-government perspective to e-government initiatives.
Highlight: Top Event Second Good Practice Framework workshop on 31 January 2006, Berlin, Germany - Subject: Economic Efficiency as a Central Aspect of eGovernment - National Good Practice as Input to the GPF24.11.2005 by Krassowski, Edgar (872 visitors)date: from 31.01.2006 10:00 until 31.01.2006 17:00The workshop is linking national good practice in Germany with the aspect of economic efficiency. On the one side, the Federal Ministry of the Interior will present the elements for sustainable eGovernment that have been developed in Germany. They have the potential for reuse and target primarily the audience from other EU Member States. In a second step, the aspect of economic efficiency, a very topical subject for eGovernment projects in all EU Member States, will be at the centre of interest. Differing aspects of economic efficiency in eGovernment will be discussed at the national, regional and local levels. In a concluding panel, the contribution of the GPF to improve awareness of the issue will be discussed.more Vision of the Good Practice FrameworkThe European Commission, DG Information Society and Media, has started a series of measures to support the creation of comprehensive eGovernment services across all levels of the Union. The "Good Practice Framework" (GPF) is a centrepiece in this strategy. The main objectives of this Good Practice Framework are: to collect examples of well-defined eGovernment cases to make the examples available for those involved in eGovernment by means of an intelligent knowledge database to offer expert know-how on general or special eGovernment features and providing easy access to existing communities or expertise centres to support the sustainable transfer of good practices and learning experiences in an easy and helpful way. The scope of the good practices covered in the database ranges from eGovernment strategies about the standardisation of eGovernment processes to concrete solutions and technical issues. In addition, key topics such as Interoperability and Identity Management will be discussed via the framework. Any resulting solutions on these key topics could also be added to the body of good practices. Furthermore, a good practice label can be awarded to promote partnerships in eGovernment as well as to promote events that make a substantial contribution to the framework. Approach The purpose of the framework is to catalogue good practice in eGovernment and to stimulate the sharing of this information. Supplemented by additional services (e.g. community building tools), this portal will provide the vehicle for the dissemination of information and support activities, which will promote the use of good practices. It will do so by transferring knowledge to providers of public services, to formal and informal networks of eGovernment stakeholders, to the ICT business and other multipliers. The main elements of the portal will include: an intelligent knowledge database a community platform and transfer support instruments (e.g. electronic newsletters) The continuity of the framework will be a key factor for the success of the exchange of good practice in eGovernment. Mission The database is the core element of the Good Practice Framework. Its central features are easy access by Internet, for collecting data and input by the Case owners. After the case has been documented, a series of checks will be performed. The quality of the information will be carefully controlled through internal procedures. If offensive material is discovered in any of the entries the respective case will be deleted and the case owner notified by e-Mail. The responsibility for the accuracy and correctness of the information will however remain with the case owner. The database consists of a description template tailored in order to collect, in a standardised way, all the information needed to make a case easily retrievable. To this end, a set of key themes have been identified and questions will allow contributors to quickly and easily fill in information about their case. For inquiries please click here.
The Good Practice Framework is being developped with the support of the Modinis Programme of the European Commission. It contributes to the eEurope 2005 and the i2010 Information Society initiatives.
This is a list of background material for the “Designing and Implementing e-Government: Key Issues, Best Practices, and Lessons Learned” Training Workshop during PREM Learning Week on April 26-27, 2005, organized by ISG, e-Development Thematic Group, ITSLC, GICT, and PREM. MODULE 1: Designing and Implementing E-Government Strategy _____________________________________
The eGovernment Handbook For Developing Countries (CDT and infoDev) This handbook offers guidance to government officials and others in the developing world, presenting for the first time a comprehensive index of e-government models and resources, focusing on success stories in the developing world.http://www.infodev.org/content/library/detail/841 Reinventing Government: Innovations in Public Sector Reform using ICTThis 2003 workshop introduced client and Bank staff to the challenges and different approaches to public sector reform using E-Government applications as tools that can enable these reforms. Presentations are listed on the site. http://www1.worldbank.org/publicsector/coursedetails.cfm?ID=18
Digital Opportunity Initiative Final ReportThe DOI report examines the experiences in the deployment of ICT to meet specific development imperatives as well as national ICT strategies in countries ranging from Tanzania, Estonia, India, and Bangladesh to Costa Rica and South Africa. The report provides a framework for analyzing a range of national eStrategies and in particular shows the different impacts of selecting a strategy that emphasizes ICT as a sector or a strategy that emphasizes ICT as an enabler of development. (In specific, section 2.3 deals with national approaches to ICT)http://www.opt-init.org/framework/pages/contents.html
