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the examination of the 311 program as a practice of government innovation, based on a review of current thinking about the dimensions and components of smart cities. Philly311 is, according to the Mayor of Philadelphia, Michael Nutter, one of his flagship initiatives being carried out to make the City smarter. A case study based on qualitative data from semi-structured interviews with the City’s executives, Philly311 staff, and managers of other related departments allows for a close examination of how the Philly311 service is helping make Philadelphia a smarter city. The remainder of this paper is structured into six sections. Section 2 draws on recent research to outline the characteristics of a smart city and a smart government. Section 3 presents the methodology used in the study and introduces the case. Section 4 presents the case analysis with a particular focus on changes observed in city management and service delivery in the City of Philadelphia and considered to be consequences of the implementation of Philly311. Section 5 discusses challenges the City is facing in operating Philly311 and also opportunities Philly311 offers. Section 6 further discusses the impacts made by Philly311 as one instance of smart city initiatives. Section 7 concludes this paper. 2. CONCEPTUALIZING SMART CITY AND GOVERNMENT Since we consider a smart city as transformation and innovation in city government, we use the “smart city” concept as a foundation to describe a practice of government innovation—in this paper, Philly311. This section introduces and discusses a set of working definitions of a smart city, followed by a review of the core components constituting the concept of a smart city derived from both academic and practical research. Finally, we discuss how a smart government is recognized as one of the core capabilities of a smart city. Table 1. Working definitions of a smart city � “An urban area functioning and articulated by modern information and communication technologies in its various verticals, providing ongoing efficient services to its population” [2]. � “A city well performing in a forward-looking way in economy, people, governance, mobility, environment, and living, built on the smart combination of endowments and activities of selfdecisive, independent and aware citizens” [12: p. 11]. � The foundational concepts are instrumented, interconnected, and intelligent city. “Instrumented refers to sources of near-realtime real-world data from both physical and virtual sensors. Interconnected means the integration of those data into an enterprise computing platform and the communication of such information among the various city services. Intelligent refers to the inclusion of complex analytics, modeling, optimization, and visualization in the operational business processes to make better operational decisions” [15: p. 1]. � “A city striving to make itself ‘smarter’ (more efficient, sustainable, equitable, and livable)” [Natural Resources Defense Council: smartercities.nrdc.org] � “The use of Smart Computing technologies to make the critical infrastructure components and services of a city––which include city administration, education, healthcare, public safety, real estate, transportation, and utilities––more intelligent, interconnected, and efficient” [24: p. 2]. 311 Several working definitions of a smart city can be found in the literature (see Table 1). They share some features as well as have some unique aspects. For example, while Giffinger et al. [12] view a smart city as one performing in a “forward-looking” way, the Natural Resources Defense Council considers “smarter” as more efficient, sustainable, equitable, and livable. Harrison et al. [15] conceptualize a smart city in a technological sense as instrumented, interconnected, and intelligent. Similarly, Washburn et al. [24] see a smart city as intelligent, interconnected, and efficient. The definitions from Anavitarte and Tratz-Ryan [2], Harrison et al. [9], and Washburn et al. [24] each emphasize the role of information and communication technologies (ICTs). The technologies include smart computing [24] and a range of instruments such as sensors, kiosks, meters, personal devices, appliances, cameras, and smart phones [15]. In sum, a smart city is defined with some key elements including meanings of smartness in the urban context, the role of technologies in making a city smarter, domains that need to be smart, and infrastructures and services that are provided to the population. The definitions taken together provide a roadmap for cities seeking to become smarter. Washburn et al. [24] highlight seven key areas where cities are investing in becoming “smarter” including city administration, education, healthcare, public safety, real estate, transportation, and utilities. Giffinger et al. [12] identifies six key aspects of a city where smart cities are seeking to have an impact from their investments: economy, people, governance, mobility, environment, and living. Chourabi et al. [6] put forth eight components of a smart city: technology, management and organization, governance, policy, people and communities, economy, built infrastructure, and natural environment. The components of a smart city included in the definitions are further specified in both academic literature and practical reports. Recent studies discuss definitional components and conceptual dimensions of a smart city. Nam and Pardo [20] suggest three conceptual dimensions of a smart city—i.e., technological artifacts, people and communities, and institutional arrangements—by exploring a wide array of recent research focusing on a smart city and/or similar (often interchangeably used) labels such as an intelligent city, innovative city, information city, knowledge city, and creative city, among others. Nam and Pardo [20] consider a smart city as a more comprehensive concept comprising such diverse similar labels. Technology is central to defining a smart city, but a smart city cannot be built simply through the use of technology. Importantly, technology is a means to enable social, environmental, economic, and cultural progress. Smart cities thus must be capable of sustaining such progress across the diversity of components and conceptual dimensions [1,17]. Along with this view, smart city initiatives driven by municipal governments can be characterized as innovation in multiple dimensions—i.e., technology, management, and policy [21]. Three smart city ranking tools and frameworks merit attention as comprehensive sets of components of smart cities. The ranking system to score European medium-sized (population between 100,000 to 500,000) cities (www.smart-cities.eu) includes six categories of smart city evaluation indicators: economy (competitiveness), people (social and human capital), governance (participation, transparent governance, the functioning of the
administration), mobility (transportation and ICT), environment (natural resources, environmental protection, sustainable resource management), and living (quality of life, cultural facilities, health, safety) [12]. IBM’s core city systems are categorized into three systems: operating systems (city services system comprising public service management and local government administration), user systems (citizens system comprising health, education and public safety, and business system), and infrastructure systems (transport system, communication system, water system, and energy system) [8,9]. In IBM’s framework, city governance and city strategy connect across the seven systems. Forrester Research’s white paper [24] suggests seven critical infrastructure components and services of a smart city including city administration, education, healthcare, public safety, real estate, transportation, and utilities. Table 2 compares the comprehensive sets of smart city components suggested by Chourabi et al. [6], European mid-sized city evaluation tool [12], IBM [8,9], and Forrester [24]. While each includes technology and government as components (public service management and local government administration), each model also stresses unique components. Table 2. Components of a smart city Chourabi et al. [6] European mid-sized cities [12] IBM [8,9] Forrester [24] Technology √ √ √ √ Management & administration √ √ √ √ Governance √ √ √ City services √ √ √ People and communities √ √ Economy √ √ Built environment √ √ Natural √ √ environment Note. City services broadly include transportation, safety, heath, water, energy, housing, and culture. As shown in Table 2, one of core components of a smart city is a smart government because a city government is a central actor that plays a pivotal role to lead and coordinate smart city initiatives and efforts. In the IBM core city system that Dirks et al. [9] suggested, the concept of a smart government comprises public service management