THE 14TH WASEDA – IAC
INTERNATIONALDIGITAL GOVERNMENTRANKINGS 2018 REPORT
October 2018, Tokyo, JapanThe Institute of D-Government at Waseda University, Tokyo incooperation with the International Academy of CIO (IAC) has released
the results of its 14th International D-Government rankings survey for
2018.

Edited by: Prof. Dr. Toshio OBIExecutive Summary(Prof. Dr. Toshio Obi)

14th Annual Survey with 10 Indicators (35 sub-Indicators)
The Institute of Digital Government, Waseda University headed by Dr. Toshio Obi,
has released the results of 2018 Waseda-IAC International Digital Government ranking
survey for the 14th consecutive years. This survey is conducted by the distinguishedexperts from Waseda University and ten world-class universities under the umbrella of
the International Academy of CIO in the field. These Institutions are Waseda University(Japan), Peking University (China), George Mason University, (USA), Thammasat
University (Thailand),Bandung Institute of Technology (Indonesia), National Universityof Singapore (Singapore), RANEPA (Russia),University of Turku (Finland), Bocconi
University (Italy), Taiwan e-Governance Research Center (Taiwan) and De La Salle
University (Philippines).
Thanks for their contributions to the multi-stages of the evaluation and analysis. Both
Digital Innovation and Digital Economy become the key to economic growth andchallenges in line with the target of Digital Government.
Warning Signal against Digital Divide and Innovation Gap
The 2018 ranking survey marks Denmark jumping at first place, followed bySingapore in 2nd which was the top position last year, the United Kingdom in 3rd, Estonia
in 4th, the USA in 5th, South Korea in 6th, Japan in 7th, Sweden in 8th, Taiwan in 9th, andAustralia ranked 10th as the top group.
As a matter of fact, most governments have increased their excellent achievements
in citizen-centric approach and demand-pull online services. This report provides an early
warning signal against increasing digital gap and innovation among nations.
In the middle of overall ranking, there are many countries which increased or
decreased their ranks compared to the ranking in a few years. Ten main indicators and 35
sub-indicators evaluate the process of Digital Government ranking in 2018. In addition,
we keep some countries for the evaluation target is 65th countries (economies). The 2018
rankings are summarized based on a combination of Waseda University and IAC(International Academy of CIO), during one year survey, and we prepare the relevant
reports from many international conferences and meetings with institutions organizedsuch as APEC, ITU, and OECD, as well as receiving the comments from experts of IAC
member universities.
This report contains Chapter II [Ranking by indicators and Sector Analysis] with ten
indicators, Chapter III, IV, and V, as rankings by organizations, size of population andiGDP and Regions, and Chapter VI [New trends and Highlights], Chapter VII forcomparison among others ICT rankings, Chapter VIII for methodology. Chapter IX showsa contribution list, Chapter X is for professor Obi as one of the World’s 100 Most
Influential People in Digital Government, Chapter XI is the International Academy of
CIO and Capacity Building for ICT Leaders (2004‒2017), and Chapter XII is 65 country
reports.
Emerging Technologies-AI, Blockchain for Digital Government
The 2018 rankings also point to significant trends in the usage of ICT in government
activities. The report shows that there are some new trends and they continue to growstrongly in the coming years. An analysis for 14 years of the Waseda University – IAC
Digital Government Rankings Survey indicates the following five highlights of the new
trends: these are (1) re-definition of e-government, (2) Usage of AI and IoT for Digital
Government, (3) Expanding the Scale of Smart City and e-local government, (4)Blockchain Technology for Digital Government, and (5) Digital Government for AntiCorruption.
In the context of continuing ICT development, especially the rising of AI, IoT, Big
Data, and Cloud Computing, the development of destructive technologies has some
impact on the promotion of Digital Government in 2018. Although there are lots offluctuations in the usage of AI and other technologies, these have not yet made muchprogress on the activities of the digital government. Few countries have adopted both AI
and IoT to improve the quality of service and productivity of work, most of which areconcentrated in developed countries such as Denmark, top of the ranking 2018.
In addition to the above topics of highlights, there will be six challenges in Digital
Government to be solved. They are “Digital Innovation－Cloud computing, IoT, AI
applications”, “Ageing Society with skyrocketing population ageing”, “Globalization ofOpen Innovation”, “Digital Divide for global and local communities”, ”Urbanization with
Mega-Smart city-harmonization of urban and rural communities” and “Cooperation
between Central and Local governments”. The UN’s SDGs do not mention on Digital
Government. However, Digital Government could support the smooth digitaltransformation needed for each SDGs sector.
For the details, a full ranking report on 2018 Rankings with all 65 Country Reports
is attached, and also you may access to the IAC homepage (http://iacio.org/) or contact
with Institute of Digital Government, Waseda University, Tokyo, Japan(obi.waseda@gmail.com).

ii

Acknowledgments
The 14th Rankings survey 2018 has been conducted by both Waseda University andInternational Academy of CIO. There were 2 Expert meetings held for the preparation of
the publication. One was in Kazakhstan on June 28th, and another was in Taipei on
October 3rd, 2018, to discuss the topics and methodology as well as scheduling andscoring. The 2018 edition is successfully prepared by the group of the 11 international
experts: Prof. Dr. Toshio Obi, Prof. Dr. J.P Auffret, Prof. Lim Swee Cheang, Prof. Dr.
Luca Buccoliero, Prof. Dr. Suhono Harso Supangkat, Prof. Dr. Fracisco Magno, Prof. Dr.
Fang Chun Yang, Dr. Jirapon Sunkpho, Prof. Dr. Alexander Ryzhov, Prof. Dr. Tomi
Dahlberg, Prof. Dr. Pin-yu Chu, and 5 researchers Dr. Nguyen Manh Hien, Dr. Nguyen
Ngoc Anh, Dr. Pingky Dezar Zulkanain, Dr. Yang Yao, and Mr. Bandaxay Lovanxay at
Institute of Digital Government, Waseda University as well as Steering Committee
Faculty members.
We have many articles which contributed by international experts and seniorresearchers such as Prof. Dr. Auffret of George Mason University, Prof. Dr. Iwasaki of
Waseda University, Prof. Dr. Suhono of Bandung Institute of Technology, Dr. Jirapon
Sunkpho of Thammasat University, Prof. Lim Swee Cheang of National University ofSingapore, Prof. Dr. Pin-yu-Chu of Taiwan e-Government Research Center, Dr, Nguyen
Manh Hien, Dr. Nguyen Ngoc Anh, Dr. Pingky Dezar Zulkarnain, Dr. Yang Yao, and Mr.
Bandaxay Lovanxay of Institute of Digital Government, Waseda University. Also, 54
students at the Graduate Schools of International relation and Political Science and 7
Professors at the Institute of Digital Government have supported this big project.

iii

TABLE OF CONTENTS
Executive Summary ......................................................................................................... i
Acknowledgments .......................................................................................................... iii
I.

2018 Overall Ranking .......................................................................................... 1

II.

Digital Government Ranking by Indicators and Sector Analysis .................... 6

1. Network Preparedness/Digital Infrastructure......................................................... 8
2. Management Optimization ..................................................................................... 8
3. Online Services/ Applications ................................................................................ 9
4. National Portal/Homepage ................................................................................... 10
5. Government Chief Information Officer (GCIO) .................................................. 10
6. Digital Government Promotion.............................................................................11
7. E-Participation/ Digital Inclusion ........................................................................ 12
8. Open Government Data ....................................................................................... 12
9. Cyber Security...................................................................................................... 13
10.
III.

The use of Emerging ICT ................................................................................. 14
Digital Government Ranking by Organizations ............................................. 16

1. Ranking of APEC Economies .............................................................................. 16
2. Ranking of OECD Countries ............................................................................... 17
IV.

Digital Government Ranking by the Size of Population and GDP................ 19

1. Ranking in Big Population Countries (bigger than 100 million) ......................... 19
2. Ranking in Small Population Countries (Less than 10 million) .......................... 20
3. Ranking in Top 10 Countries with the Highest GDP. .......................................... 21
V.

Digital Government Ranking by Regions ........................................................ 23
1. Ranking in Asia-Pacific Countries ....................................................................... 23
2. Ranking in Americas Countries ........................................................................... 24
3. Ranking in European Countries ........................................................................... 25
4. Ranking in Africa, the Middle East, and CIS Countries ...................................... 26

VI.

New Trends of Digital Government in 2018..................................................... 28

1. Re-definition of e-Government ............................................................................ 28
2. Usage of AI and Blockchain for Digital Government.......................................... 31
iv

3. Expanding the Scale of Smart City and e-Local Government ............................. 39
4. Blockchain Technology for Digital Government ................................................. 59
5. Digital Government for Anti-Corruption ............................................................. 62
VII. Comparison......................................................................................................... 69
1. Historical Trends of the Ranking ......................................................................... 69
2. Comparison of Rankings by International Organizations .................................... 70
3. Indicators of International Organizations............................................................. 73
VIII. Methodology ....................................................................................................... 75
1. Formulation .......................................................................................................... 75
2. Processes of Evaluation ....................................................................................... 76
IX.

Contributors List (● indicate group leader) ................................................. 78

1. List of Global Experts Group ............................................................................... 78
2. List of Professors and Experts at Institute of Digital Government, Waseda
University ................................................................................................................... 78
3. List of Researchers at Institute of Digital Government, Waseda University ....... 78
X.
Professor Obi as one of the World’s 100 Most Influential People in Digital
Government................................................................................................................... 79
XI. The International Academy of CIO and Capacity Building for ICT Leaders(2004‒2017) ................................................................................................................... 80
XII. Country Reports ................................................................................................. 92
Argentina ....................................................................................................................... 92
Australia ........................................................................................................................ 96
Austria ......................................................................................................................... 101
Bahrain ........................................................................................................................ 105
Belgium ........................................................................................................................ 109
Brazil ............................................................................................................................. 113
Brunei Darussalam ...................................................................................................... 116
Canada ......................................................................................................................... 120
Chile ............................................................................................................................ 124
China ............................................................................................................................ 128v

Colombia ..................................................................................................................... 132
Costa Rica.................................................................................................................... 135
Czech Republic ........................................................................................................... 139
Denmark ...................................................................................................................... 143
Egypt ............................................................................................................................ 147
Estonia ......................................................................................................................... 151
Fiji............................................................................................................................ 156

Finland ......................................................................................................................... 160
France .......................................................................................................................... 165
Georgia ........................................................................................................................ 169
Germany ...................................................................................................................... 174
Hong Kong .................................................................................................................. 179
Iceland ......................................................................................................................... 183
India ............................................................................................................................ 186
Indonesia ..................................................................................................................... 192
Ireland.......................................................................................................................... 197
Israel ............................................................................................................................ 201
Italy ............................................................................................................................ 205
Japan ............................................................................................................................ 209
Kazakhstan .................................................................................................................. 213
Kenya ........................................................................................................................... 218
Lithuania ..................................................................................................................... 222
Macao........................................................................................................................... 226
Malaysia....................................................................................................................... 234
Mexico .......................................................................................................................... 239
Morocco ....................................................................................................................... 243
Netherlands ................................................................................................................. 247
New Zealand................................................................................................................ 251
Nigeria ......................................................................................................................... 255
Norway......................................................................................................................... 259
viOman ........................................................................................................................... 263
Pakistan ....................................................................................................................... 268
Peru ............................................................................................................................ 273
Philippines ................................................................................................................... 276
Poland .......................................................................................................................... 287
Portugal ....................................................................................................................... 291
Romania....................................................................................................................... 295
Russia ........................................................................................................................... 299
Saudi Arabia................................................................................................................ 304
Singapore ..................................................................................................................... 307
South Africa ................................................................................................................ 314
South Korea................................................................................................................. 318
Spain ............................................................................................................................ 323
Sweden ......................................................................................................................... 327
Switzerland .................................................................................................................. 332
Taiwan.......................................................................................................................... 336
Thailand....................................................................................................................... 342
Tunisia.......................................................................................................................... 348
Turkey .......................................................................................................................... 352
United Arab Emirates ................................................................................................ 356
United Kingdom.......................................................................................................... 360
United States of America............................................................................................ 364
Uruguay ....................................................................................................................... 369
Venezuela ..................................................................................................................... 372
Vietnam........................................................................................................................ 376
XIII. List of References ............................................................................................. 382

vii

List of Tables:
Table I-1: Waseda – IAC Digital Government Overall Ranking 2018 ..................... 1
Table II-1: The Main Indicators and Sub-Indicators ................................................ 6
Table II-2: Top 10 Countries by 10 Individual Indicators ........................................ 8
Table III-1: Digital Government Ranking in APEC Economies ............................ 16
Table III-2: Digital Government Ranking in OECD Countries .............................. 17
Table IV-1: Digital Government Ranking in Big Population Countries ................. 19
Table IV-2: Digital Government Ranking in Small Population Countries ............. 20
Table IV-3: Digital Government Ranking with Highest GDP Group ..................... 21
Table V-1: Digital Government Ranking in Asia-Pacific Countries....................... 23
Table V-2: Digital Government Ranking in Americas Countries ........................... 24
Table V-3: Digital Government Ranking in European Countries ........................... 25
Table V-4: Digital Government Ranking in Africa, the Middle East, and CIS
Countries......................................................................................................... 27
Table VII-1: Historical Trends of the Rankings ..................................................... 70
Table VII-2: Comparison of Rankings by International Organizations .................. 73
Table VIII-1: List of Main Indicators ..................................................................... 76

List of Figures:
Figure VI-1: Japan Super Ageing Society .............................................................. 32
Figure VI-2: Big Data, AI and Creation of Life ..................................................... 35
Figure VI-3: Revenue Forecast of Insights-Drive Businesses ................................ 35
Figure VI-4: Transformation of Digital Economy .................................................. 38
Figure VI-5: Sharing Economy .............................................................................. 61
Figure VI-6: Use Case, Birth Registration ............................................................. 61
Figure VI-7: Use Case, Healthcare Service ............................................................ 62
Figure VI-8: Use Case, Digital Identity.................................................................. 62
Figure VIII-1: Processes Diagram .......................................................................... 77
Figure XII-1: Digital Thailand Aims .................................................................... 343
viii

Figure XII-2: Thailand Digital Economy and Society Development Plan’s Strategies...................................................................................................................... 344

List of Pictures:
Picture IX-1: Participants at Waseda 2004 CIO and eGovernment
Workshop…………………………………………………………………….79ix

I. 2018 Overall Ranking
In the 2018 Waseda-IAC International Digital Government Rankings, there is notmuch change compared the rankings last year. The ranking keeps the same methodology
and approach as 2017, with ten main indicators and 35 sub-indicators. Unlike the previous
ranking, the 2018 rankings will be published late as the research team has needed moretime to refine the evaluation model as well as to analyze the raw data as well as emergent
trends of technology
No

Total Rankings

Score

No

Total Rankings

Score

No

Total Rankings

Score

1

Denmark

94.81623

Belgium

64.77645

Vietnam

56.0292Singapore

93.84324

Ireland64.52846

Brunei55.3343

UK

91.921

25

Malaysia

63.96547

Bahrain55.1494

Estonia

91.12526

Portugal

63.56748

Colombia

53.9845

USA

90.34027

Italy63.49049

Chile53.054

6

South Korea

85.50028

Spain63.34150

Lithuania

52.385

7

Japan

84.49329

Macau

63.09251

Morocco51.951

8

Sweden81.70030

Russia62.58052

Kenya51.721

9

Taiwan80.38331

UAE

62.56453

Saudi Arabia

51.718

10

Australia

80.24832

China

62.07954

South Africa

50.823

11

Norway79.76033

Indonesia

61.48655

Uruguay

50.369

12

Switzerland

79.03034

Kazakhstan

61.285

56

Brazil

48.467

13

Finland78.98235

Philippines

61.28157Peru

47.488

14

New Zealand

74.69436

India

61.00958

Argentina

45.44215

Iceland73.94237

Poland60.84659

Tunisia44.85816

Canada72.45938

Romania60.75760

Costa Rica

42.75717

Netherland

70.25939

Czech Republic

60.16961

Pakistan

42.29918

Hong Kong

70.23640

Georgia

59.84062

Egypt

41.984

19

France69.761

41

Turkey59.481

63

Nigeria

41.77420

Germany

68.17642

Israel59.11164

Fiji

41.35521

Thailand

68.131

43

Oman

58.07165

Venezuela

41.30022

Austria65.41244

Mexico57.768

Table I-1: Waseda – IAC Digital Government Overall Ranking 2018
The results of the 2018 Rankings are shown in Table I-1. The results show that
Denmark has replaced Singapore in the first position and this is the first time Denmark is
the leading country in Waseda – IAC Digital Government rankings. Thanks to the newest
digital program running up to 2020 which covers central, regional, and local governments
and creates the foundation for the Danish public sector to become a top countries in ICT
application to government operations.

1After nine consecutive years in the first place, the 2018 rankings mark the first time
Singapore is in the second place in digital government activities. Singapore is a top
country in Smart Nation development. By introducing the vision “Digital to the core, andserves with heart”, Singapore citizens and businesses can transact with the Government
online daily. Digitalization will, therefore, be a key pillar of Singapore public service
transformation efforts. It will enable a public service that is leaner and stronger, withskilled and adaptable officers at the leading edge of service delivery and innovation.
The 2018 rankings show that the United Kingdom ranks in the third place for the firsttime. Compared to the rankings last year, UK jumped six steps and became the third
country on digital government development in Waseda rankings. In 2017 the UK
government introduced “The Government Transformation Strategy 2017 to 2020”,
providing a great platform to build on, and helping the government work better for
everyone. There were more than 175 services across government and especially, they
introduced GovWifi – a single Wi-Fi login for all government agencies. GovWifi is now
available in more than 340 locations across the UK. Furthermore, the government
improved the procurement service, tax service, and open government data.
Estonia is ranked at 4th with a significant change in total score compared to last year.
In most indicators, Estonia received higher scores. In Estonia, citizens can select esolutions from among a range of public services at a time and place convenient to them;everyone can use public services as e-services with 99% of the population online. The
Estonian government has introduced Digital Agenda 2020; they create an environmentthat facilitates the use of ICT and the development of smart solutions. The ultimate goal
is to increase economic competitiveness, the well-being of people and the efficiency of
public administration.
In the 2018 Rankings, the USA dropped to the fifth position and was at its lowest
place since the Waseda-IAC digital government ranking was introduced. However,compared to the 2017 rankings, the total scores in this 2018 Rankings are higher. ICT
continues to provide new and innovative ways for U.S. citizens to interact, get involved
and become empowered. Public participation enhances the government’s effectivenessby improving the quality of its decisions through collaboration. Innovative tools can beused to create unprecedented openness in the Federal Government through increased
citizen participation to make this type of collaboration a reality.
Together with Denmark, Estonia, and the UK, South Korea has shown significant
progress over the past few years in developing its digital government efforts and has
quickly become one of the leading innovators in this area. Compared to the last year South
Korea increased two steps and ties at sixth place. By implementing some initiatives andprograms for optimizing the business process of public sectors such as Government-wide
Enterprise Architecture (GEA), On-nara BPS, and Government Information Sharing. The

2

South Korean government has reached a high level of efficiency and transparency of theadministration process.
In comparison with 2017, Japan has slipped from the fourth place to seventh place.
As the situation above, the Japanese government has built a sophisticated promotion
system for digital government initiatives and precise GCIO regimes into every rank ofgovernment (Central and local government; government agencies) to assure theimplementation and evaluation process of D-Government initiatives. Japan received highscores on “Government CIO” and “D-Government Promotion”. Japan also continues to
update its online service system as the objective of initiatives to simplify administrative
procedures and working systems.
Sweden is advanced into the top 10. In the 2017 Rankings, Sweden was not in the
top 10 of the Digital Government Rankings, but in 2018 Sweden jumped four steps andties at eighth place. There have been many efforts carried out by Swedish Government topromote Digital Government. These activities could be found in both central and local
government levels. The newest strategy was introduced in May, in which the Government
presented a strategy for how digital policy will contribute to competitiveness, full
employment, and economic, social and environmentally sustainable development. The
strategy outlines the focus of the Government’s digital policy. The objective is for Sweden
to become the world leader in harnessing the opportunities of Digital Transformation.
In recent Digital Government Rankings, Taiwan is always in the top 10, and the 2018
ranking is no the exception. Together with many developed countries, Taiwan has many
ICT applications in administration. Taiwan has propelled the administrative reformation
by information systems since the 1980s. After consistent electronic/digital Government
plans of five stages with particular emphases on government system integration, Taiwan
has optimized the internal office and established valid operations. The newly launched
digital government program includes twenty-four sub-plans involving seventeen central
government agencies. In particular, the program identifies clear targets with quantitative
measures such as the completion of four nation-wide integrated one-stop services and a
sixty percentage e-service usage rate.
Australia has shown incredible progress over the last years and jumps to the top 10
in the 2018 Rankings. The addition of the Digital Transformation Agency this past year
was one significant addition, and Australia appears to be primed to continue to competewith other top governments in the coming years. Australia is also a leader in eParticipation, and its mandatory voting policy provides an impetus for the government toensure that it is simple and easy for each citizen to participate fully in the democratic
process.
In the middle group of the 2018 Rankings, some countries such as Spain, Russia, andChina have increased some steps and ranked at the excellent position compared the 2017
rankings. Some countries such as Hong Kong, Kazakhstan, and Georgia have increased.
3

Hong Kong moves from the 24th in 2017 to 18th in 2018, Kazakhstan jumped 11 steps andties at 34th in 2018 while Georgia has increased from 51st place to 40nd in the 2018
rankings.
Kazakhstan government has approved “Digital Kazakhstan” with the main missionof the program to improve the quality of life of residents and the competitiveness of thecountry's economy, through the use and development of digital technologies. The programis planned for two vectors of development: “Digitalization of the existing economy” inthe medium term and “Creating a digital industry of the future” in the long term. The 120
planned events of the program will form the basis of the digital sector as a new branch of
the economy and will be implemented in five directions: “Digitalization of economic
sectors”, “Transition to a digital state”, “Realization of the digital Silk way”, “andDevelopment of human capital” and “Creation of an innovative ecosystem”. Since theprogram affects all spheres of life and is aimed at improving the standard of living of
every resident of the country, the beneficiaries of its implementation will be citizens,business entities and government agencies of the Republic of Kazakhstan.
The new document “A Digital Georgia: e-Georgia strategy and action plan 20142018” defines the path leading to a modern Georgia and provides a comprehensive
framework for societal changes enabled by ICT. It focuses on those potential fields, where
the public sector can take measurements and set frameworks to exploit the full potential
of ICT. The e-Georgia strategy is, however, not limited to the activities covered under theterm D-Government. The vision for the e-Georgia strategy reflects a wider scope and isdefined as “Georgia will become a more efficient and effective public sector offering
integrated, secure, and high-quality e-Services. Improved usage and participation enable
ICT-driven sustainable economic growth.”
In this group, while some countries have increased their position, the 2018 Rankings
show that Turkey, the Czech Republic. Mexico and Bahrain have dropped and are at 41st,
39th, 44th, and 47th place respectively. Compared to 2017, these countries have a few
changes in the administration activities. Most of them countries manitained their total
scores compared to 2017 while other countries in the group receive higher scores. This
reason explains why they are in lower positions.
In the bottom of 2018 rankings, there remain the same countries (economies) as 2017
Rankings, Tunisia, Pakistan, Costa Rica, Egypt, Nigeria, Fiji, and Venezuela. Compared
to 2017, Colombia ranked at 48th place, the highest position they have had. The same caseas Colombia, Morocco received a higher position compared to the rankings in 2017. In
2018, the Moroccan government launched a new important program “Morocco Digital
Program 2020”. In this program, the Moroccan government aims to have more humanpower by training IT professionals, boost public service by reinforcing digital government
and foster competitive IT economic models by setting up Moroccan Agency for
Investment and Exportation Development. The Morocco government pushes hard to4

extend the expertise in the IT area and tends to improve the proficiency of IT to attract
more investments.

5II. Digital Government Ranking by Indicators and Sector
Analysis
The Waseda – IAC Digital Government Ranking relies on comprehensive
benchmarking indicators in order to obtain an accurate and precise assessment of the latest
developments of D-Government in the ICT section of all targeting countries. Ten mainindicators are currently used to carry out the Waseda - IAC Digital Government Ranking
survey. The table below shows all ten indicators and their thirty-five sub-indicators.
Indicators
1. Network(NIP)

Sub-indicators
1-1 Internet Users
1-2 Broadband Subscribers
1-3 Mobile Cellular Subscribers

Preparedness/Infrastructure

2. Management Optimization/ Efficiency(MO)

2-1 Optimization Awareness
2-2 Integrated Enterprise Architecture
2-3 Administrative and Budgetary Systems

3. Online
Services
Applications (OS)3-1 E-Procurement
3-2 E-Tax Systems
3-3 E-Custom Systems
3-4 E-Health System
3-5 One-stop service/

Functioning

4-1 Navigation
4-2 Interactivity
4-3 Interface
4-4 Technical Aspects
5-1 GCIO Presence
5-2 GCIO Mandate
5-3 CIO Organizations
5-4 CIO Development Programs

4. National Portal/Homepage (NPR)

5. Government CIO (GCIO)

6. D-Government Promotion (EPRO)

6-1 Legal Mechanism
6-2 Enabling Mechanism
6-3 Support Mechanism
6-4 Assessment Mechanism

7. E-Participation/Digital Inclusion (EPAR)

7-1 E-Information Mechanisms
7-2 Consultation
7-3 Decision-Making

8. Open Government (OGD)

8-1 Legal Framework
8-2 Society
8-3 Organization

9. Cyber Security (CYB)

9-1 Legal Framework
9-2 Cyber Crime Countermeasure
9-3 Internet Security Organization

10. The use of Emerging ICT (EMG)

10-1 The use of Cloud Computing
10-2 The use of Internet of Things
10-3 The use of Big Data

Table II-1: The Main Indicators and Sub-Indicators

6

Network Preparedness
No

Country

Score

No

Management
Optimization
Country
Score

1

7.993

1

Denmark

12.0001

Denmark

12.000

7.923

1Singapore

12.0001

Singapore

12.000

7.866

1

UK

12.0003

Iceland11.6407.856

4Estonia11.9004UK

11.280

7.793

5Switzerland

11.8005

Estonia

10.9207.600

6Iceland11.6005

Finland10.9207.593

7Netherlands

11.4507USA10.900

7.590

8

USA

11.2008

Norway10.8009Denmark
NorwayNorwayIceland
Iceland
Switzerland
Switzerland
South Korea
FranceKorea
South
SwedenFranceGermany
SwedenUK
Germany
Japan
UK

7.513

8

Japan

11.2009

Sweden10.320

10

Japan

7.493

8

Australia

11.2009Australia

10.320

2
3
4
5
6
7
8

National Portal

Government CIO

Online Services
No

Country

Score

No

Country

Score

No

Country

Score

D-Government
Promotion
No Country
Score

1

Denmark

8.000

1

Denmark

9.545

1

Denmark

9.677

1

UK

8.000

1

Singapore

9.545

1

Singapore

9.677

1

Estonia

8.000

1

Japan

9.545

1

Taiwan

9.677

4

USA

7.900

4

Taiwan

9.318

4

Japan

9.354

5

Australia

7.703

4

UK

9.318

5

UK

8.709

5

Switzerland

7.703

4

Estonia

9.318

5Estonia

8.709

5New Zealand

7.703

7

South Korea

9.200

7

USA

8.387

8

Iceland

7.500

8

USA

8.000

7

South Korea

8.387

9

South Korea

7.450

9

Australia

7.272

9

Sweden

8.064

10

Japan

7.300

9

Iceland7.272

9Australia

8.064

E-Participation

Open Government

Cyber Security

No

Country

Score

No

Country

Score

No

Country

Score

1Singapore

10.0001

Denmark

10.0001

Singapore

10.0001

Estonia

10.000

1

USA

10.0001

Estonia

10.000

1

USA

10.000

1

S. Korea

10.000

1

USA

10.0004

Denmark

9.000

4

Taiwan9.800

4South Korea

9.850

4

UK

9.000

5

UK

9.500

5

Germany

9.700

6Sweden8.500

6Singapore

9.000

6

UK

9.600

6

Norway8.500

6Estonia

9.000

6Denmark

9.600

6

UAE

8.500

6

Finland

9.000

8

Switzerland

9.200

9

Taiwan

8.000

9

Japan

8.500

8

Canada9.200

9Finland8.000

9Australia

8.500

8

France9.200

7The use of Emerging ICT
NoCountry

Score

1Singapore

8.000

2

Denmark

7.000

2

UK

7.000

2

USA

7.000

5

South Korea

6.800

6

Sweden6.500

6Norway6.500

6Germany

6.500

9Estonia

6.000

10Taiwan5.500

Table II-2: Top 10 Countries by 10 Individual Indicators
1.

Network Preparedness/Digital Infrastructure

According to the Waseda - IAC Digital Government Rankings, network preparedness(or digital infrastructure) is a primary indicator for evaluating Digital Government
development in a country. In this ranking, digital infrastructure is measured by thedevelopment of ICT such as the number of Internet users, mobile subscribers or thepercentage of broadband connections. Network preparedness also refers to the integration
between central government and local government through network backbone system andits capability of connecting all bureaus and departments via the core Government
Backbone Network.
Iceland’s development and implementation of ICT services and infrastructure isamong the most advanced in the world. It has been ranked fourth in the world for ICT
Development by the International Telecommunication Union (ITU) for the past three
years. With a usage rate of 98.2%, Icelandic citizens are more likely to use the Internet
than the citizens of any other country. 37.6% of citizens had wired broadband
subscriptions in 2018, and 104% had wireless broadband access, placing the country
within the top five for this metric.
The total of Internet users in South Korea accounts for nearly 92.7% of the populationin 2018, according to the Measuring the Information Society Report 2018 fromInternational Telecommunication Union (ITU). Among them, more than 111.5% people
have a wireless broadband connection, while the figure for fixed-broadband subscriptions
is only 41.1%.
2.

Management Optimization

This indicator reflects the utilization of ICT for improving government businessprocesses and internal processes (back office in each organization). Management
optimization is a significant indicator of Digital Government development because it
8relates to optimization awareness, enterprise architecture (EA) and also the administrative
management system.
Singapore is one of the first countries that started computerization andtelecommunication infrastructure construction. With the development of informationsociety, the government in Singapore has launched continuous strategies in different
aspects of e-Government. Also, Singapore has made an effort to integrate the internal
government network architecture. For instance, CUBE is the latest program which isdesigned as the new intranet platform for public agencies to communicate, connect andcollaborate.
In early 2014, Estonia launched the Digital Agenda 2020. The ultimate goal of thisagenda is not merely an ICT use in daily life and business. The current plan emphasizes
improving economic competitiveness, the well-being of people and the efficiency of
public administration. Some priorities have been set on the agenda such as completingthe next generation broadband network, generating greater control over personal data, andutilizing data analytics in public sectors.
3.

Online Services/ Applications

Online service is one of five critical indicators. It was evaluated in the first ranking
survey in 2005 and referred to the interactions between service providers and customers.
Online service or electronic service (e-Service) refers to the integration of businessprocesses, policies, procedures, tools, technologies, and human efforts to facilitate bothassisted and unassisted customer services provided over the Internet and other networks.
E-Services are the primary indicator in the development of digital government. The
outcome of Digital government is e-Services or products/services that the government
introduces to citizens, making e-Service as the interface of digital government. Over
twelve years of ranking, there has been no significant change in this indicator or its
associated sub-indicators. We found that e-Services have been implemented andexpanded in many governments around the world and have become primary solutions indigital government development.
Denmark has a healthcare portal, Sundhed.dk which was launched in December 2003
and was given a significant update in 2012. The site is a public, Internet-based healthportal that collects and distributes healthcare information among citizens and healthcare
professionals. It is unique in bringing the entire Danish healthcare sector together on theInternet and providing an accessible setting for citizens and healthcare professionals tomeet and efficiently exchange information. From the main portal, all Danish citizens haveaccess to sundhed.dk and everyone has a personal page, which reflects the specific needsof the individual.
Icelandic citizens have had the option of submitting their annual income tax
declarations electronically since 1999. Citizens can also calculate their future pension
9

payments, and personalized access accounts are about social security, and healthinsurance benefits at the portal www.tr.is. Citizens can also apply for unemployment
benefits, passports, driver’s licenses, and other documents entirely online. Businesses also
have a wealth of online services available to them, including various tax and employee
contribution declarations, customs declarations, and procurement services. Many of thesee-Services can be completed entirely online. Others provide forms and information on
how to complete the process.
4.

National Portal/Homepage

National Portal (one-stop service) is defined as a place where the government
integrates all e-services and makes them accessible via one gateway. It is also a primaryinterface for stakeholders to access government electronically. Through the national
portal, governments offer many benefits to users of public services—from citizens andbusinesses to the public administrators themselves—including faster, cheaper andsuperior services. In the public sector, one-stop service is one of the most promisingconcepts of service delivery in public administration. National Portal implementation is
included in the Digital Government strategies in most countries.
www.usa.gov is the U.S. Government’s Web portal for citizens. It presents a wide
range of information resources and online services from various government sources,
accessible from a single point. It is also known as the National Portal of the USA and isa gateway to improve the communication experience between the government and the
public. Furthermore, it provides information that helps the public to understandgovernment structure better. The well-organized portal serves as a platform that assists
the public to find desired information. The portal also allows users to create government
accounts that allow each user to customize the portal as they desire. The website contains
accessibility features, a live chat platform, and the chat hours operation services areconveniently available every weekday except holidays. The portal provides a one-stopshop for all government information and services. It comprehensively lists all public
services, forms, tools and transactions that the government provides in a user-friendly
manner.
5.

Government Chief Information Officer (GCIO)

Since 2005 in the first Waseda Digital government ranking, the GCIO plays anessential role in Digital Government implementation. It is also one of the priority
indicators for evaluating Digital Government. The CIO is expected to align management
strategies with ICT investment in order to achieve a balance among business strategy,organizational reform, and management reform; hence, the Government CIO isconsidered by many governments to be one of the critical factors in the success of Digital
Government implementation. CIOs are now expected to achieve quantum-leaps inefficiency, offer new capabilities, create actionable information out of disparate data sets,10

provide citizen services that are fast, accurate, and user-friendly and that enhance public’s
trust in government.
In Japan, each central ministry has a CIO who is appointed among senior staff
within the ministry (mainly Director General of administration) and an assistant CIO who
is an expert recruited externally. The Federal CIO Council composed of Ministry CIOs
has the authority to decide many rules on in-house ICT installation and online services.
The percentage of CIO appointments at the prefecture level is 90%, and 85% was at thecity level in 2017. The government established a Government CIO as a core of all
Ministry CIOs in November 2012.
The U.S. CIO position was established within the White House’s Office ofManagement and Budget (OMB) to provide leadership and oversight for IT spending
throughout the Federal Government. In addition, each Federal agency has a CIO, asestablished by the Clinger-Cohen Act. The CIO in government is a significant indicatorin the world e-Government ranking, not to mention its importance in improving American
e-Government platforms. The Federal CIO position is currently held by Suzette Kent.
6.

Digital Government Promotion

This indicator measures a government’s activities toward the promotion of Digital
Government and distribution of e-Services to citizens, businesses, and other stakeholders.
It includes activities involved in supporting the implementation of Digital Government
such as legal frameworks and mechanisms (laws, legislation, plans, policies, andstrategies). In other words, the government carries out these activities in order to support
the development of e-Services as well as Digital Government as a whole. This indicatoris one of the leading indicators in Waseda-IAC Digital Government Rankings because itshows the main legal framework in each country.
The newest Taiwan Digital Government program published in 2017 focuses on thedigital government establishment utilizing emerging technologies including IOT, Cloud
Computing, and Big Data. The Digital Government program has proposed three main
objectives as “Provide convenient living” “Develop digital economy” and “Fulfill
governance transparency”. The core concept of the new program is “Data-driven”“public-private collaboration” and “civilian-centric”. There are also many promotions
covering issues such as government open data and infrastructure at the national level. In
addition, the public sector tries to develop public-private partnerships and work with theprivate sector to implement and govern the development of the smart city. For example,
Taipei City government has established the “Taipei Smart City Project Management
Office” to build an innovation matchmaking platform to combine industry andgovernment resources to develop a smart solution that satisfies public demands.
For municipalities’ digitalization, the Swedish Association of Local Authorities andRegions (SKL), Swedish Association of Municipalities for Joint Development of Public
11e-Services (SAMBRUK) was initiated in 2003, for joint development of e-Services. So
far, this organization’s members include approximately 80 member municipalities fromall over Sweden. Regarding monitoring e-Government progress, the Digitalization
Commission was established in 2012 by the Swedish Government to analyze and monitor
progress towards the Swedish ICT-policy goal to become the best in the world atdigitalization. Sweden also has research think-tanks on e-Government, such as eGovLabof Stockholm University.

7. E-Participation/ Digital Inclusion
E-participation refers to ICT-supported participation in government and governanceprocesses. Processes may concern administration, service delivery, decision-making, andpolicy-making.
Most of the government agencies in Taiwan have developed channels for citizens tointeract with specific agencies via email, telephone, online message forum, and social
media such as Facebook. A simple search engine on the one-stop service portal enables
citizens to find the departments they want to reach directly and effectively with completed
contact lists by names. In response to the rapid development of the Internet and the riseof citizen participation awareness, the government has established an E-participation
Platform (http://join.gov.tw) to gather the public opinions. People can initiate proposals
on this website. Once the proposal gets 5,000 signatures within 60 days, then the authority
has to respond formally in 60 days after comprehensive research and analysis. The
program typical enables the government to win people’s trust and make good use of social
innovation power to improve the effectiveness of government governance. In addition,“vTaiwan,” an on-line to off-line PPP platform, facilitates stakeholders to come together
on consensus issues and leads to original policy formulation.
In UAE, one of the significant features of the enhanced portal is the inclusion of EParticipation channels. The federal portal utilizes multiple platforms like forums, blogs,
chats, surveys, polls and social media tools like Facebook, Twitter, Flickr, and YouTube
to reach out to the general public and engage them in active communication with thegovernment about their opinions and experiences on government services, and policies.
8. Open Government Data
Open Government/Data is one of the newest indicators in the Waseda-IAC Digital
Government Rankings. This indicator evaluates the openness and transparency of
governments. The top-ranking countries on this indicator have provided citizens with theapplication-programming interface (APIs) that help developers and researchers create
innovative citizen-centric applications. There are some small-scale utilization cases andapplications for smartphones and tablets.

12

In South Korea Government 3.0 pursues transparency of government. Open
Government regarding data and information means the transition from supply-driven
transparency (reactive, responsive disclosure of public information) to demand-driven
transparency (proactive sharing). Government 3.0 places emphasis on “make information
sharing more equitable and transparent between the central government, local
governments, government agencies, and the public.” Aligning with this vision, Korea has
published the National Action Plan on Open Government Partnership 2014 - 2016.
Currently, citizens can access public information and data at “https://data.go.kr/”.
Taiwan received comparatively high scores on the indicator of Open Government
Data. The Open Data initiative has remained one of the priorities in the Digital
Government plans of Taiwan, within legal preparedness such as “The Freedom of
Government Information Law (2005)” “Copyright Act (2014)” and “Personal
Information Promotion (2015)”. The Open Data Portal (http://data.gov.tw/) not only
provide datasets on every aspect of social life and government but also provides space forcitizens to comment and discuss after checking the data. What’s more, the details on data
standards and guidance for users to read and utilize information are presented on thewebsite. Other international organizations have also recognized the accomplishment ofOpen Government Data of Taiwan. For example, Taiwan retains the top spot for thesecond year running among 94 surveyed countries in the latest Global Open Data Index
published by U.K.-based Open Knowledge International.
9.

Cyber Security

The emerging trends in ICT and security are reflected in the 2018 Rankings as the
top 10 countries in cyber-security have an adequate legislation framework, effective
cyber-crime countermeasure solutions, and robust security organizations.
Singapore has released multiple acts and regulations on Cyber Security issues, suchas Computer Misuse Bill, The Electronic Transactions Act and Personal Data Protection
Act (PDPA), and the later Computer Misuse and Cybersecurity Act (CMCA). A
government body called the Personal Data Protection Commission had been establishedto administer and enforce the PDPA. Recently, the Cyber Security Agency of Singapore(CSA) was established to oversee the national cybersecurity strategy and outreach. Also,
the New Cyber Security Act will be published in the coming year.
Estonia has strengthened its organizational capacity for cybercrime countermeasuresby setting up CERT-Estonia and giving a mandate to Information System Authority (RIA)
to supervise the continuous application of security measures in regards to the information
systems used for the provision of vital services. Moreover, the Estonian government
decided to change the encryption method for Digital Identity code from RSA 1024bit to
Elliptic Curve Cryptography.

