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technical requirements, system features, compatibility, and ICT infrastructure were identified as main technical factors which influenced the effectiveness of technical exchange between the Saudi MoH and CDC. 5.1.1 Ease of Use The system as implemented is perceived as being easy to use as revealed by the case study. Participants representing the Saudi team said: “The system, as a system, was not so complicated.”, “The system is very user friendly from the perspective of the end user.” The ease of use of the implemented system minimized the time and energy required to learn how to use it, and increased the likelihood of successful adoption within the available time frame as pointed out by one participant: “Understanding the system and how it works did not represent an issue for us at all, and we were able to learn it in a short period of time.” 5.1.2 The Ability to Meet Technical Requirements The ready availability of the required hardware smoothed the acquisition of the required resources, which in turn accelerated the implementation process for the Hajj-MDSS. Participants were able to avoid challenges stemming from a lack of the required technical resources, as discussed by participants: “There were no challenges associated with obtaining the required hardware devices. The purchasing process was handled smoothly, and was completed in about one day. The servers, too, were readily available and inexpensive.” 5.1.3 System Features The study points to the importance of considering national and organizational contexts during the selection process of any system to be adapted to suit a new context. In this instance, the selected software lacks important features such as the support for Arabic and the Hijri Calender (HC), which is the official calendar in Saudi Arabia. Top level management at the Saudi MoH adjusted to these limitations, and agreed to move forward using the Gregorian calendar and English language. These limitations did, however, place an undue burden on those Saudi public health practitioners who worked with the system, as top level management at the MoH decided to maintain the existing paperbased system while integrating the new one. 5.1.4 Compatibility The selected software relies on Extensible Markup Language (XML) to facilitate the sharing of structured data across the different components of the MDSS. While XML is becoming the standard for electronic data exchange and serves the needs of the implemented system well, it also carries with it some particular disadvantages which negatively influenced the potential effectiveness of the system. In this instance, there was other required software which was incompatible with XML files. Most importantly, the XML data format is not compatible with the InstantAtlas software used to display data for decision makers. To display the data using InstantAtlas, participants had to translate the XML data file to a discrete data file manually, which was a time consuming process. The process influenced the quality of displayed data to some extent. 5.1.5 ICT Infrastructure The implemented system is dependent on two telecommunication modalities: the Internet and a cellular network. The use of these communication modalities peaked during the Hajj, and resulted in congested communication traffic, which in turn negatively 117 influenced the functionality of the system during the 2009 Hajj, as discussed by multiple participants: e.g. “The system relies on a communication network to facilitate the transfer of data from the field and public health facilities to the server, using the mobile phones' SIM cards and the Internet. Network traffic peaked during the days of the Hajj, leading to critical technical challenges, but there was no way to discover these challenges prior to the onset of the implementation process.” 5.2 Knowledge and Information Context The case study identified codifiability, perception of the content’s value, sensitivity, and confidentiality as additional factors that influenced the effectiveness of knowledge and information exchange during the collaboration toward adopting the Hajj- MDSS. 5.2.1 Codifiability A portion of the content exchanged was explicit and easily expressed in written form [Table 4]. The case study found that this type of content is easy to share among TPSKN participants. The ready and frequent exchange of such content allowed participants to speed up the implementation process, in turn allowing more time for the exchange of the type of tacit content which required direct interaction. One clear example of this type of content is the system requirements that CDC experts sent to their counterparts in the MoH in written form. Saudi IT specialists commented that the system’s requirements were clear, and they did not encounter any difficulties in interpreting them: “The CDC gave us the database design and the technical specifications of the needed resources. We studied these specifications on our own and obtained the required smart phones, servers, and other technical resources.” 5.2.2 Value All interviewees noted the high degree of transparency, and stressed that content was freely exchanged between both sides. One Saudi participant commented: “Any time we were set to conduct an activity which required the exchange of specific expertise, we found [the CDC] here and willing to assist.” Similarly, one CDC participant noted, “We were able to access all of the information we needed to conduct our work.” The study focused on data stored within the system. This data consists of both important information about reported cases and confidential patient information. Participants answered questions related to their perception of the value, sensitivity, and confidentiality of this data. The case study revealed that the value of this data was limited to decision making during the Hajj, and for subsequent research purposes. The Saudi MoH presented no obstacles or objections to sharing this data with researchers. As the CDC experts were there to assist in decision-making, this attitude facilitated the exchange of system data amongst and between all participants as revealed in the case study. 5.2.3 Sensitivity In this case, while participants from the Saudi side discussed the insistence of the Saudi MoH on having control over the data stored within the system as they consider such data as being sensitive, the preference for having full control over the data did not influence the intention to share that data with the CDC, as the study has shown. This would not have been the case, however, if the intention of the CDC had been to secure full access, retain full control over the data, or connect the system to other existing systems. Providing evidence for the latter statement requires