and local government administration as key components. Thus city management and city services can be identified as two main dimensions of a smart government. Some previous conceptual studies defined the dimensions of management and service in smart city activities. Since a smart city is considered urban innovation, smart city initiatives can be characterized as government innovation in management and services [21]. Nam and Pardo [21] considered a smart city in the aspect of government management as enhancing efficient, effective management both in front-office and back-office operations of city government. They also defined managerial innovation of a smart government as “a mechanism to create managerial and organizational capabilities for effective use of technological tools and conditions” [21: p. 187]. On the other hand, Dirks et al. [8] defined a city services system as “the 312 operational activities and coordination of service delivery provided by the city authority” (p. 5). In particular, smart service means “tailoring services to the needs of individual citizens” and “using technology to integrate the information systems of different service delivery agencies to enable better services for citizens [8: p. 11]. In line to these concepts of management and service as smart government dimensions, many discussions of a smart government have been recently made. According to Chourabi et al. [6], management and organization of a city government and its governance with other actors are key success factors of smart city initiatives. The smart city model suggested by Giffinger et al. [12] underscores smart governance as a larger category including a smart government. The smart governance component comprises participation in decision making and transparent governance. In the model of Giffinger et al. [12], the quantifiable measure of transparent governance represents citizen satisfaction with transparency of bureaucracy and with fight against corruption. Washburn et al. [24] saw efficient management of city operations and effective delivery of city services as key to smart government: An efficient city administration that provides services to its citizens and fosters businesses is essential to today’s service-based economy. A smart government service is informed about its city’s condition and is able to reach its citizens effectively. A core component of this function is using communication and collaboration technologies to manage city operations. … Moreover, it uses data and scientific analysis in all phases of the decision-making process to improve the economy and quality of life. (p. 5–6) Thus smart city administration should contribute to greater efficiency, effectiveness, and the improvement in decision making. Dirks et al. [9] identify local government expenditure and staff as prerequisites of a smart government. Elements of the smart system for management and operation include coordinated service delivery, e-government application, and the use of ICT for service delivery. Outcomes of a smart government appear as increased efficiency and effectiveness of service delivery [9: p. 5]. To sum, a smart government is expected to increase efficiency, effectiveness, and transparency in organizational management and service delivery. A smart government also may promote coordination and collaboration among city departments and with other external organizations and citizens. Thus a smart government can facilitate non-governmental entities’ participation in decision making and monitoring of service delivery. In this sense, a smart government should include governance with both internal (within government) and external actors. Reflecting on this discussion, we create the metrics of assessing a smart government and will use it to the case of Philly311, as exhibited in Table 3. Efficiency Table 3. Metrics for assessing a smart government Effectiveness Transparency Governance Management Service
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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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advanced initiatives specifically d
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involved later [22]. Several instit
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among lecturers and students parall
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2. COMPARATIVE E-GOVERNMENT IN LATI
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governments can innovate or be disc
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2. E-GOVERNMENT AS IS 2.1. E-Govern
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ankings on the formation of nationa
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Framework for Useful Transparency W
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are doing a good job overall in reg
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The Circular Continuum of Agencies,
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continue to rely on dial-up Interne
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this time the authors continue to w
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government agencies should consider
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The critical success factors for we
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include customers and competitors,
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Websites or columns for MFWs In thi
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According to our investigation, the
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Construction of Inter-regional Publ
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The Development of Public Smart Pho
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Stage Description 1 st stage (Simpl
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Understanding Citizens’ Perceptio
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performance compared to those provi
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Session 5 Information Sharing, Mode
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arising as a result of these two bi
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forms for the system. At the same t
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further investigation of the relati
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5.3.10 Commitment Both personal and
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law. Virginia Journal of Internatio
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available to others” [5]. Informa
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conflict around information sharing
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for understanding information polic
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primarily on the information flows
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On Public Service Provision Informa
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employs workflow management technol
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o Information. Represents any infor
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common documents repository at the
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Figure 15. Full model of Passport I
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142
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policies to prevent government agen
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ecause the majority of the shared i
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A Patent System Ontology for Facili
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uilt on top of the semantics of RDF
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dynamically derive relevancy based
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Figure 6. Cross-‐Reference betw
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Category II: After identifying some
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[8] De Nicola, A., Missikoff, M. an
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oral option, it also allows for a m
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mapping of citizens would ensure un
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Here the authors wish to extend the
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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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Page 320 and 321: SUPPLEMENTARY TABLE 1. RESULT OF SE
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Page 332 and 333: Investigating the Relationships bet
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Page 357 and 358: A Literature Review: IT Governance
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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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