13

The United States government believes the security of computer systems is vital to
the world for two reasons. The increased role of Information Technology (IT) and thegrowth of the e-Commerce sector, have made cybersecurity essential to the economy.
Also, cybersecurity is vital to the operation of safety-critical systems, such as emergency
response, and to the protection of infrastructure systems, such as the national power grid.
Based on then-DHS Secretary Janet Napolitano’s testimony to the Senate in 2012, in 2011
alone, the DHS U.S. Computer Emergency Readiness Team (US-CERT) received morethan 100,000 incident reports and released more than 5,000 actionable cybersecurity
alerts and information products. Twitter, the Wall Street Journal, New York Times, andthe Department of Energy and many other prominent companies have reported that theirsystems had been breached. Furthermore, classified government data has been leaked tothe press and the public in several high-profile cases. Current efforts are being made tosecure sensitive data to prevent future breaches.
10. The use of Emerging ICTThis indicator refers to the newest technology which governments want to apply for
the Government activities such as using Cloud computing in delivering services, Big Data,and application of IoT.
As a leading country in e-Government area, Singapore would not pass up the chance
to introduce and apply emerging technologies in public sectors. Public projects within
Cloud-computing, Big Data, and IOT utilization are ongoing or planned into sophisticatedphases. Organizational preparedness such as National Cloud Computing – Advisory
Council (NCCAC) is paying attention to the adoption of technologies, standard industrial
construction and fostering collaboration between different sectors. Great potential in thedevelopment of emerging technologies into e-Government area can be anticipated, andthe government’ guidance should play the crucial role in leading industry and society.
Japan has moved fast at utilizing emerging ICT application into public sectors. There
are already some national plans such as Smart Cloud Strategy, and Big Data in
Government. Cloud computing in the national platform is at the ongoing phase. The
Ministry of Economy, Trade, and Industry also has sponsored public projects which havebeen selected to facilitate the IOT utilization. The next stage should be the development
draft of a legal framework on emerging technologies applications.
In Thailand, the total of Internet users accounts for nearly 89.9% of the population in2015, according to the Measuring the Information Society Report 2016 from International
Telecommunication Union (ITU). Among them, more than 109.7% people have a wirelessbroadband connection, while the figure for fixed-broadband subscriptions is only 40.2%.
The https://www.egov.go.th/ is actively served as a national portal in for Information,
Technical, and Functionality while www.damrongdhama.moi.go.th for filing citizen
problems and grievances as the main channel of e-Participation to fight against untransparency and corruption. The use of Cloud Computing is projected to reach the total
14

number of 259 Cloud Computing-based system. Big Data has been implemented in somehigh demand for government units like Department of Highway and the Ministry of
Digital Economy and Society (MDES) is encouraging private entities to explore
government Big Data for sourcing out new business opportunities.
Moreover, in October 2017 the Government published that the National Statistical
Office, MDES will lead the development of the Big Data center as well as the IoT Institutewill be a part of the Digital Park to be built in Chon Buri province, as a flagship project
under the Eastern Economic Corridor. The Park aims to attract investors by offering
numerous benefits and providing an environment for domestic and foreign digitalprofessionals to collaborate. It will focus on the development of S-curve industries(Automation and Robotics, Aerospace, Bio-Energy and Biochemical, Digital and Medicaland Healthcare), which can serve as growth engines to accelerate Thailand’s future
growth. The MDES is planning to spend Bt100 million to draw up the Digital Park masterplan and Bt1 billion (USD 30 million) to build the Digital Park building in 2018 on a siteof around 280 Acres.

15

III.

Digital Government Ranking by Organizations

1. Ranking of APEC Economies
APEC Economies

APEC Economies

APEC Economies

No

Economies

Score

No

Economies

Score

No

Economies

Score

1

Singapore

93.8438

Canada72.45915

Philippines

61.281

2

USA90.3409

HK SAR

70.23616

Mexico57.7683South Korea

85.500

10

Thailand

68.13117

Vietnam

56.0294

Japan

84.493

11

Malaysia

63.96518

Brunei55.334

5

Taiwan80.383

12

Russia62.58019

Chile53.054

6

Australia

80.24813

China

62.07920Peru

47.488

7

New Zealand

74.694

14

Indonesia

61.486

Table III-1: Digital Government Ranking in APEC Economies
Singapore, USA, and South Korea are the leading countries in this group. They are
ranked in the 1st, 2nd, and 3rd position respectively. Compared to last year Japan is not in
the top three. In the overall Ranking, Japan slipped down and ranked in 7th. Chinese Taipei
and Australia followed Japan are ranked for 5th and 6th place respectively. In the middleof the group New Zealand, Canada, and Hong Kong ranked at 7th, 8th, and 9th placerespectively. Following are four countries from Southeast Asian and Russia. In the bottomof the group are Vietnam, Brunei, Chile, and Peru.
As a leading nation of digital government in Asia, Singapore continues to maintainthe momentum. The performance on indicators of Management Optimization, Digital
government promotion, and cybersecurity are showing its strong points and advancement
this year. Especially on the effort for cybersecurity, Singapore has developed the law andregulatory framework to assure every safety measure and security upgrade can be
enforced on a legal basis. In respect to policy, National Cyber Security Masterplan 2018,as the latest strategy, guides the government to enhance the nation’s security environmentand create a robust and trusted society for public, private and individuals. Continuous
master plans in each critical segment are one of the keys to keep Singapore proactive andpossessing execution capacity on digital government development.
To future direction, Singapore still has potential on the growth of the usage of
emerging technologies. This new indicator has been introduced to Waseda Digital
Government Ranking this year. Because many countries are still at the start-up phase,
direction for expanding the new technologies into the public service sector needs moreendeavor to be clarified. Singapore could seize the opportunity to formulate policies andstandards, guide not only domestic innovation but also foster international codevelopment.

16

2. Ranking of OECD Countries
OECD Countries

OECD Countries

OECD Countries

No

Country

Score

No

Country

Score

No

Country

Score

1

Denmark

94.816

11

Finland78.98221

Portugal

63.5672

UK

91.921

1274.69422

Italy

63.4903

Estonia

91.125

13

New
Zealand
Iceland73.942

23

Spain

63.341

4

USA

90.34014

Canada72.45924

Poland60.846

5

South Korea

85.50015

Netherlands

70.25925

Czech

60.1696

Japan

84.493

16

France69.761

26

Turkey59.481

7

Sweden81.70017

Germany

68.17627

Israel59.111

8

Australia

80.24818

Austria65.41228

Mexico57.7689Norway79.76019

Belgium

64.77629

Chile

53.054

10

Switzerland

79.03020

Ireland64.528

Table III-2: Digital Government Ranking in OECD Countries
In the top 3 of this group are three European countries, Denmark still keeps their first
position compared to 2017 rankings, followed by the UK and Estonia, they ranked in 2nd
and 3rd place respectively. The USA dropped out from the second place in 2017 ranking
to the 4th place in 2018. In the 5th and 6th place are two East Asia countries – South Korea
and Japan.
Denmark has shown marked development in Digital Government projects, but there
are few available resources on e-Government related promotions particularly at the local
level. The government released its e-Government strategy 2016 - 2020 on in May, and it
outlines 33 projects for the government to accomplish in the coming years. The
government is always trying to establish online services that are simpler and more
effective. In order to do this, the government will establish horizontal cooperation
throughout local, regional and central governments. Institutions for education, knowledge
or culture can still apply for funds to provide their users with free Internet access.
In 2018, despite the already high 2017 ranking of Digital Government, the UK
government made some improvement and scored higher in some indicators. The UK
government scored well in most indicators, and the number of Internet users increased.
There is some improvement of the National Portal, but the sitemap is still missing. Thereis the presence of GCIO, but the GCIO Mandate is missing from the GCIO category. The
score on Digital Government promotion scores is low, but it is not because of the lack ofpromotion but because most people have already been using the e-Government services
as indicated in the high rate of participation.
Citizens can access government information without having to pay the cost, and thereis the legal framework for the cybersecurity in case of emergencies. Moreover, the UK17

digital government development has been in a high rank, with some functions missing
but not resulting in a significant problem.
In this group, Switzerland has a big jump compared to 2017 ranking. Swiss strategy
on E-Government provides distinct and feasible objectives for each aspect of EGovernment on both national and regional levels that have been developed as a result of
collaboration between the central and local governments. The strongest points of Swiss
E-Government are Open Data and cybersecurity that indicate the importance oftransparency and safety as of core priorities for a neutral country. Importance oftransparency highlights the tradition of direct democracy in which the voice of every
citizen matters and is taken into account while discussing the most important legislationand policy issues. In order for the direct democracy to succeed, the constituent is obliged
to be well informed of the current state of affairs of the country, and thus a portal for
official governmental data is needed. Another strong aspect of Swiss Digital Governmentis active cooperation between the private and public sector, allowing diversification oflabor and high quality of end product.

18

IV. Digital Government Ranking by the Size of Population
and GDP1. Ranking in Big Population Countries (bigger than 100 million)
Big Population Countries

Big Population Countries

Big Population Countries

No

Country

Score

No

Country

Score

No

Country

Score

1

USA

90.3405

Indonesia

61.486

9

Brazil

48.467

2

Japan

84.493

6

Philippines

61.281

10

Pakistan

42.2993

Russia62.5807

India

61.00911

Nigeria

41.7744

China

62.0798

Mexico57.768

Table IV-1: Digital Government Ranking in Big Population Countries
In the Waseda Digital Government Ranking, eleven countries have a population overthan 100 million. In the top four of the ranking group, there are still four countries ofUSA, Japan, Russia, and Indonesia. In the top five, Philippines has an impressive score
on Management Optimization, Open Government Data, and Online Service based on thefoundation of the comprehensive Digital Government Master Plan.
The Philippines is attempting the pursue the connected yet integrated government
under the theme “iGovPhil” Initiative. The iGovPhil started in June 2012 as a flagshipproject of the Department of Science and Technology (DOST) and administered throughits attached agencies, namely the Advanced Science and Technology Institute (ASTI) andthe Information and Communications Technology Office (ICTO). This is constituted byvarious components across several offices and will interconnect the current online
services of the 98 national government agencies (NGAs) utilizing a network of fiber optic
cables that traverse from Metro Manila to Cebu.
Under the new policy architecture, the Philippines can now transition from the nonintegrated and agency-specific applications toward an E-Government model where thereis sharing of data and interoperability of government offices to provide public services
with better value for citizens. The membership of the country in the Open Government
Partnership has led to the design of online services that leverage technology to promoteparticipation, transparency, and accountability. There is a need to develop the demandside of Open Data and policies. Citizen oversight and monitoring of public services canbe strengthened with information intermediaries who can analyze the information madeavailable in online transparency portals. The government can engage universities as
knowledge partners in capacity building for CIOs and research programs for tracking
digital government progress.
The bottom of this group is Brazil, Pakistan, and Nigeria. The most difficult issues
for Brazil in developing Digital Government are how to provide better and efficient
service to the public. It is hard to give the opportunity to citizens to access government
information and to participate in some political, administrative decisions.
19

2. Ranking in Small Population Countries (Less than 10 million)
Small Population Countries

Small Population Countries

Small Population
Countries

No

Country

Score

No

Country

Score

No

Country

Score

1

Denmark

94.816

9

Iceland73.942

17

Brunei55.3342

Singapore

93.843

10

HK SAR

70.23618

Bahrain55.1493

Estonia

91.125

11

Austria65.41219

Lithuania

52.385

4

Sweden81.70012

Ireland64.52820

Uruguay

50.3695

Norway79.76013

Macau

63.09221

Costa Rica

42.757

6

Switzerland

79.03014

UAE62.56422

Fiji

41.355

7

Finland78.98215

Israel59.111

8

New Zealand

74.694

16

Oman

58.071

Table IV-2: Digital Government Ranking in Small Population Countries
The Waseda ranking covers 22 countries that have populations of less than 10 million.
In the top three are Denmark, Singapore, and Estonia. In the Rankings this year Sweden,
Norway, and Switzerland have increased their position compared to 2017 Ranking.
Finland ranked in 7th place having an advanced digital government development level.
The digital government promotion activities of the Finnish Government are no longer
focused on the developing citizens’ awareness and are now focusing on how to improveusers’ experience with government digital services due to the increase in citizens’
expectations. More attention needs to be paid to utilizing of emerging technology such as
the Internet of things or Big Data within government agencies.
In the middle of group Hong Kong, Macau, UAE, and Israel are in similar placecompared to the 2017 Ranking, while Austria did not keep their 5th position in 2017
ranking and slipped six steps to the 11th place. Among the ten indicators in the current
Ranking, the Open Government is the top indicator in Austria. Management Optimization,
Cyber Security, Online Service, and National Portal are also at high levels. This resultshows that the Platform Digital Austria, which was created in 2005, has become the center
point for coordination and strategy of e-Government in Austria by the Federal
Government. All e-Government projects in Austria now run under the Platform Digital
Austria designation. The weak point in Austria is about the use of emerging ICT. Austria
is commencing the use of Big Data as vital lever to increase efficiency within public
administration.
The bottom of this group still are Brunei, Lithuania, Uruguay, Costa Rica, and Fiji;they ranked 18th, 19th, 20th, 21st, and 22nd place respectively. The 2018 Rankings showthat there is not much change in administration activities of these countries.

203. Ranking in Top 10 Countries with the Highest GDP.
Highest GDP Group

Highest GDP GroupNoCountry

Score

No

Country

Score

1

USA

90.440

6Germany

68.4752

UK

91.9217

Italy63.4903

Japan84.897

8

Russia62.5794

Canada72.4599

China

62.0795

France69.76010

Brazil

48.467

Table IV-3: Digital Government Ranking with Highest GDP GroupIn the group, USA, UK, Japan, Canada, and France are ranked at the 1st - 5th placerespectively. In the top 5, France is a new country compared with the 2017 Ranking. In
the bottom of the ranking group, there are still Russia, China, and Brazil. They ranked in
8th, 9th, and 10th place respectively. Brazil is now still struggling to improve the efficiencyof the public policy and service for societies via Digital Government and tries to improve
efficiency and transparency of the management process through giving an opportunity for
its citizens to access government information and to participate in some political,
administrative decisions.
In the USA, ICT continues to provide new and innovative ways for U.S. citizens tointeract, get involved and become empowered. Public participation enhances thegovernment’s effectiveness by improving the quality of its decisions throughcollaboration. Innovative tools can be used to create unprecedented openness in theFederal Government through increased citizen participation to make this type ofcollaboration a reality. On the U.S. National Portal, citizens can use many online services
including e-tax, applying for a driving license, filing a complaint, finding a local doctor,
applying for a passport or getting travel advice. The portal’s design makes it easy for
citizens to find both broad, characteristic information, as well as specific, personalized
services. The government has also developed forward-looking Enterprise Roadmaps andmodernization profiles to offer a path forward into the next phase of government
modernization.
As one of the advanced Digital Government nations, Japan keeps its leading impetus
at the top 10 of Ranking. As the situation above, the Japan government has built a
sophisticated promotion system for digital government initiatives and precise GCIO
regimes into every rank of government (Central and local government; different
government agencies) to assure the implementation and evaluation process of digital
government initiatives. It can be reported on high scores on “Government CIO” and“Digital Government Promotion”. Japan also continues to update its online service system
as the objective of initiatives to simplify administrative procedures and working systems.
However, the National Portal seems to be the only weak point for digital government inJapan. Some necessary information including demographic data and introduction to Japan21

political situation has been provided at the site, but it still needs much more necessaryfunctions to serve visitor’s needs rather than providing information only. In considerationof the coming Tokyo Olympic Games, a large number of visitors will choose the National
Portal as a reference and it is a chance and challenge at the same time for the Japan
government to reconsider that what is the appropriate way to provide information anddeliver e-service to Japanese and non-Japanese through the Internet.

22

V. Digital Government Ranking by Regions
1. Ranking in Asia-Pacific Countries
Asia-Pacific Countries

Asia-Pacific Countries

Asia-Pacific Countries

No

Country

Score

No

Country

Score

No

Country

Score

1Singapore

93.843

7

HK SAR

70.236

13

Philippines

61.281

2

South Korea

85.5008

Thailand

68.131

14

India

61.0093

Japan

84.493

9

Malaysia

63.96515

Vietnam

56.0294

Taiwan80.38310

Macau

63.092

16

Brunei55.334

5

Australia

80.24811

China

62.07917

Pakistan

42.299

6

New Zealand

74.694

12

Indonesia

61.48618

Fiji

41.355

Table V-1: Digital Government Ranking in Asia-Pacific Countries
Singapore, South Korea, and Japan are three leaders of countries in this group. They
also are in the top 10 countries in the overall Ranking. South Korea ranked in the 6th intotal ranking and also has a good position in Asia-Pacific countries. Followed the top
three countries are Taiwan, Australia, and New Zealand. They ranked 4th, 5th, and 6th
respectively.
In 2016, Taiwan launched the Digital Nation and Innovative Economic Development
Plan (2017-2025) (DIGI+ program). The plan’s main goals for 2025 are to grow Taiwan’s
digital economy to US$205.9 billion, increase the digital lifestyle services penetration
rate to 80 percent, speed up broadband connections to 2 Gbps, ensure citizens’
fundamental rights to have 25 Mbps broadband access, and put Taiwan among the top 10
information technology nations worldwide. Accordingly, the National Development
Council (NDC) of Taiwan promoted the national Digital Government program of Taiwan(2017-2020) in 2017. The newly launched program aimed to adopt emerging technologies
such as Big Data, cloud computing, artificial intelligence in order to build acomprehensive global leading e-government of which citizens can take full advantage
instead of receiving standard public services. Data-driven policy-making, citizen-centric
service, and public-private participation are the three main core concepts of the program.
Various promotion plans have been implemented, and the results are significant. For
example, Government cloud service and structure reached 60% in 2017, and are expectedto achieve the goal of 90% by 2020. As of March 2018, Taiwan government has opened
more than 35,672 datasets and 172 Application Public Interfaces (APIs). Open
Knowledge International has published the Global Open Data Index 2016, showing that
Taiwan topped the Index for two consecutive years.
Following New Zealand are Hong Kong and Macau and four Southeast Asian
countries, Thailand, Malaysia, Indonesia, and the Philippines in the middle of the group.
In Thailand, Digital Government Development Plan is now in its 2nd edition (2017-2021).
The Electronic Government Agency (Public Organization) (EGA) has a broadened
23mandate as the Digital Government Agency or DGA. The government aims to develop
digital capabilities within all key sectors, including agriculture, tourism, education, themedical profession, investment, disaster prevention, and public administration, in orderto drive economic and social progress. To achieve the objective, digital technologies need
to be incorporated into public services. An integrated information network will be
developed cooperatively by government agencies, with a focus on four key development
models, namely Government Integration, Smart Operations, Citizen-Centric Services,and Driven Transformation.
At the bottom of this group are China, Vietnam, Brunei, Pakistan, and Fiji. They arein the same places compared with the Ranking last year. Compared with other economics,
China had a comparatively slow progress on e-Government development. Except for theindicator of “Management Optimization”, performance on all the segments of ranking arelower than advanced nations. The absence of GCIO not only pares down the scores forevaluation but more importantly, has influenced the execution of ICT plans in eachgovernment level. According to China’s strategy, e-Government has been regarded as atool for administrative reform and government process re-engineering rather thandeveloping e-Government itself. More and more online service has reached the phase of
the transaction, although not e-decision making. However, some megacities in China havepromoted advanced e-Services and data sharing to citizens (for example Beijing,
Shanghai, Guangzhou), and continue to pull ahead of underdeveloped areas. The gap ofwealth has affected every aspect of the societies in China, and the implementation of
better e-Government is no exception. China's Internet users reached 688 million; Internet
penetration rate reached 50.3%, and the number of Internet users and broadband accessusers ranked first in the world.
2. Ranking in Americas Countries
Americas Countries

Americas Countries

Americas Countries

No

Country

Score

No

Country

Score

No

Country

Score

1

USA

90.3405

Chile53.054

9

Argentina

45.442

2

Canada72.4596

Uruguay

50.369

10

Costa Rica

42.7573

Mexico57.768

7

Brazil

48.46811

Venezuela

41.3004

Colombia

53.9848Peru47.488

Table V-2: Digital Government Ranking in Americas Countries
In this group, the USA and Canada ranked at the 1st and 2nd place. The table V-2
shows that the difference in score between the USA and Canada is quite high. Canada has
kept its pioneer position among other countries in providing advanced e-services tocitizens, which has a splendid one-stop service system endeavoring to embrace all theinformation and services that citizens or enterprises need at one centralized place.
Massive contents have been divided into very understandable and concise catalogs, andusers can always go to the destination directly. Also, citizens easily to interact with24

government agencies through straightforward communication channels. That is why
Canada has outstanding performance on the indicators of both “Online Service” and “Eparticipation”. As one of the leading nations in Digital Government area, Canada is still
expected to increase more scores on the latest indicator for the usage of new technologies,
which is to have an efficient model of adopting emerging technologies such as Cloud
Computing or IoT.
Compared to 2017, Colombia has a big step in Digital Government development,from the 9th place in 2017, they moved to the 4th place in 2018. Peru, Argentina, Costa
Rica, and Venezuela are placed at the bottom of this group. Compared to 2017 Ranking,Argentina slipped three steps and tied at 9th place in 2018 Ranking. Argentina has manyof the necessary elements for innovative and dynamic e-Development. Argentina has thehighest per capita GDP and second-highest life expectancy in Latin America, with welltrained quality labor force who have high literacy rates. The Argentine government isgradually opening its ICT market for competition.
Compared to 2017 Rankings, Costa Rica has risen overall, but in this group, Costa
Rica is still in the bottom. The use of emerging technology and Government CIO are theweak points of Costa Rica. The Director of Digital Government is the closest analog to a
CIO position in Costa Rica. The Director has administration over the three Digital
Government divisions, Projects, Technology, and Digital Inclusion. Moreover, Costa Ricaalso has a low score on Cybersecurity.
3. Ranking in European Countries
EU Countries

EU Countries

EU Countries

No

Country

Score

No

Country

Score

No

Country

Score

1

Denmark

94.816

8

Iceland73.94215

Portugal

63.5672

UK

91.9219Netherlands

70.25916

Italy

63.4903

Estonia

91.125

10

France69.761

17

Spain

63.341

4

Sweden81.70011

Germany

68.176

18

Poland60.846

5

Norway79.76012Austria65.412

19

Romania60.757

6

Switzerland

79.03013

Belgium

64.77620

Czech

60.1697

Finland78.982

14

Ireland64.52821

Lithuania

52.385

Table V-3: Digital Government Ranking in European Countries
Denmark, the UK, and Estonia are leading countries in this group. They keep theirposition compared to 2017 Ranking. They are followed by Sweden tied at 4th place,
Norway in the 5th place, Switzerland in the 6th place, and Finland in the 7th place.
The Digital Government in Estonia has reached the connected stage. E-Tax system
in Estonia is one of the online services utilize the presence of X-Road. Estonians enjoy
the simple procedure for filing a tax report in which they merely click four to six buttons
for completing the procedure. It is not necessary to input the similar data time after time25

because the data is already there. Hence, everything is prefilled. Estonia joined with theUnited Kingdom, South Korea, Israel, and New Zealand to establish a Digital 5 (D5)
Cooperation. Strong commitment to ICT is inherent on the part of the prime minister andsenior government officers. The prime minister chairs the E-Estonia Council, which leads
the making and execution of national digital agenda in the country.
The middle of this group has some change and Norway and Switzerland haveincreased their position to the 5th and 6th place, while Iceland, Germany, Austria, andIreland did not keep their position compared to 2017 Ranking.
Ireland has a strong motivation to well develop its e-government due to thegovernment type and prosperous business in Information Communication Technology. In
2015, the Ireland government paused the cloud computing strategy and decided to
combine it with “build to share” ICT strategy. In 2017, the Ireland government released
new regulation in data protection and cybersecurity. In addition, furthering its outstanding
one-stop-service, Ireland has launched MyGovID, an online identity for online services
in 2017, which built on the Public Services card, linking citizens’ identity to online
identity.
The bottom of this group is the Czech Republic, together with Lithuania in the sameplace compared to 2017 Ranking. In 2015, the Czech government introduced a strategy
for ICT Service development in public administration. The strategy focuses on national
cybersecurity until 2020 and also introduces the idea to legislatively delegate to the
Department of Chief Architect of the e-Government at the Ministry of the Interior the roleof “watchdog” to oversee the efficiency of public spending in public administration ICT
area. The strategy includes a list of improvement opportunities that should lead to thebetter nation-wide governance of ICT services in public administrations.
Czech National Security Authority Cybersecurity was established according to theDecision n. 781 / 2011 of the Government of the Czech Republic. The name is National
Cyber Security Centre (NCSC), and it is headquartered is in Brno. The main task of the
NCSC is the coordination of cooperation on both national and international level toprevent cyber-attacks, to propose and adopt measures for incident solving and respond toongoing attacks.
4. Ranking in Africa, the Middle East, and CIS Countries
Africa, Middle East & CIS

Africa, Middle East & CIS

Africa, Middle East & CIS

No

Country

Score

No

Country

Score

No

Country

Score

1

Russia62.5806Israel59.111

11

Saudi Arabia

51.7182

UAE

62.564

7

Oman

58.071

12

South Africa

50.823

3

Kazakhstan

61.2858

Bahrain55.14913

Tunisia44.8584

Georgia

59.8409Morocco51.951

14

Egypt

41.984

5

Turkey59.48110

Kenya

51.721

15

Nigeria

41.77426

Table V-4: Digital Government Ranking in Africa, the Middle East, and CIS
Countries
The 2018 Waseda Digital Government Rankings cover six countries from Africa, fivecountries from the Middle East, and four countries from CIS. The leading countries inthis group are Russia, UAE, and Kazakhstan followed by Georgia and Turkey in the 4th
and 5th place respectively.
There has been little progress in Georgia regarding the provision of Digital
Government services. Most of the Digital Government services such as E-tender, Social
Security Services, Civil Registration Services, Consular Services, and Labor-Related
Services are provided at static websites. E-payment and e-voting services are not available
yet. Georgia was among the first group of countries to join the Open Government
Partnership (OGP). In April 2012, the country’s government presented a relevant Action
Plan which focused on improving public services, increasing public integrity, managing
public resources effectively, and creating safer communities.
Georgia has adopted a New Cybersecurity Strategy that will be the primary document
defining state policy and establishing basic guiding principles in the cybersecurity field.
It should be mentioned that strategy considers cyberspace protection equally crucial as
the inviolability of land, air, and maritime boundaries.
In the middle of the group, there is no significant change in positions. In the bottomof the group are still Egypt and Nigeria. They are ranked in 14th and 15th place respectively.
In this group, Kenya has progressed and received a significant place in the 2018
overall Digital Government Rankings. Kenya is developing rapidly in digital government;
the ICT helps grow of economic and technologies in Kenya. The implementation of egovernment is associated with infrastructure, policy, and information security, humancapital, and social factors. The National ICT Master Plan (2013/14-2017/18) has threefoundations and three pillars. The first foundation of this Masterplan is ICT human capitaland workforce development, the second is integrated ICT infrastructure, and the third is
integrated information infrastructure. The first pillar of this Master Plan is E-Government
services, the second pillar is ICT as a driver of industry, and the third is developing ICT
businesses.

27

VI.

New Trends of Digital Government in 2018

Highlights of the remarkable trends of Digital Government in 2018 are (1) redefinition of e-government, (2) Usage of AI and IoT for Digital Government, (3)Expanding the Scale of Smart City and e-local government, (4) Blockchain Technology
for Digital Government, and (5) Digital Government for Anti-Corruption.
These are well connected to each other to support the great Digital Government
activities and interrelated as a part of the Digital Government Ranking survey. Fivehighlights mentioned will be the most important for understanding the 2018 trends of thedigital economy and innovation.
1. Re-definition of e-Government(Dr. Yang Yao, Researcher, Institute of e-Government, Waseda University)
E-government implementation has been cultivated over the last 20 years. In thedecades of its development, e-government has been defined and discussed by a great dealof public international organizations and scholars. In general, this phenomenon is notabout putting in a few computers or building a website for information access, but abouttransforming the fundamental relationship between the government and the public.
However, e-government initially began with technical changes in the government. It isindeed a dynamic mixture of goals, structures, and functions, whose scale has been
extended by new concepts such as transparency, accountability, citizen participation in
the evaluation of government performance, and changes in political practices, such as edemocracy and e-governance.
As the most famous international agency that conducts the broadest range of surveys
on e-government every two years, in 2001 the United Nations (UN) defined e-governmentas ‘utilizing the internet and the world-wide-web for delivering government informationand services to citizens’. Two years later, the Economic Co-operation and Development(OECD) e-government task force of the public governance and territorial development
directorate defined e-government as ‘the use of information and communication
technologies, and particularly the Internet, as a tool to achieve better government’. In
2014, the OECD updated the term e-government to ‘digital government’, indicating thatit ‘refers to the use of digital technologies, as an integrated part of governments’modernization strategies, to create public value’.
Other organizations have their definitions of e-government as well, which differ intheir emphasis on different points. The World Bank defines e-government as ‘the use bygovernment agencies of information technologies (such as Wide Area Networks, theinternet, and mobile computing) that can transform relations with citizens, businesses,
and other arms of government. In a like manner, different ends can be met through ICT,
including ‘better delivery of government services to citizens, improved interactions withbusiness and industry, citizen empowerment and more efficient government management’.
28

Furthermore, the European Commission defines e-government as ‘the use of
information and communication technologies, combined with organizational change andnew skills, to improve public services, increase democratic participation and enhance
public policy-making’. According to the European Union (EU), the essence of egovernment is about ‘using technology to make public service better, cheaper and faster;for society and the good of public administrations.’
Despite international organizations’ various definitions of e-government, to whichscholars have contributed as well, there is still no universal definition. Nonetheless,consensus may be reached regarding some interactive features of e-government, such as
the use of ICT in the political section to improve public services delivery; the revolutionof the interaction process between government and society; and facilitated public values
such as transparency, democracy, and innovation.
There are different kinds of interactions in the implementation process of egovernment, depending on the objects at both ends of the communicative channel. The
convergence of e-government stages and categories of relationships between thegovernment and its constituents in their electronic government framework.
In 2002, the Office of Management and Budget (OMB) in the US published an ‘egovernment strategy’, which proposed four groups that provide opportunities to transformthe delivery of services:1-

Individuals/citizens – government-to-citizens (G2C): Build easy-to-find, easy-touse, one-stop points-of-service that make it easy for citizens to access highquality government services.

-

Businesses – government-to-business (G2B): Reduce the government’s burden
on businesses by eliminating the redundant collection of data and better
leveraging e-business technologies for communication.

-

Intergovernmental – government-to-government (G2G): Make it easier for states
and localities to meet reporting requirements and participate as full partners withthe federal government in citizen services while enabling better performancemeasurement, especially for grants. Other levels of government will see
significant administrative savings and will be able to improve program delivery
because more accurate data will be available in a timely fashion.

-

Intra-governmental – internal efficiency and effectiveness (IEE): Make better useof modern technology to reduce costs and improve quality of federal government
agency administration, by using industry best practices in areas such as supplychain management, financial management, and knowledge management1.

Documents.mx
29

The structure of the e-government categorization into an illustrated four-quadrant
diagram. Simplifying the portfolios into four objects: government to customers (G2C),
government to business (G2B), government to the employee (G2E), and government togovernment (G2G).
1.1 Government to Government
The US e-government initiatives broadly define G2G as ‘new partnerships amonglevels of government. These partnerships facilitate collaboration between levels ofgovernment and empower state and local governments to deliver citizen services more
effectively’. G2G systems are the types of e-government operations that support
relationships between different structures of government. Government departments mustensure that internal processes are developed to manage the flow of paper-based
correspondence, contracts, or application submissions. G2G integration requires
cooperation between different public departments and various degrees of ICTinteroperability, and it will deliver technologies for distributed and remote data forinternal use in analysis and planning as well as for external communications.
1.2 Government to Business
G2B denotes the exchange between governments and commercial or non-profit
enterprises. The transactions of G2B are often multi-level processes that involve
multidisciplinary functions and multiple transactions that are often contingent upon one
another. The operations of G2B contain various services exchanged between thegovernment and the business sectors, including the distribution of policies, memos, rules,
and regulations. The opportunity that G2B brings to conduct online transactions with thegovernment reduces red tape and simplifies regulatory processes, thus helping businesses
to become more competitive. The G2B process is beneficial to both government
departments and business sectors. For the public authority, the traditional government
procurement process has been radically re-engineered and replaced by network-enabledfacilities or counterparts of e-procurement systems. On the other hand, the business sector
perceives the emerging opportunities of using G2B electronic services not as analternative way of doing procurement with public agencies, but as a way of securing moregovernment business opportunities. Hence, the G2B process could enable businesses tohave new and direct relationships not only with government organizations but also withother market participants to be more competitive.
1.3 Government to Employees
In contrast to internal interaction between organizations, G2E concerns the online
relationship between government bodies and their employees which is sometimes called‘intra-government’ (IEE) Many specialized services in terms of internal staff issues arecovered under the umbrella of G2E, such as the online services of payroll, tax information,
the provision of human resource training and development that improve the bureaucracy’s
day-to-day functions; calculation of retirement benefits, access to applications, content
30and collaboration with other government employees anytime, anywhere; budget andfinance, administration, procurement and store management, e-learning, messaging, andworkflow and project management. In short, according to the above classification of egovernment categories, G2E comprises the internally focused utilization of ICT tomanage organizational resources—capital, human, material, and machines—and toadminister policies and procedures in the connection between government organizations
and individuals in the back office.
1.4 Government to Citizens
G2C is considered to be the primary sector of service delivery in e-government anddeals with the relationship between government and citizens. The majority of government
services are found in this category. This design to facilitate citizen interaction with thegovernment online is what some industry observers perceive to be the primary goal of egovernment. If e-government initiatives serve different layers of processes, then the G2C
component forms the ‘bottom of the pyramid’ to achieve social inclusion in the country.
It offers online non-commercial interaction involving different levels of administration(central and local government) and private individuals outside of government. Manyfederal governments around the world have established national G2C services, such as
USAgov (FirstGov), GovUK (DirectGov), and CanadaGov, among others. At the regional
level, G2C applications with more local features are provided to satisfy the specific needsof residents. Though nowadays national portals are empowered to create access for
citizens, G2C practice is more often examined and discussed at the local e-government
level. The primary focus of G2C applications is to facilitate instant and convenient accessto government information and services for citizens anywhere and at any time online
2. Usage of AI and Blockchain for Digital Government(Prof. Dr. Toshio Obi and Prof. Dr. Naoko Iwasaki, Waseda University)
2.1 Introduction
The purpose of this highlight is to find out that Smart Cities can be digitallytransformed into Smart silver cities which the authors are proposing. Digital applications
are applied in most areas of our life, and the world economy is shifting to a new form the digital economy. The services should be provided faster, more efficient with highsecurity and might be considered as developing in all countries. Digital government is
one of those services. Digital Government encompasses the usage of all information andcommunications technologies (ICT) to deliver governmental services to citizens/businessand improves the quality of governmental activities. The governments have been
primarily focused on the Internet as a mean of public service provisioning.
2.2 Strengthening Digital government and economy
Digital Government is applied for most countries around the world with different
level, method, and application in each country, from developing countries to developed31

countries. In the developing countries, they mainly focus on the implementation plans
and D-government roadmap for each year or for a certain period, or on upgrading theinfrastructure network system by raising the proportion of Internet users and broadband
connections. While in the developed countries tend to focus on promoting new online
services, they are introducing smart online services at the higher level to customers.
Smart city is sometimes referred to as D-municipality, which is a part of the extensionof D-government to Digital platform, where the strategic use of government services andapplications are only possible by using cellular/mobile telephones, laptop computers,
personal digital assistants (PDAs) and wireless internet infrastructure. The following
Figure 1 indicates the outline of the issues on Japanese super ageing society.

Figure VI-1: Japan Super Ageing Society

In recent years, the number of smartphones sold in the market is increased. They have
gradually replaced the 2nd mobile generation, along with the rapid development oftechnology for improving connectivity and quality (4G, LTE, and 5G) on a smartphone.
There will be some possibility that the smartphones replace the PC in the future. With thegradual shift from e-Government to Digital Government it will bring higher efficiency
for both suppliers and users. These services can have a significant impact include eeducation, e-health, e-mobility, and mobile payment services, as well as location based
services.
It is noted that, with the application of new digital technologies, Digital Government
services will be raised at a higher level of public development. The largest utility in theapplication of Digital Government is the citizens/business sectors, and the governments
are connected continuously by online. It makes the deployment of new services by thegovernment which is faster and more efficient. The application of m-government also
creates many advantages for the universal service, especially to the remote areas, Digital
Government scheme also reduces the digital divide in many countries, increases
32transparency in government operations, reduces corruption and always creates aconnected government with grassroots. This also increases people's trust in government.
2.3 IoT for Smart Silver City
The concept of “Internet of Things - IoT” appears recently and will become a hot
topic in the next ICT development. As everyday objects, the society is inspiring the term
“Internet of Things.” where any device can be internet-enabled, linking it to additional
computing power and analytic capabilities that make it “smart.”
Typically, IoT is expected to offer advanced connectivity of devices, systems, andservices that goes beyond machine-to-machine (M2M) communications and covers avariety of protocols, domains, and applications. The interconnection of these embedded
devices (including smart objects), is expected to usher in automation in nearly all fields,
while also enabling advanced applications like a smart grid, and expanding to the areas
such as smart cities.
In term of delivering services, Digital Government has many practical contributions
to citizens; however in many countries, especially for least developed countries anddeveloping countries, the governments are difficult to spread services to all citizens due
to lack of communications, connections, and end-users. With an application of IoT into
D-Government services, the government can solve this issue. With the ability to connect
multiple devices, through different approaches, the government can expand services inorder to be connected to make services better and more efficient government requirements.
By applying IoT in the government operations, it enables the government can respondbetter and faster in the case of emergency (ex: early warning of natural disasters system,
climate changes), deliver value to citizens and making security a priority.
The Internet of Things offers new ways to make citizens smarter, more efficient andmore informed – while, at the same time, delivering cost savings to the government.
Connected infrastructure – from toll roads to parking places to utility meters – delivers
real-time “actionable” information around costs, condition, usage, and utilization to
citizens and government alike. Citizens can instantaneously find parking or cut back onelectricity usage, while the government can allocate the right resources at the right time
to charge fees, deliver services, and manage public infrastructure.
Furthermore, the IoT applications in the public sector also reduce the operating costs,
to help the government sharing data and reuse data among government agencies. Basedon these activities, the governments build effortlessly smart solutions to develop ICT aswell as to create new services for citizens.
Based on available data, there were 22 mobile-cellular subscriptions for eachmachine-to-machine (M2M) subscription worldwide at the beginning of 2015. The
countries with the highest M2M penetration rates are highly industrialized, advanced33

economies, including the Northern European countries of Sweden, Norway, Finland, andDenmark
2.4 IoT for Ageing Society
IoT applications have been referred to as a trend, where all devices can be connected
together and connected to the Internet to share information, increase the transmission of
information. It is particularly useful for delivering public services. According to IDC’s
research, IoT industry is forecast to generate around $ 6 trillion in 2025. In the public
administration, IoT is remarkably effective if applied thoroughly. These include IoT
applications in public management.
The application of IoT in Disaster Management and emergency management for
older adults: In the Disaster management, sharing and transmission of information are
crucial. In this issue, the government can fully control and prevent damage caused by
implementing early warning systems, such as tsunami warning, earthquake, or forest firewarning by setting up a sensors network for the seniors. IoT connects them to the Internet
to control simultaneously synchronized data sharing among government agencies.
One of the applications of IoT is to build smart cities friendly for all. It can be seenas the most effective in implementing smart city. IoT applications that leverage ubiquitousconnectivity, big data and analytics are enabling Smart City initiatives all over the world.
These new applications introduce tremendous new capabilities such as the ability toremotely monitor, manage and control devices, and to create new insights and actionable
information from massive streams of real-time data. IoT offerings are transforming cities
by improving infrastructure, creating more efficient and cost-effective municipal services,enhancing public transportation, reducing traffic congestion, and keeping citizens safe
and more engaged in the community.
In the application of Digital Government for all, e-Health is one of the services to be
deployed, and most have many applications in most countries. The IoT application in
healthcare, is also known as the Internet of Medical Things IoMT). These are thecollection of medical devices and applications that connect to healthcare IT systems
through online computer networks. Medical devices equipped with Wi-Fi allow themachine-to-machine communication that is the basis of IoMT. IoMT devices link to cloud
platforms on which captured data can be stored and analyzed. As is the case with thebroader Internet of Things (IoT), there is now a possible application than before because
many consumer mobile devices are built with Near Field Communication (NFC) radio
frequency identification (RFID) tags that allow the devices to share information with IT
systems. The practice of using devices to monitor patients in their homes, known as
telemedicine remotely. Figure 4 indicates [Big Data, AI and Creation of Life Support
Businesses for Smart Silver City as a matrix.