further investigation of the relationship between the “intention to have control” and “the intention to share”, presenting one avenue for further research. 5.2.4 Confidentiality The system’s data was considered to be confidential by participants representing the Saudi MoH as it contains patients’ information. Such confidentiality did not prevent the CDC team from accessing the data required to conduct their work effectively and efficiently, although it did restrict the means of access, as explained in following quote: “Data were all secured, and located in the server, so that no individual could gain access to it without prior permission. The specialists from the CDC were able to access some data independently, and we provided them with the aggregated data as needed, so that they could assist us in the analysis. As a result, they were able to access the aggregated data, and there was no pressure exerted on their part regarding full data access.” 5.3 Organizational Context A number of organizational-level factors were identified in the course of the case study. These factors include: goals and interests, values, trust and past relationships, executive support, authority and hierarchical structures, leadership, resources, skills, capabilities, commitment, organizational culture, and perceived risk. 5.3.1 Goals and Interests The goals and interests of participating organizations played significant roles in bridging the intention distance, and thus in promoting and sustaining the collaboration. This can be attributed to three distinct factors: the alignment between the goals of collaboration and the respective missions and visions of both the Saudi MoH and the CDC; the consistency of the goals of collaboration amongst the various participants; and, mutual interest. For the Saudi MoH, the Hajj-MDSS discussed in this case study represents one element of a larger set of tools and strategies which were implemented to address the challenges imposed by the H1N1 pandemic during the 2009 Hajj. Accordingly, the goals of implementing this system were linked to other, larger, goals. One manager at the Saudi MoH pointed out that, “The ultimate goal of this collaboration was to protect the well-being of Hajj pilgrims.” In a similar vein, the goals of the collaborative effort were closely aligned with the CDC's vision and stated mission. Historically, the CDC has used its scientific expertise to assist other countries in improving their public health capacities and conditions for more than 60 years. It follows that assisting the Saudi MoH in implementing a system for monitoring H1N1, and controlling the spread of a major global pandemic, was aligned with that part of the CDC mission which focuses on “collaborating to create the expertise, information, and tools that people and communities need to protect their health (HHS, 2012).” One participant at the CDC responded to a question asking about the primary goals of the CDC by saying: “The main purposes of all CDC international activities are two-fold: sharing experiences, and building local capacity.” Second, the consistency of the goals of collaboration amongst participants played significant role in the success of the collaboration. As revealed in the case, participants were clearly and consistently working toward achieving the same goals. 118 Accordingly, they were able to avoid conflicts, and focus exclusively on achieving their mutual goals. Also, working towards the same goals enhanced the productivity of participants from both sides, and led to an open environment where participants were better able to freely exchange their expertise. Finally, it is evident that the Saudi MoH was in need of assistance in implementing the Hajj-MDSS in a period covering less than five months. As such, there was a real and acute need to collaborate with the CDC, which possessed the experience and expertise required to ensure successful implementation. Regarding the CDC, participants on the Saudi side believe that the access the CDC obtained to the Hajj through this collaboration added to the accumulated experiences, and thus to the potential effectiveness, of the CDC and its researchers. 5.3.2 Values Participants pointed to organizational values as one of those organizational characteristics which motivated the Saudi MoH to collaborate with the CDC. While one participant said: “The CDC is an organization that has values, and that is why the management at the MoH was so welcoming towards the idea of a collaborative effort. When the CDC’s experts come to you, they come to do the work and give you the knowledge and expertise you need. Also, they don’t flatter you, or tell you everything is OK. They get directly to the point and propose clear solutions.”, another one commented, “I recommend government organizations avoid collaboration with counterparts that look for profit, and which lack collaborative values.” 5.3.3 Trust and Past Relationships Trust played a significant role in establishing, developing, and maintaining inter-organizational relationships. This was evident throughout the duration of the collaboration between the Saudi MoH and the CDC. One participant commented: “Mutual trust is the most important factor in any transnational collaboration.” The high level of trust was a product of the historical relationships that bridged relational distance. The existing relationship also helped to bridge organizational and knowledge distances, and allowed both organizations to get to know each other still further, as commented on by one of the participants: “Previous collaborative efforts contributed to the success of the system we implemented during the Hajj. We did not start from scratch, as they already had prior experiences with our program, and they were familiar with its strengths. At the same time, we knew what they had to offer, their capabilities and their skills.” 5.3.4 Executive Support The case study found that the support of top executives played a critical role in promoting the collaborative process by dedicating additional resources as needed. Participants at the management level discussed the effect of executive support and involvement, and said: “The minister and the Deputy Minister of the AAPM provided unlimited support, and gave us unlimited authority to acquire all of the resources needed to ensure the successful implementation of the system.”, “The support we received from the minister played a major role in the eventual success of our collaboration with the CDC. I believe the access to our minister was very easy, and this made our entire mission easier. Without that access, and his presence and follow-ups, our work would have been much more difficult.”
