Book Chapters (8)
In Pallab Saha (Ed.),Enterprise Architecture for Connected E-Government: Practices and Innovations.IGI Global.
Government investments in enhancing the interoperability of ICT systems have the potential to
improve services and help governments respond to the diverse and often incompatible needs and
interests of individual citizens, organizations, and society at large. These diverse needs and
interests encompass a broad range of value propositions and demands that can seldom be met by
single programs or assessed by simple metrics. The diversity of stakeholder needs and the
complexity inherent in interoperable systems for connected government require an architecture
that is up to the task. Such an architecture must include the reference models and components
that can accommodate and integrate large portfoliosof applications and support multiple kinds
of performance assessments. The value propositions that underlie the architecture’s performance
assessment or reference model are fundamental. The propositions must be broad enough to span
the full scope of the government program’s goals, asubstantial challenge. In recognition of that
challenge, this chapter puts forward two perspectives for assessing the value of interoperable
ICT investments, incorporating outcomes beyond financial metrics. The first is the network value
approach to assessment of investments in interoperable ICT systems for government. The second
is the public value framework developed by the Center for Technology in Government, which
expands on the network value approach to include a broader range of public value outcomes.
These approaches are illustrated in two case studies: the I-Choose project designed to produce
interoperable government and private sector data about a specific agricultural market and the
government of Colombia’s interoperability efforts with expanded metrics based on the expansion
of interoperability networks.
In Albert Meijer, Kees Boersma, Pieter Wagenaar (Eds.),ICTs, Citizens & Governance: After the Hype! .pp.180-197.Amsterdam: IOS Press.
Sharing information across organizational boundaries is central to
efforts to improve government operations and services. However, creating the
capability necessary to enable information sharing across the boundaries of
organizations is among the most difficult types of information technology projects.
New knowledge about information sharing is required; in particular, new
understanding about how government, non-governmental and private sector
organizations come together to share information is necessary. This chapter draws
on the experiences of key actors in three states in the United States as they
organized to create new capability to share information as part of their responses to
the West Nile virus outbreaks. The cases highlight the gap between expectations
and reality, providing opportunity to more fully understand the gaps between
expectations (the hype) about ICTs and the reality facing government practitioners
who seek to use ICTs to share information. Examining the cases in terms of four
contexts of information integration and sharing provides a more specific
understanding about the gaps between these expectations and the reality (after the
hype). The lessons learned in the context of public health include the central role
of information sharing and the implications of resource constraints on data capture
and use capability in the context of an outbreak management and surveillance
effort. Insight into the interdependence of system design and process support and
improvement in the context of public health surveillance was also found to be
critical to future planning of public health surveillance systems. This chapter
serves to reemphasize to both researchers and practitioners the need to close the
gap between expectations and reality; the point is made again through the cases
that closing the gap depends on strategies that draw on technology, process,
interorganizational, and political perspectives and resources.
In H. Chen, L. Brandt, V. Gregg, R. Traunmüller, S. Dawes, E. Hovy, A. Macintosh, & C. A. Larson (Eds.),Digital government: Advanced research and case studies, and Implementation.pp.421-438.New York: Springer.
Information is one of the most valuable resources in government. Government managers are finding however, that information needed to plan, make decisions, and act is often held outside their own organizations, maintained in disparate formats, and used for widely different purposes. Efforts to bring this data together across boundaries have provided new understanding into just how difficult cross-boundary information sharing is. Finding ways to bring together information and integrate it for use in solving pressing public problems is fast becoming a focus of attention for digital government practitioners and researchers alike. This chapter reports on one such study1 of cross-boundary information integration that revealed three important lessons for creating and sustaining cross-boundary information sharing: 1) interoperability is key, 2) a shift in agency culture is necessary, and 3) the role of policymakers is central to this type of project. Four recommendations for action derived from the case studies are presented as well. Government executives and policy-makers need to ensure the creation of enterprise-wide mechanisms and capabilities such as (1) governance structures, (2) resource allocation models, (3) scalable strategies, and (4) non-crisis capacity.
in W. McIver and A.K. Elmagarmid (Eds.),Advances in Digital Government: Technology, Human Factors, and Policy
In M. Khosrow-Pour (Ed.),Annals of Cases on Information Technology, Vol 7
.Hershey PA: Idea Publishing Group.
In W. Huang & K. Siau & K. K. Wei (Eds.),Electronic Government Strategies and Implementations.Hershey PA: Idea Publishing Group.
In Keyes, J., (ed.),Technology Trendlines
.New York: VanNostrand Reinhold.