Understanding e-Governance for DevelopmentThis paper outlines the three main contributions of e-governance: improving government processes (e-administration); connecting citizens (e-citizens and e-services); and building external interactions (e-society). Case studies are used to show that e-governance is a current, not just future, reality for developing countries. http://unpan1.un.org/intradoc/groups/public/documents/untc/unpan001842.pdf eReadiness (bridges.org) Comprehensive site about eReadiness models, lists of existing eReadiness assessments, analyses, and the digital divide, etc.http://www.bridges.org/ereadiness/index.html
Synthesis of Lessons Learned: Information and Communications Technology for DevelopmentUNDP document from 2001 highlighting key lessons learned about ICT for Development, from a practical perspective. http://www.internetpolicy.net/practices/essentials5-web.pdf
Information and Communication Technology Development Indices This report analyses and evaluates information and communication technology (ICT) development using indicators of ICT diffusion across countries. It reviews and evaluates existing sources on measurement of ICT development, including work by academia, the private sector and international organizations. On the basis of this overview, it formulates a theoretical framework and develops indices for connectivity, access, usage and policy. http://www.unctad.org/Templates/webflyer.asp?docid=3397&intItemID=1397
Global Knowledge Sharing Program: 4 Evaluations of 4 eGovernment Projects: Quantifying Costs and Benefits in E-Government Applications The survey instruments and reports with the survey results for four Indian e-government projects http://www1.worldbank.org/publicsector/bnpp/egovupdate.htm
Information and Communication Technologies, Poverty and Development: Learning from ExperienceThis publication focuses on the current understanding of poverty in the development community, the challenges of development, and how ICTs can help address them. It focuses on how to use ICT as a development tool for improving the performance of markets and institutions, the livelihoods of poopeople, and the capacities of individuals and governments, outcomes that contribute to poverty reduction and sustainable development. http://www.infodev.org/files/1041_file_Learning_From_Experience.PDF
Canadian Institute for Citizen-Centred Service The mission of the ICCS is to promote high levels of citizen satisfaction with public sector service delivery. http://www.iccs-isac.org/eng/default.asp
Information and Communications Technology (ICT) Agencies: Functions, Structures and Best Operational PracticesMany countries, small and large, are in the process of addressing information society issues such as e-government, e-infrastructure, e-learning, and e-commerce, or integrating telecommunications, IT and broadcasting policy and regulatory issues within a single ICT agency. This paper outlines the functional requirements for such ICT agencies. http://wbln0018.worldbank.org/ict/resources.nsf/a693f575e01ba5f385256b 500062af05/73f31a6af7fc3e5e85256da400504b5f/$FILE/p3-7,%20Schware.pdf
Roadmap to e-Government in the Developing WorldReport of the Pacific Council on International Policy, April 2002. The report highlights ten essential questions that government leaders should ask themselves about e-government. http://www1.worldbank.org/publicsector/egov/e-gov.final.pdf
MODULE 3: Mainstreaming e-Government at the World Bank
World Bank Group ICT Strategy (Sector Strategy Paper) The World Bank Group is developing a framework for supporting the knowledge economy of its client countries based around a dynamic network infrastructure, an economic and institutional framework conducive to the creation and flow of knowledge, an educated and skilled population, and a network of knowledge communities. http://info.worldbank.org/ict/ICT_ssp.html
IT Procurement This web site aims to improve the procurement of Information Technology under projects financed by the World Bank. It provides specialized standard bidding documents, basic guidance documents, and records the dialogue between the Bank, its Borrowers and the IT Industry. http://wbln0018.worldbank.org/emt/emtii/ipit.nsf/Main/itprocurement
ICT for Development Contributing to the Millennium Development Goals: Lessons Learned from 17 infoDev Projects The aim of the Lessons Learned From Seventeen infoDev Projects is to create a publicly available resource that provides concise descriptions of select infoDev ICT-for-development projects, and their impact on poverty reduction. The paper first presents 17 case studies of a cross-section of projects funded under the infoDev Core Program, followed by an in-depth analysis of the impact and their limitations. http://www.infodev.org/files/1046_file_Case_Studies.pdf
World Bank eGovernment WebsiteThe site contains a library of case studies as well as links to external resources. You can search by country, type of e-Government application, or sector. http://www1.worldbank.org/publicsector/egov/
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MODULE 4: The Future of e-Government: Towards Integrated Architecture and Service Delivery
eGovernment Beyond 2005 - Modern and Innovative Public Admnistrations in the 2010 Horizon
This document summarises the recommendations put forward by the eGovernment subgroup of leaders or representatives of the national eGovernment initiatives to the eEurope Advisory Group. In addition, the subgroup also issues specific recommendations on policy and implementation cooperation between Member States, as well as transformation of public administrations and its financing.
e-Government for DevelopmentWeb site associated with Richard Heeks of University of Manchaster Institute for Development Policy and Management. See the case studies and factors for success and failure.http://www.egov4dev.org/
E-Government Best Practices: An Implementation Manual The aim of this study, commissioned by the GSA’s Office of Governmentwide Policy, was to develop an e -government ‘implementation handbook’. This report is designed to address the needs of government officials seeking to implement e-government projects, or those already involved with such venture. It outlines key strategic issues that need to be considered and addressed in the implementation of technology based e -government initiatives.http://www.smart.gov/information/egov_implementation_manual.pdf eGovernment on the Development Gatewaye-Government page of the Development Gateway. http://topics.developmentgateway.org/e-government
HOW ready are we for electronic government? 