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2012 ALBANY, NEW YORK UNITED STATES
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Foreword The 6 th International Con
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Table of Contents Forward .........
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Session 10: ICTs & Governance Trans
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o Revival of Farming Community with
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International Steering Committee Jo
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Jim DAVIES, Computing Laboratory, U
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Session 1 Open Government Data
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the combination of their moral sent
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involve the creation of a Network o
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approach [28] to expose indicators
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4. IMPLENTING PAR In order to come
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conclusions that might arise rom th
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6.3 Large Scale Implementation In r
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Implementation Framework for Open D
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2) Usage: Assessed by quantifying t
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Increasing Kenyan Open Data Consump
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insight into available data resourc
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New Perspectives for Electronic Gov
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Not without reason therefore that t
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Another principle adopted by this s
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access to public information, chang
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Open Government 2.0: Citizen Empowe
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As a third finding, we also found a
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Session 2 E-democracy & Participati
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two polarized (optimistic or utopia
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through aggregating, shaping, and c
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in-depth expert interviews, and wer
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government made of citizens’ cont
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[8] Putman, R.D. 1994. Making Democ
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The third stream of studies reviewe
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interests, gaining access to inform
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2. THEORETICAL FOUNDATION 2.1 The P
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epresentatives from the three main
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While letters to the editor could b
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person. Table 5: Public sphere char
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[32] Yang, S., H. Lee, and S. Kurni
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In March 2000, just a couple of mon
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society the gap will close [2]. The
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A New Roadmap for Next-Generation P
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needs and the activities of policy-
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[18] Moss, S., (2010). Policy Model
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2.1. National digital inclusion exp
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Page 93 and 94: involved later [22]. Several instit
Page 95 and 96: among lecturers and students parall
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Page 101 and 102: 2. E-GOVERNMENT AS IS 2.1. E-Govern
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Page 106 and 107: Framework for Useful Transparency W
Page 108 and 109: are doing a good job overall in reg
Page 110 and 111: The Circular Continuum of Agencies,
Page 112 and 113: continue to rely on dial-up Interne
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Page 116 and 117: government agencies should consider
Page 118 and 119: The critical success factors for we
Page 120 and 121: include customers and competitors,
Page 122 and 123: Websites or columns for MFWs In thi
Page 124 and 125: According to our investigation, the
Page 126 and 127: Construction of Inter-regional Publ
Page 128 and 129: The Development of Public Smart Pho
Page 130 and 131: Stage Description 1 st stage (Simpl
Page 132 and 133: Understanding Citizens’ Perceptio
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Page 136: Session 5 Information Sharing, Mode
Page 139 and 140: arising as a result of these two bi
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Page 145 and 146: 5.3.10 Commitment Both personal and
Page 147 and 148: law. Virginia Journal of Internatio
Page 149 and 150: available to others” [5]. Informa
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Page 157 and 158: On Public Service Provision Informa
Page 159 and 160: employs workflow management technol
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Page 169 and 170: policies to prevent government agen
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Page 174 and 175: A Patent System Ontology for Facili
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Page 180 and 181: Figure 6. Cross-‐Reference betw
Page 182 and 183: Category II: After identifying some
Page 184 and 185: [8] De Nicola, A., Missikoff, M. an
Page 186 and 187: oral option, it also allows for a m
Page 188 and 189: mapping of citizens would ensure un
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http://www.ecp.gov.pk/Reports/SPStr
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will enable to assess and confront
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The underlying DeLP process is as f
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Preparing for Digital Curation Gove
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semester hours. Nine of the forty-f
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REGNET: Regulatory Information Mana
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Search Terms/ Concepts References D
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4. COMPARATIVE STUDIES OF REGULATOR
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1105.4 [6] Content of Section 1105.