34

Figure VI-2: Big Data, AI and Creation of Life

By improving IoT in e-mobility for old persons, it helps many cities have begun smart
transportation initiatives to optimize their public transportation routes, create safer roads,
reduce infrastructure costs, and alleviate traffic congestion as more people move into
cities. For developing countries, IoT helps to solve congestion of the heavy traffic,
through IoT everyone could know and grasp the situation of the road that he or she willcrossroad (Figure VI-2)

Figure VI-3: Revenue Forecast of Insights-Drive Businesses

35

The figure VI-3 above shows AI will drive the insights revolution. All other data
points shown are estimates and prediction for 2020 (Source: Economic Intelligence Unit,
Morningstar, and PitchBook Data). The democratization of insights is driven by thedesire of businesses to be more informed in their decision-making and the response by
insights technology vendors in making their solutions more business-friendly. Half (51%)
of data and analytics decision-makers in 2015 had unencumbered access to insights. This
increased to 56% in 2016. Forrester expects this trend to accelerate in 2017 to around
two-thirds. The stimulus for this accelerated democratization will be embedding AI, bigdata, and IoT into their analytics processes. In 2017, these technologies increased
businesses’ access to data, broaden the types of data that can be analyzed, and raise thelevel of sophistication of the resulting insight.
Nowadays, the application of ICT increasingly has been applied in many fields ofstate activities including ageing society. It requires every organization, an individual must
understand and has perfect skill in using ICT application. Therefore, everyone has tostrive to change and to improve skills to meet the need of the requirement. With the IoT
applications deeper in the ageing field, IoT has created a new environment to promoteand enhance the development of human resources.
One of the most popular applications of IoT is Web of Things for an ageing society.
It is a new paradigm for ageing society to promote active sharing of information andremoval of barriers existing among communities for better collaboration. The ultimate
goal is to secure the driving force for national administration and to provide personalized
services to individual citizens, and at the same time, generating more jobs and supportingthe creative economy.
2.5 Evaluating AI driven Smart Silver City
AI with big data analysis is becoming popular in research and ICT application, notonly for businesses but also for public sectors. AI helps organizations build smarter
infrastructures by reducing investment costs, using analysis tools to optimize input, create
stream information and sharing output data in order to use shared database insideorganizations. It will provide a basic platform for decision-making processes, prediction
business results. To build flexibility system reduces the input load, and revolutionize theway we work with smart devices based on cloud computing. Therefore, it is indeed auseful and indispensable tool for every organization.
E-Mobility is no longer a technological revolution. It is more about how bothbusinesses and governments can provide better social infrastructure through mobile
applications and services. Adoption of mobility, therefore, is an indispensable asset forthe public sector in meeting the demands of citizens as well as businesses. Openinnovation regarding data and information means the transition from supply-driven
transparency (reactive, responsive disclosure of public information) to demand-driven
transparency (proactive sharing). For the smart silver city activities, AI application to36

improve the efficiency of online services, which can help developing and least developed
countries to catch up with developed countries, minimize digital divide, and facilitate
connectivity. The use of AI in the public administration helps the state agencies tominimize the investment process through the use of a common database, increasing theefficiency of state management in the smart city as well as the transmission of services.
To deliver services for senior people faster and more effective, we need more monitoring
the demand and supply activities between users and suppliers. For example, Japan, thecountry as the world No.1 super-ageing nation is the best test bed in this field; AI is not
to make delivering services to citizens easier and faster, but also to help older adults forcontrolling the technology and easy to access new services. In addition, AI is genuinely
useful in managing natural disaster and directing people to a safe life.
Regarding the economic impact of AI, AI has the potential to double annual economic
growth rates in the countries which AI is well introduced. It is analyzed regarding grossvalue added (a close approximation of GDP).
Japan has moved fast at the emerging ICT application into many sectors. There are
already some national plans such as Smart Cloud Strategy, Big Data in Government, AI
Promotion, etc. Cloud computing in the national platform is at the ongoing phase. The
Ministry of Economy, Trade, and Industry (METI) also has sponsored the public projects
which have been selected to facilitate the IoT utilization.
For the IoT applications, Japan is one of the developed countries which havethoroughly applied the benefits of ICT in the administration and management in smart
silver city. Especially, the IoT projects include the application of IoT in Disaster
Management which to minimize risks and remedial most quickly. Some most popular IoT
applications for older people in Japan involve transportation management, surveillance,and e-health services. The following Figure 5 is typical convergence of ageing and digitalsocieties.

37

Figure VI-4: Transformation of Digital Economy

To build a smart silver city and associate it to the smart silver city services, thepolicymakers should consider the characteristics and features of the new smart silver citysuch as building healthcare community by promoting e-health services, implementing eeducation, to develop mobile services for connectivity and services to accelerate andimprove the efficiency in the use of energy, with particular emphasis on green and clean
energy sources. Furthermore, building digital communication and giving a solution for
ICT innovation is incredibly significant in society.
Smart cities revolve around the IoT use of technology to deliver goods, reduce costs
for service providers, and allow cities to be better managed. With smart silver cities, egovernance offers the opportunity for governments to make their management of cities
more timely and beneficial to senior citizens mainly through the diversified supports.
2.6 Conclusion
In this article, we have characterized the new trends in ageing society in Japan. The
lessons from our best-engaged practices in the case studies of smart silver cities such as
Otsuki, Shinjuku and Yokohama cities hinted significant trends. These trends include (1)Rapid increase of ageing population, (2) The increase of living alone people, (3)Decreasing digital divide, (4) Accepting nursing at home.
Other significant trends of usage for silver innovation are described as follows:
Popular applications for silver Innovation in Japan can be divided into two parts:
Firstly, Macro and social infrastructures will be (1) BCP for disaster, (2)Cybersecurity, (3) Smart mobility and (5) barrier free buildings.
38

As for more individual usages, the following 6 items are quite popular among senior
people when we made the questionnaires for them-

Assistive Robots-

Smart home-

Online shopping-

Auto driving-

Home monitoring-

Mobile 5G and TV 8K

Therefore, it will be imperative for the smart silver city to consider the above macroand micro aspects of quality of life to live there and innovatively institutionalize thesystem and infrastructures. The most significant trends on smart silver city might be how
we can make the global standard on the comprehensive sectors of new city concept as apart of the digital transformation to accommodate overall innovation to match the new
demand of the ageing society. Especially, usage of emerging technologies such as AI, Big
data and IOT as well as cybersecurity and cloud computing will be the critical engines
for promoting the smart silver city which will grow so fast.
3. Expanding the Scale of Smart City and e-Local Government
3.1 Overview
The purpose of the Smart Cities is to drive economic growth and improve the qualityof life of people by enabling local area development and harnessing technology,
especially technology that leads to Smart outcomes. Area-based development willtransform existing areas (retrofit and redevelop), including slums, into better-planned
ones, thereby improving the livability of the whole City. New areas (green field) will be
developed around cities in order to accommodate the expanding population in urban areas.
Application of Smart Solutions will enable cities to use technology, information, and data
to improve infrastructure and services. Comprehensive development in this way will
improve the quality of life, create employment and enhance incomes for all, especiallythe poor and the disadvantaged, leading to whole cities2.
As there are different levels of administrations exist in a country, e-government canalso be classified into layers. Heeks (2006)’s category explains e-government’s five levels
as international, national, regional, state/provincial and local. Although the interactions
between government and other sectors (business, citizen) lie in almost all the layers of egovernment, the G2C service-delivery is usually placed at the local level. This can betracked from the definitions, as local e-government is considered to be “information,
services, or transactions that local governments provide online to citizens using the2

https://finaacle.com/
39

Internet and Web sites. Rahman (2009) advocates the implementation of local egovernment can enhance citizen engagement and participation for better service delivery.
In local e-government, the citizen becomes the most important “customer” as G2C
usually refers to the e-procedure of an individual’s daily life, which often locates at thegrassroots instead of higher administration. The local government is closest to anddelivering the highest number of service directly to citizens. National government as theprimary director for the welfare of the whole country is unlikely to understand the needsof communities in the same way as local government. Local officials are also close to amore narrowed audience to understand their needs, which is a vital factor for designingsatisfied e-service to citizens. Global statistics have confirmed this fact; it was reported
in 2002 than 80% of the government transactions with individuals are dealt with at the
local level. In 2005, a report stated that between one-half and fourth-fifths of government
contracts are at a subnational level in industrialized countries.
Another reason about why G2C e-service delivery at the local level may beconsidered as that local government would be more innovative in reforming egovernment than higher administration owing to lower barriers to its change. Local
government is more flexible to adopt new technology and application for the local-based
e-service, and citizens’ feedback can be reflected in the changing process promptly. For
instance, the utilization of social media is reported to be more active at the local egovernment section, while the SNS tools have helped to provide a more innovative
mechanism for service delivery. Therefore, local e-government becomes a suitable place
for testing G2C innovation, whether in technological or managerial aspect. Having more
opportunities to access to citizens also enables local e-government to encourage citizens
to participate in the public matters easier, as it is reported that local e-government in the
United States officially aimed citizen participation or e-democracy
Based on the discussion above, the fact that G2C e-service delivery is mainly
implemented and innovated in local e-government reconfirms local e-government to be
the target of this research. As a promotion for G2C, by its very nature, is a communication
process between government and citizen, a study of local e-government provides theclosest observation of e-government promotion.
3.2 E-Local Government Case Studies(Dr. Nguyen Ngoc Anh, Deputy Director, Software Center, Haiphong Department ofInformation and Communication)
3.2.1 South Korea
The local government in South Korea consists of 248 separate units. The local
political system of Korea is broadly distributed into two categories: the general and thespecial. According to the country’s constitution, it is acknowledged that the general local
governments in South Korea are comprised of two tiers: the upper-level local (i.e.,
metropolitan cities and provinces) and the lower-level (i.e., cities, counties, and districts).
40

South Korea has actively pursued e-government as a critical means to make thegovernment more competitive, by leveraging the world’s best IT infrastructure, including
broadband Internet. It has laid the foundation for e-government since the 1980s, startingwith the establishment of the National Basic Information System computer, followed by
the restructuring of applicable laws and institutions in the 1990s. In the 2000s, the South
Korean government has considered e-government as one of the primary targets on thenational agenda for the new century. In the late 2000s, the government started to link andintegrate each respective e-government system for broader applicability, so e-governmenthas been successfully integrated into all public sectors.
The latest strategy on e-government, Government 3.0, was drawn out by President
Park with the intention to “make information sharing more equitable and transparent
between the central government, local governments, government agencies, and the
public.”10 By pursuing Government 3.0, President Park shows her ambition and interests
the use of ICT to transform government.
The South Korean government believes that cooperation among the different levelsof administrative units and between the central government and various agencies andorganizations will significantly enhance the efficiency of the government, as well as
facilitate paperless services. Following the strategies set for decentralization, the Korean
government undertook the local e-government project in order to establish information
management systems at the local and regional levels and to fully integrate the regional
networks with central agencies. The local e-government project, with the total funding ofnearly KRW 72,000 million, can be divided into the cities-counties -districts (CCD)
administrative information development project and the cities-provinces (CP)development project. This far-reaching project is one of the South Korean government’s
most ambitious IT projects, connecting the central government with regional and local
governments to shape the foundation of the nation’s e-government system.
The CCD administrative information system (IS) development project was launched
in1998, targeting 21 government functions at the city, county and district level, with thetargets of promoting the sharing information resources among departments and related
agencies. Reducing the amount of time and documents required for citizens, andpromoting information transparency. By late 2008, there were in total 507 tasks in 22
areas being transformed from manual processing or physical registries and documentation
to fully electronic and computerized tasks. This process of transformation increased theoverall rate of the computerization of CCD administrative processes from 47.6% to 74%.
Along with the CCD information project, the CP administrative IS development
project forms the core of the local e-government projects targeted at enhancing
administrative services at the CP level, which had formerly relied on manual processes;
the projects also focus on establishing an information-sharing architecture and astandardized process system that enables seamless administration between the central
41

government and metropolitan centers and provinces around the country. As the results,
the CP administrative information project computerized a total of 904-unit work
processes by March 2007, creating links with 751 civil petitions and other government
services and 48 Internet services (G4C). In addition, 819 report and statistics managementtasks between the central, CCD and CP governments have been established. Over 3,500
permits, licenses, and other official document-reissue services are offered through thesystem, with 192 linked services between CCD and CP administrative units.
The outcomes of the South Korean government’s efforts to promote local egovernment are notable. The local one-stop service portal, Miwon24, connects the civil
services of each governmental institution, including the resident registration management
system and local government administration system, allowing all of the procedures ofcivil services to be done in a one-stop process. The On-nara BPS provides a common
platform to record and manage government administrative businesses online, as well as
to facilitate collaboration among government entities. To date, approximately 850,000
government officers from 179 administrative institutions of both the central and local
governments use the system (MOI Korea, n.d.).
With the deployment of the intelligent transport system nationwide, the South Korean
government aims to facilitate optimized and automated traffic operation and provide
traffic information to travelers. To date, 50 local governments in South Korea haveadopted the bus information system (BIS), which provides information about bus routes
and arrival times. As a result, the number of a bus passenger in Seoul, a large metropolitan
city, has increased by 40 more than 20% over the past ten years, from 3,827,000 in 2004
to 4,647,000 in 2011, since Seoul introduced BIS and the electronic transport card (MOI,
Korea n.d.).
The vision and strategy of local e-government projects have received broad approval
from government officers at all government levels. The strong willingness andcommitment from the excellent leadership are one of the success factors in thedevelopment of e-government in all administration level in South Korea.
3.2.2 Japan
Japan has a two-tier local government system: prefectures and the municipalities.
Japan is made up of 47 prefectures, and Tokyo is one of these regional authorities.
Prefectures are regional authorities consisting of municipalities, which are responsible forregional administration. Municipalities are local public entities that have a strong anddirect relationship with local citizens and are responsible for handling affairs directly
related to the residents.
The central government ministry with the responsibility to promote local egovernment is the Ministry of Internal Affairs and Communications. Within this ministry,
the promotion of local e-government is carried on by the Local Administration Bureau,
which is in charge of the computerization of administration, and by the Information and42

Communication Policy Bureau. In order to strengthen coordination in the developmentof local e-government, the Japanese government has established a GCIO system at eachlevel of government to ensure the implementation of ICT strategies in organizations andsocieties.
The “i-Japan 2015” strategy focuses on three major priorities, 11 the first among themconcerns “electronic government and electronic local government fields” and emphasizes
government administration reform and business process re-engineering at all levels. In
March 2014, the Ministry of Information and Communications (MIC) announced the ten
guidelines to accelerate e-local government initiatives. The guidelines call forestablishing systems to promote local e-government, starting with deploying cloud-based
local government services. The local government cloud is an initiative that enables local
governments in rural areas remotely to make use of system hardware, software, and datathat are managed and operated at an external data center. This initiative saves local
governments in rural areas from purchasing their own IT equipment and operating
systems.
The MIC is also running preliminary projects under the ICT town development
promotion project to pursue ICT-smart towns. In 2012, five cities were selected for
implementing pilot projects: Mitaka in Tokyo, Kashiwa in Chiba Prefecture, Shiojiri in
Nakano Prefecture, Toyota in Aichi Prefecture, and Fukuroi in Shizuoka Prefecture. In
total, 28 local projects, including these five, were carried out in 2012 and 2013 (MIC
Japan, 2014). Another initiative is the primary resident registration network system,
which was implemented as a local government system for essential resident registries.
The system enables the provision of personal identification records (name, address, dateof birth, gender, resident registration code, and update information) to government
institutions, along with the administrative processing of primary resident registers
between municipal boundaries. The number of personal identification records provided
from the resident registration network system to government institutions has been
increasing year by year, reaching approximately 559 million items in FY 2013. This
growth is due to the start in 2011 of the provision of personal identification records toallow the elimination of change-of-address and other notifications by pensioners.
In partnership with the Association for Promotion of Public Local Information andCommunication (APPLIC), the MIC is taking the opportunity, afforded by the
introduction of the “my number” system and the migration to cloud-based local
government services, to assist the provision of information and other tools so as toadvance regional information platforms―infrastructure that connects and coordinatesvarious information from different sources―by local governments across the country. As
of January 2014, approximately 1,600 local governments were working on deploying
systems that make use of regional information platforms. APPLIC is currently drawing
up a standard specification for local information platforms targeting 26 internal
operational systems used by local governments. APPLIC plans to add rules needed for43

standards between the systems of multiple local governments in order to support mynumber system3.
However, there are several issues with local e-government in Japan. The awarenessof local government officers with the directives and policies from central government isstill limited. According to a survey given to local governments concerning the awarenessof local public officers on the my number initiative, 53.5% of local governments haveexperienced confusion about the future expansion of my-number applications, assuggested by this percentage selecting “no clear images of specific uses or applications”
as their first answer in the survey (MIC Japan 2014). The second choice, “don’t know
how to move forward with applications (systems),” was chosen by 44.6% of surveyed
local government workers, followed by “difficult to construct systems that can be usedby all departments or throughout the region” and “tough staffing conditions,” which bothmade up 35.9% of local authorities. This response suggests that many local governments
are interested in applying my-number system but still have confusion about its actual
adoption. Another issue with Japanese local governments lies within the social culture,
where paper documentation with “hanko” or “inkan” (personal seal) are still preferable.
There is a limited number of procedures being digitalized, resulting in the online-use rate
for local government administrative procedures being only 42.6% in 2012.
Although known as one of the leading countries in technologies, the development oflocal e-government in Japan has been encountered with many issues. The most serious
one is the awareness of local government officers with the general vision and strategy
formulated by the central government.
3.2.3 The UK
Local government in the United Kingdom is structured in two ways. In Scotland,
Wales, Northern Ireland and parts of England, a single-tier, “all-purpose” council is
responsible for all local authority functions. The remainder of England, mostly rural areas,is governed locally through a two-tier system comprising district and county councils. In
total, there are 464 councils in England and Wales. Under these authorities are around
10,000 parish and town councils across the United Kingdom, with some limited service
delivery responsibilities.
Under the United Kingdom’s two-tiered, unitary system of government, central
government documentation such as the National Strategy for Local E-Government offers
a common framework with broad contexts and requirements for development. In theirevaluation of e-government policy approaches in the United Kingdom and theNetherlands, Flowers et al. (2005) found that the United Kingdom’s top-down model
offers a framework for development, with “general points of reference to frame andsupport specific initiatives developed closer to the context of the application. In the3

http://www.soumu.go.jp
44absence of such generic guidelines, local initiatives may lack the necessary political andfinancial support to achieve their objectives” (Flowers et al., 2005). This approachprivileges local authorities creating their online initiatives to suit local priorities and thespecific needs of their citizens, while backed by national resources. The central
government provides support to local authorities through, for example, supplying
technical and legal standards, coordinating work between central and local governments,
identifying and addressing barriers to development (such as skills gaps and training
programs), and developing products to reduce costs for local governments (Office of the
Deputy Prime Minister, 2002).
By 2015, central government funding for councils was cut by 40% throughout thisparliament. The Institute for Fiscal Studies anticipates that the spending cuts will continue
until 2020, and these cuts come at a time when the impact of the economic downturn,demographic change, and significant government initiatives, including Universal Credit
and Troubled Families, new public health responsibilities, and fundamental changes tothe local government finance system, are compounding the pressures on councils.
Councils deliver an estimated 80% of local public services, and are located in and form
part of the communities they serve (Local Government Association, 2014).
“Future city / Glasgow’108” is a program with £24 million funding which was
designed to demonstrate the implications of technology to build a life in the city smarter,
safer and more sustainable. Glasgow city has won 29 other cities to be awarded thefunding for the program in a contest run by the Technology Strategy Board–the United
Kingdom’s innovation agency. This project seeks to bring together a new city technology
platform and operations center to help make services including travel, energy efficiency
and social transport smarter and more efficient. Progress has also been seeming in
Manchester where technology and information are utilized to improve and modernize
transport in the city.
In sum, the most significant advantage in the UK is the local government plansaligned well with the central government strategy. Eighty-three percent of United
Kingdom local authorities indicated that the national strategy directly impacted
improvements to service delivery, and 64% highlighted that the policy influenced public
engagement in local decisions.
3.2.4 Australia
Australia has a three-tiered structure of representative government that works withina parliamentary system of democracy. There are 562 local governments, with a broad
diversity in the sizes of their respective populations and geographies. Australian local
governments have limited authority, with their responsibilities primarily restricted to dayto-day services, including household waste collection; the provision and maintenance ofparkland, play equipment, local libraries, and community centers; local road45

development; and town planning. State governments are responsible for education andpolicing, which often fall under the responsibility of local governments in other countries.
Australian e-government adoption efforts have been clarified under the 2012–2015
e-government strategy, which shows that Australians continue to embrace the Internet as
a way of interacting with government. The National Digital Economy Strategy, publishedon 31 May 2011, emphasized the mission to position Australia as a leading digital
economy by 2020. Drawing upon this vision, a collection of policies, strategies, andguidelines were published by Ministry of Finance and Deregulation and the AustralianGovernment Information Management Office (AGIMO), in the pursuit of making theAustralian government an effective one, seeking to reduce costs, increase customer
satisfaction and promote innovation.
With the replacement of australia.gov.au accounts by MyGov, the Australian
government aims to link all government services to only one single username andpassword. By creating a MyGov account, customers can access various utilities like
MyGov Inbox, MyGov Profile and a growing range of services including Medicare,
Australia Taxation Office, Personal Controlled eHealth Record, Child Support, and so on.
In addition, a myGov shopfront, defined as “your first stop to access more government
services in one place,” is undergoing a trial process. The first shopfront has been
implemented in Brisbane, allowing the customer to access a wide range of government
services and to connect with other MyGov members. Regarding the online tax-filingservice, the OECD (2013) reported that “for the majority of countries, the electronic filing
did not significantly lower processing time standards, except Australia, Canada, andIreland”. In those countries, the processing time for tax returns by electronic filing is three
to four times faster than by paper form. In Australia, this is the result of the provision of
two free, convenient and secure tools for online tax filing: myTax and e-Tax, which aresaid to be able to process requests within 12 days.
However, the government websites at the local level are typically not as welldeveloped as those at the federal level, even though Australian e-government initiatives
have received longstanding international recognition (United Nations, 2008). The local
e-government in Australia is currently advancing autonomously from federal guidance,
frequently implementing ad hoc ICT applications without guiding policy documentation.
The broad geographic, demographic, and population diversity of Australian local
governments make it difficult for many authorities to implement online participatory
practices, and for citizens to use e-government mechanisms. Many local authorities
struggle to develop and implement e-government practices due to, for example,
insufficiently skilled staff or lack of funding. Australia has the largest local governmentarea in the world, the Shire of East Pilbara (also in Western Australia), which spans morethan 370,000 square kilometers and is home to just over 8,000 people. In this instance,
citizens sparsely populating the remote desert regions of the municipality experience46

limited Internet service availability and a lack of affordable access. In cases like these,
local governments are unlikely to possess sufficient resources to ensure civic access to
the Internet and to develop participatory e-government practices. Improvements toinfrastructure availability often depend on national coordination in order to ensure equityof access for citizens.
3.3 The Quality of e-Government Services(Dr. Nguyen Manh Hien, Researcher, APEC e-Government Research Center)
Public service and the Internet: the Internet has had a significant effect on
government agencies. The Internet has created a favorable environment for government
departments to improve their internal promotion in order to improve their provision ofservices and make them more effective. Due to widespread Internet accessibility,
governments around the world can minimize negative issues by increasing transparency,
reducing costs, and creating the truth environment for citizens. The Internet allows thegovernment to provide useful information and services to citizens, businesses, and reduce
the gap of the digital divide between rural areas and cities. The Internet also helps toextend services by quickly adopting new technologies, such as promoting smart cities anda smart nation.
The application of e-Government in administration and management is one step ofservice quality improvement. E-Government can be considered the second revolution of
public administration and management after new public management (NPM). According
to “The Economist”, e-Government will transform not only the way in which mostservices are delivered, but also the fundamental relationship between governments andtheir citizens. Broadly speaking, e-Government involves the use of Internet-based
technologies to transact the business of government.
Compared to government’s traditional service approach, applying e-Government canhelp to reduce the time and allow everyone to access required services at any time; eGovernment promises full 24/7 services, without ever having to visit a government office.
The development of computer technologies has caused a major change in information
management in various fields. There is no denying that the Internet has changed andinfluenced both service providers and customers. The application of the Internet ingovernment administration and management has created an ideal premise to bringenormous efficiency to both the government and its citizens.
The concept of e-Government and related issues have been referenced many times in
the past two decades. E-Government appeared with the Internet boom and has become aprime topic of many conferences, forums, research studies, and academic papers.
However, the understanding and evaluation of government service quality, especially eGovernment service, is still limited and less commonly studied.

47

To understand and evaluate the quality of e-Government service, this research will
explore the concept of e-Service, e-Service in the public sector, e-Service quality,
measurement of e-Service quality and e-Government service quality.
E-Services:
Online service or e-Service is a broad concept that includes services provided byorganizations, companies, or an individual via an Internet connection. If the government
provides the services, then it is called e-Government. If companies provide the services,then the services are referred to as e-business or e-commerce.
Electronic service or e-Service appeared and is closely associated with thedevelopment of the Internet and e-commerce. From the perspective of online providers,it has created a new method of service delivery between sellers (providers) and buyers(service users). The most common and accessible way to deliver e-Service to users isthrough a web service. Therefore, the processes of e-Services involve various types ofdelivery systems. Service quality in the public sector is also related to information
technologies, methodologies, and applications that are provided by the government.
E-Service is the integration of business processes, policies, procedures, tools,
technologies, and human efforts to facilitate both assisted and unassisted customer
services in using the Internet and other networks. The government provides services atdifferent levels: for other governments and agencies (G2G), for private enterprise
initiators (G2B), and for citizen access (G2C). Government-to-citizen services involve all
the communications or transactions between government, at various levels, and citizens.
Now, governments are developing the next stage of e-Government by establishing the eService infrastructure and organizational capacity for constituents to transact official
business online.
In summary, based on the above analysis of e-Government maturity models, somebasic features of e-Service and the intimate relationship between e-Service and eGovernment have been revealed. Each stage shows a step of processing in e-Service
development, and while each model may have different stages, they do have standard
features, such as:-

One-stop service: E-Service involves a concept that the Deloitte maturity model
referred to as a one-stop service. One-stop service is a service aggregator in whichcitizens visit only one place to obtain any government service. The one-stop
service concept is essential for the development of e-Service and has become anew trend for all nations who want to integrate their range of services into one
access point.

-

Customer centricity: governments around the world recognize that e-Governmentis essential to support and enhance public sector functions and processes (OECD,48

2009). A customer-centric approach focuses on being transformational orprocess-oriented, considering service development and delivery.
-

Interoperability: in the development of e-Government, interoperability is shownin various aspects: the first is providing better service for end users, the second issharing data for more efficient services within agencies, and the third is building
cross-agency value-added services for citizens, businesses, and public agencies.
Improving interoperability between public organizations is of critical importanceto make e-Government more successful.

-

Personalization: for the development of web technologies (web 2.0),
personalization allows users to use various tools, including social media, usergenerated content, or web applications to customize their web interface, optimize
work processes, and share information and data, so it is suitable for the users’
requirements.

-

Payment: this is a complicated process when implementing e-Government. It
allows users to transact and use the services, while also allowing them to pay all
fees during the transaction. Typically, the payment stage is located in the highest
stage of the maturity e-Government models. Through this process, it helps both
the government and its citizen to reduce costs while improving productivity andprocessing efficiency.

-

E-participation: the role of e-participation is crucial in the implementation of eGovernment. It requires participation from both sides, the government, andcitizens, in order to improve the sharing of information online, electronic
consultation, and e-decision-making. In the Waseda-IAC e-Government Ranking,e-participation was named as one of nine main indicators for the evaluation of eGovernment development.

In the public sector, this means that the government makes all services accessible toall citizens and businesses via one portal. This is often called one-stop government service,or simply one-stop service. One-stop service is one of the most promising concepts ofservice delivery in public administration. Its implementation is included in the eGovernment strategies of most countries. Originally, one-stop service denoted a physicallocation where users (i.e., citizens or organizations) could settle all of their public
administration matters in one place and, preferably, with a single point of contact.
Whether physical or virtual, one-stop government consists of the full integration of public
services from a user’s perspective. Virtually, this integration occurs mostly in the frontend interface, where public services are provided according to users’ needs andpreferences, while back-end processes are primarily left unchanged.

49

The Quality of e-Services:
Service quality is defined under many different perspectives, derived from thecustomer perspective, service performance, customer expectations and perceptions ofservice. According to Gronroos, service quality is the difference between expected service
and perceived service. Many earlier studies also defined service quality as the extent towhich a service meets customers’ needs or expectations.
As with service quality, e-Service quality can be defined as the customer’s overall
evaluations and judgments of the excellence and quality of e-Service delivery in thevirtual marketplace. Unlike traditional service, customers are less likely to evaluate subprocesses in detail during a single visit to a webpage; instead, they are likely to perceive
the service as an overall process and outcome.
Recently, research on service quality has increased in popularity, especially since theInternet boom and the expansion of e-commerce applications in daily life. E-commerce
became popular thanks to the rise of smart devices (tablets, smartphone). With the rapidchanges to technology and ICT trends, customer behavior when shopping online andaccessing information or services that the government provides will also change.
Therefore, the roles of e-Service and its perception have been improved and strengthened.
E-Service is primarily defined as the transmission of information and services via theInternet. Providers communicate with customers through the online interface. Hence, thequality of service relates to various factors (dimensions). When evaluating the quality ofservice, we cannot ignore these factors. This research tries to describe and assess thequality of service as accurately as possible, through evaluating and assessing it fromdifferent angles and perspectives, in order to fully understand the nature of service quality.
E-Services Quality Approaches:
As with traditional service quality, the evaluation of e-Service quality is based on an
original model – SERQUAL. Many researchers have applied the results of the SERQUAL
model to develop their work and present their models. Aside from the SERQUAL
approach, many studies have selected other ways to evaluate the quality of e-Service.
These approaches include technical approaches that evaluate the quality of the website,
customer satisfaction, or the quality of web service. Some highlights of these approaches
are listed below.
WebQualTM: This approach is based on a website quality measurement with twelve
dimensions. Researchers developed this model by interviewing web designers and web
visitors. The WebQualTM approach used the outcomes from the general theoreticalframes of the Theory of Reasoned Action and Technology Acceptance Model to develop
a measure of website quality. This model provides researchers with a validated andreliable measure of website quality and provides a clear understanding of TAM, evenrefining TAM to increase its diagnostic power.
50

Quality of Service for Web Services (QS-WS): The Web Services QoS requirement
mainly refers to the quality of both functional and non-functional aspects of a Web Service.
This model includes seven dimensions: performance, reliability, integrity, accessibility,
availability, interoperability, and security. Applying this model can help determine thequality of websites and improve the quality of service that the website offers.
Online Service Quality: Can and Jun proposed this model in 2003 as a way to attract
and retain customers; they suggested that online providers should have a clear knowledgeof what online customers expect for e-Service quality and pay more attention to separating
online users into two types: online buyers and information seekers. They also suggested
that the difference between online buyers and information searchers is their behavior. For
online buyers, four dimensions significantly influence online buyers’ evaluations of theoverall quality of service, while only three dimensions (website design, communication,and trustworthiness) are influential for information searchers regarding overall service
quality.
SiteQUAL: Based on analyzing previous research in information quality and service
quality, they provided a new way to measure the quality of websites and also presented afocus for future research on extending the knowledge of quality dimensions affecting B2C
websites in order to more fully develop guidelines for B2C website development for bothresearchers and practitioners. They called this model SiteQUAL.
Customer Perspective of E-Service Quality: A model called the e-Service quality
model to deal with the relationship between these factors and the consumers’ attitude
toward e-Service and examine the factors that contribute to e-Service. Their proposedmodel consists of such constructs as individual differences, e-Service convenience,website service quality, risk, e-satisfaction, and intention.
E-QUAL: The E-QUAL has proposed the approach after testing it in many domains,
including online bookstores, auction sites, knowledge sharing platforms and eGovernment. This approach is based on a 23-item survey to capture the subjective
perceptions of users. E-QUAL suggested three principal components: usability,
information quality, and service interaction quality. Through this approach, Barnes andVidgen proposed a quality framework that comprises user perceptions of website qualitythat they called E-QUAL. The main contribution of this approach is the recognition of aneed to combine user and supplier views of quality and the quality assurance framework
into a coherent, lightweight, end-to-end framework for website quality.
E-Service Quality: this approach by modifying the SERQUAL model. Theydeveloped the model to examine how e-Service quality dimensions affect overall service
quality, customer satisfaction, and purchase intentions in the context of online shopping.
The dimensions of e-Service quality included website design, reliability, responsiveness,trust and personalization. After collecting data from 297 online customers, they found thatthe “trust” dimension most strongly affected overall service quality and customer51

satisfaction, the “reliability” dimension is significant for all dimensions, and the“responsiveness” dimension is significant, but only mildly affects overall service quality
and customer satisfaction. The “website design” dimension had only a minor effect onoverall service quality, while “personalization” was not significant in their approach.
E-S-QUAL: this approach was proposed by Parasuraman, Zeithaml, and Malhotra in2005 with the purpose of identifying dimensions for assessing e-Service quality. They
called this approach E-S-QUAL. When developing this approach, they divided theprocess into two stages. The basic E-S-QUAL is based on twenty-two items in four
broader dimensions: efficiency, fulfillment, system availability, and privacy. The second
scale they called E-RecS-QUAL which contained eleven items in three broader
dimensions: responsiveness, compensation, and contact. By applying this approach,Parasuraman et al. sought to introduce a method to improve e-Service quality (website
service quality). They indicated that the E-S-QUAL dimensions had the most substantial
influence over quality perceptions, perceived value, and loyalty intentions. Based on the
results of this approach, system availability, privacy and recovery services (backup) also
influence e-Service quality. E-S-QUAL and E-RecS-QUAL are generic and parsimonious
scales, intended for obtaining a global assessment of e-Service quality in the context of a
website’s service quality.
3.4 Smart City, Indonesia Case Studies(Prof. Dr. Suhono Harso Supangkat, Institute Bandung Technology, Indonesia)
In 2008, the global urban population exceeded the rural population for the first time.
The same trend occurred in Indonesia where the urban population increased from 49.8%
in 2010 to 53.3% in 2015. This urbanization’s trend leads to the increase in energy
demands, waste and water services in and around the cities, which calls for environmental
care. In Indonesia, urbanization causes a massive land conversion from agricultural areas
into industrial estates or from water conservation areas to roads, creating anenvironmental problem. These problems emerge due to the limitation of physicalstructure that is no longer able to support the growth of the urban population. As thenumber of people growing, city problems become more complex and finally, it is causing
conventional solutions no longer able to solve the problems. The city needs an innovative,
effective, and integrated solution as a smart solution.
Since the late 1990sʼ, the term Smart City has been used by urban planners anddevelopment scholars as part of the Smart Growth Movement, which focused on a newparadigm of intelligent urban development. Smart city initiatives also came from IBM,
Information, and Communication Technology (ICT) companies, which introduced thatconcept as smarter cities for a prosperous and sustainable future. The IBMʼs concept
defines cities as built on six core systems: people, business, transport, communication,water, and energy. These core systems are interconnected and interdependent with one
another. In understanding how these systems work, ICT becomes one of the critical52

element in understanding and controlling city operation and development. It is also
highlighted that ICT is one of the main characteristic of the smart city since it helps city
stakeholders to use their resources better.
The smart city literature shows that there is still no standard about the definition of asmart city. Therefore, for Indonesia, we define a working definition on the smart city,which is adjusted according to Indonesian context. We define the smart city as a city thathas excellent capability to manage all resources effectively and efficiently to solve all city
problem using innovative, integrated, and sustainable solution by delivering good city
services to improve quality of life. Each municipal government has their characteristicthat is unique and special, as well as the potential of its resources to make its position to
be famous and unique as well. The municipal government responsible for managing,developing and serving the community has established a strategic plan for city
government development. Many cities in Indonesia have smart city-related initiatives, butcurrently, in Indonesia, no reference can be used together to evaluate the city’sachievements in implementing the smart city initiatives.
Measurement of the city is critical for the city to know the state of a city. The WasedaIAC for instance, developed e-government ranking to assess e-government among
countries. This 2015 e-government ranking is arranged by including nine main indicatorsand 32 sub-indicators and took one year of survey.
In carrying out this measurement, we used the Garuda Smart City Framework 2(GSCFF2) which include“digital government” as one of many indicators that coversustainable indicators such as the economy, social and environment and enabler indicatorssuch as technology/infrastructure, people and governance. Through this measurement, it
was expected that the cities know their position and hopefully they can identify their
weakness and finally can improve their city into a smarter city.
Garuda Smart City Framework (GSCF) is developed by Smart City and Community
Innovation Center (SCCIC), Institute of Technology Bandung, Indonesia. GSCF adopted
by the Association of Indonesian Smart Initiative (APIC) as a model for Indonesia Smart
City. GSCF is a comprehensive framework that consists of Smart City Model,
Measurement Model, Development Cycle, Collaboration Model, and other components.
Garuda Smart City Framework model, Smart City, represented as three layers: (1)resources, (2) enablers, and (3) services. Services grouped into three layers: (1) Service
Domain, (2) Service Cluster, and (3) Service Items. Smart City Service (Service Item) isa real service delivery to the citizen. The government can deliver this service, nongovernment, or collaboration among them. Resources are something available in the city
as sources, for example, people, environment, natural resources. Resources can beenhanced become enablers. Enablers are enhanced resources or something that created to
be an enabler for the upper layer (service layer). There are three enablers: (1) people, (2)governance, (3) infrastructure, technology, and environment. People as resources are
53

differing with people as enablers. People as resources are people as is, without
enhancement. People as an enabler is people with strong and dedicated competencies andready to become an enabler for the upper layer.
GSCF have Smart City Measurement Model. This model combines two views ordimension of a city or smart city as seen in Fig. 3. The first dimension is the status or
achievement of the city. This view represents the achievement of “Quality of Life”. The
second dimension represents the way that conducted by the city to move to the better
condition. This view represents the smartness dimension. This second dimension consistsof 5 (five) levels such as (1) ad hoc, (2) initiative, (3) scattered, (4) integrative and (5)smart.
Measurement process: This research is done through several stages as follows:-

The Self Evaluation Survey was conducted to all cities in Indonesia excluding
the central city of DKI Jakarta Province (total of 93 from 98 cities). The selfevaluation survey technique is conducted where each city fills the cityquestionnaire sheets independently and online through the web.

-

Evaluation of self-evaluation results from cities based on the GSCF method, theresult of this stage is the determination of 31 cities of finalists by division of cityclassification: Large Cities (population > million people); Medium Cities(population between 200 thousand - 1 million people); Small Cities (population< 200 thousand inhabitants)-

Surveyor verification for the data received based on the city self-evaluation to 31
selected cities was done by going to those cities. The in-depth assessment was
conducted by conducting interviews and surveys to the municipal authorities aswell as to the community (sampling)-

Mapping is done by evaluating the results of verification and In-depth assessmentof the finalist city. Based on the assessment result we will get the city position in
its readiness to apply smart city.

The critical success of moving towards Smart City is the implementation of allcomponents of the model in a holistic manner. If the city cannot meet its need based on
its available resources, then the city should focus consequently on: (1) enabler and (2)processor initiative. Enabler is a crucial component to ensure the achievement of thevarious processes of Smart City (Smart-Health, Smart-Education, and so on). Today many
cities are focusing only on processes or initiatives but ignoring its enabler. As a result, thegoal of the process is not effectively achieved. For example, a city that has an MRT fails
to solve the congestion issue due to no attempt to improve human behavior for othermodes of transport. The evaluation and mapping process of GSCF 2 is done by assessing
two categories:54-

Current situation by assessing each dimension/subfield has a list of indicatorswith assessment metrics and evaluation values.

-

The process, which is assessed through questionnaire data to know the process /smart way of the city in overcoming the problems of the city and innovate andthe city management in the framework of a smart city.

The measurement of smart cities in this study uses GSCF 2 that was adapted to fit on
Indonesian condition. Based on a case study, our measurement results had shown that thematurity level of some selected cities in Indonesia had reached the integrated level (level
4 out of 5) but the others still in scattered level or even in initial level. Management &development process and also integration readiness are the aspect that needs more
attention to cities in their efforts to be a smarter city. From the results of thesemeasurements, for further research, we can develop some recommendations and roadmap
details to support the cities toward smart cities.
3.5 Singapore - The Heartware of a Smart Nation(Prof. Lim Swee Cheang, School of Continuing and Lifelong Education, National
University of Singapore )The Government Heartware - Strategic Shifts
Politicians often advocate leaving no one behind in the transition to a digital economy.
Efforts are underway to provide access to and adoption of digital technologies and at thesame time ensuring that everyone is included, especially those who are economically orsocially disadvantaged. Nevertheless, not everyone benefits from a digital society in thesame way.
Recent research shows that “usability divide” and “empowerment divide” typicallyexist. While usability divide refers to inequality caused by the disparity in skills to utilize
digital technologies, empowerment divide refers to the gap that results from different
propensities to harness digital opportunities. These divides contribute to inequality inparticipation, despite technological advancements that make digital devices and services
more comfortable to use. This phenomenon has persisted where the majority of users do
not contribute to online networks and communities, and a tiny minority of users makes
most contributions.
Noticeably, building a Smart Nation is more than the provision of hardware, software,and applications. According to a Singapore government website, Singapore strives tobecome a Smart Nation to support better living, stronger communities, and create more
opportunities, for all. Moreover, “smartness” is not a measure of how advanced orcomplex the technology being adopted is, but how well a society uses technology to solve
its problems and address existential challenges. Citizens are ultimately at the heart of our
Smart Nation vision, not technology! We call this the government`s “heartware” of a
Smart Nation.
55

Singapore Ministry of Communications and Information and Ministry of Education
named three strategic shifts to ensure that all Singaporeans can participate and benefit:-

Design with the user in mind: It is a shift from merely providing services todesigning with the user in mind. Whether designing government e-services ortechnologies used in the home, the user interface must be easy to use for everyone.

