The Network Society - University of Massachusetts Amherst

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Central Issues in the Political Development of the Virtual State 167 gent institutionalization of a governance structure for the direction and oversight of cross-agency, or networked, governance. The organization chart depicts the 25 cross-agency initiatives reporting directly to portfolio managers within OMB. This representation is meant only to indicate that oversight and guidance of the projects is exercised by portfolio managers. The managing agency for each project is a federal agency rather than OMB. The projects are not part of the OMB hierarchy. The formal authority for each project belongs to the federal agency designated by OMB as the “managing partner,” or lead agency. The matrix presented below arrays federal agencies along the top of the grid and projects along the left side. Agency partners for each project are marked with an x. The managing partner is denoted by an X in bold-face type. For example, the column and row colored blue indicate that the U.S. Department of Health and Human Services is a partner agency in eight initiatives and the managing partner of two projects, health informatics and federal grants. Each managing partner agency appointed a program manager to lead its project. The program managers are typically senior, experienced career federal civil servants. They have been responsible for developing a consultative process among agencies involved in each project and, in consultation with OMB, they are responsible for developing project goals and objectives. In most cases, program managers were also required to devise a funding plan to support the project in addition to a staffing plan. Neither funds nor staff were allocated as part of the president’s plan. The E-Government Act, the legislation that codified the new organizational structure within OMB, provided for federal funding for the projects of approximately $345 million over four years. But an average of only $4 to 5 million per annum has actually been appropriated by Congress. Strategies developed by each project for funding, staffing and internal governance vary widely and have been largely contingent on the skills and experience of the program manager. So far, the legislature has not adapted organizationally to networked government. This lag in institutional development makes it difficult to build networked systems because appropriations of funds continue to flow to individual agencies and programs within them.
168 The Network Society Table 5.2 Presidential Management Initiative E-Government Projects: Partner Agencies and Managing Partners VA USDA USAID Treasury Statte SSA Smithsonian SBA OP NSF NRC NASA NARA HUD HHS GSA FEMA FDIC EP DoT DoL DoJ DoI DoEd DoE DoD DoC Projects/Departments Consolidated Health Informatics X X X X Disaster Management X X X X X X X X X X X X X E-Authentication X X X X X X X X X X X X X X Grants.gov X X X X X X X X X X X X X X X X X X E-Payroll X X X X X E-Training X X X X X X E-Travel X X X X X X E-Vital X X X X X X X X X X E-Records Management X X X X X X X X GovBenefits.gov X X X X X X X X X X Expanding Electr. Tax Products X X IRS Free File X Federal Asset Sales X X X X X X X X Geospatial One-Stop X X X X X X X X X X X X X Integrated Acquisition Env. X X X X X X X X X Enterprise HR Integration X X X X X E-Clearance X X X X X X X X
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The Network Society From Knowledge
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Castells, Manuel and Cardoso, Gusta
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iv The Network Society Part III: Or
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Figures Figure 2.1—Businesses usi
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Tables Table 2.1—Technological Ac
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Notes on Contributors Jorge Sampaio
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Notes on Contributors xiii and Inst
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Notes on Contributors xv Francois B
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Acknowledgements Although dealing w
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Editor’s Preface This volume expl
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Editor’s Preface xxi analysis of
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Editor’s Preface xxiii in a diffe
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Part I: The Network Society: From K
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4 The Network Society Often, the em
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6 The Network Society social change
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8 The Network Society Let us start
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20 The Network Society Dilemmas of
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Chapter 2 Societies in Transition t
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Societies in Transition to the Netw
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These models that can be given the
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Table 2.2b International comparison
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Table 2.3 Use of the Internet per c
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Table 2.9 International comparison
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Information Technology and the Worl
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ut steadily for the region as a who
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input rose after 1995 from 0.72 per
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ution of IT investment after 1995 r
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Reports. We assume that IT capital
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E-Learning and the Transformation o
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Introduction Chapter 9 The IP TV Re
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The IP TV Revolution 243 in every m
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Figure 9.2 Nevius Media Center Serv
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money. To understand this we must l
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Table 9.1 Downward Internet Streami
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Distributors In a new world media o
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Talent The IP TV Revolution 253 It
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268 The Network Society Smith, A. (
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Free Software and Social and Econom
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A New Form of Production Free Softw
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the rich countries and those of the
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Internet and Society in a Global Pe
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The World Internet Project is based
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Internet Users Watch Less Televisio
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less. Would they watch the same amo
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tainment and the ways in which usag
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Part VI: Policies of Transition to
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Introduction Policies of Transition
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European countries embraced ICT lat
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Policies of Transition to the Netwo
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The first ‘i’ is for informatio
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Chapter 17 ICT as a Part of the Chi
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ICT as a Part of the Chilean Strate
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