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Pollution Prevention Guide for Vehi
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From Information-Poor to Informatio
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To address the divide, specific gov
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ICT for Development and the MuNet P
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competencies and skills, contributi
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ICT Policy in Africa - A Comparativ
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essential and necessary to guide th
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Kenya it is the minister for Inform
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of existing Public Internet Access
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the policy process e.g. formulation
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Laggards or Victims of Socioeconomi
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Figure 3. Facilities & Services Enj
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Promoting user uptake of e-governme
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It was also decided that it was nec
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Session 8 Measurement 1
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technology (IT) projects by governm
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Gap = 5; The weak and unreliable In
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6. ACKNOWLEDGEMENT We are grateful
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aspects are hardly discussed as the
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service level agreements. The inter
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concensus of all participants, the
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Furthermore, it is understood from
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Mobile Technologies on the Internet
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of mothers. Based on this reason, w
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5.1.4 Precedence Plots Based on com
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3 indicators are similar but not th
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Latitude 10°�S 9°�S 8°�S 7
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7. CONCLUSION According to ORDIT an
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include but not limited to: payment
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Categories Only XSS (%) Table 2: Di
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From table 3, it can be deduced tha
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Session 9 Social Media in Governmen
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1. What kind of social media servic
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4.2.1 Facebook Usage Figure 3. Perc
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Government Crisis Communication on
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estoration theory. He termed it as
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Table 3. Strategies for Pre-crisis
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accounts, among which seven message
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information in the crisis event sta
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Government Official Microblogs: An
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It is worth mentioning that, while
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Managing Chinese Government Microbl
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due to their tremendous influence,
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3. ACKNOWLEDGEMENT This research is
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3) Established year: to specify the
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Figure 6. Language used in Hong Kon
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E-Government and Transformation of
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and domestic as well as internation
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4.6 Computerisation of Railway Tick
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abysmally low (2.25). In addition t
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Evaluating and Assessing a Typology
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Exhaustiveness indicates that all c
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Fig. 1 Spatial Unit Fig. 3. By whom
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SUPPLEMENTARY TABLE 1. RESULT OF SE
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Explaining the eGovernment Paradox:
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eGovernment services to a large ext
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policy agenda, as Heeks [10] says,
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Implementation Plan’s outcomes an
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Conference on eGovernment (pp. 90-9
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Investigating the Relationships bet
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hybrid or authoritarian regime. Bov
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Technologies, Tools and Web 2.0 in
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with resources, peers and experts w
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cluster were: Court Clerks; Court,
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(8 questions) and the third subpart
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http://ux.brookdalecc.edu/governanc
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the examination of the 311 program
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3. CASE STUDY METHOD This study use
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discuss departmental performance at
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or laptop computers. Internet conne
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[2] Anavitarte, L. and Tratz-Ryan,
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A Literature Review: IT Governance
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Interviewees Useful? Table 3. Inter
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Assessment of Success Factors of e-
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In view of different theoretical ap
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approximate figure of 60% of intern
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difference between its priority and
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Computer Supported Contractor Selec
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(2) conduction of the public auctio
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E-Government Success Factors in the
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creating different incentives and p
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American and the Caribbean Institut
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* Note: A 7-points Likert scale was
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showed to be useful, for collecting
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Public CIO, Figurehead or Decision-
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4.2 Operative CIO The Operative CIO
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Session 12 Implementation & Impact
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NYSED is responsible for collecting
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considered markers that are able to
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many of the MDGs. The direct impact
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strongly believed that local govern
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Goal Variables Measurements 2 3 Com
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Hypothesis Variables Endogenous Exo
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[16] Joreskog, K.G., and Sorbom, D.