-

Redefine digital access to include equipping people with skills: There is a needto define digital readiness as being more than having access to technologicaldevices but also having the skills to use digital technology safely and confidently.

-

Collaborate across organizational boundaries: The Ministry of Communications
and Information has set up a Digital Readiness Workgroup to study the issues
related to building digital readiness in Singaporeans. Workgroup members comefrom organizations across the public, private and people sectors. The Senior
Minister’s strategic shifts are wise directives in tackling the smart nation
effectiveness to secure a successful outcome. However, we must bear in mind
that the devil is in implementation.

The Citizen Heartware - Technology Acceptance
Besides providing access to a device and Internet connection, citizens must be
equipped with knowledge and skills, accept and use digital technologies creatively toenhance their living in order to unlock the full benefits of a smart nation. Some factors
influence their decision about accepting and using technology, notably, the perceived
usefulness and ease of use.
Back in 2009, LTA launched the Green Man Plus initiative at locations with nearby
health facilities and transport nodes. It allows elderly and disabled pedestrians to havemore time to cross the road when using signalized pedestrian crossings. They can activate
the Green Man Plus function by tapping their smart travel cards on the card readers
mounted above the push button on traffic light poles. The traffic light system will thenrecognize their cards and give longer “green man” time for pedestrian crossings. For
disabled pedestrians, there will also be a sound alert and two vibration alerts to let themknow that the crossing time has been extended. With positive feedback and suggestions,the scheme has been expanded to more locations. To date, the Green Man Plus system
was activated up to 50 times each day at high-usage crossings.
Leveraging on Smart Card technology, the Green Man Plus scheme has beensuccessful, providing apparent benefits for elderly and disabled pedestrians. At the sametime, it is straightforward to use “tap, wait and go.” In order to create an inclusive, smart
nation, which includes those who are less advantaged, besides providing access to digital
devices and technologies, the target users must accept and use technology with delight.
The smart nation project should gain the heartware of the citizens.

56

The Business Heartware - Building an Ecosystem
The collaborative ecosystem fostered by the government and private sector supports
Singapore`s transition into a Smart Nation. Government ministries are to provide
adequate support for startups. The Singapore government has invested in setting up
various startup accelerators to build a startup ecosystem which is actively supported by
the business organizations. Lately, the Singapore government has set up SGInnovate to“tackle hard problems” that matter to smart nation development and people around theworld.
SGInnovate is established to help ambitious and capable people and startups to build“technology-intensive” products borne out of research. Its strategy is to establish a global
startup hub with unique ties to ASEAN, Asia, North America, and Europe, creating a
gateway for exciting new opportunities and resources. SGInnovate has planned to bring
together over 7000 regional and global corporations that would provide go-to-market help,
joint product development, investment funding, and possible exits.
The Development Heartware - Managing Talents and Agility
Organizations in Singapore hire foreign talents for IT, engineering, business, finance,
and R&D work. Often they justify their action by citing the shortage of highly skilledlocal talent. Many corporate leaders have overlooked their responsibility to develop new
capabilities of local employees and nurture the employees by assigning them to in-houseprojects. The risk-avoiding leaders compound such lack of development culture. We callthis “lack of staff development heartware” and it has to be addressed urgently to ensuresustainability of a smart nation.
The creation of a smart nation is a human endeavor with hardware and software as
enablers. A Smart Nation is a vision set by the government, a rally to mobilize citizens in
the country to share a dream, a design that should be co-created amongst government,
citizens and business for a compelling outcome, a journey that has no end point assmartness is evolving over time with emerging new technologies, an exploration for new
discovery and innovation, and an ambition to bring prosperity to business and quality life
for citizens. A smart nation is, therefore, a complex undertaking which needs leadership,
management, resources, innovation, technologies, operations, and partnerships.
Underlining such complex ambition is the human ingenuity. Affected by anincreasingly disruptive digital and globalized world, a smart nation development
encompasses the development of human capital, strategies, policies, budgets, funding
schemes, legislation, and regulations. While adaptability is the ability to cope with change,
agility is another essential factor to manage disruptive change. Agility is the speed andability to learn from experience and then apply that learning to perform successfully under
new situations. Yet, most of the today’s development for human capital, policies, budgets,and funding schemes are using traditional waterfall methodology which is suitable fortraditional construction and manufacturing workflows that are in a sequential manner,57

going through typical steps of requirements, seeking inputs from stakeholders, design,
construction, testing, implementation and maintenance. Such an approach has been
proven rigid and slow in coping with changes, often ineffective for high tech projects andinhibiting innovation. Owing to its top-down management structure and lack of timely
regular reviews and testing with participation by stakeholders, the outcome is often not
ideal and full of shortcomings.
A new agile development approach is becoming more popular whereby it is not only
suitable for high tech software development to facilitate innovation but also highly
effective for non-software projects such as the development of products, services, humancapital, policies, funding schemes, budgets and so forth. Agile development is prescribing
close collaboration of users/citizens, product/service management team, developers andquality assurance team to bridge the gaps through rapid multiple iterations of design,development, testing, implementation, and reviews throughout the life cycle ofdevelopment. As a result, agile methods are responding faster and effectively to anincreased pace of changes. The stakeholders are walking the journey together during
every iteration of the development lifecycle. It is, therefore, an ideal approach to deal with
disruption as it is adjusting or correcting rapidly in responding to changes. The approachallows new ideas to be tested stepwise and introduced continuously to meet the needs ofthe citizens or users. Agile development approach inculcates paradigm shift.
Closing Remarks
In conclusion, a new heartware is needed for leaders and builders of the smart nation,
who are developing policies, innovative products, and services for the future economy.
An agile approach would help in coping uncertainty and disruption. Here is a list of
characteristics describing people who are practicing agility:-

Applying design thinking-

Acting fast, nimble, and adaptively-

Seeking feedback-

Working effectively in a team-Practicing continuous improvement-

Regularly reviewing with stakeholders-

Practicing self-awareness-

Being open to experiment-Highly motivated to learn and self-learning-

Empowering teams and allowing failure-

Learning from failure-

Conducting reflection58

Developing a smart nation is about creating a better life for citizens, a conducive
environment for businesses, and responsive and effective government services. In thisregard, instead of being on the receiving or giving the end of smart initiatives, citizens,business professionals, leaders, and government officials should be empowered tocollaborate, contribute, innovate and co-create a digital society with an agility approach.
4. Blockchain Technology for Digital Government(Dr. Jirapon Sunkpho and Mr. Jirapon Tubtimhin Thammasat University, Bangkok,
Thailand)In transforming into the so-called “Digital Government”, technology is one of the
key drivers in transforming into the so-called “Digital Government”. “Blockchain” hasbeen highlighted in every occasion when government officials gather. Blockchain as thetechnology underpinning Bitcoin, has gone from relative obscurity to mainstream topic
in just a few years. This article aims to fill up the gaps of such remarkable notions and toreflect the power of “Blockchain” in “Digital Government Transformation” which is
evolving globally by elaborating and synthesizing current writings and articles amongorganizations, leaders and experts in the field of blockchain at global scale, in 2 folds
including firstly, overview of blockchain technology and how government can harness
blockchain and benefits from this promising technology.
4.1 Blockchain Technology Overview
The blockchain is best known to associate with Bitcoin. It is, in fact, the technology
behind the bitcoin and could potentially be more than just cryptocurrencies. Simply put,a blockchain is a type of distributed ledger, comprised of unchangeable, digitally recorded
data in packages called blocks. Within a block, data can be recorded, time-stamped, andlinked to another block thus forming a chain of unalterable truth controlled by analgorithm that has been designed to prevent changes made without the consensus of theparticipated parties. Recently NISTIR 8202 Blockchain Technology Overview has beenreleased under National Institute of Standards and Technology (NIST), U.S. Departmentof Commerce with the intention to widely expose easy and better understanding about
blockchain, thus to provide a high-level technical overview of blockchain technology4.
As such, NIST simply mentioned that blockchains are tamper evident and tamper
resistant digital ledgers implemented in a distributed fashion (i.e., without a central
repository) and usually without a central authority (i.e., a bank, company, or government).
At their basic level, they enable a community of users to record transactions in a sharedledger within that community, such that under normal operation of the blockchain
network no transaction can be changed once published [1].

4

NIST (2018). Blockchain Technology Overview. Available from https://doi.org/10.6028/NIST.IR.8202
59

4.2 How Government can harness blockchain
Government leaders are beginning to recognize blockchain’s potential to address thechallenges of government. Pilot government projects involving the use of blockchain
technology has been introduced all around the world from US, UK, Estonia, andSwitzerland5. Three potential uses of Blockchain technology including enhancing trust
for citizens, managing identity, and improving efficiency.
4.2.1 Enhancing Trust for Citizens
According to the Pew Research Center, American trust in government is near an all-time
low with the outcome of only 18 %. Blockchain can enhance trust for the government bymaking it decentralized in which no single entity that controls it. The governments of
Sweden, Estonia, and Georgia are experimenting with blockchain-based land registries,
enabling multiple parties to hold copies of the registry securely 6 . Tamper-proof
blockchain-based voting systems are being tested in various contexts in eight countries7.
4.2.2 Managing Identity
Identity has received a great deal of attention from governments globally as anapplication of blockchain. As identity management is a prerequisite for any otherblockchain-based implementation. Without it, other meaningful implementation ofblockchain technology will be limited, especially for the government solution. However,
the only developed government use of blockchain identity services is in Estonia deployedon the Keyless Signature Infrastructure (KSI) Blockchain8. One main reason is probably
the lack of standard tested solutions in the area of identity management may be slow down
further development of government blockchain in general. The private sector is also
starting offering digital identity management solution on Blockchain9.
4.2.3 Improving Efficiency
One of the biggest complaints about government today is about inefficiency.
Blockchain cuts out inefficiencies and waste from systems. For interfacing with citizens
such as paying taxes, renewing a driver license, and receiving social benefits, blockchain
can be used to automate and streamline the processes that make most citizen transactions
with the help of smart contract. The smart contract is a computerized contract s that can
execute automatically based on a set of rules and triggers. One can think about buying a
5

Tom Macaulay (2018). How governments around the world are using blockchain. Fromhttps://www.computerworlduk.com/galleries/applications/how-governments-are-using-blockchain3680393/
6
Kate Boeding, Jonah Czerwinski, and Richard McConkie (2018). 3 POTENTIAL BENEFITS OF
BLOCKCHAIN FOR GOVERNMENT from https://www.boozallen.com/s/insight/blog/3-potentialbenefits-of-government-blockchain.html
7
Third A., Quick K., Bachler M., Domingue M. (2018) Governemtn Services and digital identity.
Knowledge Media Institute of Open Technology.
8
Guardtime (2018). KSI Technology. https://guardtime.com
9
Shocard (2018). Secure Enterprise Identity Authentication from https://shocard.com
60

car from someone. With the help of a smartphone app based on smart contract, each party
will receive proof of ownership and all the related document recorded right away without
the need of government to validate the transaction.
4.3 Summary
Blockchain technology shows tremendous potential for governments to enhance trust,managing identity, and deliver citizen services more effectively. To reach full potential,
blockchain technology shall be supported by collaboration between the public and private
sector in developing welcoming environments for blockchain start-ups through incentives,
funds, and other mechanisms. Intelligent blockchain strategies at the national and local
level will become a competitive advantage for countries that embrace it.

Figure VI-5: Sharing Economy

Figure VI-6: Use Case, Birth Registration

61

Figure VI-7: Use Case, Healthcare Service

Figure VI-8: Use Case, Digital Identity

5. Digital Government for Anti-Corruption(Dr. Pingky Dezar Zulkarnain, Researcher, Institute of e-Government, Waseda
University)
5.1 Overview
Information Technology (IT) with its rapid growth is increasingly influential in thedaily activities of individuals, business, and government. Particularly in the government
sectors, as well as in the business sectors, the importance of IT requires organizations tointegrate IT within their business process at all organizational levels. As for governments,
IT has been seen as the crucial, indispensable component in the changes that affect theworking practice, structure, and performance in order to provide the stakeholders with abetter service. These transformations can be achieved through e-government.
E-Government refers to any use of information technologies by government
institutions that enable them to transform their way to communicate and interact withcitizens, businesses, and other government institutions (World Bank, 2011. E62

Government enables government institution to serve a variety of different outcomes;
better delivery of government services to citizens, improved interactions with businessand industry, citizen empowerment through access to information, or more efficient
government management (World Bank, 2011). IT enables government institution to be
more collaborative with stakeholders and with other government institutions (Zussman,
2002. In addition, the resulting benefits of e-government can be less corruption, increasedtransparency and accountability, and cost reductions. The importance of e-government
further escalates with the recognition that e-government can be used to help gain
competitive advantage (Obi, 2007). Andersen (2009) argues that e-government can beconsidered a solution to the corruption faced by developing countries (Andersen, 2009).
However, according to ACFE on its Report-to-the-Nation (RTTN) 2014, IT only
contributed 1.1% in detecting fraud, including corruption.
Recent issues related to corruptions, frauds, and demands on government to work
more transparent and accountable have increased the imperative of e-government(Ionescu, 2013). Like other IT, however, effective use of e-government depends on
several factors such as technology, stakeholders, environment, and organizational culture(Luna-Reyes, Gil-Garcia, Romero, & Felipe, 2012). Governments can take the benefitsof e-government to strengthen democracy and to promote efficiency and effectiveness by
establishing a system of transparency, public participation, and collaboration (Obama,2009). Collaboration among government agencies is one of the common issues faced bygovernments in developing countries (Waseda Institute of e-Government, 2014).
Supreme Audit Institution (SAI) refers to a government organization in each country
that has the mandate to conduct an audit on government institutions and thereby, sets
standards for government audit works (OECD, 2013). In order to accomplish their tasks
objectively and effectively, SAI is required to be independent of the audited entity andare protected against outside influence. However, since SAI is part of the state as a whole,
SAI cannot be fully independent. Therefore, SAI is requested to have the functional andorganizational independence to fulfill the mandate (INTOSAI, 1998). Audit Board of the
Republic of Indonesia (BPK) is the name of SAI in Indonesia.
Lima Declaration was founded on top of the rule of law and democracy which areessential foundations for independent and accountable government auditing.
Independence, accountability, and transparency of SAI are essential prerequisites in a
democracy and enable SAIs to lead by example and enhance their credibility. Theseelements can improve governance, promote accountability, and therefore can help SAIs
to fight corruption (INTOSAI, 2010). SAIs has responsibility for combating corruption
and actively involved in eradicating corruption activities. ISSAI 20 Principle No.4 statesthat SAIs prevent internal conflicts of interest and corruption and ensure transparency andlegality of their operations.

63While connecting the government information system are commonplace permitting
real-time data communication among governments and the current state of e-government
application enables one government to receive some information online from othergovernments, the utilization of such capability is still immature among developing
countries (Waseda Institute of e-Government, 2014). The more common practice is for
one government to receive the information from others, generally by request, by using
email or secondary storage devices such as a compact disc or flash disk. These practices,
based on the author’s experience when conducting an audit, create an unnecessary delay
for concerning agency to process further. The delayed data may also create the possibility
that it was manipulated or fraudulent data (Lanza, 1998).
Using the case of BPK in synergizing all of its auditees, this study is aimed toinvestigate how to create such collaboration through institutional strength and egovernment. In addition, this study looks for the opportunity to propose e-Audit as aplatform for connecting all government information system.
5.2 Literature Review
Open government is considered as a prerequisite for democracy society by promoting
government transparency and accountability (Bertot, Jaeger, Munson, & Glaisyer, 2010).
On January 21, 2009, President Barrack Obama endorsed a memorandum abouttransparency and open government to the head of executive departments and agencies.
He gave directions for strengthening democracy and promote efficiency and effectivenessin government by establishing a system of transparency, public participation, andcollaboration (Obama, 2009). The following list explained these three principles of open
government briefly.
-

Transparency: Government should provide the citizen with information about
what the government is doing, thus promoting government accountability.

-

Public Participation: Government should engage citizens for participating in thepolicymaking process and to provide the government with the collective expertiseand information, hence improving the quality of the government’s decisions.

-

Collaboration: Government should cooperate among themselves and withstakeholders such as non-profit organization, business, and individual, thus
creating opportunities for innovation while improving the level of collaboration.

Transparency can be regarded as the availability of information concerning
government activities to the public timely, relevant, and reliable (Ferranti, 2009). The
ultimate goal of transparency is to provide the public with government’s data andinformation so that the public will have the opportunity to assess government action andexercise voice in the decision-making process (Florini, 2007). Through transparency, thegovernment enables individuals to become more knowledgeable. They may consider their
public participation more effectively (Rucinsky, 1991). Transparency and public
64participation are the essential elements for helping the government to solve the problemof legitimacy (Fung, 2006).
Collaboration is slightly different from transparency and participation which arefrequently associated with the democratic political action. It is an arrangement of
democratic participation (Noveck, 2009) so that the decision is deliberated in connectedcircumstances. These circumstances require continuous interaction among governments
for integrating their functions into the governance process (Peters, 2011) thus constructing
trans-governmental networks. Works of trans-governmental networks are appropriate in
the domain of commerce, financial regulation, environmental protection, and inlegislative areas of government (Slaughter & Hale, 2011). Such an inter-government
network established a cybernetic government in which one government may effectively
deliver the task with the help of other governments (Wiener, 1948; Ashby, 1956)
Open government data is the indicator which represents the spirit of freedom of
information in many countries (Yu & Robinson, 2012). The availability of the Freedomof Information Act (FoIA) and open data portal in a country are the significant subindicator for measuring the level of open government in the country’s e-government score.
FoIA is considered as the basic requirement that must exist before further implementationof open government data while open data portal is considered as a media that can beaccessed by a citizen to obtain government data without restrictions.
On the press release report of the ranking, there is an exciting finding that somecountries like United States, Singapore, and Estonia have created a specific mechanism
to connect government information system for improving the public service delivery(Waseda Institute of e-Government, 2014).
5.3 Context CaseAs an institution of 5621 audit professionals with statewide coverage including 33
regional offices and tight audit schedules, the SAI Indonesia (BPK) needs an IT Solutionthat is expected to improve audit efficiency, to promote audit consistency, to provide a
centralized repository for audit program and result, and to automate testing and analyticalprocedure.
In 2010, BPK had announced a national project named a National Strategy ofInformation System (SNSI) for collecting electronic data from all BPK’s auditees andmatching the data across auditees. The purposes of this project are to improve the whole
audit process and to equip the BPK for accessing information on auditees with theadvanced utilization of Information and Communication Technology (ICT). According to
Article 10 of the Audit on State Finance Management and Accountability Act 2004 (No.
15/2004), in performing the audit, BPK has the authority to:-

Request any mandatory documents to the respective officers regarding the audit
on state finances
65-Access all data stored in any media, assets, location, and all types of assets or
document managed and controlled by auditee or other parties as needed for theaudit purposes-

Put sealing to any custody of money, goods or documents related to the state
finance management-

Request information to relevant people or parties-

Take pictures, record, and sample for the audit evidence purposes.

Under this project, BPK has built a national database which is an extensive databaseof national financial data. The database will consist of the financial-related electronic datafrom 2000+ auditees which are scattered all over 33 provinces in Indonesia. IT Bureau,
as an organizational unit in BPK that is responsible for providing BPK with IT solution
to support core activities of BPK, is assigned to define and to deploy the appropriate
platform and technology for BPK concerning the SNSI Project.
In addition, through the SNSI project, BPK build an automated analysis andmeasurement so that BPK’s auditors could validate every batch of data thus providing
BPK with Early Warning System (EWS) on the system. Due to the existence of this EWS,
BPK will be able to notify the auditee when, in some circumstances, the anomaly occurred.
Using SNSI, BPK’s auditors could have valid preliminary data for preparing theiraudit assignment. As a result, when in the field audit, the auditor will have adequate time
to complete their audit cycles including preparing audit working paper and audit reporting.
On this cycle, SNSI is expected to improve some audit processes such as confirmation
technique, audit correspondence, and follow-up the audit recommendation.
SNSI is supported by a primary component called e-Audit. E-Audit is a combinationof three components; Consolidator Application, Data Model, and Portal. Each component
has its function. Consolidation Application is a pair of two applications; Consolidation
Agent (AK) and Master Consolidation Agent (MAK). AK is the application services thatare installed on auditee’s premise. Its job is to extract, compress, encrypt, and send thedata from auditee’s database to the MAK. MAK is deployed on BPK’s premise. Its job isto receive the packet from AK, decrypt it, decompress it, and load to the operational
database.
Once the data resides in the operational database, the system will transform and load
the data into a data warehouse schema which is available for auditors. The data warehouse
schema is formulated using auditor’s analytical procedure as a reference. Auditors accessthe information through the portal. The Portal provides the auditor with a list of functions
that represented the audit program which is commonly used by auditors. Using the portal,
the auditor will get an instant result of a particular audit program. All auditors can executethe analysis that was previously conducted by auditor using several steps with only one
click on the portal.
66

5.4 Findings
As of June 2014, BPK has connected 593 out of 756 targeted auditees including local
government, central government, and state-owned enterprises with BPK’s data center.
Periodically, these auditees submit the financial data automatically using ICT. E-Audit
system process the incoming electronic data and release the data to the on-duty auditor.
The rest 197 auditees are mainly located in the rural area which has a handicap on
telecommunication and electricity infrastructure.
In order to speed up the development process of e-Audit, BPK uses its institutional
strength to influence the auditee for participating in the e-Audit project. According to the
Audit on State Finance Management and Accountability Act 2004 No. 15, BPK has theright to access all data and information related to government auditing process. The
refusal of BPK’s right will be considered as a criminal act and subject to criminal law. In
addition, BPK is considered as the supreme state institution in the term for government
auditing function.
BPK has a higher level of both enforcement and stability than its auditees have. As aresult, BPK has successfully ratified 756 Memorandum of Understanding (MoU) with its
auditees within three years. For comparison, Ministry of Information and Communication
Technology (MICT) launched a policy program called IGASIS (Inter Government Access
Sharing Information System), a similar initiative with e-Audit, in 2004. Conversely, thisprogram is discontinued because the Institutional Strength of MICT is not stronger thanthat of other ministries.
Waseda Institute of e-Government stated that the connected government would be
the next wave of e-government development. BPK is the example of government
institution achieving such connected government through e-audit. Besides the BPK,
Ministry of Finance has launched the similar program namely Indonesian National Single
Window (INSW) managed by Directorate of Customs and Excise. INSW has connected
Ministry of Finance with Ministry of Industry, Ministry of Trade Affairs, Ministry ofForestry, Ministry of Agriculture, Ministry of Marine Affairs and Fisheries, Ministry of
Defence, and the National Agency of Drug and Food Control. However, the technology
used for INSW is different from e-audit in term of autonomy level. Moreover, in thesimilar initiatives, DKI Jakarta Province has implemented a similar technology forconnecting Provincial Revenue Office with Bank DKI, a local government-ownedbanking, and the hotels to automatically calculate local government tax. Despite that,further research is needed to understand its effectiveness and implementation.
E-Audit is a method for not only receiving electronic data from a government
information system but also providing the government institution with specificinformation as part of an audit correspondence such as anomaly of the financial report,
an indication of misconduct, and progress of recommendation completeness (BPK RI,2010). The new method has successfully connected most of its auditees for creating the67

synergy on the government information system by utilizing the ICT. It is recognized as
the strategic use of e-government by BPK in the area of collaboration and integration.
Strategic means that the initiative is considerably large and long-range planning anddevelopment yet secure and offer the value-added (Mintzberg, 1978). E-Audit is strategic
because it has a high-level coverage which includes not the only central government but
also local government and government-owned enterprises. It has strengthened BPK’s
authority by transforming the procedure of collecting data from a manual and an ondemand to an automatic and a scheduled data collection. E-Audit requires significant
resources and some full attention from all BPK’s elements (BPK RI, 2010) (BPK RI,
2011).
Referring to user's activity log of the e-audit portal, there are 4000+ auditors haveaccessed the e-audit portal during the audit assignments including the audit planning andexecuting phase. In the planning phase, auditors use e-audit to conduct an analyticalprocedure on financial transactions for validating the cohesiveness of these transactions
and detecting the potential occupational fraud such as asset misappropriation and an
over/understatement of asset and revenue. During the execution phase, auditors use eaudit mainly to execute confirmation procedures. A feature of online confirmation on air
ticket holds 75% of the e-audit usage, followed by online confirmation on tax transactionnote (NTPN).
Before the implementation of e-audit, only certain audit teams can executeconfirmation procedure entirely. Complete execution means that the audit teams received
the response from the third party. In many cases, audit teams are unable to get the answer.
The time limitation, audit team's capacity, and responsiveness of the third party's
counterpart are the cause of incompleteness of confirmation procedure. These conditions
create a capability gap among audit team in which some audit team can conduct
confirmation procedure entirely while the other teams are unable to do so.
Using the e-audit system, the related third parties periodically submit the data to BPK.
As a result, in the execution phase for executing the confirmation procedure, it is notnecessary for auditors to contact them directly. Instead, they use e-audit to conduct
confirmation process and get the result straight away. This is an innovative use of ICT by
BPK to cut the formal bureaucratic procedure thus reducing the time needed forcompleting the confirmation process.
5.5 Conclusions
This study has found that BPK has successfully utilized its institutional strength for
implementing e-audit. BPK has introduced e-audit as its e-government flagship thathighlights inter-government collaboration for improving its audit authority, efficiency,
and effectiveness thus strengthening its role in monitoring government financialtransaction. As a result, BPK has established a collaboration system that addressed towipe out fraud in a government institution.
68

E-Audit can be viewed as a model of context-based governmental collaboration. The
collaboration model, considering its simplicity and scalability, is feasible to be
implemented by other government institutions based on their specific institution strength.
It offers a quasi-real-time process for data confirmation across participating institutions.
Therefore, not only does the model improve the public service delivery, but it also
minimizes the government officer’s opportunity for committing fraud.
Finally, the BPK’s experience in the development of e-audit as its e-government
platform shows that government collaboration can be achieved using institutional strengthand ICT by reducing technical complexities which are commonly found in any
government collaboration initiatives.

VII. Comparison
1. Historical Trends of the Ranking
Throughout the fourteen years of the Ranking, USA and Singapore are always in thefirst place. The USA stood at the first place from 2005 to 2008, and then Singapore
replaced and took the top spot from 2009 to 2013, for the five consecutive years, USA
and Singapore have been alternately ranked at first place. In 2014 the USA and Singapore
swapped the positions, but from 2015 to 2017 Singapore was on top of the Digital
Government Rankings. In 2015 and 2016, the USA followed by Singapore in ranked at
2nd place, but in 2017 it replaced by Denmark while Singapore is still on the top. In 2018
Denmark replaces Singapore and becomes the first country (not Singapore and the USA)in the first position in Waseda – IAC Digital Government Rankings. The table below
shows the historical trends of the rankings from 2005 to 2018.
No

2005

2006

2007

2008

2009

2010

2011

1

USA

USA

USA

USA

Singapore

Singapore

Singapore

2

CanadaCanadaSingapore

Singapore

USA

UK

USA

3

Singapore

Singapore

CanadaCanadaSwedenUSA

Sweden4

Finland

Japan

Japan

Korea

UK

CanadaKorea

5

Sweden

Korea

Korea

Japan

Japan

Australia

Finland

6

Australia

Germany

Australia

HK SAR

Korea

Japan

Japan

7

Japan

TaiwanFinland

Australia

Canada

Korea

Canada8

HK SAR

Australia

TaiwanFinland

TaiwanGermany

Estonia

69

9

MalaysiaUK

UK

SwedenFinlandSwedenBelgium

10UK

FinlandSwedenTaiwanGermany

Taiwan

UK

Italy

Italy

Denmark

No

2012

2013

2014

2015

2016

2017

2018

1

Singapore

Singapore

USA

Singapore

Singapore

Singapore

Denmark

2

USA

FinlandSingapore

USA

USA

Denmark

Singapore

3

Korea

USA

Korea

Denmark

Denmark

USA

UK

4

Finland

Korea

UK

UK

Korea

Japan

Estonia5

Denmark

UK

Japan

Korea

Japan

EstoniaUSA

6

SwedenJapan

CanadaJapan

Estonia

CanadaKorea

7Australia

SwedenEstonia

Australia

CanadaNew

Japan

Zealand
8

Japan

Denmark

Finland

Estonia

Australia

Korea

Sweden9

UK

TaiwanAustralia

CanadaNew

UK

TaiwanTaiwanAustralia

EIU

Accenture(2018)(2014)

Zealand
10

TaiwanNetherlands

SwedenNorwayUK

CanadaTaiwanTable VII-1: Historical Trends of the Rankings

2. Comparison of Rankings by International Organizations
Countries name

IMD

WEF

WasedaUN

ITU(2018)(2016)(2018)(2018)(2017)

Argentina

55

89

58

43

51

32

Australia

13

18

10

2

14

1

Austria

15

20

22

20

21

10

Bahrain

n/a

28

47

26

31

61

70

Belgium

23

23

23

27

25

10

Brazil

57

72

56

44

66

47

Brunei

n/a

n/a

46

59

53

Canada

8

14

16

23

29

15

Chile

37

38

49

42

56

36

China

30

59

32

65

80

32

Chinese Taipei

16

29

9

n/a

n/a

10

Colombia

59

68

48

61

84

55

Costa Rica

n/a

44

60

56

60

42

Czech Republic

33

36

39

54

43

27

Denmark

4

11

1

1

4

15

Egypt

n/a

96

62

114

103

71

Estonia

25

22

4

16

17

15

Fiji

n/a

n/a

64

102

107

n/a

Finland

7

2

13

6

22

4

France

26

24

19

9

15

4

Georgia

n/a

58

40

60

74

n/a

Germany

18

15

20

12

12

4

HK SAR

11

12

18

n/a

6

10

Iceland

21

16

15

19

1

n/a

India

48

91

36

96

134

42

Indonesia

62

73

33

107

111

67

Ireland

20

25

24

22

20

23

Israel

12

21

42

31

23

20

71

10

9

8

Italy

41

45

27

24

47

27

Japan

22

10

7

10

10

4

Kazakhstan

38

39

34

39

52

55

Kenya

n/a

86

52

122

138

71

Korea

14

13

6

3

2

10

Lithuania

29

29

50

40

41

26

Macau SAR

n/a

n/a

29

n/a

26

n/a

Malaysia

27

31

25

48

63

27

Mexico

51

76

44

64

87

49

Morocco

n/a

78

51

110

100

63

Netherlands

9

6

17

13

7

4

New Zealand

19

17

14

8

13

15

Nigeria

n/a

119

63

143

143

n/a

Norway

6

4

11

14

8

22

Oman

n/a

52

43

63

62

n/a

Pakistan

n/a

110

61

148

148

77

Peru

60

90

57

77

96

69

Philippines

56

77

35

75

101

55

Poland

36

42

37

33

49

27

Portugal

32

30

26

29

44

36

Romania

47

66

38

67

58

49

Russia

40

41

30

32

45

32

Saudi Arabia

n/a

33

53

52

54

47

5

Singapore

2

1

2

7

18

1

1

72

4

2

South Africa

49

65

54

68

92

42

Spain

31

35

28

17

27

23

Sweden

3

3

8

5

11

1

Switzerland

5

7

12

15

3

15

Thailand

39

62

21

73

78

49

Tunisia

n/a

81

59

80

99

63

Turkey

52

48

41

53

67

49

UAE

17

26

31

21

40

n/a

3

UK

10

8

3

4

5

20

7

Uruguay

n/a

43

55

34

42

n/a

USA

1

5

5

11

16

4

Venezuela

63

108

65

106

86

77

Vietnam

n/a

79

45

88

108

65

6

Table VII-2: Comparison of Rankings by International Organizations

3. Indicators of International Organizations
IMD

WEF

Waseda

UN

ITU

EIU

Reportname

The IMD World
DigitalCompetitivenessRanking

The Global
Information
Technology
Report(GITR)

IAC-Waseda
DigitalGovernment
Ranking

UN e-Government
SurveyICTDevelopment
Index

ICT
Globalization
index

TargetTo assess theextent to whicha country
adopts andexplores digitaltechnologies
leading to atransformationin government
practices,

Measure eGovernment
Networked
Readinesswhich
assesses thefactors,
policies, andinstitutions

To show the
progress ofeGovernment
development
in a country

Measure eGovernment
readiness of acountry in threepillars [Online
Service Index (OSI),
Telecommunication
Infrastructure
Index (TII) andTo represent acomprehensive
effort by ITU toprovide asnapshot of
the status of
theinformation

To provide
access to acontinually
updated set ofpolitical,
economic andbusinessclimate73

moreover,communication

business models
and society ingeneral.

Human CapitalIndex (HCI)]

technology(ICT)Country
coverage

63

143

65

193

192

82

PeriodYearly2 Years

Yearly2 Years

YearlyYearlyIndicator

9 sub-factors
comprise 50
criteria

53
Indicators

10 Mainindicatorsand 35 SubIndicators

15 Indicators OSI: 1
indicator for
National Portal + 5
indicators forselected eServices, TII:5
indicators, HCI:4
indicators

14 indicators

8 indicators(access to theinternet, thedigital economy
infrastructure74

and openness
to innovation.)

VIII. Methodology
For evaluating digital government development, this ranking survey is based on agroup of indicators to evaluate the overall digital government development in a country,
ranging from policy development and e-Services implementation to management
optimization and digital government promotion. To improve the evaluation of digital
government development in a country, from 2010, the ranking added an e-participation
indicator. In 2014, Open Government Data and Cybersecurity were also added to theranking. In the 2017 Ranking, the research team added “the usage of emerging ICT
technologies”. It makes the total ten main indicators for evaluation.
Increasing the quality, the assessment used a questionnaire as a tool to obtain some
information from respondents who reside in the countries. The respondents aregovernment officers who work for a ministry that concerns digital government and, tosome extent, respondents from academia who are knowledgeable in digital government.
The questionnaire in the upcoming ranking is mandatory. The score will use the feedback
as additional information to mitigate the sample risk, thus, reducing bias during scoring.
The following diagram shows the due process of creating the ranking.
Waseda-IAC International Digital Government Ranking is also based on clustering
methods by classifying countries according to the group, which has been demonstrated
by organizations (APEC, OECD), by the size of population and GDP, by regions (AsiaPacific, Americas, European, Africa, Middle East, and CIS countries).
1. Formulation
The Raw score is normalized to the 0-100 scale score using the following formula.

𝑁𝑜𝑟𝑚𝑆𝑐𝑜𝑟𝑒 =𝑅𝑎𝑤𝑆𝑐𝑜𝑟𝑒
× 100
𝑀𝑎𝑥𝑆𝑐𝑜𝑟𝑒

Raw score is the Score generated by averaging the Score 0 and Score 1; MaxScore is
the maximum score of the sub-indicators.
This will generate the Normalized Score which ranges 0 – 100. Furthermore, theNormalized Score is recalculated by weighted rate. The result is the released score thatwill be used as the source for arranging the rank.
No
1
2
3
4
5
6

Indicators
Network Infrastructure Preparedness (NIP)
Management Optimization (MO)Online Services (OS)National Portal (NPR)
Government Chief Information Officer (GCIO)
Digital government Promotion (EPRO)
75

2018
NormScore x 10%
NormScore x 12%
NormScore x 12%
NormScore x 8%
NormScore x 10%
NormScore x 10%

7
8
9
10

E-Participation (EPAR)
Open Government Data (OGD)
Cybersecurity (CYB)
The emerging technology in Digital government(EMG)

NormScore x 10%
NormScore x 10%
NormScore x 10%
normcore x 8%

Table VIII-1: List of Main Indicators
2. Processes of Evaluation
The following process prepares the rankings

76StartPreparation

Commencing the survey

Distributing the questionnaires

Exploratory Research on Indicators
By Country
Analysis Revision

Government
Officers

Expert Groups

Jul 2017

Cross Verification

Tabulate the score
Meeting with
International
Organizations

Rankings, Evaluation

March, April 2018

Country Reports

May 2018

Final Check

Sept 2018

Press ReleaseOct 2018

Figure VIII-1: Processes Diagram

77

IX.

Contributors List (● indicate group leader)

1. List of Global Experts Group

Prof. Dr. Toshio Obi, Chairman, Institute of Digital government, Waseda University,
Japan, Honor President, International Academy of CIO, Director of APEC Digital
Government Research Center.
-

Prof. Dr. J.P Auffret, Chair, MOT/CIO Program of George Mason University,
USA.
Prof. Dr. Lim Swee Cheang, Director, Institute of Systems Science, National
University of Singapore.
Prof. Dr. Luca Buccoliero, Marketing Department Bocconi University, Italy.
Prof. Dr. Suhono Harso Supangkat, Bandung Institute of Technology, Indonesia.
Prof. Dr. Francisco Magno, Director, Institute of Governance De La Salle
University, Philippines.
Prof. Fang Chun Yang, Dean, Academy of Digital government, Peking
University, China.
Associate Prof. Dr. Jirapon Sunkpho, Thammasat University, Thailand.
Prof. Dr. Alexander Ryzhov, Presidential Academy of National Economy andPublic Administration (RANEPA), Russia.
Prof. Dr. Tomi Dahlberg, Information System, University of Turku, Finland.
Prof. Pin-yu-Chu, Taiwan e-Government Research Center, Taiwan

2. List of Professors and Experts at Institute of Digital Government, Waseda
UniversityProf. Dr. Naoko Iwasaki, Waseda
University-

Prof. Dr. Tatsuyuki Negoro,
Waseda University--

Prof. Dr. Atsushi Kato, Waseda
University--

Prof. Kiyohide Higuchi, Waseda
University--

Prof. Dr. Hiroko Kudo, Chuo
University-

Prof. Dr. Takashi Kobayashi,
Tokai University
Prof. Dr. Yoshio Tozawa,
University of Industrial andScienceProf. Dr. Shujiro Urata, Waseda
University
Prof. Yukio Kawamura, Waseda
University

3. List of Researchers at Institute of Digital Government, Waseda University


Dr. Nguyen Manh Hien-

Dr. Yao Yang-

Dr. Pingky Dezar Zulkarnain-

Mr. Bandaxay Lovanxay-

Dr. Nguyen Ngoc Anh-

Mr. Eiji Yamada, NTT Data--

LLC Naoko Mizukoshi, Lawyer

78

X.

Professor Obi as one of the World’s 100 Most Influential
People in Digital Government

Dr. Toshio Obi, Director of APEC e-Government Research center, Professor
Emeritus and chairman of the Institute of e-Government at Waseda University has been
named by Apolitical as one of the world’s 100 Most Influential People in Digital
Government for 2018.
Many congratulations to Professor Obi on being recognized as one of the world’s
100 most influential people in digital government – wonderful honor and recognition ofProfessor Obi’s many contributions and ability to build bridges between academia,
government, and the private sector.
The list is the first of its kind to show the full international spread of innovative workin the field, celebrating world-beating individuals from every continent. Public leadersfrom all levels of government appear alongside representatives of the private and third
sectors and academia. Everyone included has exerted outsize influence on the transition
to digital governments, whether through policymaking, research, advocacy or othermeans.
Dr. Obi is a founding Director of APEC e-Government Research Center since 2007.
He has published over 200 books, articles and policy reports on digital government
including the book [A decade of world e-government rankings] (IOS Press, 2015).He sitson the government (MIC)’s e-Government promotion Council as chairperson and is afounding editor of the Waseda World e-Government ranking survey with international
experts, which has monitored and evaluated 65 countries (economies) annually since2005.he is also a founder and honorary president of International Academy of CIO. The
fields of his research now cover “AI and Blockchain for digital government” “Capacity
building of CIO” ”Innovation on Smart Silver City".
The World’s 100 Most Influential People

in Digital Government were curated fromnominations from hundreds of digital government experts from leading organizations,
including OECD, the UN, and etc. Apolitical expects the annual list of the 100 Most
Influential People in Digital Government to highlight what’s working in digital
government, and through the work of those named to provide a road map for the futureof digital policy.
Apolitical is a global platform for governments that puts the best solutions on topics
such as digital government and government innovation https://apolitical.co/lists/digitalgovernment-world100/

79

XI. The International Academy of CIO and Capacity
Building for ICT Leaders (2004‒2017)
Introduction
Honoring Professor Toshio Obi’s Waseda University retirement and appointment as
professor emeritus and his stepping down as president of the International Academy ofCIO (IAC) after serving nine years (2008‒2017), this article chronicles the developmentof the International Academy of CIO from its beginnings in 2004 and 2005, founding in2006 and then to 2017 and its worldwide role and impact. The article reviews the IAC’srole in developing and strengthening CIO and ICT Leadership curriculums and programs;
providing ICT leadership training to government leaders; highlighting and promoting bestpractices in Digital Government; and furthering government ICT policies andstrengthening government ICT institutions. In addition, the article discusses how the IAC
has furthered awareness of the potential for ICT to contribute to addressing major world
challenges and three IAC focus areas of ageing society, natural disasters and Smart Cities.
The article also discusses IAC’s contributions to furthering insight of the potential of ICT
for international development as well as risks such as the digital divide and to privacy andsecurity. Lastly, the article discusses recent IAC efforts to pro-mote and increase womenin ICT leadership and the new challenges of cybersecurity.
The IAC itself is comprised of people and partnerships and I would like to recognize
the contributions and friendships of many thousands from around the world andpartnerships with governments and organizations including APEC TEL, U.N., ITU,
OECD and World Bank.
While not able to acknowledge everyone, I would like to highlight the following fortheir special contributions in IAC leadership and initiatives including:Elena Bellio, Italy; Maksim Belousov, Russia; Zdenek Brabec, Czech Republic; Luca
Buccoliero, Italy; Lim Swee Chiang, Singapore; Yang Fengchun, China; Tomi
Dahlberg, Finland; Elsa Estevez, Argentina; Mattias Finger, Switzerland; Chan
Cheow Hoe, Singapore; Tong-yi Huang, Taiwan; Yuki Imamura, USA; Naoko
Iwasaki, Japan; Tomasz Janowski, Poland; Hong-Wei Jyan, Taiwan; Taro Kamioka,
Japan; James Kang, Singapore; Pravit Khaemasunan, Thailand; Hiroko Kudo, Japan;
Calvin Leong, Macao; Francisco Magno, Philippines; Naoko Mizukoshi, Japan;
Ashish Mukherjee, India; Russell Pipe, USA; Alexander Ryzhov, Russia; Sak
Segkhoonthod, Thailand; Andrey Semenov, Russia; Alexander Sokolov, Russia;
Tatiana Sokolova, Russa; Frank Yu-Hsieh Sung, Taiwan; Jirapon Sunkpho, Thailand;
Suhono Supangkat, Indonesia; Amos Tan, Singapore, Pairash Thajchayapong,Thailand; Tran Minh Tien, Vietnam; Jirapon Tubtimhin, Thailand; Kim Willems,
Netherlands.

80And honor the leadership of one of the IAC founders, Jantima Sirisaengtaksin, whovery sadly passed away last year. Ms. Sirisaengtaksin who was always very kind andtremendously welcoming to visitors to Thailand as a host for IAC meetings was a IAC
vice president for ten years and was renowned for her leadership in ICT and innovationin the Thailand government.
About the IAC
Before discussing and reviewing IAC history and role and impact some backgroundon the IAC today.
Founded in 2006, the IAC is a global academic and professional society established
as an NPO in Tokyo, Japan, with a Secretariat in Bangkok, Thailand and country chapters.
From initial co-founders of Japan, USA, Indonesia, Philippines, Switzerland, andThailand, the IAC currently has active participation from about 50 countries. The IAC
engages with governments, private sector, academia and NGOs to further ICT leadershipand governance and associated national ICT policies and institutions.
IAC’s initiatives include developing and publishing the annual Waseda IAC Digital
Government Rankings (https://www.waseda.jp/top/en-news/53182) now in theirthirteenth year; and a Global E-Governance book series with IOS Press in Amsterdam
and volumes including “ICT and Aging Society,” and “A Decade of e-Government
Rankings” (https://www.iospress.nl/bookserie/global-e-governance-series/); providing
IAC Accreditation for masters’ degree CIO and IT executive leadership programs;
publishing the Journal of CIO and Digital Innovation; hosting the IAC Annual
conference; undertaking research projects including with APEC on ICT Governance and
ICT and Aging Society and initiatives including on ICT and natural disasters, women in
ICT and Smart Cities. In addition, the IAC works with governments in developing ICT
leadership and governance policies and legislation.
Setting the Stage for the IAC‒ICT Innovation and ICT Leadership in 2004
With advances in computers and communications from the 1970’s to the early 2000’s
and the development and adoption of corresponding new services, society andgovernments were becoming in creasingly reliant on ICT. Not only had ICT technicalcapabilities increased rapidly but unit costs in processing speed, communications speed
and computer storage decreased exponentially.
The 3G mobile Internet iMode service launched by NTT DoCoMo in Japan in 1999
was a harbinger of how technology was evolving from large mainframe computers tosmaller devices and from enterprise systems to mobile applications. Subsequently, theiPhone launch in 2007 and adoption accelerated these shifts globally.
The ITU World Summit on Information Society (WSIS) held in in Geneva in 2003
and Tunis in 2005 highlighted the potential of ICT for society and governments: “The
Tunis Summit represents a unique opportunity to raise awareness of the benefits that81

Information and Communication Technologies (ICTs) can bring to humanity and themanner in which they can transform people’s activities, interaction and lives, and thusincrease confidence in the future”. (ITU 2005)
Not only did ICT’s have a role though, they had a strategic role: “After many yearsof rapid growth and demonstration of its tangible benefits, ICT is now accorded a“strategic” role in most economies. This prominence is bringing a greater level of scrutinyof technology infrastructure from various sections of society, as well as internationalorganizations. Ereadiness will advance, but governments should take care to ensure that
their countries’ digital development proceeds in harmony with their social, economic andpolitical objectives.” (Economist Intelligence Unit, 2009).
To further ICTs strategic role, Asia Pacific Economic Cooperation (APEC)
economies agreed the Brunei Darussalam goal in 2000 having as an objective effective
Internet access for all communities in all APEC economies by the year 2010.
In practice though many ICT projects were not delivering on their potential. While
governments were spending many billions of dollars on ICT investment, projects werecompleted over schedule and over budget and in fact many projects were not utilized asenvisioned or completed at all. There were also risks ranging from digital divide withincountries or regions to economic, development and competitive risks for countries not
adapting and utilizing technology effectively.
Given the potential of ICT and challenges in practice, ICT leadership was not keeping
pace with the need. There was an ‘ICT leadership gap.” In addition, ICT institutions,
governance and policy were not keeping pace with the new central role of ICT.
Leading to the IAC Waseda 2004 CIO and e-Government Workshop
With this global ICT and ICT leadership context, Professor Obi organized a CIO ande-Government workshop at Waseda University in Tokyo in November 2004. Attendees
and participants were from government, academia and private sector; and from acrossAsia Pacific and also Europe and the Americas. Discussions focused on country strategies
for ICT and ICT in government and associated challenges of leadership and governance.
In addition, the conference explored the potential of ICT for contributing to addressing
major world challenges such as preparation and recovery from natural disasters, and rapid
urbanization.
The Tokyo workshop led to initial partnering amongst the attendees and laid thegroundwork for the development and founding of the IAC in 2005 and 2006.
APEC TEL CIO and CIO Institutions Projects
Following on to the Waseda 2004 workshop, participants from the Asia Pacific
Economic Cooperation (APEC) economies of Japan, Indonesia, Thailand, U.S., Malaysia,
Philippines and Vietnam led by Professor Obi partnered on two CIO related (Asia Pacific82Economic Cooperation Telecommunications Working Group (APEC TEL) projects. The
projects “Development and Deployment of APECTEL GCIO Training Model” and“Developing Model GCIO Councils” had the objectives to develop curricula for CIOs
and ICT executive leaders and provide training and develop best practices for establishingand governing CIO Councils.
The first project resulted in CIO training materials utilized in Asia Pacific universities
and executive education training. The second project resulted in strategies for developing
and operating CIO Councils to coordinate ICT policy across ministries within agovernment including on topics such as enterprise architecture and human capacity
building.

Photo 1. Participants at Waseda 2004 CIO and eGovernment Workshop
The Founding of the IAC
With the initial success and interest in academic, government, private sector
partnering on CIO, Professor Obi, Jantima Sirisaengtaksin, Thai Ministry of Finance,
Jirapon Tubtimhin, NECTEC J.P. Auffret, George Mason and Pairash Thajchayapong,
Permanent Secretary, Ministry of Science and Technology, Thailand met in Bangkok in
April 2005 with the objectives for planning for the IAC.
Follow on meetings including related to the APEC projects in September 2005 in
Tokyo and May
2006 in Fairfax and with Francisco Magno, De Las Salle University, Manila, Suhono
Supangkat, Bandung Institute of Technology, Bandung; and Mattias Finger, Ecole
Polytechnique Fédérale de Lausanne (EPFL) led to the first IAC Annual Conference andMeeting held in Tokyo in June 2006 and adoption of the IAC charter. Pairash
Thajchayapong, Permanent Secretary, Ministry of Science and Technology, Thailand, waselected as IAC’s first president (serving 2006‒2008). Professor Obi succeeded Dr.
Pairasch and was elected president and served from 2008 to 2017 with Dr. Pairashbecoming the IACs first Honorary President.
83

The IAC Charter addresses organization and governance and also outlines the IACs
three major mission objectives of: research and partnering on ICT and its impact, role andpotential in society; facilitating the exchange of knowledge and experiences on CIO, anddeveloping global standards for CIO and CIO curricula.
Strong academic and research institutions with expertise in CIO education were
integral to the IAC since its start with initial institutions comprised of Waseda University,
Tokyo; George Mason University (a founding partner of the U.S. Federal Government’s
CIO University), Fairfax; National Electronics and Computer Technology Center(NECTEC), Bangkok; Ecole Polytechnique Fédérale de Lausanne (EPFL); De La Salle
University, Manila and Bandung Institute of Technology, Bandung.
IAC Thematic Areas
The IAC has focused on the following key thematic areas related to CIOs and CIO
institutions: CIO and ICT Executive Leadership; ICT Institutions and Policy; ICT and
Addressing Major World Challenges; Technology Innovation; and ICT Leadership
Partnering and Promotion.
CIO and ICT Executive Leadership
At the center of the IACs mission are initiatives and partnerships to further CIO andIT executive leadership through education and research. With the increasing role of ICT
in society and industry, CIO and ICT executive leadership are integral to successful ICT
adoption and application. As noted in earlier, there is an ICT leadership gap between the
ICT leadership needed for today’s ICT role and the number and capability of CIOs. Thisgap is especially prevalent in developing economies.
The IAC has two broad initiatives on CIO and ICT executive leadership the annual
Waseda – IAC Digital Government Rankings and Accreditation for Advanced Educationin CIO and ICT Leadership. In addition, the IAC has more focused CIO education
initiatives including partnering on the development of New CIO masters’ degree
programs, in person and distance training, and coordinating week long CIO and ICT study
tours including in Japan, Thailand and the U.S.
Waseda - IAC Digital Government Rankings
Since 2014, the IAC has partnered with Waseda University on the annual Waseda̶IAC
International Digital Government Rankings Report (started by Professor Obi in 2005)
which evaluates and pro- vides comparisons of national digital government readiness anddevelopment.
The report is developed through surveys of government officials as well as
independent research. The methodology is the result of discussions with international andnational organizations including OECD, APEC, ITU, World Bank, United Nations DESA
and national government ministries and agencies.
84

The 2017 International Digital Government Rankings Report reviewed 65 counties
with ten indicators (and 35 sub-indicators) of:-

Network preparedness / infrastructure,-

Management Optimization / Efficiency-

Online Services / Functioning Applications-

National Portal / Homepage-

Government CIO-

Digital Government Promotion-

E-Participation / Digital Inclusion-

Open Government-

Cybersecurity-

Use of Emerging ICT.

Countries use the Reports to benchmark themselves against peers as well as to
identify possible future plans and initiatives to strengthen their digital government
readiness and development.
The Waseda - IAC International Digital Government Rankings Survey is overseen
by an experts team comprised of a network of professors and institutions including: Japan:
Toshio Obi, Naoko Iwasaki and Nguyen Manh Hien, Waseda University, USA: J.P.
Auffret, George Mason University, China: Yang Fengchun, Peking University, Finland:Tomi Dahlberg, Turku University, Russia: Alexander Ryzhov, RANEPA School of IT
Management, Thailand: Jirapon Sunkpho, Thammasat University, Taiwan: Taiwan EGovernance Research Center, Singapore: Lim Swee Chiang, National University ofSingapore, Phil- ippines: Francisco Magno, De LaSalle, Indonesia: Suhono Supangkat,
Bandung Institute of Technology, Italy: Luca Buccoliero, Bocconi University, Elsa
Estevez, UN University and National University of the South, Argentina and Czech
Republic: Zdenek Brabec, Czech Technical University.
Accreditation for Advanced Education in CIO and ICT LeadershipTo further the development and quality of CIO and ICT leadership master’s degree
programs, theIAC started the Accreditation Program for Advanced Education in CIO and ICT
Leadership in 2015. The IAC accredits the master’s degree program and accredited
master’s degree program students receive an IAC CIO program certificate upon
graduation.
An IAC review team assesses curriculum; learning outcomes; faculty and staff;
student professional experience and academic background; and program financial
resources, facilities and equipment for applying master’s degree programs. Afterevaluation, the IAC recommends to accredit, defer or not accredit the program.
85

The IAC has adopted a set of CIO core competencies and learning objectives to beaddressed by the curriculum based on IAC research, IAC member consultation, the two
APEC TEL CIO projects and national CIO core competencies and learning objectives.
The core competencies and curriculum guidelines highlight the national and local contextof IT executive leadership and promote relevant curriculum tailoring.
IAC core competencies are organized by individual, IT organization and businessorganization perspectives and serve as the foundation for IT course and curriculum
development. The motivation is to reflect the multiple perspectives of the role of the CIO
in the competency structure and to provide flexibility to incorporate regional, cultural andorganizational considerations in tailoring learning objectives to the local context.
Specific competencies within these perspectives include:
Individual / Personal-Communications-

Systems and Design Thinking-

Service Mindset and Marketing-

Human Relationship Management

IT Departmental-

Project and Program Management-

Cybersecurity-

IT Policy and Organization-

IT Performance Assessment-

Acquisition

Business Organizational-

Strategic Aspects
TransformationofInformation Technology

andDigital-Innovation-

Technology Management and Assessment and Emerging Technologies-

Capital Planning and Investment-

E-Government-

Enterprise Architecture.

Business

In reviewing a curriculum, the IAC considers:-Curriculum and learning objectives address the generally accepted competencies
for CIOs.

-

Curriculum design incorporates regional, cultural, political and organizational
backgrounds, with learning objectives tailored to local needs.

-

Curriculum includes components considering the differences in policies,
guidelines and strategies, between government and private sectors.
86-Curriculum strives to stay current with the changes in CIO or IT executive
competencies.

-

Curriculum includes real world case studies and experiences.

As noted above, the IAC also undertakes more focused CIO education initiatives
which include consulting and working with universities developing CIO master’s degree
programs and providing guidance on strengthening related master’s degree curricula (forexample MBA and Information Systems) to more fully integrate consideration of ICT
leadership. The IAC was appreciative of the opportunity to consult and contribute to thedevelopment Thammasat University’s College of Innovation CIO master’s degree
program.
In addition to these initiatives and to the IAC university partner CIO master’s degree
programs, the IAC provides CIO training both in person and by video to partneringcountries executive classes as well as organizes CIO delegation country visits including
to Japan, Thailand and U.S.
ICT Institutions and Policy
The APEC CIO “Developing Model GCIO Councils” project was a first IAC
initiative to contribute to strengthening the capability of CIO institutions and further
associated policy and legislation.
The IAC has continued to focus on institutional capacity, policy and legislation in
addition to CIO and ICT leadership on a country and regional basis including contributing
to:-

Policy and legislation to establish and define the role of the CIO-

Strategies and policies on the development and administration of CIO Councils
and government cross ministry ICT coordination-

Policies related to new technology and adoption of technology including on
cloud, Big Data, cybersecurity, artificial intelligence and IOT; and ageing society,
Smart Cities, eParticipation, environment and healthcare.

ICT and Addressing Major World Challenges
One of the motivations in establishing the IAC was to foster and further ICT
leadership education and capability to help bridge the ICT leadership gap and contributeto furthering ICT’s benefits.
The IAC has contributed to discussions, policies and initiatives of broad global
initiatives such as the Millennium Development Goals (MDGs) and subsequently the
Sustainable Development Goals (SDGs) where ICT plays a major role.
In addition, the IAC has focused on major issues of great interest to IAC country
members such as ageing society, natural disaster preparedness and recovery, Smart Cities
and urbanization, environment and healthcare.

87On each of these, the IAC and its members have contributed research, education andtraining, and policy and legislative recommendations, as well as hosting forums bringing
together academia, government and private sector to exchange strategies, approaches andbest practices and build awareness.
In a related ICT issue, the IAC has highlighted through research and awareness theneed to promote and further the role of women in the ICT leadership. Jantima
Sirisaengtaksin led the ICT for Thailand’s innovative tax payment and refund system andwas instrumental in the IAC’s efforts in the women in ICT leadership area. Naoko Iwasaki
has combined her CIO and ICT and ageing society re- search with research on womenand ICT leadership. Professor Iwasaki is the recipient of the first Jantima award
recognizing research and initiatives to further women in ICT leadership.
Technology Innovation
ICTs have progressed rapidly since the initial Waseda 2004 workshop and the IAC
has stayed abreast of technology innovations - both potential benefits and challenges for
CIOs, CIO institutions, governments, private sector and society. IAC technology related
initiatives have ranged from research to practice based projects with APEC and private
sector companies to highlighting innovations through conference tracks and sessions at
the IAC Annual Conferences. In addition, the IAC has scheduled the IAC Annual
Conference back to back with major technology innovation conferences in Tokyo,
Bangkok, Singapore and Moscow.
The first two IAC Annual Conferences reflect several of these approaches. The 2006
IAC Annual Conference held in Tokyo had a theme of e-Governance and included
technology related sessions such as the development of ubiquitous society in Japan and
Korea anytime, anywhere communications and next generation networks.
The 2007 IAC Annual Conference also held in Tokyo was scheduled in conjunction
with the 40th Tokyo Motor Show held in Makuhari Messe in Chiba City, Japan. The IAC
conference connected to and mirrored several of themes of the Motor Show including
innovations in environmental and safety technologies.
As part of contributing to addressing major world challenges and also in regard to
the potential and challenges of technology innovations, IAC initiatives and workshops
have also focused on robotics, cloud, 4G and now 5G, IoT, and more recently also AI,
Big Data and cybersecurity.
ICT Leadership Partnering and Promotion
To extend reach and broaden perspectives, the IAC partners with multilateralorganizations, private sector and governments in addition to universities. Multilateral
partners include APEC, U.N., ITU, OECD and the World Bank and initiatives haveincluded joint efforts on topics such as CIO (including the two APEC CIO projects),
88Digital Government and Ageing Society and joint conferences and workshops. Several
examples illustrating the breadth of the partnerships are:-2007 World Bank IAC Global CIO Dialog in Washington, D.C. with ICT leadersfrom Russia, Ukraine, Georgia, Armenia, Ghana, Pakistan and Tanzania joining
IAC and World Bank participants by video conference.

-

2013 ITU and IAC e-Government/CIO Forum held in Bangkok in conjunction
with ITU Telecom World 2013.

-2014 IAC workshop on ICT and Ageing Society at the United Nations University
International Conference on Theory and Practice of eGovernance (ICEGOV)
held in Guimarães, Portugal-2015 APEC IAC eGovernment Forum and back to back OECD eLeaders
Meeting.

-2016 U.N. Department of Economic and Social Affairs (U.N. DESA) IAC
workshop on ICT and Ageing Society held in New York.

The IAC also engages with and benefits from the insights and contributions of highlevel government officials including the first IAC president, Pairash Thajchayapong,
Permanent Secretary, Ministry of Science and Technology, Thailand. IAC conferences
and workshops have been venues for ICT policy makers since the first annual IAC
conference held in Tokyo in 2006 which included a session of ICT Policy and CIO
Cooperation in Asia with Iwao Matsuda, Minister of ICT, Japan, Timoteo Diaz de Rivera,
Commissioner of ICT, Philippines, Rattanapian Pravich, Minister of Science andTechnology, Thailand and Djalil Sofyan, Minister of Information and Communications,
Indonesia.
Related Initiatives
The IAC has three related initiatives that support the mission themes discussed
above: Global E-Governance Book Series with IOS Press, Journal of CIO and Digital
Innovation and the IAC Annual Conference and Meeting.
Global E-Governance Book Series with IOS Press
The IAC partners with IOS Press, Amsterdam, Netherlands on a Global EGovernance Book series as a way to disseminate research on ICT leadership andgovernance and related E-Governance subjects. Kim Willems, Associate Publisher, IOS
Press has coordinated the series which now has seven titles:-

E-Governance: A Global Perspective on a New Paradigm, Editor Toshio Obi(2007)-

Global E-Governance, Editors Jirapon Tubtimhin and Russell Pipe (2009)-

The Innovative CIO, Editor Toshio Obi (2010)-

E-Governance: A Global Journey, Editors Mattias Finger and Fouzia Nasreen
Sultana (2012)89-Ageing Society and ICT, Editors Toshio Obi, J.P. Auffret and Naoko Iwasaki(2013)-

Postal Services in the Digital Age, Editors Mattias Finger, Bernhard Bukovic andMuqbil Burhan-

A Decade of World eGovernment Rankings, Editors Toshio Obi, Naoko Iwasaki(2015).

Journal of CIO and Digital Innovation
In 2017, the IAC launched and published the first edition of its Journal of CIO andDigital Innovation.
The Journal provides insights to CIOs and ICT practitioners on the potential of
emerging technology trends and innovations. Within the mission, the journal covers theapplication of ICT to major societal issues such as aging society, Smart Cities, readinessand emergency response for natural disasters; opportunities, challenges and ramificationsof rapidly developing technologies such as robotics, autonomous vehicles and artificial
intelligence; and major leadership and eGovernance challenges such as capacity building
and cybersecurity. The Journal includes Editors’ perspectives, research academic papers,
academic research in progress and case studies
The IAC also contributed to the Journal of E-Goverance published by IOS Press andwith editor Russell Pipe (who was also an IAC Advisor). The Journal of E-Governancestarted as I-Ways: Journal of Electronic Policy, Commerce and Regulation in 2005, wasrebranded to Journal of E-Governance in 2009 and continued publishing through 2013.
The IAC Annual Conference and Meeting
The IAC holds an Annual Conference and Meeting partnering with a national hostand with academia, private sector, government and NGOs. The IAC Annual Conferences
focus on CIO and ICT leadership in general and also on current major world challenges
and technology themes such as ageing society, natural disaster preparedness and recovery,
healthcare, robotics and cybersecurity. The IAC Annual Conferences have been held withthe following partners in:2006 Tokyo
2007 Tokyo

Waseda University
Waseda University

2008 Tokyo

Waseda University

2009 Bangkok

NECTEC2010 Indonesia

Bandung Institute of Technology

2011

De La Salle University

Philippines

2012 Moscow

Russia CIO Union2013 Beijing

Peking University

2014 Singapore

National University of Singapore
902015 Tokyo
2016 Milan

Waseda University
Bocconi University

2017 Moscow

Russia Presidential Academy of National Economy
and Public Administration (RANEPA).

2018 Kazakhstan

Kazakhstan

In Summary and Looking Ahead
With Toshio Obi’s leadership as president from 2008‒2017 following Dr. Pairasch,
the IAC has contributed greatly to CIO and ICT executive leadership education andinstitution capacity building and the application of ICT to major world challenges. In
addition, Professor Obi’s leadership has positioned the IAC well to continue to contributeas ICT innovation and adoption continues and even accelerates.
With academic, government, private sector partners and education and research
initiatives on a range of current ICT topics from ageing society to Smart Cities, andcurrent technology issues of AI, robotics and cybersecurity, the IAC continues to engage
in current and new issues in CIO and ICT Executive Leadership. And with platforms
including the Waseda‒IAC Digital Government Rankings, Journal of CIO and Digital
Innovation, IOS E-Governance Book Series, Accreditation for Advanced Education in
CIO and ICT Leadership, and IAC Annual Conference and Meeting, the IAC is wellplaced to continue to have an impact as Professor Obi becomes the IACs second Honorary
President.

91

XII. Country Reports
Argentina
1

General Information

Area: 2,780,400 km2
Population: 43,847,430
Government
Republic

Type:

Presidential

GDP: $22,400
Internet User: 70.2
Wired (Fixed Broadband User): 16.9
Wireless Broadband User: 80.5

2

Positioning in a Global Organization and a Region

Among American countries, Argentine is superior in the National Portal indicator. Itsscore is slightly lower than the US. However, other indicators are lower than the averageof American countries. This may indicate that in National Portal, some developing
countries are more advanced than in developed countries. National Portal could be theindicator in which the performance of developing countries can exceed that of developed
countries.

3

Digital Government Development

The G20 Summit will be held in Buenos Aires in November 2018 where heads ofstate meet for the global partnership in the digital economy and focus on technologicalchange and opportunities for sustainable development. Priorities are on infrastructuredevelopment and anti-corruption, in which the former looks at mobilized resources to92

reduce the infrastructure deficit and tries to close the gap by motivating private sector
involvement, and the latter one focuses on implementing the cooperation with thebusiness community (B20) and civil society (C20) to promote transparency and integrity,
enhancing the cooperation among governments at the same time managing conflict ofinterests and also injects vitality in state-owned enterprises. (2018, Argentina G20
Summit Calendar and Agenda) Another important conference held in Buenos Aires, from
9 to 20 October 2017 was the World Telecommunication Development Conference(WTDC-17) to seek for a unique opportunity for the international community to gather
together and discuss the future of the telecommunication and information andcommunication technologies sector and its contribution to many aspects, including
government building. (2017, ITUWTDC, Buenos Aires)
In a word, Argentina is working on providing a platform for sharing the new fruits ofDigital Government development and making the Internet a channel for the global
governments to corporate.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
In Argentina, over half the population that is 70.2%, have access to the Internet andthe increase can be seen apparently from the previous year. The number of fixedbroadband subscriptions is 16.9 per 100 inhabitants. The number of active mobile
broadband subscriptions is 67.3 per 100 inhabitants. Fixed users and mobile users show
a clear difference, which implies the trend of people’s habits of life have been transformed
from relying on locations to flexible mobilization.
4.2

Management Optimization [MO]As part of government business processes, it focuses on the awareness of
optimization, government management architecture, and system. A national Digital
Government strategy called “Comprehensive Growth Strategy” in order to achieve robust,
sustainable and balanced growth started from 2013. Government improves the allocationof public spending together with the Central Bank in productive and social investment.
The expected results are measured by possible quantitative data including employment
creation, wage, trade as well as financial statistics. Several first initiatives, containing
GSTP ( Global System of Trade Preference Among Developing Countries), which isasking for a series of free trade agreements and constructing the dialogue mechanisms,
and INDIRA (Customers Records Information Exchange), SAOC (Customers System of
Reliable Operators). The periodic evaluation of possible trade revenue growth is up todate, and each participating agency is professionally diving the work.
4.3

Online Service [OS]Argentina is establishing a B2B e-procurement connection with IBM and can makeit easier for government agencies to do business with IBM. Then Argentina CCG5 covers
trade regulations, customs, and standards, which can be implemented when certain
products categories are imported. Also, the nation-level General Customs Bureau isworking on applications, collections and controlling taxes under the Argentine Customs
Code. Additionally, it also regulates other taxes on import and export transactions onbehalf of other entities. Besides, Argentine one-stop service platform can offer the highest
level of services to be user-friendly. Moreover E-health development in Argentina can becalled relatively mature because it is not only focused on the regional level, for example,
the Regional Strategy and Action Plan from PAHO/WHO represents a significant
opportunity, but also at the national level and the initiatives such as Argentina Connected,
93

the SISA, Plan Nacer, and Remedial + Redes Program is providing the infrastructure andthe information base that are essential for the development of relational policies.
4.4

National Portal [NPR]

Argentina’s national portal (http://www.argentina.gob.ar) works as a one-stop service
website and offers some e-Services to citizens, companies, and foreigners. Aside fromtwo undated PDF documents that provide information in English, the portal site is entirely
in Spanish. It does offer a translation widget powered by Google which—while
imperfect—makes it easier for non-speakers to navigate the site.
The well-organized portal serves as a platform to help citizens find their desired
information through a search option. Moreover, it is simple in design and easy to use. The
portal structure is clear, with the most common online services prominently featured.
The portal provides information related to the country and the government, as wellas links to other government websites. Furthermore, it offers users the possibility to createan account for managing personal procedures. It is also possible to share information on
the website directly on social networks. It is indicated in the top of the portal that it iscurrently in development, and allows users to send feedback.
In the Open Government National Strategy, 22 Open Data plans for institutions of
the National Public Administration were prepared, and the publication of the critical
datasets was shown on the National Public Data Portal, datos.gob.ar. From this Portals
citizens can have access to public data and in return, analytical services such as maps,
apps, and views can be made accordingly.
4.5

Government CIO [GCIO]

Argentina is recovering, and the country has good potential for growth. Under thisbroad background, the plan of Oficina Nacional deTecnologías de Información (ONTI)
cover many characteristics of CIO. Corporate innovation and online innovation
management can be done best through Argentine CIO practices. However, degree
programs related to CIO of Argentina government are not clear to find, neither the regularcourse nor training.
4.6

Digital Government Promotion [EPRO]

Argentina has many advertising agencies, and management consultants and theleading agencies are members of the Argentine Association of Advertising Agencies.
Argentina’s Cristal Government Initiative is working on disseminating online and direct
the content of the national portal to all citizens so that Digital Government Promotion canbe conducted through the journalists, who are a particularly important audience of the site,
as newspapers and televisions enable much wider dissemination and promotion of its
contents.
4.7

E-Participation [EPAR]

The Secretariat for Political and Institutional Affairs, Ministry of Interior. Public
Works and Housing is mainly in charge of E-participation aimed at enabling a space sothat a higher number of citizens can use an active and straightforward tool to participate
in the lawmaking process. Technology and innovation are used to promote the favor of
the presentation of Popular Initiative proposals and monitor the bills put before theCongress.

94

4.8

Open Government Data [OGD]

Public participation is one of the thematic focuses of Argentina government, and theIndependent Reporting Mechanism (IRM) has evaluated commitment completion overall.
In the Open Government National Plan of the Argentine Republic 2017-2019, Open
Government is regarded as a national agenda priority, working on transparency,
accountability, citizen participation, technology, and innovation as well as othersubnational factors.
Transforming the traditional modes of public management and the relationshipbetween the citizens and the Government, more interactional opportunities can be madeto articulate collaboration with civil society. In addition to the Open Government National
Action Plan other initiatives include Argentina Abirta Forum, the Public Consultation
Platform and the Open Government National Round Table.
4.9

Cyber Security [CYB]

As the trend of increasing cyber-attacks in Latin America, the 2013 report ofCybersecurity Trends and Government Responses in the region was documented, and theTrend Labs 2014 Annual Security Reports that numerous organizations worldwide lost
customer records and credentials to attackers in the same year. Trend Micro, has observed
the trends over last few years and noted malware disguised as valid SCADA applications
and malware used to scan and identify specific SCADA protocols.
4.10 The use of Emerging ICT [EMG]
Argentina Big Data Meetup group has been created as a shared initiative ofSociometrist with a single and clear objective “Share your success cases with a wellengaged community of data geeks”. The group members contain data scientists and Big
Data developers. However, little information concerning the concept of applying Cloudis considered about in Argentine government.
5

Some Highlights

In this new era of knowledge economy, the new constitutions of ICT gradually apply
in Argentina’s governance practices, and updated news has seen enjoyable results.
Argentina had many of the necessary elements for innovative and dynamic eDevelopment. Argentina has the highest per capita GDP and second-highest life
expectancy in Latin America, with well-trained quality labor force who have high literacy
rates, the Argentine government is gradually open its ICT market for competition. “Eventhough the Argentine Government does not have a clear and proactive vision of ICTdevelopment in the country”, it has been quite “efficient and responsive”. The Argentina
government has introduced a broad range of initiatives to increase Internet penetration bymuch of the government budget was used to build infrastructure to promote non-profit
Internet services and so far “500 community technology centers with computers, fax
machines, and Internet access” were built. Not surprisingly, the education sector also
witnessed the extensive penetration of the Internet. Actually, for Argentina, the recent
investment percentage of revenues has been low if compared with other countries, but
regarding essential service penetration (fixed & mobile). Argentina is doing better thanother countries in the region.

95

Australia
1

General Information

Area: 7,741,220 km2
Population: 22,751,014
Government Type: federal parliamentarydemocracy
GDP: $ 65,400
Internet User: 88.2
Wire (Fixed) Broadband Users: 30.4
Wireless Broadband Users: 130.2
2

Positioning in a Global Organization and a Region

This year, Australia surpassed the worlds and OECD’s average score in mostindicators, except cybersecurity and e-participation. The country even got a better ranking
on management optimization when compared with the USA. A similar phenomenon was
witnessed when comparing Australia with APEC economies.

3

Digital Government Development

Australia’s e-Government adoption efforts have been clarified under the 2012-2015
e-Government strategy. It shows that Australians continue to embrace the Internet as away of interacting with the government.
In 2018 the Australian Government introduced six steps to accelerate Australia’s
digital government, in which The Federal Government has laid out an ambitious goal forAustralia to be one of the top three digital governments in world by 2025. As part pf the
program, the government (The Digital Transformation Agency) has contracted with IBM
to accelerate the uptake of Blockchain, AI and quantum computing. Six steps include:96-Simplify through integration and automation-

Be clear and committed to your strategy-

Letting technology do the heavy lifting-

Focus on what needs fixing-

Ensure cybersecurity is front of mind-

Citizen-driven personalization

Source: https://www.dta.gov.au
These agenda aligns closely with broader whole-of-government reform agendas
including:-Contestability Reform
Shared Services Reform
Public Management Reform

4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 84.6% of Australia’s population were Internet users in 2014,
according to the Measuring the Information Society Report 2015 from International
Telecommunication Union (ITU). Among them, wired broadband subscribers accounted
for around 25.8% while more than 100% of the total population have a wireless broadband
connection.
4.2

Management Optimization [MO]Australian government has issued several policies and strategies related to eGovernment development at national scope, addressing various aspects of digital97

government such as digital economy (National Digital Economy Strategy), government
online services (APS ICT Strategy 2012-2015), infrastructure (Australian Government
Data Centre Strategy 2010-2025), and cloud computing (Australian Government Cloud
Computing Policy). Australia Government also mandated the collaboration between
government entities via the Public Governance, Performance and Accountability Act
2013 (PGPA Act). Under this act, a National Collaboration Framework was created inorder to facilitate the collaboration among Commonwealth entities, state, territory andlocal jurisdictions. In addition, the Australian Government Information Interoperability
Framework and the GovShare initiative were put in place to ensure seamless collaborationand information sharing among government agencies.
4.3

Online Service [OS]The score for Online Service comprises of five sub-dimensions: e-Procurement, eTax, e-Customs, e-Health, and One-Stop Service for Citizenry. All of those services wasinvestigated using three factors, i.e., Level of Complexity, Level of Security, and Levelof Convenience.
Regarding complexity level, all Online Services in Australia have reached thetransactional level in which users can conduct all of their businesses via an electronic
portal. For e-procurement, AusTender (www.tenders.gov.au) is a centralized gateway for
publishing information on Australian Government business opportunities, annual
procurement plans, and contracts awarded. With the replacement of australia.gov.au
accounts by MyGov, the Australian Government aims to link all government services intoa single place. By creating a MyGov account, citizens have access to various utilities like
MyGov Inbox, MyGov Profile and a growing range of services including Medicare,
Australia Taxation Office, Personal Controlled eHealth Record, Child Support.
MyGov2.0 was introduced in May 2017. The MyGov2.0 aims to provide a significant
platform re-design to address user needs and known customer pain points. MyGov 2.0
delivered simplified content, improved accessibility and better responsiveness acrossmobile devices.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. www.australia.gov.au is the national portal of Australia. It
presents a wide range of information resources and online services from various
government agencies which can be accessed from a single point.
In technical aspect, the result of Google PageSpeed™ Insight showed that the website
operates well both from PC and from Mobile Device. The portal also connects to various
Social Networks such as Facebook, Twitter, YouTube, and Flickr, plus there is a featureallowing users to receive the update via mail notification. Regarding accessibility,
Australia.gov.au is currently compliant to Level A of the Web content accessibility
guidelines version 2.0 - external site (WCAG 2.0) standard.
4.5

Government CIO [GCIO]

After just 12 months being the leader of heading up IT governance and whole-ofgovernment IT policy for Federal government, Australian government chief information
officer Glenn Archer left his position at AGIMO. In this sense, the federal government
will no longer have a chief information officer after deciding not to replace the position.
This restructure effort is supposed to reduce the “duplication and unclear objectives forwhole-of-government policies”.
98Although the government CIO role no longer exists at the Federal Government level,
the presences of IT champions are still found at other departments and State levelgovernments. For example, the City of Melbourne has appointed PwC partner Michelle
Fitzgerald as Victoria’s first-ever chief digital officer.
The Corporations Act 2001 imposes some legal responsibilities upon company
directors, secretaries and “officers” which is broadly defined to cover COOs, CTOs, CIOs
and Information Systems Managers. These requirements suggest, as a director or officer,
an obligation to uphold due care and diligence.
4.6

E-Government Promotion [EPRO]

The digital interactions between Australian government with various stakeholders
such as citizens, businesses, employees and other governments have been increased
through the years. This is the result of the government’s continuous efforts to develop andpromote digital government. As stated in the Digital First, the Australian Government
aims to digitalized end-to-end government transactions by 2017.
4.7

E-Government Participation [EPAR]

With well-established e-Government channels, the rate of interacting with thegovernment has been increased: two-thirds of Australian using e-Government services fortheir most recent contact (AGIMO, 2011). Australia national portal offers an excellent
platform to encourage the citizens to take part in various activities and discussions withthe government. Consultation processes supported by a diversity of technologies allow
people and communities to be actively involved in designing and developing policy andservices.
4.8

Open Government Data [OGD]

After joining the Open Government Partnership on 2013, on 11th April 2016, theAustralian Government held the co-creation workshop to develop its first National Action
Plan (NAP) for Open Government. Stakeholders from civil society and Government wereinvited to consult and suggest on the draft of the plan. Around 210 actions were grouped
into 18 proposals which were then prioritized by participants and turned into 14
commitment templates.
As of May 2016, the Australian Government’s data site data.gov.au includes 8000
datasets from the Australian Government and state and territory governments. Thisinitiative was created under Government’s Declaration of Open Government and as a
response to the Government 2.0 Taskforce Report.
The data.gov.au and NationalMap platforms host more than 28,000 and 10,000
datasets respectively. In August 2017, approximately 52,000 users visited data.gov.au,and 12,000 users visited the NationalMap.
4.9

Cyber Security [CYB]

Cybersecurity is one of Australia's national security priorities. A new long-awaited
national cybersecurity policy was released in mid-2016, establishing five themes of action
for Australian Government until 2020: A national cyber partnership; strong cyber defense;
global responsibility and influence; growth and innovation; and a cyber-smart nation.
In terms of cybersecurity government entities, Australian Government aims tostrengthen its leading role on cybersecurity policy by establishing a new position in the
Cabinet: The Prime Minister’s Special Adviser on Cyber Security. The national Computer
Emergency Response Team (CERT) Australia works in collaborating with over 500
99

businesses and advises on cybersecurity threats to the owners and operators of Australia’s
critical infrastructure. The Australian Cyber Security Centre, established in 2014, gathers
cyber security capabilities across the Australian Government to enable collaborating andsharing threat information.
Effective cybersecurity, robust risk controls, and strong information management are
central to maintaining the confidence and trust of our customers. From individualtransactions to critical information sharing across agencies, a robust framework for
managing information security and cyber risks is a pre-requisite for any modern digital
government.
4.10 The use of Emerging ICT [EMG]
Regarding Big Data, The Australian Public Service Big Data Strategy was developedby the Ministry of Finance and endorsed by the Secretaries' ICT Governance Board toprovide a whole-of-government (WofG) approach to big data. In parallel, The WofG Data
Analytics Centre of Excellence (CoE) was established by the Australian Taxation Office
as a place to build analytics capability across government.
5

Some Highlights

Australia has quickly become one of the leading innovators in this area. The additionof the Digital Transformation Agency this past year was one significant addition in thepast year, and it appears to be primed to continue to compete with other top governmentsin the coming years. Australia is also a leader in e-Participation, and its mandatory voting
policy provides an impetus for the government to ensure that it is simple and easy foreach citizen to participate fully in the democratic process.
In order to improve the transition digital to 2025, The Digital Transformation Agency(DTA) focus on four strategic priorities:-

Delivery of a Digital Transformation Strategy and Roadmap, looking out to 2025.

-

A program of digital capability improvement, including sourcing reform.

-

Delivery of whole-of-government digital platforms such as Digital Identity,
Notifications, Tell us Once and improvements to myGov.