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GoN has addressed the challenge to
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Figures 6 and 7. Computer classes a
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ICT-enabled Delivery of Maternal He
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3. E-HEALTH 3.1 ICTs and Health Com
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Chart 1 [40] GHANA - Total Telephon
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change their behaviour, improve the
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activities such as the MoTeCH partn
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If We Build it Will They Come? A Mi
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The methodology contains inherent l
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information about their broadband s
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Session 13 E-democracy & Participat
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attempt to influence future behavio
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Evidence shows that cognitive facto
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success factors for eParticipation[
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structure of the forum as well as t
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government as well as augmenting di
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Figure 1: Message content 4.3 Messa
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Figure 6: Associated levels 4.10 At
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improve the government management e
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Session 14 Information Structure
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2. HEALTHCARE IN RURAL INDIA Health
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Cloud Data Center Internet Service
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Reliability of data: data collected
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Information System (NHIS). A Nation
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charge are either not aware of the
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from this medium. Additional securi
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attacks require the adversary to ma
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actions with yet unknown recipients
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Session 15 Measurement 2
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2. LITERATURE REVIEW 2.1 Electronic
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Among the main limitations and chal
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Furthermore, our study demonstrates
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E-Government Portals in Central Ame
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13 Guadaloupe 31.74 14.19 14 Aruba
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Evolving e-Government Benchmarking
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judgments are made about the qualit
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percentage of online availability o
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methodology, and few national gover
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integrating them worth it? Because
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Impacts of the Public Procurement R
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Not all the municipalities have the
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3. HYPHOTESIS AND RELEVANT QUESTION
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58% of the buyers believe that the
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A strategy of evolution of the mark
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Posters
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Russian Federation legislative prop
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Figure 1. Document Flow and E-DRM P
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We further assume that each key tar
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egion that is more representative o
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2.2 C-DAC C-DAC’s PARAM series of
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The Metropolitan Area Planning Coun
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expanded functionality in three are
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For each case, semi-structured inte
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Figure 1. Comparative analysis on t
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projects and their on-site images.
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key challenges of Enterprise System
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5. PART THREE: E GOVERNMENT APPLICA
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Following the research objectives,
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From Inter-Agency Information Shari
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479
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more and more valuable with the gro
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Implementation of Integrated Tax Sy
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Information Sharing in Inter-depart
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Interagency Collaboration in Provid
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489
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noted. The list of basic e-services
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the description of procedure for mo
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Opportunities for Improving eGovern
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Prioritization and Geo-Spatiotempor
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[4] R.Bruggemann and Ganapati P. Pa
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equirements. A direct communication
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Stage - 2: Here the actual software
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membership associations, recreation
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Fig 1 : Agriculture Revolution 3. P
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sector, private sector, and civil s
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System For Measuring e-Gov: A Multi
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The Digital Divide’s Devaluing of
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[3] Coursey, D., & Norris, D.F. (20
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In Brazil, electronic accessibility
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2) The areas to which mobile and wi
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2. OVERVIEW OF DISTRICT MAPPING The
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3.4 Driving License Driving License
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and socio-economic backgrounds. The
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Figure - 2: eGovernment Implementat
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Tutorial: Digital Curation for Publ
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ut also provide sufficient detail o
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ABM is known as a bottom-up simulat
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5.2 Relation to Empirics “Where d
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Larson, Elizabeth .................
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