-

Delivery of investment advice, an assurance policy and framework, and wholeof-government portfolio oversight on ICT and digital investments.

100Austria
1

General Information

Area: 83,871 km2
Population: 8,711,770
Government Type: Federal Parliamentary
Republic
GDP: $47,900
Internet Users: 84.3
Wire (Fixed) Broadband Users: 29.4
Wireless Broadband Users: 88.3
2

Positioning in a Global Organization and a Region

Among OECD Countries, all indicators except the Use of Emerging Technologies for
Government (EMG) indicator are above or same with the average score of OECDmembers. Amongst European countries, Austria is placed below Denmark, the best
country in the European region.

3

Digital Government Development

The Austrian Federal Government has been committed to the implementation andimprovement of public services, with the main point concerning the provision to every
citizen with access to all forms of eGovernment services to bridge the digital divide. The
chairmanship of the Austrian D-Government platform is owned by the Federal Chancellor
and involves all the various levels of the government and the business sector. All the DGovernment projects and agenda in Austria are coordinated by an inter-administrative
platform created in 2005 called “Platform Digital Austria” founded by the Federal
Chancellery and directed by the Federal CIO and involves the cooperation of all the101administrative levels of the Country (Federal Government, Provinces, Municipalities andCommunities) on standardized government strategy and practice.
The principles of the cooperation in the D-Government field are stated in the “eGovernment Vision 2020”, a document providing the mission and strategic principles of
the D-Government that will be carried out until 2020. The guidelines provided by Vision2020 are important to achieve the objectives stated in the “E-Government Action Plan
2011-2015” regarding online public services, the focus is on the development of specificareas such as comfort, reliability, security, etc.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]The network infrastructure is necessary for Digital Government implementation andeffectiveness. Austria has a competitive telecommunication market with the highdiffusion of fixed and mobile services at moderate prices. The percentage of internet users
in 2017 reported by STAT (Statistic Austria), an independent and non-profit-making
federal institution, is around 87.9%. Austria has the most affordable high-speed internet
access and mobile-broadband prices 71% of all households are supplied with fixed highspeed connections (cable, optical fiber etc.) while the 63% of the population make use ofmobile broadband connections (UMTS, 4G/LTE, etc.).
4.2

Management Optimization [MO]The Austrian eGovernment strategy serves as guidelines for the enforcement ofelectronic services and the creation of a robust infrastructure. Both development andfruition of online public services are one of the exigences of the Austrian Federal
Government for digitalization; the primary objective is to ensure every citizen in thecommunity the access to all forms of eGovernment at the federal, provincial and local
levels, and secure a secure communication between the parties. All the levels ofgovernment work together, from the smallest local authority up to federal ministries, toachieve efficiency in the administrative procedures; the platform Digital Austria is a tool
created to ensure the communication and coordination of the government levels whichenabled the platform members to develop a successful D-Government cooperation planand guidelines for future steps contained in the document “Vision 2020”.
The Federal Government has also created a Digital Roadmap with the help of experts
and other organization, which is the foundation of all further coordinated activities, it
provides an overview of the current challenges, existing measures, and works.
4.3

Online Service [OS]Austrian Government provide a wide variety of online services, the leading fiveconsidered to get a full vision on the progress of the D-Government are respectively eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service. All these services allow
citizens to fill out and submit all kind of applications 24 hours a day through naturalelectronic forms present in the webpage of the service they are willing to use; this enables
civilian to save time and eliminate unnecessary formalities. However, the Government is
continually evolving to provide a better service and other types of online forms in the
future. All the online services websites are equipped with security measures such as SSL(Secure Sockets Layer) to ensure that all the data passing between the server and browser
remain private, authentication and security password. The One-Stop service concept
consists of the interconnection between all public authorities so that the citizens canaccess public services by a single point even if different authorities provide the services.
102

This service in Austria has still a window for improvement compared to the other offered,
but they are trying to expand the one-stop processes and also work on no-stop processes.
In regard to the level of convenience, overall the access to the portals is fast and intuitive.
Moreover, the screen width adapts depending on the device used.
4.4

National Portal [NPR]

Austrian National portal “HELP” (HELP.gv.at) offers the necessary information tolive in Austria in two languages (German and English). The page offers a series of links
to other governmental websites regarding different topics and with their related online
services such as tax declaration, car registration, police declaration, certificates, etc.
The portal constitutes communication window between governmental agencies andcitizens and the information are easily provided through a user-friendly interface that isfast, intuitive and comfortable to the users. Moreover, some of the governmental portals
also provide a news section and newsletter for citizens while there is no use of the blog
feature.
4.5

Government CIO [GCIO]The Federal Government appoints the Federal CIO (Chief Information Officer) andhis role is to coordinate all the activities regarding the field of information andcommunication technologies which pertain to different ministries; in fact, the CIO is the
Chair of the platform “Digital Austria” which coordinates all the governmental levels interms of D-Government solutions. Reinhard Posch currently covers the position of CIO
since 2001; he is specialized in “Applied Information Processing and Communications
Technology” and committed to the promotion of the Digital Government internationallyand in Europe; he also takes part in groups of the European Commission that deal withICT and security strategies.
4.6

Digital Government Promotion [EPRO]

Austria has implemented laws and regulations to promote the use of D-Government,
the act called “eGovernment Act” entered into force in 2008 and had been updated withvarious amendments in 2010. It is fundamental to regulate D-Government services andthe cooperation between the governmental agencies providing e-services to enhance joint
work.
Another essential act for promotion is the “General Administrative Procedures Act”
which identifies the ways authorities and civilian can establish contact online (emails,
web forms, etc.).
4.7

E-Participation [EPAR]

The e-participation in Austria is growing during the years, as reported by the OECDin “OECD Digital Economy Outlook 2017”, 60% of the population in Austria is making
use of D-Government portal while almost the 40% use the governmental services to send
filled forms.
Austria has a suitable ground for e-participation growth and the friendly and intuitive
online environment incentivize individual to make use of the services offered. However,there is still a window for improvement in the design, accessibility, and content of thewebsites.

103

4.8

Open Government Data [OGD]Austria has an Open Government Data portal which provides a catalogue on the data
availability of the Federal Government, and it is possible for participating organization toenter meta-data themselves; In 2016 more than 21,000 data records were published andmany were the contributing organizations.
The Federal Chancellery is making efforts to promote open data, in fact, in 2012
organized the “apps4austria” competition to develop open data of the public
administration in a way understandable to users and in 2016 promoted the “Open4data
Challenge” along with other organizations to address the topic of open data for citizens
and make the data available in a creative way.
4.9

Cyber Security [CYB]

The “ICT Security Portal” is an inter-ministerial web portal dedicated to cybersecurity which promotes the strengthening of ICT safety and enables the exchange of
information and concern regarding online security. Along with the security portal theAustrian Government developed a strategy regarding the issue of cybersecurity that is
illustrated in “the Austrian Cyber Security Strategy”; it creates the ground for cooperation
at the state level in the field of cybersecurity and focus on the concept of protecting
cyberspace and people in the virtual environment, it will improve the security and strengthof Austrian infrastructures and create awareness on the issue.
4.10 The use of Emerging ICT [EMG]
To measure the commitment of the governments in the use of emerging technologies
three main indicators have been taken into consideration which is respectively: Cloud
Computing, Big Data, and IoT. The platform Digital Austria published in 2012 a position
paper on the use of cloud computing for governmental services, and the country is now
shifting, with the help of BRZ (Austrian Federal Computing Center), to a cloudcomputing architecture to improve the ease of operation. Regarding Big Data the Austrian
Government considers a useful tool to improve the existing services and infrastructure
and create new services for the citizenry.
5

Some Highlights

Overall the Austrian D-Government is one of the most efficient and developed inEurope with a reliable infrastructure and a well-developed interconnection between the
different governmental levels. The Federal Agencies are committed in the acquisition of
the emerging ICT to improve the services offered to their citizen as well as on the issueof cybersecurity to protect private personal information in the cyberspace.
The platform Digital Austria, indeed, is one of the main reason of Austria success inthe D-Government development and its vanguard in the D-Government sector at
European level, position also remarked in the “13th eGovernment Benchmark”
publication.
However, there are still some windows for improvement in the services offered by
the Digital Government such as the provision of more information material, official
documents and guidelines in English for the immigrants living in Austria and the onestop service which still has a lower score in comparison to another kind of services.

104

Bahrain
1

General Information

Area: 760 km2
Population: 1,378,904
Government Type: Constitutional
Monarchy
GDP: $ 50,300
Internet User: 98%
Wired (Fixed Broadband User): 16.8
Wireless Broadband User: 162.1

2

Positioning in a Global Organization and a Region

Among GCC Countries, Bahrain has a better score than the average score of GCC
Countries in necessary infrastructure, National Portal, Open Government Data, and Cyber
Security. As shown in the above picture, Bahrain is very low on the e-Government
Promotion indicator. Furthermore, the lack of e-Government Promotion in Bahrain canbe considered as one of the reasons for the similar situation on Online Service or even on
Management Optimization which is below the average of GCC Countries.
Achievement in some indicators also reflects the position in the Asian region inwhich Bahrain is considerably approaching Singapore, the best in the Asian region, at theunderlying infrastructure and National Portal.
3

Digital Government Development

E-Government development in Bahrain was started in 2009 when the Bahraindelegation attended the first GCC e-Government Conference in Oman. In 2011, theKingdom of Bahrain launched the new e-Government Strategy 2012-2017. Kingdom of
Bahrain develops e-government using CObIT as the reference for ICT Governance. The
105

policy contains seven elements that represent the objective of the strategy. Picture 1
illustrates the ICT Transformation and Governance Framework of the Kingdom of
Bahrain.
As part of the strategy, 32 government agencies actively participated in an eReadiness study for the development of e-Government Bahrain. Moreover, the eGovernment Authority has identified thirteen initiatives with high priority. These
initiatives are the flagship that will enable further development.
These 13 agency programs are Case Management System, Customs and Ports,
Education, e-Health, e-Office, e-Procurement, G2B Portal, G2E Portal, National
Employee Programme, National Data Set, Real Estate Services, Social Information
System, and Tourism Services.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to the measuring, the Information Society Report 2017 from International
Telecommunication Union (ITU), approximately 98% of people in Bahrain were Internet
users in 2016. About 16.8% have fixed-broadband subscriptions, and wired broadband
subscription has reached 162.1%.
4.2

Management Optimization [MO]The Kingdom of Bahrain has launched a New D-Government Strategy, titled“National eGovernment Strategy 2020”. Unfortunately, it has not been published on thenational portal yet. Based on previous D-Government Strategy, National eGovernment
Strategy 2012-2016, the strategy is equipped with several initiative strategies, and its
achievement is measured using several Key Performance Indicators (KPIs). Furthermore,
Action Plans and Agency Involvement are stated clearly in the old strategy. Bahrain has
developed its Enterprise Architecture, which is named “National Enterprise Architecture
Framework” (NEAF). In order to streamline the data exchange between government
agencies, Kingdom of Bahrain established National Data Center Consolidation (NDCC).
Albeit its strong presence in this indicator, Bahrain still lacks the presence of an integrated
financial information system.
4.3

Online Service [OS]In order to calculate the score for Online Service indicator, this report use five criticalonline services, namely e-Procurement, e-Tax, e-Customs, e-Health, and One-Stop
Service for Citizenry. Table 1 lists the online services and their URL Address. Bahrainlacks the presence of e-Tax system. All of the available services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Among the available Online Service, e-Customs and e-Health have the lowest score,compared to the other online services. In term of complexity level, all of Online Service
in Bahrain has reached a transactional in which user can start the transaction fromapplying to receiving the service through the portal. Regarding the security measures
which was measured using indicators namely implementation of SLL, Site Authentication,
and Password Protection only e-Procurement and One Stop Service is already
implementing all of the three measures. For measuring the level of convenience, the third
party application result has shown that only e-Procurement has considerably high accessspeed. All other accessible online services scored below average, hence made them slow
to access. The third party application for assessing the portal is the application from
Googlenamed
GooglePageSpeed™
Insighton106https://developers.google.com/speed/pagespeed/insights. In addition to that, all clickableobjects on the portals are working fine.
4.4

National Portal [NPR]

The Kingdom of Bahrain National Portal can be accessed throughhttps://www.bahrain.bh. The scoring system for National Portal is based on three factors,i.e., Information (Content), Technical, and Functionality. The National Portal contains all
much-needed information for all citizens. Information related to Bahrain is widely
available on the portal. The user can find information related to culture and heritage,
demographic, and government. In the technical aspect, the result of Google PageSpeed™
Insight showed that the website performance is below average from the PC, while it isconsidered mobile friendly when accessed from Mobile Device. Albeit its strong
performance in the indicator, the National Portal is still hardly accessible for people withspecial needs.
4.5

Government CIO [GCIO]

Kingdom of Bahrain has established a national D-Government Authority, named IGA(Information and e-Government Authority), as a GCIO Office. IGA is the merger of thepreviously responsible e-Government Authority with Central Informatics Agency. The
responsibility of Head of IGA, or previously EGA, is similar to the GCIO. Albeit thepresence of formal GCIO in national and some in ministerial levels, the presence of GCIO
at the formal level, nor any documentation of the presence is hardly found. In the
education front, University of Bahrain is offering Master’s course related to GCIO
function.
4.6

Digital Government Promotion [EPRO]

D-Government Promotion is the indicator which the Kingdom of Bahrain scores
lower compared to the other indicators. Bahrain only uses a form of e-Magazine which isaccessible through the National Portal. In the collaboration front, the presence of EGA
and collaboration, in the PPP model, with a local bank to produce kiosks in public places
is helping Bahrain to gain some points in this indicator. Nonetheless, Bahrain still needs
to improve their efforts in promoting D-Government if Bahrain wants to use the systemseamlessly.
4.7

E-Participation [EPAR]

Considering the monarchy system which is implemented by Bahrain, Bahrain
performed strongly in this indicator. Bahrain head of state, which is a King, has his own
and royal family website which is accessible through http://houseofkhalifa.com. In orderto gain citizen’s expressions, Bahrain uses two methods, pooling throughhttps://www.bahrain.bh and Tawasul Program through http://services.bahrain.bh.
4.8Open Government Data [OGD]The Kingdom of Bahrain performs actively in this area even though the absence of
Law which stipulate the Freedom of Information. Bahrain has set up Central Informatics
Office (CIO) and appointed them as the responsible entity to establish and manage
Bahrain open data initiative, which could be accessed through https://www.data.gov.bh.
CIO includes a regular submission of information for the portal as a KPI in each of
government agency in order to avoid the risk of irrelevant and not-up- to-date data.

107

4.9

Cyber Security [CYB]
Bahrain has ratified several laws related to cybersecurity. Some of them are as follow:-

Cyber Crime Law No. 60/2014-

Data Protection Act 1998-

Law No. 16 of 2014 concerning Protection of State Information and Documents-

Regulation 9 of 2009 concerning Lawful Access-

Cyber Crime Law No. 60/2014-

Law No. 28/2002 about Electronic Transaction-

Law No.(34) of 2017 concerning amending certain provisions of legislative
decree No.28 of 2002 concerning electronic transactions-

Law No. 2 of 2017 for Ratifying the Arab Agreement in Combating IT Crimes-

Resolution No (5) of 2017

In addition to the above-mentioned laws, Bahrain has established The General
Directorate of Information Security, a general directorate in CIO. The general directorate
responsibility is including implementing a national cybersecurity strategy, policy, androadmap. In addition to that, Bahrain has created Bahrain CERT for monitoring andsolving Internet Security problems.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
Bahrain has attempted to implement Cloud Computing for Public Sector. Some
provisional programs have been launched such as the National Gateway Interface,
National Authentication Framework, and Project Management Toolkit for governmental
entities, and National Payment Aggregator.
5

Some Highlights

Among the indicators used to measure the D-Government level of Kingdom of
Bahrain, the National Portal, E-Participation, and the Management Optimization scoredas the highest score based on this study. This indicates the importance of Governmental
support and action plan in achieving full D- Government capability.
Albeit it is low score on D-Government Promotion, Bahrain Government is alreadybuilt an adequate infrastructure needed by its citizen. D-Government Promotion isessential in the sense that it is an effort connecting the citizen to the services the lack ofsuch promotion could make the infrastructure built by the government as a futile attempt.
Bahrain also scores quite low in the use of emerging ICT. Albeit Bahrain initiative to build
a cloud computing infrastructure, lack of effort on the other fronts, namely Big Datautilization and IoT makes Bahrain left in a lurch for emerging ICT usage.

108

Belgium
1

General Information

Area: 30,528 km2
Population: 11,323,973
Government Type: Federal constitutionalmonarchy
GDP: $44,100 (2015)
Internet User: 81.5
Wired (Fixed Broadband User): 38
Wireless Broadband User: 66.7
2

Positioning in a Global Organization and a Region

3

Digital Government Development

Although in the past the Belgian government had lagged in providing online public
services, it is catching up with online services such as tax filings and medical report on
the national portal website. The Belgian government is also updating its electronic
procurement structure so public tenders can now be submitted online. It is expecting tolaunch soon its completed online-procurement system for purchasing goods fromapproved suppliers. Now a citizen can manage all personal information online by using
the national portal and the G-cloud provided by the federal government.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Belgium has well-developed ICT infrastructure, for the Internet connection it's
ranking among the top countries in the world regarding a total number of Internet users,
fixed broadband users, mobile broadband users, and Internet hosts. The Belgian ICT
market is mature and sophisticated, yet open, innovative and highly competitive.
According to the ITU, Internet Usage Statistics in Belgium is about 81.5% penetration.
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The number of broadband connection in the household is about 88% while the number
connection in enterprises is 97%.
4.2

Management Optimization [MO]The governmental structure in Belgium contains three layers. The top layer is theFederal State, the Communities, and the Regions. They are equal in law and rule different
part of the country separately. The second layer consists of all provinces, which are under
the jurisdiction of the Federal State, the Communities and the Regions. On the third layer,
the communes connect people and authorities in the upper layers. The structure has notchanged in the past year.
4.3

Online Service [OS]Like other developed countries in Europe, e-Government services in Belgium are
divided into e-Government for citizens and e-Government for businesses. The e-Services
for citizens are focused on health care, social security service, and education. E-Services
in Belgium are provided through one-stop services (portal). Belgium has more developed
systems considering that they now have 20 essential public services, but in this ranking,Waseda focuses on 5 groups of services, which are e-tax, e-customs, e-health, eprocurement, and one-stop services.
E-procurement (https://enot.publicprocurement.be) was introduced in 2008; theBelgian public procurement portal provides links to portals and platforms which currently
cover three of the main aspects of the procurement process, namely, e-Notification, eTendering, e-Awarding, and e-Catalogue. It is available in English, French, Dutch, andGerman.
Now, Belgian citizens can manage their records of identification, tax report, pension
plan, unemployment benefit, and medical history online via www.belgium.be. One canalso reach to all federal public service departments online. All services are provided inboth French and Dutch.
4.4

National Portal [NPR]

The federal portal (www.belgium.be) was introduced in 2002. A new version of theportal was released in 2008. This portal is one-stop services for all citizens and businesses.
The information in the federal portal is introduced by Dutch, English, French, andGerman. The design of the portal is user-friendly and easy to use. A significant section of
the new portal links to all the available public services online. Users looking for a specificservice can refine their search by theme, target group and level of Government involved.
Several of these e-Services are secured and require authentication.
The portal shows up much information on Justice, healthcare, mobility, environment,
economy, tax, education, and social services. From this portal, guests can know overview
Belgium information. It is available in four languages, and it has a link to typical social
media such as Facebook, and Twister, through this portal, we can access to all government
agencies, ministries, and others Belgian departments.
There is not much change in the national portal www.belgium.be in the last year. The
website consists of contents classified by five geological regions and topics including the
economy, employment, environment, family, taxation, law and justice, health, andmobility. The information is provided in both French and Dutch.

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4.5

Government CIO [GCIO]

There is no change in this indicator compares the ranking last year. There is no
specific law or mandate in Belgium creating the CIO position in the government. In
Belgium, the Waseda ranking found the CIONET. It is a network of CIOs, CTOs and IT
managers with offices in many European countries.
The CIO Forum is a part of a passionate community, but it only related to Belgianbusiness, not government section. The CIO forum is created to organize networking
events and provide an interactive social platform to bring IT professionals together in an
open and trustworthy community in Belgium.
Belgium government provides the national portal www.belgium.be for citizens tomanage their family, justice, mobility, health, environment, housing, employment, tax,
education, and economy record.
4.6

Digital Government Promotion [EPRO]

During one year of evaluation, there is not much information relates to e-Government
activities even Belgium is divided into Federal government and three regions. In the
Flanders region, they created Flanders Information Agency in 2015. It promotes the use
the use of open data standards by public administrations in the Flemish region by aligning
the existing and future business processes involving open data with European linked open
data standards, and with advances foreseen in the use of these standards.
The Belgian government is encouraging people and companies to manage theirinformation via the national portal. However, besides the national portal itself, there is
not much promotion in other channels.
4.7

E-Participation [EPAR]

The Federal Government of ICT set a strong focus and increased efforts on eparticipation and e-Inclusion plans. Recently, the utilization of Social Networking
Services (SNS) promoted the participation of citizens in providing feedback to thegovernment and reception of government information efficiently through Social Media
such as Facebook and Twitter. ICT policy and e-Inclusion policy in Belgium is in no small
extent demand and sector-driven. This is partially explained by the institutionalarrangements that govern the country. In social affairs, many institutional channels exist
through which social organizations and pressure groups can express their concerns.
Same as other nations in the EU, Belgium has an even and vibrant participation on
e-democracy. Since 2012, the tool named Smartmatic is used in Belgian provincial andmunicipal elections. In recent years, there have been videos on YouTube helping people
cast their votes.
4.8Open Government Data [OGD]

The federal government departments and institutions made open data available on“Data.gov.be”, in October in 2008. This portal enables all government bodies to makeavailable their data to citizens and businesses by using the information provided. For the
first time, Data.gov.be went from only 60 datasets to more than 4900 datasets. The
datasets cover many fields, including Agriculture and Fisheries, Culture and Sports,
Economy and Finance, Education, Energy, Environment, Health, International, Justice,
Population, Public sector, Regional, Science and Technology, and Transport.

111

Most of the datasets are free, each federal department or federal government
institution itself determines the terms and conditions governing access to and use of thedata. The datasets are also divided into three languages, English, Dutch, and French.
Each year, the Belgian federal government publishes dozens of brochures, folders,
and reports on topics including government officials, laws, and both online and offline
securities issues. These reports are available in French and Dutch. Besides, allgovernmental decisions and movements are also announced on the national portal
www.belgium.be. One can easily reach to any federal public services in Belgium online.
4.9

Cyber Security [CYB]

Cybersecurity is highly emphasized in Belgium. Around ten Belgian institutions offer
bachelor or master education program on cybersecurity in English, Dutch or French.
The Belgian government has adopted the Cyber Security Strategy in 2012 andpublished A Strategy for Defense in 2014. The Centre for Cybersecurity Belgium (CCB)
was created by Royal Decree of 10 October 2014 for a national Cyber Security policy andto encourage all relevant Belgian governmental departments to make an adequate andintegrated contribution. Thanks to it, now individuals and organizations can learn aboutcybersecurity via the cyber guide. In the past, two in three companies do not report on
cybersecurity in their annual report. Now more than half companies have preventive
measures for cybersecurity risks.
Since the General Data Protection Regulation (GDPR), the new European law ondata protection will come into force in 2018, Belgium is encouraging small and medium
organizations to prepare and take the GDPR checkup to protect users’ data.
4.10 The use of Emerging ICT [EMG]
Since 2015, the G-Cloud was released as the public social cloud, which is provided
and managed by federal organizations and social security systems. Private companies arealso welcomed to use it for better national development. The G-Cloud has won the eGovAwards in 2016.
5

Some Highlights

Smart cities are one of the highlights of Belgium Digital Government development.
Six dimensions including smart environment, smart governance, smart living, and smart
mobility are leading the two hundred projects of smart cities in Belgium, among which
public authorities promote eighty percent. Now eleven municipalities have a concrete
smart city strategy. As one of the cities with the best digital facilities, Brussels has adopted
the city play program since 2016. Now citizens in Brussels can reach to any screen in thestreet for information including weather, traffic, etc.

112Brazil
1

General Information

Area: 8,515,770 km2
Population: 204,259,812
GovernmentType:presidential republicFederalGDP: $15,800
Internet User: 59.7
Wired (Fixed Broadband User): 13
Wireless Broadband User: 89.5

2

Positioning in a Global Organization and a Region

3

Digital Government Development

Brazil Digital Government progress has been developed swiftly in the 1990s within
three different levels: the federal, state and municipal government. Brazil has a long
history of E-government development. The first E-government project in Brazil was EBrazil project which started from the 33rd National Seminar on Public Informatics. In
recent years, the Brazil government emphasizes developing three specific topic field ontransporting from E-Government to Digital Government (1) Focusing on strengthening
governance and institutional frameworks. (2) Increasing the institutional capabilities on
carrying out and usability of digital government strategies. (3) Fostering service delivery
capacity and openness.
The most difficult issues for Brazil in developing Digital Government is how toprovide better and efficient service to the public. It is hard to give the opportunity to
citizens to access government information and to participate in some political,
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administrative decisions. Due to this issues, the Brazil government is trying to run aprogram of the electric system to encourage more people using E&D government service.
4

By Indicators

4.1

Network Infrastructure Preparedness [NIP]The ICT in Brazil grows swiftly. The government is trying to improve the network
services and infrastructure since the 1990s. Thanks to the economic opening up process,until now, more than 59% of the population use the internet. The number of fixedbroadband subscriptions in 13 per 100 inhabitants and the number of active mobile
broadband subscription is 89.5 per 100 inhabitants. On the other hand, more and more
people start to use the smartphone and computer, especially in the Brasilia area.
4.2

Management Optimization [MO]Brazil has worked on developing management optimization for many years. Due tothe lack of knowledge and technology on management optimization, the progress ofdeveloping management optimization is plodding. According to Digital Government
strategy for the period 2016-2019. The document defines 10 Strategic objectives in many
areas such as access to information, services, and social participation. At 2017, the Brazil
government has made some progress on access to information and services. For example,
more public websites have been established, and people can access information much
more comfortable than before. On the other hand, the government has built more public
facilities with better and more efficient services.
4.3

Online Service [OS]The Waseda University considers 5 services for every country: e-procurement, e-tax,
e- customs, one-stop service, and e-health. The Brazil government has established a
dedicated website for information and services related to D-Government and open data
(http:// www.governoeletronico.gov.br). This website provides many services include lotsof government
Information, public database, e-tax and customs, some one-stop service and Eprocurement. Some websites are beneficial with a high evaluation. For example, the Eprocurement had a high score via evaluation. The one-stop service site is also a prominent
national portal for the population. However, the slow developing on e-health and e-healthservice is one of the issues. During 2017, the Brazilian government opened a 60.4 mnreal tender for a public cloud platform which will support e-government for bodies within
the federal administration. The tender is for a solution in the software-as-a-service (SaaS)model.
4.4

National Portal [NPR]

The National Portal is a one-stop service website (http://www.brasil.gov.br) which
was established in 2013 as an essential website to provide citizens access to public
information. This website increases public participation on services and the internet. The
website itself is compelling. It shows lots of information such as governmental activities
news, latest economic information, legislation, and Digital Government services forbusiness and citizens.
On the other hand, the website provides E-electric system for election. However, thewebsite does not renew that fast. It does not include some necessary information on the
country. Also, the website only provides English, it lacks on providing e-services such as
passport and visa for the citizen. At 2017, the Brazil government add more feature on etax services to the website but doesn’t work very well.
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4.5

Government CIO [GCIO]

The Brazil government does not include a department with the Government Chief
Information Officer [GCIO] position. There is one similar position called Ministry ofPlanning, Budget and Management perform the quests of CIO in Brazil.
4.6

Digital Government Promotion [EPRO]The National D-Government Strategy for the period 2016-2019 planned to promote
the utilization of ICT in public administration. The Brazil government used legal aspect,survey, supporting, enabling and assessment aspects to evaluate the promotion to Digital
Government. The issue is there is very limited information could be found to evaluate
these aspects. Because, Brazil has no private entities which could involve at the national
level and local government. Furthermore, there has no information could be found on
international or PPP and internal collaboration involved.
4.7

E-Participation [EPAR]

The Brazil government improved their provision of information through SNS andonline services for many years. Citizen now can access information on government
structure, legislation, officials and budgets. On the other hand, Citizen can also send
messages to the local government and the federal government via the official website.
4.8

Open Government Data [OGD]

The Brazil government has already opened an open data site (http://dados.gov.br/). It
provides public access to the database from public agencies. It is also a tool which
provided by the government to everyone so people can find and use the data. The website
is organized but straightforward, easy to access, use and find information. The goal ofthis website is improving society.
4.9

Cyber Security [CYB]

The cybersecurity is one of the most essential issues in Brazil. Since 2000 theBrazilian government put more effort into cybersecurity and especially after 2010, thegovernment strengthens the cybersecurity for the Olympic game. The cyber threats are
increasing because of fast development on internet usage. In 2017, Brazil has several
meeting on cybersecurity and ensure they government will spend more money and humanresources for building better cybersecurity. One interesting point is the creation of“HackerLab”, a place where volunteer coders can use their capacity to visualize
legislative data in ways that are appealing for the public.
4.10 The use of Emerging ICT [EMG]
Although the usage of internet and IoT rise a lot in recent years. The use of emerging
ICT is still fresh in concept with low usage. The low usage caused by lack of knowledge,
shortage of applications and traditional personality. The government are encouraging
private providers to design more applications and now using more cloud computing
services.
5

Some Highlights

One significant highlights from 2018 is the creation of “E-Democracia”. The
government is encouraging people to use Digital Government for election. On the other
hand, the Brazil government hope people can do more online surveys to provide opinions
on administrative work and issues. The creation of “HackerLab” give volunteer coders
chance to use their skills to visualize legislative data in ways that are appealing to the
public.
115

Brunei Darussalam
1

General Information

Area: 5,765 km2
Population: 436,620
Government Type: Absolute Monarchy(Sultanate)
GDP: $79,70010
Internet Users: 75
Wired (Fixed Broadband Users): 8.3
Wireless Broadband Users: 116.6

2

Positioning in a Global Organization and a Region

Among ASEAN Countries, Brunei has a better score than the average score of APEC
in the National Portal and the use of the Emerging ICT. As shown on the above picture,
Brunei is very low on the e-Participation, e-Government Promotion, and Network
Infrastructure. Considering that Brunei is a rich small country similar to Singapore, itslack of necessary infrastructure is questioning. The government type of Brunei, which isan absolute monarchy, may contribute to the low score on e-Participation and eGovernment Promotion. The positioning of Brunei in ASEAN countries is similar to its
position in Asian countries.

10

https://www.cia.gov/library/publications/the-world-factbook/rankorder/2147rank.html
116

3

Digital Government Development

Digital Government in Brunei is formally led by e-Government National Center(EGNC). EGNC provide both government institutions and government officers withvarious services. EGNC offers
One Government Network and
One Government Cloud togovernment
institutions
toreducing their capital expenditure
on ICT infrastructure. For
government officers, EGNC
provides ONEPASS, a secure
Digital Identity, for gaining thebenefit of online collaboration
among government officers.
Government CIO is distinguishedas the critical factor of leadershipin e-government development.
Source: Brunei e-Government Center
Brunei government establishedhttps://www.brunei.gov.bn/en/Pages/unused/About-ethe e-Government Leadership
Government.aspx
Forum (EGLF) to strengthen theleadership in the area of e-government development. Deputy Minister at the Prime
Minister’s Office chaired the forum to expose the strong commitment to e-Government
development. This is the highest body for approving and monitoring the progress of egovernment development. All CIO in government institutions are involved in the forum.
The Co-Deputy Chairman from the Prime Minister’s Office appointed as the Overall eGovernment Chief Information Officer (Government CIO).
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 75% of people in Brunei were Internet users in 2017, according to
the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). About 8.3% have fixed-broadband subscriptions, andthe penetration of Wireless Broadband Users is 116 %.
4.2

Management Optimization [MO]In 2014, Brunei launched the Digital Government
Strategy 2015-2020. The ultimate goal of this strategy is
the Digital Government. Six pillars embody the Digital
Government. These are Service Innovation, Security,
Capability & Mindset, Enterprise Information
Management, Optimization, and Collaboration &Integration.

To support these pillars, Brunei has developed One
Government Network (OGN). The OGN is targeted toprovide government agencies and other parties to establish inter-connectivity with othergovernment agencies.
117

4.3

Online Service [OS]The score for Online Service is based on five investigating online service, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Among these five Online Service, e-Tax and e-Health is the best Online Service during
the period of the survey.
In term of complexity level, most of investigating Online Service in Brunei hasreached a transactional in which user can start the transaction from applying to receiving
the service through the portal. In contrast, e-Procurement in Brunei is still very simple
and less complicated than another online service. Except for the e-Procurement, all Online
Service has implemented security measures such as SSL, Site Authentication, andPassword Protection for obtaining the services.
To measure the level of convenience, the third party application result has shown thatall portal is above the average in term of speed. The third party application for assessing
the portal is the application from Google named Google PageSpeed™ Insight on
https://developers.google.com/speed/pagespeed/insights. In addition to that, all clickableobjects on the portal work as they should do.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. National Portal of Brunei (https://brunei.gov.bn) contains
proper information for local citizens and foreigners. Information about Brunei is available
on the portal. The user can find information about culture and heritage, demographic, andgovernment. In technical aspect, the result of Google PageSpeed™ Insight showed thatthe website performance is above average both from PC and from Mobile Device. The
portal also provides the user with some functionalities such as searching, sitemap, andSocial Network integration.
4.5

Government CIO [GCIO]

Brunei government established the e-Government Leadership Forum (EGLF) toempower the leadership in the area of e-government development. The Deputy Ministerchairs the forum at the Prime Minister’s Office. All CIO in government institutions are
involved in the forum. The Co-Deputy Chairman from the Prime Minister’s Officeappointed as the Overall e-Government Chief Information Officer (Government CIO).
There is a quarterly dialog meeting among GCIOs to share the members’ experienceduring the e-Government Program/Projects. The output of the meeting will be discussed
in the EGLF. The Permanent Secretary usually chaired the CIO Dialog Meeting.
4.6

E-Government Promotion [EPRO]

There is small trace in Brunei that indicates any initiatives related to promoting eGovernment for citizens. Although the Digital Government Strategy includes initiatives
to increase the awareness of citizens on e-Government, the program and the activities tosupport the promotion strategy are hard to find. In addition to that, there is no information
whether Brunei regularly evaluated their e-government development or not.

118

4.7

E-Participation [EPAR]

E-Participation in Brunei is relatively low, compared to other indicators. It issusceptible to the absolute power of Sultanate. Most of the government portal use Twitterand Facebook as the only channel for citizens to give some idea or comment. There is noevidence about how the government proceeds the citizens’ comment.
4.8

Open Government Data [OGD]

During the research period, Open Data in Brunei is still at the initial stage. Most of
the data are about education and religion-related. Despite the limitation of a variety ofdataset, Brunei has appointed EGNC as the responsible institution for Open Data website.
4.9

Cyber Security [CYB]
Brunei has ratified several laws related to cybersecurity. Some of them are as follow:-

Chapter 197 Anti-Terrorism (Financial and Other Measures) Act
Chapter 194 Computer Misuse Act
Chapter 153 Official Secrets Act
Chapter 108 Evidence Act

In addition to these laws, Brunei has strengthened organization capacity forcybercrime countermeasure by setting up National ICT Security Policy Authority and
Bru-CERT.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
Brunei has started to implement Cloud Computing for running One Government Private
Cloud (OGPC). OGPC offers Infrastructure-as-a-Service (Iaas) for government agencies.
E-Government National Center maintains this Cloud Computing Services. Other
emerging technologies are still immature and no evidence to prove that Brunei
implemented Big Data and IoT.
5

Some Highlights

Among ten indicators in the current ranking, the National Portal and Online Service
are the top two indicators in Brunei. National Portal Brunei contains useful information
for local and also foreigners such as country information, tourism, and link to available
e-services. Online service on Healthcare is one of a vocal point in Brunei in the year 2016
with its slogan “One Patient One Record”. Using ID-Card, a citizen can enjoy the BruHIMS using PC or using a mobile device.
In this release, Brunei has a low score on e-Government Promotion and eParticipation. It is hard to find any pieces of evidence or traces about the campaign orother initiatives for promoting e-Government Services. E-Participation is considered very
low in Brunei. The government system of Brunei may contribute to the implementationof e-Participation.

119

Canada1

General Information

Area: 9,984,670 km2
Population: 35,099,836
Government Type: a parliamentarydemocracy, a federation, and aconstitutional monarchy
GDP: $45,900
Internet Users: 89.8
Wired (Fixed Broadband Users): 37.8
Wireless Broadband Users: 66.1
2

Positioning in a Global Organization and a Region

Canada has achieved high performance on all the indicators exceeding the averagelevel of both America economies and OECD countries. The highest scores of the ten
indicators are the Open Government Data and Management Optimization and eParticipation, especially full score on the OGD.

3

Digital Government Development

Digital Canada 150 is the overall ICT strategy for a nation which was launched in
2014. The Digital Canada 150 is aimed to take the full benefit of digital opportunity for
Canadian. It is expected that in 2017, in the 150th anniversary of Canada, Canada will
thrive the digital Canada which accentuates five pillars; connecting Canadians, protecting
Canadians, economic opportunities, digital government, and Canadian content. By
releasing the Digital Canada 150, Canadian government endeavors a new challenge forconnecting the Canadian, that is shifting e-government to the digital government where
the government service is digital by default.
120

To lead and take control of information management, Canada has set up The Chief
Information Officer Branch (CIOB) in the secretariat organization. According to theofficial explanation, “The Chief Information Officer Branch (CIOB) provides strategic
direction and leadership in the pursuit of excellence in information management,
information technology, security, privacy and access to information across theGovernment of Canada. To facilitate this work, CIOB also provides support and guidanceon capacity building and project management and oversight.”
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 89.8% of people in Canada are internet users according to the report
released by ITU. 37.8% are fixed-broadband users, and the wireless-broadband users are
66.1%.
4.2

Management Optimization [MO]In 2014, the Canadian government launched Digital Canada 150. The Digital Canada
150 is aimed to take the full benefit of digital opportunity for Canadian. It is expected thatin 2017, in the 150th anniversary of Canada, Canada will thrive the digital Canada which
accentuates five pillars; connecting Canadians, protecting Canadians, economic
opportunities, digital government, and Canadian content. Canada has created Shared
Service Canada for consolidating government back office system to save money,
streamline the process, and deliver better services. The initiatives are continuing tosupport and stimulate the app economy by creating an open data ecosystem in Canada.
By releasing the Digital Canada 150, Canadian government endeavors a new challenge
for connecting the Canadian. The country will provide the Canadian with the digital
government services. In other words, the Canadian government will shift from egovernment to digital government where the government service is digital by default.
4.3

Online Service [OS]Among five investigated online services, e-procurement, e-tax, one-stop-service are
better than the rest online service. These four online services provided the citizen the twoway interaction with government, including e-payment, security, and automation. EHealth and E-Customs do not provide two-way interaction so far. Public Works andGovernment Services Canada manage e-procurement portal of Canada. E-tax system
offers various services related to taxation for citizens including business enterprises.
Canada Revenue Agency manages it. NETFILE supports the system as an electronic taxfiling system. E-Customs Canada offers the facilities to monitor the process of tradingfrom checking the document to releasing the goods. It is equipped with Customs
Automated Data Exchange (CADEX).
4.4

National Portal [NPR]

The national portal of Canada (www.Canada.gc.ca) is integrated with the one-stop
service, a gateway to improving the communication experience between the government
and the public. The national portal of Canada has the primary interface for stakeholders
to contact the government electronically.
Moreover, it provides information that helps the public to understand government
structure better. The well-organized portal serves as a platform that assists the public tofind desired information. To improve users’ browsing experience, the portal also allows
users to create government accounts that allow each user to customize the portal as they
desire. The website contains accessibility features statement and allows configuration of121the visual presentation by using a client-side Cascading Style Sheet (CSS) file. The portal
is available in official languages---English and French. National Portal of Canada havebeen using Web 2.0 technology and combining SNS features as well as being user-friendly,
and the portal have easy-to-use electronic services and services for finding information.
Portal can also access via mobile phone also.
4.5

Government CIO [GCIO]The CIO of the government of Canada is responsible for establishing strategies,
directions and policy for the Government in the areas of Information Technology,
Information Management, Security, Privacy and Access to Information. This role
involves working collaboratively and often in partnership with all Federal Government
Departments & Agencies, industry, other Canadian jurisdictions as well as on theinternational. There has the Chief Information Officer Branch (CIOB) which provides
strategic direction and leadership in the pursuit of excellence in information management,
information technology, security, privacy and access to information across theGovernment of Canada. The office also provides support and guidance on capacity
building and project management and oversight.
4.6

E-Government Promotion [EPRO]

Canada has been a pioneer in providing access to electronic information, political
agendas and cultural/linguistic sensitivities have significantly hindered theimplementation of bias-free policies for the dissemination of information and promotionof e-government, so the implementation of e-Government in Canada is an effort of bothpublic and private entities. For example, the Digital Economy in Canada consists ofmembers from the government and private companies. The primary driver of the eGovernment promotion is the Government Online (GOL) entity, which is also thesupervisor of the IM/IT plans. The responsibility for coordinating the implementation of
GOL lies on the Information Technology Services Branch at Public Works andGovernment Services Canada (PWGSC). The Government of Canada tried to promote
Legal Mechanism Enabling Mechanism Support Mechanism, Assessment Mechanism byproviding up to date Government announcements, news, contact, services, and daily life
information.
4.7

E-Participation [EPAR]

In Canada, e-services online services, online information, and online citizen
engagement are organized by category and not on a department-by-department basis,
which makes it user-friendly and responsive to citizen demands. In order to gauge theefficacy of their services, the government uses a unique Canadian outcomes analysis
approach called 'Citizens First' in the case of individuals and families, and 'Taking Careof Business' in the case of companies, So it enables everyone to use an electronic form ofservices very quickly. The Government of Canada offers a variety of applications,accounts, tools, and services to allow citizens to complete tasks online.
4.8

Open Government Data [OGD]

Canada's commitment to open government is part of the federal government's efforts
to foster greater openness and accountability, to provide Canadians with more
opportunities to learn about and participate in government, to drive innovation andeconomic opportunities for all Canadians and, at the same time, create a more costeffective, efficient and responsive government. The Government of Canada first launched
its Open Government strategy in March 2011, and then further enhanced its commitment
122

by announcing its intention to join the Open Government Partnership in September 2011.
Canada has consulted Canadians on both the development of a Digital Economy Strategy
and on Open Government. Canada`s Action Plan on Open Government sets out Canada
commitments to Canadians and for the Open Government Partnership, which Canada willachieve over a three-year period through the practical and prudent use of resources. It is
structured along the three streams of our Open Government Strategy: Open Information,
Open Data, and Open Dialogue. The portal site http://open.canada.ca/ is one of the bestpractices among the countries.
4.9

Cyber Security [CYB]

Canada has made several regulations and Acts related to Cybersecurity, such as the
Personal Information Protection and Electronic Documents Act (PIPEDA). The National
Cyber Security Strategy by the Ministry of Public Safety. Canadian researchers have beenat the forefront of making cyberspace a reality. This same ingenuity must continue to be
applied to predicting, detecting and defeating the cyber threats of tomorrow, andexploiting cyberspace to further Canada's national interests. The cybersecurity strategy
will be implemented by the departments and agencies most directly responsible forsecuring the Government's cyber systems. Canada will work with our provincial andterritorial partners, as they are jointly responsible for protecting much of the criticalinfrastructure in Canada.
4.10 The use of Emerging ICT [EMG]
The government of Canada has regarded the merging ICT as essential elements into
its Digital Economy Strategy, discussing how to utilize Cloud Computing and IOT tobenefit the citizens and industries. The government has established a shared service
provider and put Big Data into their internal agencies practice. However, there has no
specific strategy about emerging ICT or regulations so far, proper utilization throughpolicy still needed to be discussed.
5

Some Highlights

Canada has kept its pioneer position among other countries in providing advanced eservices to citizens, which has a splendid one-stop service system endeavoring to embrace
all the information and services that citizens or enterprises need at one centralized place.
Massive contents have been divided into very understandable and concise catalogs, andusers can always go to the destination directly through the humanized introduction. Also,
citizens are easier to interact with government agencies due to straightforward
communication channels. That is why Canada has excellent performance on the indicatorsof “Online Service” and “E-participation”. As one of the leading nations in e-governmentarea, Canada is still expected to get more scores on the latest indicator for the usage of
new technologies, which is to have an efficient model of adopting emerging technologies
such as Cloud Computing or IOT for developing countries to learn from in the future.

123

Chile1

General Information

Area: 756,102 km2Population: 17,508,260
Government Type: Presidential republic
GDP: $23,800
Internet Users: 66%
Wired (Fixed Broadband Users): 16
Wireless Broadband Users: 69

2

Positioning in a Global Organization and a Region

3

Digital Government Development

With the development of information technology, it has been used to improve theservices of the government worldwide and let more people enjoy the high-quality
information in time. Chile has made many achievements in digital government in the past
several decades. Ministry of Transportation and Telecommunication of Chile is now
technically regulating the Internet. The situation in details is listed as follows.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Chile has a relatively high GDP per capita in South America which lays an excellent
economic foundation for network development. Chile’s broadband penetration is higher
than other countries in South and Central America, except Uruguay. People are more
likely to use mobile broadband than fixed broadband. It is also a significant trend for the
future development. People are easy to accept new technologies. Movistar, an operator,
is dominant in the broadband market. It is convenient to use Broadband in Chile since it124

is not so expensive as other countries in Latin America and the speed is fast. Chile’s
mobile penetration has decreased because some subscribers stop using multiple SIM
cards. However, it is believed that the mobile penetration rate will rebind in 2018 due tothe introduction of LTE networks and more services.
4.2

Management Optimization [MO]Management is crucial in e-government development. Chile is in a leading positionon the Internet in South American countries. Some problems should not be neglected.
Chile should complete the policies and make efforts to solve technical problems.
4.3

Online Service [OS]Nowadays, people can enjoy online services through various websites. Among, onestop service is popular which means that people can enjoy efficient services in a placerather than wasting time in different institutes. It also avoids some government
departments to shirk responsibility. For example, Chile has done an excellent job in e-tax.
It is hoped that one-stop services can be applied to more aspects of people’s daily life.
4.4

National Portal [NPR]

From the national portal (http://www.gob.cl/), we can see news and documents of thegovernment. The government has opened several social network accounts, including
Facebook, Instagram, Twitter, Telegram and YouTube. It has more than one hundred
million followers in twitter and less than ten thousand followers on Instagram andYouTube. It is good that the government has opened an information and had many
interactions with the public through its official SNS accounts. People can follow them toknow the latest activities of the government and give them comments. No all theinformation is presented in English when choosing the English language. Users canaccess the websites of other ministries by clicking the links. It just provides people withinformation but without services.
4.5

Government CIO [GCIO]

It seems that Chile has not participated in any activities related to CIO. Government
CIO can apply information technology to public services. It can share information more
efficiently and promote the cooperation between different departments significantly.
Many developed countries have adopted Government CIO. They have made many
achievements in providing better services. Though we have not seen Chile’s efforts inGovernment CIO, it is supposed to make use of this way to improve the government
management.
4.6

Digital Government Promotion [EPRO]

An essential document for D-Government is Digital Agenda 2020 which waslaunched in 2015. According to the Ministry of Presidency, Chile has completed 27 of its
67 Digital Agenda targets for 2020 by 2017, 42.8 percent of the total. It emphasizes therole of the national government rather than the role of the local government. There is an
official website called Agenda Digital 2020 which offers related information.
4.7

E-Participation [EPAR]

The E-participation is closely related to the Open Government Data. The government
has opened information on its official websites, and it has launched social network
accounts which make the interactions between government and the public more125

convenient. People can know the plans and activities about the government by checking
their cell phones. They can also comment and express their opinions on the internet.
4.8

Open Government Data [OGD]

The public has the right to be informed of the activities of the government. It is crucial
in a democratic society. Opening government data can keep the transparency of thegovernment. It provides a chance for the public to participate in the policy-making
process. Supervision from the government is also an effective way to fight against
corruption. Chile has opened date from two portals. One is http://gobiernoabierto.gob.cl,
and the other one is http://datos.gob.cl/. It has also published Chile Open Government
Action Plan 2016-2018 which focused on ensuring the accountability of the government.
This Action Plan is also a prerequisite becoming a member of Open Government
Partnership. It has set specific objectives for various institutes and hopes they could
coordinate and cooperate. For example, for the Ministry of General Secretariat of the
Presidency, its goal is to create an institute to be responsible for the issues of the Open
Government Partnership and monitor the process of the plan. While for the Ministry, its
task is to increase public participation in issues regarding energy.
4.9

Cyber Security [CYB]

Chile has published a national cybersecurity policy (2017-2022) to protect thecybersecurity. Chile believed that a national cybersecurity policy could not only protect
people and country’s security but also promote cooperation and coordination between
institutions. The policy objectives by 2022 are that the country will have complete
information infrastructure ready to face risks, people’s rights can be protected, there is agood cybersecurity culture and Chile can have better cooperation with other countries.
There are articles and regulations related to cybersecurity in Political Constitution of the
Republic of Chile and other laws.
4.10 The use of Emerging ICT [EMG]
The Chilean government has not used emerging ICT technologies including Big Data,
Internet of Things and Artificial Technology. Internet of Things means using devices tomonitor and control every single object. All objects are connected to establish the internet.
People can know the real-time situation of things immediately. Internet of Things ensures
the immediacy of information in the Information Age. When information from large
objects is gathered, we get big data. Through analyzing big data, we can get much useful
information, such as, the demand of customers which is challenging to be found from asmall amount of data. Big data consists of too much data which is impossible for thehuman brain to calculate and analyze. At that time, Artificial Technology can come into
use. It can do a complicated calculation which cannot be done by human beings and thenoffers us valuable information. In this information explosion age, how to filter
information and get the really useful messages are of great importance. IoT, Big Data andAI technologies are the trends of future development. If the government begins to use
these lasted technologies, it can know to get and analyze information in seconds and offer
better services to public according to the public demand and specific requirements ofindividuals.
5

Some Highlights

Chile has ranked 49th in overall 2018 ranking and 3rd in American countries
according to the above 10 indicators. It is showed that Chile had done well in digital
government development. The stable economic development has provided a good126

environment for technological development. People are open-minded and willing toaccept innovations. In addition, Chile has made many well-organized periodical plans,such as, Action Plan for 2004-2006, IT Development for 2010-2014 and Digital Agenda
2020, which indicate directions for Chilean Digital Government development. It is also
an important reason that Chile has a pleasant and efficient mechanism to monitor andregulate the implementation of G-government policies. Though Chile has madesignificant progress in g-government, it should make improvements in some aspects, suchas one-stop services and CIO government. The goal of the g-government is to offer better
services to the public. It will become meaningless if the public does not use or do notknow how to use it. Therefore, the government should also advocate and teach the public
to use the internet to participate in Digital Government.

127

China1

General Information

Area: 9,596,960 km2
Population: 1,367,485,388
Government Type: Communist State
GDP: $14,300
Internet Users: 53.2
Wired (Fixed Broadband Users): 22.9
Wireless Broadband Users: 66.8

2

Positioning in a Global Organization and a Region

China has still shown his weak points compared with other Asia countries and APEC
members. On indicators of E-Participation for instance, relatively low within its economic
status. By comparison, Indicators of Open government data seem remaining progress inrecent years. Many areas in China are exploring open government data to the outside
world. Such as Beijing, Shanghai, Guizhou, and other provinces and cities have built a
dedicated data open website. The government can jointly rich resources, advanced
technology of large data companies, to provide customers with data resources, massive
data processing tools, and technical training, and cultivate a large number of big data
enterprises.
3

Digital Government Development

In 2016, the general offices of the Central Committee of the Communist Party of
China and the State Council have jointly issued the Outline of National Informatization
Development Strategy (the "Outline"). According to the Outline of National
128

Informatization Development Strategy”, by 2020, the total information consumption willamount to CNY6 trillion, and the scale of e-commerce transactions will reach CNY38
trillion; by 2025, the two figures will reach CNY12 trillion and CNY67 trillion, and anumber of large cyber-tech multinationals with strong international competitiveness will
emerge; in the middle of the 21st century, China will play a more significant role inleading the global information development. The Outline determines three primarystrategic missions including strengthening the development capacity, promoting theextensive application and optimizing the development environment, which consists of 56
specific tasks in 14 aspects. Specifically, with respect to strengthening informatization
development capacity, it is required to deepen the reform on the system for public
offerings and review, implement the policies on extra deduction of research anddevelopment expenses of enterprises, and to improve public service systems covering
intellectual property, technical standards, commercialization of scientific achievement,
testing and certification, appraisal of industrialized investment, and other aspects.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]At present, China's Internet users reached 53.2%, in the meantime, 22.9% arebroadband access users and 66.8% are wireless users.
4.2

Management Optimization [MO]In early 2017, General office of the State Council issued Notice of guidelines forconstruction Internet plus government service system, Considering the online government
service content is not standardized, the service is not convenient, Online government
service platform interoperability, data sharing, online and offline Unicom is not smooth,government service of higher standardization is not enough. To further strengthen theoverall design requirements of the integration of "Internet plus government services totechnology and service system, and continuously improve the online government service
level in various regions and departments.
4.3

Online Service [OS]The score for Online Service is based on five investigating online services, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Among these five Online Service, e-One-Stop Service and e-Health have the lowest score,compare to other three online services. According to Notice of guidelines for construction
Internet plus government service system, the Chinese government would pay more andmore attention To further strengthen the overall design requirements of the integration of"Internet plus government services to technology and service system, and continuously
improve the online government service level in various regions and departments.
4.4

National Portal [NPR]

The Chinese national portal www.Gov.cn provides a global gateway for users toaccess and search information published by the government. The national portal allows
users to link to the portals of local governments, departments, and agencies and also
provide popular E-services. The national portal includes information from government
documents to government structures. Moreover, the portal is provided in multiple
languages (simplified Chinese, traditional Chinese, and English). The portal contains
pages that allow users to download application forms, search for information, and129

provides a platform for administrative departments to exchange information with eachother. There are also video feeds and other multimedia contents in the portal. The national
portal includes 8 topics which are government structures, news, State Council, Premier,policies, services, seeking advice for administration, data, and national conditions.
Through the topic of seeking advice for administration, users can upload their opinions,advice, and comments. There are also a sub-topic named I have a word to the premier inwhich people can express their views directly to the Premier. Furthermore, the national
portal also provides online social media platform such as Microblog and WeChat where
citizens can share their opinions and inquiries while the government is responding themeffectively (Microblog and WeChat are two of the most popular social media in China).
(The Microblog and WeChat account of government are mainly posting and publishing
the government’s policies and news, not for sharing and responding).
4.5

Government CIO [GCIO]At all levels of government in China, there is no explicit setting up of CIO positions
and departments, but the CIO has always been the responsibility of the corresponding
departments. Governments at all levels to assume the responsibility of the Department of
CIO are all levels of Office on the Cyberspace Affairs, government office, e-government
office, information office, development, and Reform Commission, industrial(commercial) and information management department, etc. Specifically, in the central
government, Office of the Central Leading Group for Cyberspace Affairs, National
Development and Reform Commission, General office of the State Council and theGeneral Office of the CPC Central Committee, are held in their respective areas of
responsibility of the informatization construction and management; in the local
government, CIO responsibilities were borne by the above 1 or several departments,
Settings of each CIO mechanism differs significantly from place to place.
GCIO exists in less public sectors like the General Administration of Customs, theState Administration of Taxation, the Ministry of land and resources, etc. and not exist in
most other government sectors. On Feb 27, 2014, China established another leading groupwhich named The Central Leading Group on the Cyberspace Affairs, which is led by
Chinese president Xi Jinping.
4.6

E-Government Promotion [EPRO]

According to "The United Nations e-government survey report 2016 (Chinese
Edition)", Chinese e-government international ranking steadily rising, China's egovernment development index (EGDI) was 0.6071, ranked sixty-third, compared to theprevious survey increased by 7, the current level of E-government in China has been in
the global average level.
4.7

E-Participation [EPAR]

Despite several developments in China, e-participation is still lacking as a platform
bringing the Chinese citizens on board as primary stakeholders in the promotion of ICT.
Even though the government provides blogs or any other means of interaction, there is
still a long way to go for Chinese e-Government to develop its E-participation for online
users to entirely have a decision make stake at the national level.
4.8Open Government Data [OGD]

In August 31, 2015, the State Council issued the "Outline" to promote thedevelopment of big data, based on the reality of China and the need to promote thedevelopment and application of big data in the next 5 to 10 years to achieve the following
130objectives: to create a new social governance model of governance, precise multiparty
collaboration. To establish a stable, safe, and efficient operation mechanism. Build a new
system of people's livelihood and benefit the people. Open the drive new pattern ofinnovation and entrepreneurship, innovation of the public. Foster the development ofhigh-end intelligent, emerging prosperity of the new ecological industry.
4.9

Cyber Security [CYB]

On December 27, 2016, approved by the Central Leading Group for Cyberspace
Affairs, the Cyberspace Administration of China issued a "National Cyberspace Security
Strategy", pointed out that China topped the list of the number of Internet users and thesize of the network world. To maintain good cyberspace security is not only the needs ofChina, but it is also of great significance for the maintenance of global network security
and world peace. China is committed to safeguarding the sovereignty, security anddevelopment interests of the national network space, to promote the benefit of the Internet
for humanity, and promote the peaceful use of cyberspace and shared governance. Thereis no national security without cyberspace security, no modernization without
informatization. Cyberspace security and informatization are the two wings of one body,
two wheels of the driver.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT). The
evidence show that local governments in China are eager to implement Cloud Computing
or Big Data into their public sectors, especially the economically advanced cities andprovinces such as Beijing, Shanghai and Guangdong Province. Moreover, the central
government becomes more and more active in making policies and plans for emerging
technologies.
5

Some Highlights

Compared with other economics, China has a comparatively slow process on eGovernment development. Except for the indicator of “Management Optimization”,
performance on all the segments of ranking could be considered backward than advanced
nations. The absence of GCIO not only pares down the scores for evaluation but more
importantly, has influenced the execution of ICT plans in each government level.
According to China’s strategy, e-Government has been regarded as a tool for
administrative reform and government process re-engineering rather than developing eGovernment itself. More and more online service comes to the phase of the transaction,although the lack of e-decision making. However, some megacities in China has promoted
advanced e-Service and data share process to citizens (For example Beijing, Shanghai,
Guangzhou), which continues to pull ahead of the gap with under developed areas. The
gap of wealth has affected every aspect of the societies in China, and the implementationof better e-Government is no exception. China's Internet users reached 688 million;
Internet penetration rate reached 50.3%, Internet users, broadband access users ranked
first in the world. The future of Open government data in China is promising just like its
e-commerce developing.

131Colombia
1

General Information

Area: 1,138,910 km2
Population: 46,736,728
Government Type: Presidential Republic
GDP: $14,000Internet Users: 52.6
Wired (Fixed Broadband Users): 10.3
Wireless Broadband Users: 45.1

2

Positioning in a Global Organization and a Region

3

Digital Government Development

Colombia is making great strides in some areas, but the overall trend has not been
positive in recent years. In the United Nations’ E-Government Development Index,
Colombia slipped from 31st to 50th place from 2010 to 2014. Much of this change canbe attributed to a much more competitive and crowded e-Government environment as
more countries develop their ICT infrastructure. However, recent efforts to enable andpromote e-government in the country indicate that the governments have recognized its
importance. Also, it should be noted that Colombia continues to be a top-twenty country
in the area of e-participation.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
As of 2018, 52.6% of the population uses the internet. The number of fixedbroadband subscriptions is 10.3 per 100 inhabitants (World Development Indicators,
132

2018), while the number of active mobile broadband subscriptions is 45.1 per 100
inhabitants.
4.2

Management Optimization [MO]The government of Colombia has created an Online Government Manual, which
includes different goals the government is looking to complete. These goals include ICT
for administration, services, open government, and information and security. The
government of Colombia also has an online website which is called Online Government
Strategy, where links and news in regards to the above-named goals are provided.
4.3

Online Service [OS]In regards to E-Procurement, E-Customs, E-Tax, One-Stop Service, and E-Health,
the government of Colombia has websites for all these services. Some of these sites arelimited in what you can do, however overall each of them has necessary information
easily accessible. For Taxation, the government of Colombia is starting e-invoicing forbusinesses, with mandatory compliance for all businesses by 2019. This could reduce tax
evasion rates, save more money for private and public sectors, and modernize tax
compliance.
4.4

National Portal [NPR]

The national portal of Colombia happens also to be the official page of the Presidentof Colombia. Using PageSpeed Insights by Google however shows that the official siteof the Colombian government is rated at an 11/100, which is very low considering it tobe the first page of the government. On the page, there is recent information about what
the government has completed, as well as what the president has done. There is also an
excellent social media presence by the government of Colombia, with there being links
to many different social media applications for people to use. There are also links to thedifferent ministries in Colombia, with the site itself being user-friendly, if not a bit slow
to load each new page loaded. Finally, there is a link to have an English version of thesite, although limited in comparison to the Spanish version; with it providing information
about who the president of Colombia is, links to the different ministries, as well as thesenior presidential advisor and secretaries.
4.5

Government CIO [GCIO]In Colombia, as per the Ministry of Information Technology and Communications,the government CIO is performed by the vice minister of IT. No other information isprovided in regards to the Government CIO.
4.6

Digital Government Promotion [EPRO]

The Colombian government is continuously looking to promote the usage of DGovernment through its Ministry of Information Technology and Communications.
MinTIC has provided tools and supports to regions inside Colombia, such as web andopen data platforms, as well as workshops and webinars.
4.7

E-Participation [EPAR]

Regarding E-Participation, Colombia continues to do well ranking 27th in a 2016
United Nations D-Government Report. There is also a website provided by thegovernment called “Urna de Cristal”, or Crystal Urn http://www.urnadecristal.gov.co/.
This website provides information about problems, gives citizens access to participate
with the government, and provides links to different departments within the Colombian133

government. The government is also wanting people to comment through social media
and engage in conversation with the government, which is doable through this site.
4.8

Open Government Data [OGD]The Government of Colombia has a website called http://www.datos.gov.co/ which
provides citizens open data about 6943 datasets from over 937 institutions. The website
itself is also available in English, with reports available in pdf, excel, and word formats.
Through this, we can see that the Colombian government is looking to help increase its
Open Data and to have a system in place for citizens to use.
4.9

Cyber Security [CYB]

Colombia has a government agency called colCERT, which handles all incidents
relating to cybersecurity. There are also laws in place to protect privacy and information,
data, security, etc. More and more is being done by the Colombian government to ensure
cybersecurity, with examples being joint operations with other South American countries,
where Colombia is taking the lead in showing how to deal with potential cyber threats
and how to ensure cybersecurity.
4.10 The use of Emerging ICT [EMG]
No evidence of emerging ICT found in regards to cloud computing, Internet ofThings, or Big Data.
5

Some Highlights

Colombia has a good chance of becoming a leader in Digital Government in SouthAmerica, with its government creating the right steps to establish a proper network for
future use.

134

Costa Rica
1

General Information

Area: 51,100 km2
Population: 4,872,543
Government Type: Presidential Republic
GDP: $ 16,100
Internet Users: 66
Wired (Fixed Broadband Users): 11.6
Wireless Broadband Users: 109.5

2

Positioning in a Global Organization and a Region

Among America Countries, only Network Infrastructure Preparedness (NIP)
indicator is above with the average score of America region. Moreover, Costa Rica isplaced below the USA, the best country in America region.
3

Digital Government Development

The Costa Rican government is just finishing its Digital Government Master Plan
2011-2014. This plan was put into place after the previous Digital Government Action
Plan 2008-2010. The country’s digital government planning began in earnest with
Executive Decree No. 33147-MP, issued in May 2006. This proposed that a plan todigitize the Costa Rican government be drafted and implemented with cooperated to theSouth Korean Government. This master plan has the mission statement: “Improving thenational competitiveness with environmental responsibility through providing transparent135

and high-level services to the citizen based on interconnected government and ICT
development”.

Digital Government Master Plan 2011-2014
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 66% of people in Costa Rica were Internet users in 2017, according
to the Measuring the Information Society Report 2016 from International
Telecommunication Union (ITU). About 11.6% have fixed-broadband subscriptions, andwired broadband subscription has reached 109.5%.
4.2

Management Optimization [MO]The Costa Rican government is just finishing its Digital Government Master Plan
2011-2014. This plan was put into place after the previous Digital Government Action
Plan 2008-2010. However, now, there is no evidence about the new version of ICT
strategy or e-Government plan. In all, Costa Rica has achieved the haft score inManagement Optimization domain.
4.3

Online Service [OS]The score for Online Service is based on five investigating online services, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and their URL Address. All of those services were investigatedusing three factors, i.e., Level of Complexity, Level of Security, and Level ofConvenience. Costa Rica is only providing e-Procurement, e-One-Stop Service and eHealth. Among these Online Services, e-Health has the highest score, compared to other
online services. The number of available e-Services continues to grow, but many of thedesigns operate using different platforms and are not well-integrated. Regarding
complexity level, most of Online Service in Costa Rica has reached only information
provider in which user can start the find the information through the portal.
For measuring the level of convenience, the third party application result has shownthat three portals are the same with the average considerably regarding speed. The third
party application for assessing the portal is the application from Google PageSpeed™
Insight.
136

4.4

National Portal [NPR]

The Costa Rican government’s main portal site “http://gob.go.cr/” is only available
in Spanish and is not compatible with most major translation services. It offers a lot oflinks to information, services, and data, but many of the options take the form of long listsof links, rather than intuitive menus. In the technical aspect, the result of Google
PageSpeed™ Insight showed that the website performance is below the average bothfrom PC and from Mobile Device. However, the portal does not provide the user withsome functionality such as searching, site map, and an inquiry form.
4.5

Government CIO [GCIO]

Alicia Avendaño Rivera has served as the Director of Digital Government since 2009,
and this is the closest analog to a CIO position in Costa Rica. The Director has
administration over the three Digital Government divisions, Projects, Technology, andDigital Inclusion.
4.6

E-Government Promotion [EPRO]

The Costa Rican government’s e-Government promotion plan was laid out in its
Digital Government Master Plan 2011-2014. The prior plan succeeded in establishing abase structure for e-Government.
4.7

E-Participation [EPAR]

According to the United Nations E-Participation Index, Costa Rica is the leading
country in Central American and 14th in the world for e-participation. This is a significant
improvement from 2005, in which they placed 90th. This indicates that the government’s
ICT initiatives have succeeded in making the population more connected, and providing
a platform those appeals to users. For instance, parliament member has their website andprovides the information to citizens that can contact them.
4.8

Open Government Data [OGD]The Technical Secretariat of Digital Government operates an open data site populatedwith data from Costa Rica’s other online services, including Mer-link (public
procurement), Controls (operated by the Ministry of Public Security), Register it(Ministry of Health), and CrearEmpresar (National and Municipal Registry) among
others. The U.S.-based open data platform Junar powers the database. However, the data
is not yet as voluminous, standardized, or searchable as it could be. Also, data fromprevious years have not been uploaded.
4.9

Cyber Security [CYB]

As a member of the Organization of American States (OAS), Costa Rica approaches
many cybersecurity issues in collaboration with fellow OAS member states. The OAS
Inter-American Committee against Terrorism (CICTE) developed and passed the OASCyber Security Strategy in 2004. Since then, OAS member states have collaborated onincreasing cybersecurity in each country, and in the region. There are still significant
weaknesses.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and Internet of Things (IoT). Costa
Rica has a plan to implement Cloud Computing for Public Sector. However, the evidence137

shows that it is not officially launched. Other emerging technologies for government
agencies are still nullity in Costa Rica.
5

Some Highlights

This year is the 4th year of ranking; Costa Rica still has the weakness. The use of
emerging technology and Government CIO are the weak points of Costa Rica. Directorof Digital Government is the closest analog to a CIO position in Costa Rica. The Director
has administration over the three Digital Government divisions, Projects, Technology, andDigital Inclusion. Moreover, Costa Rica also has a low score on Cybersecurity. Even if
Costa Rica is a member of the Organization of American States (OAS), Costa Rica
approaches many cybersecurity issues in collaboration with fellow OAS member states.

138

Czech Republic
1

General Information

Area: 78,867 Km2Population: 10,644,842
Government
Republic

Type:

Parliamentary

GDP: 31,500$
Internet Users: 81.3
Wired (Fixed Broadband Users): 27.9
Wireless Broadband Users: 76

2

Positioning in a Global Organization and a Region

3

Digital Government Development

Since the late 1990s, the Czech Republic had strategic in promoting information
technology, one of them known under the name "State Information Policy". This policy
defined eight priority areas for the development of the information society, including eGovernment and e-Democracy. This strategy can be considered as the first ICT project topromote e-Government services in the Czech Republic. In 2006, the Czech government
issued "State Information and Communication Policy" or "e-Czech". The main objectiveof this project is to maximize the use of ICT by improving e-Government services, eProcurement, and e-Health. In 2007, e-Government concept was associated with themodernization of public administration. This project called "Smart Administration
Strategy".
From 2008 to 2012, Czech published Strategy for the development of Information
Society services for the period 2008 - 2012. This was a strategy for the development of139

services in an open, democratic society. The strategy divided into five program: (i) Basicregisters and identification; (ii) Universal point of contact; (iii) Secure communications;(iv) Digitization of data archives; and (v) Personalized Information Society services.
The State Policy in Electronic Communications - ‘Digital Czech Republic’ wasadopted in early 2011 and aims to assess the current overall status of accessibility anddevelopment in selected areas of electronic communications which have the highest
growth potential.
In 2014, the Czech government introduced GeoInfoStrategy 2014 - 2020. The
Strategy draft has been designed in a strong connection to other national strategic
documents, i.e., the Strategy of international competitiveness of the Czech Republic for2012-2020, the Czech Republic's National reform program, a Strategic framework for the
public administration development for 2014 -2020 and other critical national strategic
documents.
In 2015, the national government of the Czech Republic approved the Strategy for
ICT Services Development in Public Administration. This document provides an updated
overview of e-Government status in the Czech Republic.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]The KIVS (Public Administration Communication Infrastructure) enables theinterconnection of all Public Administration (PA) bodies (e.g., ministries, central
administrations, regional authorities, municipal offices, labor offices, revenue authorities,
and public libraries), ensures secure and cost-efficient data and voice communications, aswell as access to central information resources.
Czech POINT is a network of one-stop access points to e-Government services
intended to prevent citizens from visiting several offices, thus significantly reducing
excessive administrative burden.
4.2

Management Optimization [MO]In the Czech Republic, the issue of ICT is under the responsibility of two ministries.
Electronic communications are under the responsibility of the Ministry of Industry andTrade URL: http://www.mpo.cz/en/e-comm-and-post/ and e-Government issues areunder the responsibility of Ministry of Interior URL: http://www.mvcr.cz/mvcren/scopeof-activities-e-Government.aspx
The latest version of the National e-Government Development Strategy was
published in the form of a government decision “Resolution of the Government of the
Czech Republic 889/2015 to the further development of ICT services in public
administration”
fromNovember2,
2015.
URL (inCzech
only):
http://www.mvcr.cz/clanek/vestnik-vlady-pro-organy-kraju-a-organy-obci-717579.aspx;
pages 206 – 228)
Another significant governmental material is a document, the Digital Czech Republic
v. 2.0 –The Way to the Digital Economy“. This is a program of the state policy onelectronic communications in the Czech Republic - material was published in May 2014.
4.3

Online Service [OS]The Czech Republic has a centralized e-Procurement system based on a national
platform managed by the Public Procurement and Public-Private Partnership Departmentof the Ministry for Regional Development.
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The Czech electronic health record (elektronická zdravotní knížka - EZK, in Czech)
is a highly secure, free-of-charge summary of patient health information in electronic
form, accessible 24 hours a day via the Internet and smartphones. It is a safe environmentthat links healthcare providers, patients, and health insurers. It can be used to transmit andsharing in real time medical information between the doctor and patient or between
different doctors. In the Czech Republic, there is no alternative system of real-time
information sharing in this field. The two regions where the number of health records
stored on the IZIP system is growing the most are Vysočina and Karlovy Vary.
4.4

National Portal [NPR]

In Czech, the public administration portal is developed by Ministry of Informatics.
Citizens can access (www.portal.gov.cz) for getting data, information or other publicationfrom the government. Besides the national portal, a local self-government portal (ePUSA)
is an information system that contains an up-to-date database of self-government entities
in the territory of the Czech Republic. The system enables the selection of required dataaccording to different criteria.
Towns and Communities Online Portal (TCOP) is a nationwide teledemocracy
website, which supports e-information exchange between local government and Czech
citizens. Portal for data boxes was first launched in 2011. It provides a morecomprehensive service to users of Data Boxes.
4.5

Government CIO [GCIO]

In the e-Government is in the ministry in charge (Ministry of Interior) responsible
for the e-Government matters the Department of the e-Government in the section ofInformation and Communication Technologies. Each ministry has its CIO, who is
responsible for the (development) of ICT in the area of responsibility.
4.6

E-Government Promotion [EPRO]

The opportunities for greater engagement with citizens through e-Government
channels will continue as the introduction of high-speed broadband, and the increased useof new communication technologies provide the Czech Government with greater
flexibility in delivering better services to people, communities and business, as well as
improved government operations. Significant increases in The Czech are accessing the
web via mobile phone or similar portable devices and making phone calls over theInternet. There was also continuing growth in the use of social networking sites and SMS
4.7

E-Participation [EPAR]

The Czech government and ICT companies provide e-information, e-consultation
services, forms, articles and resources about trends and issues related to citizens
participation in democratic government processes using the Internet, mobile
communications, and other information and communications technologies.
The aim is to provide a one-stop shop for individuals and organizations to obtain
information on and communicate directly with the Czech authorities. The Ministry as thesite's administrator and Czech Post as the technology provider completely revamped thelook and felt of the previous Public Administration Portal as well as its functioning, tomake navigation easier, faster and more intuitive. The portal's target audience is made of:Czech citizens; foreigners living in the Czech Republic; entrepreneurs and businesses;
public authorities.

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4.8

Open Government Data [OGD]

A national data portal is available at http://opendata.cz/. It includes 73 datasets, whichcome from 1 organization. In government agencies, they have a local portal, to provide
open data in each government agency (http://data.mfcr.cz/en). Most of the necessary data
is produced from the tax payer's money. The data is even often available on the web. The
Government of the Czech Republic fully supports attempts to remove regulatory andtechnical barriers to access to information, and its goal is to enable the general public toshare, combine and freely use the available data.
4.9

Cyber Security [CYB]

Czech National Security Authority Cyber Security was established according to theDecision n. 781/2011 of the Government of the Czech Republic. The name is National
Cyber Security Centre (NCSC) and it is headquarter is in Brno. The main task of the
NCSC is the coordination of cooperation on both national and international level toprevent cybernetic attacks, to propose and adopt measures for incident solving and against
ongoing attacks.
In 2015, the Director of the National Security Authority submitted to the government
the new strategy with significant focus on the national cybersecurity of the Czech
Republic for the period of the upcoming five years and marks a significant milestone for
the Czech Republic regarding cyber-security.
4.10 The use of Emerging ICT [EMG]
The Czech Republic works on consolidation of data centers of various government
offices with the target to launch the government cloud.
5

Some Highlights

Compared to last year, this year Czech receives a lower score in most of sub-indicator.
Especially in Government CIO and Management Optimization. In most of the questions
to evaluate Government CIO, Czech Republic had no information to evaluate CIO andmanagement optimization sub-indicator.
In 2015, the Czech government introduced a strategy for ICT Service developmentin public administration. The strategy focuses on national cybersecurity until 2020 andalso introduces the idea to legislatively delegate to the Department of Chief architect of
the e-Government at the Ministry of the Interior the role of “watchdog” to oversee theefficiency of public spending in public administration ICT area. The strategy includes alist of improvement opportunities that should lead to better nation-wide governance of
ICT services in public administrations.
In the e-Government is in the ministry in charge (Ministry of Interior) responsible
for the e-Government matters the Department of the e-Government in the section ofInformation and Communication Technologies. Each ministry has its CIO, who is
responsible for the (development) of ICT in the area of responsibility.
Czech National Security Authority Cyber Security was established according to theDecision n. 781 / 2011 of the Government of the Czech Republic. The name is National
Cyber Security Centre (NCSC) and it is headquarter is in Brno. The main task of the
NCSC is the coordination of cooperation on both national and international level toprevent cybernetic attacks, to propose and adopt measures for incident solving and against
ongoing attacks. The Czech Republic works on consolidation of data centers of various
government offices with the target to launch the government cloud.
142

Denmark
1

General Information

Area: 43,094 km2
Population: 5,581,503
Government
Type:
Parliamentary
Constitutional Monarchy
GDP: $45,800
Internet Users: 97
Wired (Fixed Broadband Users): 42.8
Wireless Broadband Users: 124.2
2

Positioning in a Global Organization and a Region

3

Digital Government Development

In 2016, Denmark transitioned to its new Digital Strategy 2016-2020. This ambitious
strategy sets Denmark on a course to rapid development and competition with othercomparable governments. As part of its efforts on countering the digital divide, Denmarkis promoting the enhanced accessibility of its public websites. Denmark’s new mandatory
digital mailbox is an intriguing development. It allows the government to communicate
instantly and securely with businesses in an official manner. As part of its e-Inclusion
efforts, public documents on the information society recognizes the needs of at-risk (ofexclusion) groups. The USO (Universal Service Obligation) in Denmark has provisions
for a PC based text telephone service and access to the Internet. In the area of ICT andaging, Denmark has established drop-in centers for the elderly to learn new ICT skills.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
The current Danish e-Government strategy, published in August 2011, is entitled‘The Digital Path to Future Welfare: e-Government Strategy 2011-2015.’ The strategy
143

proposes that the central government, regions, and municipalities cooperate in order toaccelerate the adoption of digital solutions in the public sector. The report emphasizes
that the government must capitalize on its leading position and continue to be a digital
government leader well into the future.
4.2

Management Optimization [MO]The strategy is divided into three main tracks, each covering a different area or theme:-

No more Printed Forms or Letters-

New Digital Welfare-

Digital Solutions for Closer Public Sector Collaboration

According to the report, “the adoption of digital solutions and new technology will
provide DKK 3 billion [about $500 million] every year by 2020 in gains.” The national
government has also passed a Digital Post law requiring all businesses to establish adigital mailbox address. This mailbox is of equivalent legal status to the physical mailbox,
meaning that businesses have the responsibility to read all of their digital mail. Thissystem allows the public sector to communicate with businesses and to send official
notifications more efficiently, and it allows businesses a quick and secure channel torespond.
4.3

Online Service [OS]Denmark has a healthcare portal, Sundhed.dk. The site is a public, Internet-based
health portal that collects and distributes healthcare information among citizens andhealthcare professionals. It is unique in bringing the entire Danish healthcare sector
together on the Internet and providing an accessible setting for citizens and healthcare
professionals to meet and efficiently exchange information. From the main portal, all
Danish citizens have access to sundhed.dk and everyone has a personal page, whichreflects the specific needs of the individual
4.4

National Portal [NPR]

Borger.dk (borger is Danish for ‘citizen’) is where Danish citizens can find all public
information and self-service options on a one-stop basis. This is a single entry point to
the public sector for all citizens. A single sign-on is made available for citizens to accessservices of different agencies without having to repeatedly log-on.
Denmark also has an official website, Denmark.dk, from which both citizens andnon-citizens can access public information and services. The portal supports many foreign
languages including English, Spanish, French, German, Chinese, Arabic and more. It also
has SNS features on the homepage, such as Facebook, Twitter, and Google Plus toenhance citizens’ participation with blogs, and provides information for foreigners whowant to study and work in Denmark. Denmark also has a business portal which delivers
fully digital public services for the benefit of companies. The portal includes more than
200 e-forms, some of which may be filled out and signed with an OCES signature.
4.5

Government CIO [GCIO]

While there are similar government CIO-type officers at the national and ministrylevels, information about CIOs at lower levels of government is not available. There is no
single CIO position for the Danish government. However, the Steering Committee for
Joint-Government Cooperation (STS) is responsible for coordinating e-Government
initiatives throughout the public sector. This committee reports its findings twice each144

year. There is no current legislation regarding the CIO position in government 。Asinterviewed by our team found that Minister of Finance is top commander and Director
General of the Danish Agency for Digitization is top e-Government executive with STS.
4.6

Digital Government Promotion [EPRO][Digital Strategy 2016-2020] is now implementing. The New Strategy contains thefollowing focus fields:
Better use of data and quicker case processing
A user-friendly and straightforward digital public sector
Public sector data protection
Robust digital infrastructure and digitalization for everyone
Having an efficient utility sector
Having public sector data as a growth driver
More cohesive welfare services
A better framework for the business community
The new strategy sets clear and binding goals for e-Government implementation of
the e-Government solutions established in recent years, which not only require a strong
capacity for decentralized implementation capacity but also demands a centrally focusedcoordination effort.
According to news from epractice.eu, the Danish Government, supported by the
Local Governments Association (KL) and the Danish Regions has recently created apublic plan for the digitization of health care for 2013-2017. The strategy aims to create
better cross-sector relationships and safe treatment based on the individual's resources
and needs.
4.7

E-Participation [EPAR]

The Danish government’s web portals demonstrate a developed understanding of eparticipation. Information and services delivered online to encourage a high level of social
responsibility and accountability. For instance, the portal for citizens (borger.dk)functions as a national debate and voting portal enabling citizens at all levels of society
to participate in debates and participate in polls and elections organized at the local,
regional and national levels. Moreover, the hosting of blog services creates theopportunity to comment on the Danish lifestyle and encourages foreigners to participate.
ROSTRA is an online system for public debate and expression of opinions throughvoting facilities based on the Danish Digital Signature. The tool is a part of the Danish
citizens’ portal developed by the Danish National IT and Telecom Agency. It functions asa national “debate and voting portal” allowing citizens, businesses, politicians, andjournalists to participate in debates and votes organized by levels of government, subject,etc. The tool can handle debates and votes at the local, regional and national levels and it
is possible to confirm your identity through login with the Danish Digital Signature.
4.8Open Government Data [OGD]
The National Action Plan has been divided into five themes:-

Local democracy and participation-

Full digital communication - and inclusion
145

4.9

-

New forms of collaboration and involvement-

Open data - innovation, transparency, and enhanced efficiency-

The promotion of open government
Cyber Security [CYB]

Denmark is one of the most digital countries in the world, and digital solutions are
key to the development of the public sector and for the growth and competitiveness ofprivate businesses. With the 2018-2023 Defence Agreement the government and theparties responsible for the agreement significantly reinforced measures to protect
Denmark against cyber threats. The government launch 25 initiatives and six targeted
strategies addressing the most critical sectors’ cyber and information security efforts toenhance the technological resilience of digital infrastructure.
The Danish cyber and information security strategy 2018 – 2021 is the newest
cybersecurity strategy, in which the Danish government defined three clear benchmarks
for becoming stronger and more digitally secure over the coming four year. The
benchmarks include (1) Everyday Safety for Citizens and Businesses, (2) Better
Competencies, and (3) Joint Efforts.
4.10 The use of Emerging ICT [EMG]
The Danish government has been using a domestic standard for information security
called DS 484 for over a decade. Government institutions are required to abide byInformation Security ISO/IEC 27001, an international standard. The Ministry of
Finance’s Agency for Digitization is tasked with enforcing this standard and “developing
tools, templates, seminars, and workshops to support [its] implementation andmaintenance.”
5

Some Highlights

Denmark has shown marked development in D-Government projects, but there arefew available resources on e-Government related promotions particularly at the local
level. The Danish authorities followed a successful e-Government strategy, which
included a large-scale communication campaign to raise citizens’ awareness of DGovernment services. The OIO Committee for Architecture and Standards (OIO
Committee) has the mandate to support the strategy to facilitate the work of DGovernment in the state, regions, and municipalities, with particular emphasis on
ensuring interoperability between IT systems across organizational boundaries.
The government released its e-Government strategy 2016 - 2020 on in May, and it
outlines 33 projects for the government to accomplish in the coming years. The
government is always trying to establish online services that are simpler and more
effective. In order to do this, the government will establish horizontal cooperation
throughout local, regional and central governments. Institutions for education, knowledge
or culture can still apply for funds to provide their users with free Internet access. The
funds are used to prioritize Internet connectivity and use. The government also invests
500 million. DKK and municipalities invest up to 1 billion. DKK tailoring teaching inpublic schools for future needs.

146

Egypt1

General Information

Area: 1,001,450 km2
Population: 94,666,993
Government Type: Presidential Republic
Internet Users: 39.2
Wired (Fixed Broadband Users): 6.4
Wireless Broadband Users: 52.6

2

Positioning in a Global Organization and a Region

Among Africa Countries, only Management Optimization (MO), e-Government
Promotion (EPRO) and the use of Emerging Technologies for government (EMG)
indicators are above with the average score of Africa region. In addition, the use of
Emerging Technologies for government (EMG) indicator of Egypt is better than those ofSouth Africa, the best country in the Africa region.
3

Digital Government Development

Firstly, the Cabinet Information and Decision Support Center (IDSC) was establishedby the Egyptian government in 1985 to build up Egypt’s IT industry and governmental
decision supporting infrastructure. IDSC has successfully implemented many IT projects
in legislative reform, public sector reform, human resources development and job creation,access to the Internet, commercial registration, natural resources management, cultural
heritage preservation, urban planning, and sectoral development projects at the ministerial
and governorates level, among many other areas.
147

The Ministry of Communications and Information Technology was formed in 1999
to facilitate Egypt’s transition into the global Information Society. MCIT’s projects are
geared towards supporting and empowering the Information Society in Egypt in close
coordination with relevant government agencies and with the private sector. These
commitments have been translated into developing and expanding thetelecommunications infrastructure, establishing hundreds of information technology
clubs, expanding the pool of IT skilled labor and creating national information systems
and databases. The National Plan for Communications and Information Technology has
paved the way for the initiation of the Egyptian Information Society Initiative (EISI) from2013 to 2017, which has been structured around seven major related tracks, each designed,
when fully implemented, to help bridge the digital divide and facilitate Egypt’s evolution
into an Information Society.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 29.84 million people in Egypt were Internet users, according tomeasuring the 2017 Year Report from MCIT. The number of fixed line subscriptions users
was 6.29 million, 6.4% in Sep.2017. The mobile penetration percentage reaches 110.06%.
4G LTE services were under trials, officially launched in 2016. Egypt currently has 4companies offering cellular services. eMisr National Broadband Plan was launched in2011 to increasing broadband internet penetration for the development of digital society.
By December 2016, TE-Data and Nile Online (NOL) finished installing broadband
connections to 1087 institutions affiliated to more than 11 ministries and government
entities across Egyptian governorates.
4.2

Management Optimization [MO]The Egyptian government's goal which synchronizes Egypt's latest government
technology with the world is considered to be an essential milestone in the successful
implementation of the Egyptian reform structure and adjustment plan (ERSAP). The
process of modernization will create a better atmosphere for service provisions, form abetter service delivery mechanism, meet the needs of citizens, and improve efficiency andspeed. The Ministry of State Administration Development has established an egovernment website, https://www.egypt.gov.eg/English/Home.aspx, which efficiently
provides services for citizens, companies, and investors, and deploys new ideas and work
mode of government under E mode.
The Egyptian government has launched some programs to carry out information andcommunication skills, such as providing technical training for young people, families,
and employees. Moreover, many new technology enterprises have emerged over the years.
Egypt strongly supports the expansion of the giant data center, which is intended to makethe country a global hub. In January of this year, specializing in the design of advanced
data and Information Center, construction and management of the NTRA and GPX global
system company signed a five-year renewal license. Rely on the license; the company can
carry out business investment, new investment in the Egyptian market, provide new
employment opportunities for the construction and management of data and Information
Center in the field the young man.
4.3

Online Service [OS]The score for Online Service is based on five investigating online services, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. In Egypt,users can download and submit application forms through the portal. Citizens can get law
148

services, university enrollment, and health consulting service online. The government
also provides one-stop service in getting some personal documents.
4.4

National Portal [NPR]

E-Government portal demonstrates well-structured navigation and interface features.
The existing government portal provides some necessary documents and online service
to people in Egypt. Citizens can find a government department directory, law, and reports
from the website. A Cabinet e-portal will be launched soon, in seeking to communicate
with the public and provide them with accurate information on the activities of theEgyptian Cabinet. The government is also building e-portal for Ministry of Emigrationand Egyptian Expatriate Affairs, Egypt travel and Egypt healthy.
4.5

Government CIO [GCIO]

Yasser Elkady was appointed the Minister of Communications and Information
Technology on 19 September 2015 in Sherif Ismail’s cabinet. Elkady has been in the IT
and Telecom industry for over 25 years with substantial experience in strategic planning,technology integration, business development, and organizational transformation.
However, the Egyptian public administration at the national and local levels does notappoint clear CIOs or equally influential positions within its legal framework.
4.6

Digital Government Promotion [EPRO]

From 2016 to 2017, the Egyptian government had made great efforts in cooperation
with other departments and established channels of communication with the public.
MCIT developed a strong mobile application. The project agrees with the use of
information technology; it disseminates health awareness by sending short messages andpromotes communication between mobile applications and patients. In addition tocontrolling and reducing the spread of non-communicable diseases such as diabetes,blood pressure, hepatitis and so on, in order to raise awareness of diabetes mellitus, as atrial stage, seven million and one hundred thousand messages have been sent to patients,
which was completed in July.
4.7

E-Participation [EPAR]

In general, Egyptian government websites demonstrate interactive functionality andfunctional design, but it is lack of a channel for public engagement. Compared to last year,
there is still no ICT app or social media for users to participate in government operation
discussion. However, the Ministry of Communications and Information Technology(MCIT) is endeavoring to empower society members, particularly youth, and equip themwith necessary skills and tools in order to move toward a knowledge-based society.
4.8Open Government Data [OGD]This year, the Egyptian Government is working on Anti-Corruption for adevelopment project. The project, which relies on the information technology tools, aims
to provide officials with indicators and reports to fight corruption using data warehousethat has analytical methods to detect corruption within different government bodies, thus
identifying irregularities that need further investigation. But there is still ample space forthe government to improve data transparency and in time.
4.9

Cyber Security [CYB]

The Egyptian government has made many efforts to improve cybersecurity. Egypt
spends money on technical research and training programs. Egypt took part in the Arabia
149

regional summit, with the theme of "unlimited cooperation and unlimited protection",
aiming to enhance cooperation and solve the global challenges in the field of network
security. In December, MCIT, represented by the National Telecommunications Authority(NTRA), participated in the Egyptian delegation's visit to New Delhi, India, to discuss aframework for cooperation in the field of network security. The two countries signed
Memorandum of Understanding (MoU) and recooperate with the security of the network.
The Egyptian government put online safety priority among priorities at home and abroadto protect the security of citizens. MCIT seeks risk prevention by promoting tools andmethods in the virtual network world. It will take firm measures to establish an interactive
platform to share relevant information, best practices, concerns, and resources.
4.10 The use of Emerging ICT [EMG]
The government has launched a database integration project. The databaseconnection integration project aims to create an information technology environment that
can accommodate dense national databases, and build up a modern service platform
serving the government and individuals and integrate with all the agencies of the state.
This will help the one-stop system, facilitate data assessment and improve data quality,and help the government to take the right policy. This is to save the time, energy andfinancial resources of the country, in addition to the establishment of a unified registry of
citizens. The project was launched in 2016, has been successfully equipped and upload
16 databases, including supply, education, government documents, telephone, payroll, tax
and free occupation, social insurance, the new city community, identity, social security,
small and medium-sized enterprises (SMEs), pension and death. Another hosting andcloud computing services seek to reduce the time frame for implementing Information
Technology (IT) projects by providing hosting services through virtual server technology.
This is in addition to promoting those services and making them available in government
bodies and reducing cost and effort while allowing citizens to request additional services.
In 2016, hosting services for 70 e-portals of government bodies were made available.
5

Some Highlights

In 2016, the Egyptian government was keen to promote the development of egovernment and its services, paying close attention to the citizen's digital rights and theconcept of fair and affordable knowledge acquisition. The state has made notableachievements in the national information and communication technology industry andhas kept pace with the latest development of the world, and in the process of transforming
into a knowledge-based society.
In 2016, the Ministry of communications and information technology (MCIT)
continued to work out a robust regulatory framework for the ICT industry throughcontinuous cooperation and development plans with other ministries, authorities,
academia, civil society, and the private sector. The year 2016 is a year for the developmentof the information and communications technology industry to contribute to further
development, to increase productivity and to promote community development. The
introduction of mobile services by 4G technology will help to improve the speed of theInternet, improve the quality and price of the existing business, and provide new services
for the citizens to seek welfare. In addition, some modern financial services have beendeveloped in 2016. This is the first stage of completing the comprehensive databaseproject in addition to developing the network security strategy, to integrate the national
institutions and improve the data quality, and thus move towards the digital society in
Egypt.
150

Estonia
1

General Information

Area: 45,228 km2
Population: 1,251,581
Government
Republic

Type:

Parliamentary

GDP: $31,800
Internet Users: 87.2
Wired (Fixed Broadband Users): 31.1
Wireless Broadband Users: 125
2

Positioning in a Global Organization and a Region

Among OECD Countries, all indicators except the use of Emerging Technologies forgovernment are above the average score of OECD members. The Management
Optimization (MO) indicator of Estonia gets the better score than that of the United States,
the best country in the global ranking and also in OECD.
Amongst European countries, Estonia is posted below Denmark. However, the eParticipation and Government CIO of Estonia are better than those of Denmark, the best
country in the Europe region.

151

3

Digital Government Development

E-Government in Estonia hasreached the connected stage. Since
2001, Estonia has implemented XRoad as the core of government
information
systemintegration.
Hitherto, X-Road is considered as asymbol of Estonian e-Government. It
is the core of the e-government system
in Estonia. Using X-Road, public andprivate sector agencies can share theirinformation, thus, enabling them tooffer e-services without redundancy.
E-Tax system in Estonia is one of theonline services utilize the presence of
X-Road. Estonians enjoy the simple
Source: Estonian Information System Authority
procedure for filling tax report inhttps://www.ria.ee/public/publikatsioonid/xwhich they merely click four to six
road.jpg
button for completing the procedure.
It is not necessary to input the similar data time over time because the data is alreadythere. Hence, everything is prefilled. Unless something is wrong, they do not need to fillanything.
In 2017, over 900 domestic institutions provide 1,500 kinds of electronic public
services, more than 570 million inquiries are processed during the year of 2016, and "820
It is said that it had the effect of reducing the working hours of the year ".
In parallel with the introduction of X-ROAD, services for banking and tax reporting
systems and ministerial and civil servants were also electronized.
To expose the position of Estonia to become a world-class public e-service, Estonia
joined with the United Kingdom, South Korea, Israel, and New Zealand to establish a
Digital 5 (D5) Cooperation. The first D5 Meeting was held in London in December 2014.
Tallin hosted the second summit in November 2015.
Strong commitment to ICT is inherent in the part of the prime minister and senior
government officers. Prime Minister chaired E-Estonia Council, which lead the making
and execution of national digital agenda in the country. In 2018, people can register acompany online in minutes. Over 95 % of citizens have a digital ID, including digital
signature, enabling the use of e-services. Digital signatures alone save 5 days in a year
for every working person. 32 % of votes in the Municipal council election in 2017 were
cast over the Internet.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 87.2% of people in Estonia were Internet users in July 2016,
according to the world fact book. About 31.1% have fixed-broadband subscriptions, andwireless broadband subscription has reached 125%.
4.2

Management Optimization [MO]In early 2014, Estonia has launched the Digital Agenda 2020. The ultimate goal ofthis agenda is not merely an ICT use in daily life and business. The current plan152

emphasizes the improving economic competitiveness, the well-being of people and theefficiency of public administration. Some priorities have been set on the agenda such ascompleting the next generation broadband network, generating greater control overpersonal data, and utilizing data analytics in public sectors.
In all, Estonia has fully achieved the maximum score in Management Optimization
domain. Contribution from operationalization of X-Road is very significant in this area.
X-Road is the information exchange layer comprising the central databases of the
Republic of Estonia.
4.3

Online Service [OS]The score for Online Service is based on five investigating online services, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Currently, the e-Health service is provided as an e-Health record. That service is anationwide system integrating data from Estonia’s different healthcare providers to createa standard record every patient can access online. Functioning very much like acentralized, national database, the e-Health Record retrieves data as necessary fromvarious providers, who may be using different systems, and presents it in a standard
format via the e-Patient portal. For assuring the integrity of retrieved electronic medical
records as well as system access logs, blockchain technology is being tested and will be
implemented shortly. 99% of patients have a countrywide digital record.
In term of complexity level, most of Online Service in Estonia has reached atransactional in which user can start the transaction from applying to receiving the service
through the portal. In addition to that, all Online Services have implemented security
measures such as SSL, Site Authentication, and Password Protection for obtaining theservices.
For measuring the level of convenience, the third party application result has shownthat three portals are above the average considerably in term of speed. The other two
portals, i.e., e-Health and One-Stop Service are slightly above the average. The third party
application for assessing the portal is the application from Google named Google
PageSpeed™ Insight on https://developers.google.com/speed/pagespeed/insights. In
addition to that, all clickable objects on the portal work as they should do.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. National Portal of Estonia (http://estonia.eu) contains
proper information for local citizens and foreigners. Information about Estonia isavailable on the portal. People can find information about culture and heritage,
demographic, and government. In technical aspect, the result of Google PageSpeed™
Insight showed that the website performance is above average both from PC and from
Mobile Device.
The website of Estonian Government (https://www.valitsus.ee/en) has opened a sitethat is compatible with accessibility, keyboard-only navigation, zooming in and out,changing colors and screen reader.
4.5

Government CIO [GCIO]

Estonia government has clearly defined the need for ICT leadership on e-Government.
The Digital Agenda 2020 stated the role, the mandate, and the position of CIO in central
153

and local authority. The agenda also mentioned the need to establish GCIO Network
among them. In addition to that, to provide a formal education that focused on CIO
Competency, Tallin University has opened CIO program as one of Master Degree
program.
4.6

E-Government Promotion [EPRO]

The Estonia Government establish e-Estonia Showroom. It is an executive briefing
center. Their goal is to inspire global policymakers, political leaders, corporate executives,
investors, and international media to kick-off the digital transformation by sharing the
successful example of e-Estonia and build links to the IT sector. The e-Estonia Showroom
has become a must-see destination, and we host over 10,000 international decisionmakers every year.
4.7

E-Participation [EPAR]

Culture and society in Estonia have been created as a high-tech society. These factors
have driven Estonia to the next horizon of e-Government. Citizens and the government
can take the benefit of ICT in their daily life. For instance, parliament member has theirwebsite and provides the citizens with the alternative channel to communicate. The
presence of e-participation portal (osale.ee) contributes to the high achievement ofEstonia in this indicator.
4.8

Open Government Data [OGD]

In 2000, Estonia launched Public Information Act 2000 to participate in the Freedomof Information Act movement around the world. To strengthen the implementation ofthese acts, Estonia has established Open Data Portal (http://pub.stat.ee) to provide publicwith government information. To keep up to date information, the Estonian government
uses data submission procedure through eSTAT system.
4.9

Cyber Security [CYB]
Estonia has ratified several laws related to cybersecurity. Some of them are as follow:-

State Secrets and Classified Information of Foreign States Act
Public Information Act
Personal Data Protection Act 2003
Database Act 1997
Information Society Act

In addition to these laws, Estonia has strengthened organization capacity forcybercrime countermeasure by setting up CERT-Estonia and give a mandate toInformation System Authority (RIA) to supervise the continuous application of security
measures in regards to the information systems used for the provision of vital services.
CERT Estonia deals with security incidents that occur in Estonian networks, start
there, or which it has been notified about by citizens or institutions either in Estonia orabroad.
It must assist Estonian Internet users in the implementation of preventive measuresin order to reduce possible damage from security incidents and to help them in responding
to security threats.

154

The support provided by CERT Estonia depends on the type and severity of a security
incident, on the number of users potentially affected by it and on resources available forthe organizations.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
Estonia has attempted to implement Cloud Computing for Public Sector.
The Estonian public institutions will gradually transit from existing legacy systems
to a new Government Cloud solution, which has been developed by the national IT
Security Standard (ISKE), to ensure the compliance with safety and quality requirements.
In Digital Agenda 2020, it is mentioned that new infrastructure component required
for the development of information society is a standard (i.e., share between the public
and the private sector) service space, the core of which is the state information system.
Although the basic service infrastructure (X-Road, eID, state portal, etc.) has beensystematically developed, rapid technological change forces us to continue updating theinfrastructure or replace its components.
Moreover, what is important is that there is a need to assess the impact of the mostimportant current technology trends (cloud technology, social media, mobility andincreased volume of information) and future innovations (IoT, advanced analytics and big
data)5Some Highlights

The operationalization of X-Road has brought the Management Optimization as thebest indicators for Estonia. X-Roadenables secure Internet-based dataexchange between the state’s
information systems. Not only thestate’s information system but also
the private sector can take thebenefits of X-Road. In addition tothat,citizenuses
X-Roadseamlessly by using Citizen ID,
becauseinteraction
withgovernment is considerably simple
through Online Participation Portal.
As a result, the e-Participation
indicator for Estonia places theEstonia Online Participation at http://www.osale.ee
second-best
performer.
The
situation is similar to Online
Service indicator that sets the third-best performer.
With the excellent score on these three best indicators, Estonia has the challenge to
use the emerging ICT. Also, this new technology; Cloud Computing, Big Data, and IoT
are the new tools for creating a government.

155

Fiji
1

General Information

Area: 18,274 km2
Population: 909,389
Government
republic

Type:

Parliamentary

GDP: $8,800
Internet Users: 46.5
Wired (Fixed Broadband Users): 1.4
Wireless Broadband Users: 54.3

2

Positioning in a Global Organization and a Region

3

Digital Government Development

The e-Government program is the single most massive ICT project for the Fiji
Government. With the Fiji government facing the challenge of using technologies tofundamentally transform government service delivery with a vision to provide citizencentered and integrated. The following critical success factors or e-Government strategic
thrusts are needed to achieve the national objectives: (i) Implement financially sustainable
service delivery models; (ii) Reinvent services delivery model to provide citizen-centric
outcomes; (iii) Enhance operational efficiencies within and across government agencies;and (iv) Enhance ICT skills competency of government employees at all levels.
Compared to last year, this year Fiji has made one step to improve digital government
by introducing and using e-Payments. It made Fiji became the newest government to join
156

a UN alliance of governments and organizations committed to accelerating the transition
from cash to digital payments in order to reduce poverty and drive inclusive growth.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 46.5% of people in Fiji were Internet users in 2017, and there is
54.3% have wireless broadband subscriptions, but only 1.4% of the population has awired broadband connection. Fiji is an island nation, so it is difficult in the deployment
of ICT infrastructure to serve the development of e-Government.
4.2

Management Optimization [MO]One of ITC Service’s strategic priorities is to transform or re-engineer government
services across all government agencies through the realization of the e-Government
strategy. This holistic strategy adopts the three-legged stool approach, focusing on People,
Processes, and Technology. In collaboration with other Government agencies, cooperate
sectors, NGOs and other stakeholders, ITC Services will develop, promote, coordinate
and support strategies that foster service excellence through the utilization of eGovernment Application tools.
In 2016 the Fijian Government used e-cards pre-loaded with approved amounts toassist families who had lost their homes. Under this Help for Homes Initiative, recipientswere able to purchase building materials with the e-cards from selected hardware stores.
In the same year, Fiji completed its first medium-term financial inclusion strategy and isembarking on the second “National Financial Inclusion Strategic Plan 2016 – 2020″ witha target of increasing access to formal financial services to at least 85 percent of the adult
population by 2020. The goal of the strategy is to elevate digital financial services. The
strategy aims to increase the percentage of adults using digital payments from eight to 15
percent over the next five years.
4.3

Online Service [OS]E-Services online provides Government Services over the Internet. There are 3
Clusters in which the Government will provide services. These are (i) G2G Cluster, This
cluster focus on the exchanging of data between Government Ministries and Departments
where necessary. These services are only available to government officers; (ii) G2B
cluster: This cluster focus on providing Online Services to Investors and business thatneed approval from the concerned Government authorities. These services require freebusiness user registrations and login; (iii) G2C cluster: This cluster focus on providing
Government Services online to the Fiji Citizen. Whereby a citizen will be able to accessand extract the required information from the Government Departments. Also, citizen will
be able to submit applications online to relevant authorities should the services areavailable online. These services require free citizen user registrations and log in.
Compared to other countries in a region, the e-Government services in Fiji has nogood position. There are some services which are provided to citizens such as e-tax, ehealth, and e-procurement but there are no transactional services. The level of complexity
is only dynamic. Fiji government has a national portal, but this portal is not integrated eservices inside.
4.4

National Portal [NPR]

www.fiji.gov.fj is one of national portal. This portal together with one othergovernment portal, egov.gov.fj, so-called the citizen portal, collectively makes up the Fiji
157

Government Online (FGOL) presence. The national portal demonstrates a consistent pagelayout and navigation with English as the primary language used. There is also an option
for users to quickly increase the sizes of the letters or decrease them which very
convenient for those with bad eyesight. There is a clear lack of citizens` participation
mechanisms such as blogs, polls and forums but citizens can access and follow theGovernment activities through Facebook through a link on the national portal services.
4.5

Government CIO [GCIO]The Minister of Information was appointed to the position of CIO. Fiji National ICT
Governance Structure comprises of a CIO Council which reports directly to the eGovernment Steering Committee on all e-Government matters and is responsible for
implementing the e-Government Master Plan at the agency level. However, there arefurther requirements to penetrate the CIO concept within the government.
4.6

E-Government Promotion [EPRO]In Fiji, there are some private companies, which provide a holistic range of IT andcommunications engineering solutions to support our customers’ business goals
throughout their technology life-cycle.
In order to increase and deliver services to citizens, the Fiji government is interested
in recruiting from the Fiji Volunteer Service (FVS). They are promoting the regional
component of the FVS as part of Fiji’s Development Co-operation initiative and that it bemutually beneficial to participate countries.
4.7

E-Participation [EPAR]

In order for e-participation to develop there needs to be more improvements andefforts placed on infrastructure and capacity building. Fijian Government national portal
still lacks features to confirm the engagement of citizens in the decision-making process.
Some government officers in Fiji has their website, such as Prime Minister. Universal
access to information and greater public awareness of Government programmes including
a broad-based appreciation of Government is achieved through cyberspace modality. Thisis the essence of the Ministry’s website to bring to all and the world his vision and of his
Government on where and how they want to take Fiji as per the aspirations of the people
in the Charter.
4.8

Open Government Data [OGD]

Official Fiji Government website with information about departments, ministries,
news briefs, and press releases, this portal is a gateway to share information on e-health,e-tender system but nothing found on open government data.
4.9

Cyber Security [CYB]

The increased availability and use of computers in Fiji has led to a corresponding
growth in international data transmission requirements. The cyber environment in Fiji
includes licensed operators, telecoms, as well as the ISPs, TAF, Commerce Commission,and other organizations and is linked to an Internet ecosystem. One of the challenges inFiji is that there is not sufficient awareness amongst stakeholders within the cyberenvironment of the stakeholders within the Internet ecosystem and how each relates toeach other.

158

4.10 The use of Emerging ICT [EMG]
There is no emerging ICT in Fiji
5

Some Highlights

In Fiji, the e-Government program involves three (3) main streams: Public Contact
Center (PCC), Government Information Infrastructure (GII) and E-Applications. These 3
streams address the tasks of handling inquiries or complaints from the public, connectionof government offices to the network and managing and developing various government
online applications for the e-Government SharePoint Framework respectively.
E-Services Fiji is one stop portal providing services to be delivered online on a realtime basis to users be it citizens, visitors to Fiji, individuals/companies local or foreignsetting up businesses in Fiji or Government department employees providing various
services and performing various back office functions.
The users, based on the access rights granted, will have access to various services
from a single services platform that are required to perform various activities in the day
to day life of the user. Compared to last year, Fiji goes down one step and ranks at 64. It
made Fiji is still standing in a low position on e-Government development.

159

Finland1

General Information

Area: 338,145 km2
Population: 5,476,922
Government Type: republic
GDP: $41,200
Internet Users: 97.2
Wired (Fixed Broadband Users): 31.7
Wireless Broadband Users: 153
2

Positioning in a Global Organization and Region

Among European countries, Finland scores lower than the average in Government
CIO, E-government Promotion, e-Participation, and Emerging Technologies. A similar
result was observed in comparison with other OECD countries meanwhile Finland has
surpassed the region’s average in most of the indicators except these ones above.

3

Digital Government Development

Finland has one of the highest broadband penetration rates in Europe. Finland is also
one of the early adopters of e-government initiatives within the OECD and has achieved
impressive results based on international comparisons. (OECD, 2010). In Finland,
responsible for e-government, information society portfolio and participation policy
collaborate across three ministries – the Ministry of Transport and Communications; theMinistry of Finance and the Ministry of Justice. The Ministry of Finance has central
policymaking responsibilities for public administration reform and development ofgeneral ICT and e-government strategies. Within these responsibilities, Public Sector ICT
dep., as part of the Ministry, is leading the overall e-government development, e.g. bypromoting cooperation between central and local government on common information
160

management, formulating common functional and technical solutions and methods, anddeveloping information and data security in public administration.
In order to maximize the cooperation among government bodies, Finland establishedthe Ubiquitous Information Society Advisory Board which involved of representatives
from significant ministries, agencies, business and academicians and headed by the
Minister of Transport and Communication.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
There are more than 97% of people in Finland were Internet users in 2017, according
to the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). Among them, only 31.7% have a fixed-broadband
connection while the portion of the total population has a wireless subscription is 153%.
4.2

Management Optimization [MO]Digitalization becomes the top priority in Finnish Government’s agenda, marked by
the announcement of the Government Programme in May 2015, which specifies thatpublic services should be developed primarily as digital. In the efforts of accelerating eservices provision, Finland adopted Estonia’s X-Road system, the data exchange layer
which provides a standardized method for exchanging information and data among public
sector organizations and connecting different national datasets.
The Ministry of Finance has launched The National Architecture for Digital Services
which is considered as a compatible infrastructure for facilitating information exchange
between organizations and services. The programme consists of several components suchas: “a national data exchange layer, the shared service views required by citizens,companies and authorities, a new national e-identification model and national solutions
for the administration of roles and authorizations for organizations and individuals”.
4.3

Online Service [OS]The score for Online Service is based on five investigating online service, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. All of
those services were investigated using three factors, i.e., Level of Complexity, Level of
Security, and Level of Convenience. For e-Procurement, due to the high decentralizationin Finland, e-Procurement initiatives were not provided on a single national platform.
Information on public tendering, however, is provided via Hilma service(https://www.hankintailmoitukset.fi/fi/). Tax and Customs are the two services reaching
the highest complexity level, with various security mechanisms are fully implemented.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. Finland’s national portal (http://finland.fi/) was designed in
the blog style, with articles being categorized into different topics (culture, lifestyle,politics, and so on). There are different social networks integrated with the portal.
However, this portal does not include the information about Government, although there
is a link to Suomi.fi where government’s services are provided. Regarding technicalaspects, the portal operates well with different browsers and devices, with acceptableloading speed (according to the Google Speed Test result).

161

4.5

Government CIO [GCIO]

Each ministry and government agency has its chief information officer, although theformal title and precise job description may vary. There is no law mandating the presenceof CIOs in each ministry and government agencies, but the CIO position is decided basedon each organization’s internal process.
The mandate and role of CIOs are currently changing, particularly at the ministerial
level. In the past, they have been responsible for all the ICT technology within theirorganization. Nowadays, because infrastructure services (or sector-independent ICT
services) are provided by a Government ICT Centre Valtori (established in 2014), theoperative tasks of CIO are decreasing, and the mandate is becoming more strategicoriented. The most critical tasks in this new role include designing and managing
enterprise architecture, defining ICT strategy and information and cybersecurity strategy.
It should be noted, however, that this changing role of CIOs in government agencies arestill transition process which may take a few years.
4.6

E-Government Promotion [EPRO]

The Ministry of Finance plays perhaps the most critical role in the horizontal coordination of e-government. It has a central policy-making function and helps thegovernment to translate its vision and principles into useful guidelines and related egovernment strategies.
At the national level, the Association of Finnish Local and Regional Authorities(AFLRA) plays a significant role in representing the interests and perspective of local
government partners. The Association of Finnish Local and Regional Authorities seeks topromote the opportunities of the local government sector to make efficient use of ICT.
According to the Act on Information Management Governance in Public
Administration, major central government IT projects (projects costing over EUR 5
million) shall be reviewed by the Ministry of Finance before the investment decision ismade. This review process ensures that major IT projects are compatible with overall
enterprise architecture and thus meet statewide interoperability requirements. Costbenefit analysis (business case) is also required.
The National Audit Office occasionally scrutinize, and reviews selected IT projects.
These reviews, however, are entirely up to the NAO that what, when and to what extent
it wishes to review and scrutinize government’s reform programme (including IT) or
single IT projects.
At an agency or project level each government agency is responsible for evaluating
its projects. Ministry of Finance recommends usage of a common evaluation frameworkfor projects costing more than 1 million euros.
4.7

E-Participation [EPAR]

Several initiatives were established to facilitate the interacting between citizens andgovernment. This enables citizens to participate in various government activities. For
example Public consultation: lausuntopalvelu.fi; Questionnaires, polls: otakantaa.fi andCitizen Initiatives; kansalaisaloite.fi. These initiatives are the components of the eparticipation environment project 2010-2014, which is a part of the Ministry of Finance’s
Action Programme on e-Democracy and e-Services.

162

4.8

Open Government Data [OGD]Regarding Open Government, the Finnish Government has cooperated with other
Nordic countries such as Denmark, Sweden, and Norway to share their open data
strategies and promote for opening up data.
Led by the Ministry of Finance, the Open data Programme – 17 May 2013 to 30 June2015 – was eliminating obstacles to the re-use of public data as well as creating thepreconditions for open data within the public administration. The Open data policy for2015 – 2020 covers the proposals of the programme for the key goals and actions in thefield of open data in the public administration in Finland.
4.9

Cyber Security [CYB]

The Government of Finland released its Cyber Security Strategy as a Government
Resolution in 2013, defining the vision and the key objectives of the government forprotecting society and its vital functions against cyber threats. Finnish Government took
a further step in securing government network by introducing the Act on the Government
security network which came into force early 2015. By doing this, the communication ofstate administration’s leadership could be secured in all situation.
The Ministry of Finance is responsible for the steering and development of the state's
information security. The Security Committee was established on February 2013 with therole is to assist the Government and ministries in matters relating to comprehensive
security. There is also an incident response team called VIRT (Virtual Incident ResponseTeam) which is a national network consist of 50 cybersecurity professionals, with theduties are to plan and prepare co-operation and responses to major cybersecurity incidents
encountered by the Finnish Government agencies.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
Internet of Things was mentioned in the new Government Programme as a key
project to coordinate the ministries' activities. This will be a joint effort by businesses andthe public sectors in order to “create a favorable operating environment for digital services
and new business models”. An implementation plan for leveraging big data and forpiloting My Data will be drawn up (based on the Big Data Strategy of the Ministry ofTransport and Communications, 8/2014).
5

Some Highlights

In Finland, the newly appointed government - Sipilä’s Government – has published
its Government Programme, focusing on overarching reforms with five strategic priorities
and 26 key projects. Among these, digitalization is a cross-cutting theme which isappeared in most of the critical projects of the Government. These efforts contribute to
the increase of Finland’s score on Management Optimization and Online Services thisyear.
Being one of the most developed information societies who is functioning heavily
relies on digitalized networks and services, Finland has already been the target of various
types of cyber threats. That explains why Finland is giving high priority to information
security; however until 2013, the first national Cyber Security Strategy was published asa Government Resolution.
163

With an advanced e-government development level, the e-government promotion
activities of the Finnish Government are no longer surrounded the matter of citizens’
awareness. Instead, the target is focusing on how to improve users’ experience withgovernment digital services due to the increase in citizens’ expectation. More attention
need to be paid to the utilizing of emerging technology such as internet of things or big
data within government agencies.

164France1

General Information

Area: 643,801 km2
Population: 66,836,154
Government Type:
Republic

Semi-Presidential

GDP: $42,400
Internet Users: 85.6
Wired (Fixed Broadband Users): 42.4
Wireless Broadband Users: 109.2
2

Positioning in a Global Organization and a Region

Among OECD Countries, all indicators except GCIO, Cybersecurity (CYB) and theuse of Emerging Technologies for government (EMG) indicators are above or same withthe average score of OECD members. Amongst European countries, France is placed
below Denmark. However, the e-Participation (EPAR) and Open Government Data
(OGD) indicators of France are better than those of Denmark, the best country in theEurope region.

3

Digital Government Development

In France, there was a development plan called the “Digital Economy by 2012”. This
was France's national e-Government strategy aiming to make France a digital nation by
2012. The plan was comprised of 150 actions centering on four major priorities 1) accessto all digital networks and services 2) production and supply of digital contents 3)
diversification of digital services and 4) governance modernization of the digital economy.
Moreover, On November 2011, the Minister of Industry, Energy and the Digital Economy

165

presented the results and prospects of the “Digital France Plan 2012-2020”, with 57 newpriority targets to develop the digital economy by 2020.
The Inter-Ministerial Directorate for Information Systems is building the foundationsof the "ETAT PLATEFORME" (State platform), an architecture supporting the creationof a new kind of digital public services. This strategy of transforming the state information
system presupposes, itself needs to bring together the various data of the user necessary
for its purposes, and offers in return almost ready-to-use services. It deals with services
centered on its needs, and not from the organizational carving of administrative structures.
The main principles of the State platform are the opening of API by large public providersof data, the flow of data between administrations, and the flow control by users throughFrance Connect. Open up data for exchange between agencies, but give end users control
over how information of a confidential nature is exchanged, such as personal data.
Besides France Connect, the platform will offer other State resources. Including a store
to reference the available APIs, the type of data that covers and related service contracts.
A blacksmith will also be available to developers to encourage the reuse of software
components required for the construction services. Finally, the General Repository forInteroperability and Architecture Framework of the State Platform API will enable
developers to rely on the same exchange protocols.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 85.6% of people in France were Internet users in 2017, according to
the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). About 42.4% have fixed-broadband subscriptions, andwired broadband subscription has reached 109.2%.
4.2

Management Optimization [MO]Prime Minister’s services lead the National e-Government strategy of France"Government as a platform" on behalf of the Ministry for State Reform and the Ministry
for Digital economy. Moreover, on February 2013, the government presented its
Roadmap for the Digital Economy. This strategy revolves around three pillars, which are
to 'Provide opportunities for youth', 'Reinforce competitiveness', and 'Promote our values
in society'.
4.3

Online Service [OS]The score for Online Service is based on an investigation of five online services:., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Among these five Online Service, e-Procurement, e-Tax, e-Customs, and One-Stop
Service are the best performer among five online services. Furthermore, there are various
fully transactional e-Services provided in France. Users can file taxes, search for jobs,
apply for social benefits, register vehicles, request certificates, and access many otherservices by searching as a category.
Regarding complexity level, all online services have reach interaction level where
the citizen can obtain the service without necessarily visit to the government office. The
initial stage of interaction with the government through the portal. In addition to that, all
Online Service has implemented security measures such as SSL, Site Authentication, andPassword Protection for obtaining the services.
166

To measure the level of convenience, the third party application result has showedthat all five online service portals are above the average considerably regarding speed. EProcurement and e-Health (personal medical account - ‘dossier médical personnel’:DMP) are the only portals that scored about the same with average. The third party
application for assessing the portal is the application from Google PageSpeed™ Insight.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. National Portal of France “https://www.service-public.fr/”
contains proper information for citizens. Information about France is available on the
portal, and there is another government portal “http://www.gouvernement.fr/” thatprovide many government information and service. In technical aspect, the result of
Google PageSpeed™ Insight showed that the website performance is well on PC, but it
is about average on from Mobile Device. However, from the user experience aspect, thiswebsite is tremendous.
4.5

Government CIO [GCIO]

There are also other established organizations responsible for e-Government
policy/strategy development and coordination: The Council for the Modernization of
Public Policies (CMPP) and the Directorate-General for State Modernization (DGME).
The members of the council and the directorates carry out e-Government responsibilities
in an in the termsinisterial/departmental setting. The Head of the Interdepartmental
Agency for Digital Projects and Information System of the Government (Direction intermsinistérielle du numérique et du système d’information et de communication de l’Etat,
DINSIC) - is at the same time GCIO, Government Chief Digital Officer and Government
Chief Data Officer.
4.6

E-Government Promotion [EPRO]

France is committed to making the country a major digital power through eGovernment promotion. Various mechanisms are being strengthened to boost
development such as laws and legislation, plans and strategies, public and private
collaborations, and transforming to electronic administration.
4.7

E-Participation [EPAR]

The official French website for e-participation is “http://www.gouvernement.fr/”.
This e-participation promotes French citizens to get online, and ‘e-democracy’ is aimed
at involving the citizen and hearing their voices in significant areas of democratic
governance. Moreover, it can follow the government action which the progress and any
related to it. Political and ideological debates are opened online to the citizens, which
serve as a dialogue avenue with political officials. More ever there are have personal
information and contract for each parliament member that citizen can write an opinion,
and also see more information about public meeting for each parliament activity.
4.8

Open Government Data [OGD]France has released the beta version of its open government data website,“http://data.gouv.fr/”. Following the wave of open government data portals around theworld and the Commission’s Open Data Strategy the French open data portal is one step
towards a new governance model which aims to be more open, participative and Internetdriven. France became the first country to appoint a national Chief Data Officer
167

(Administrateur général des données - AGD). Moreover, according to the site, there are
currently over 24,638 datasets hosted on the site on in late February 2017.
4.9

Cyber Security [CYB]

To meet the growing challenges posed by cyber-attacks and in light of therecommendations made in the White Paper on Defense and National Security, the French
Network and Information Security Agency (ANSSI) was set up in July 2009. ANSSI isan interdepartmental agency operating under the authority of the Prime Minister.
As part of the reinforcement of cyber defense capabilities at the Ministry of Defense,
the post of Cyber Defense General Officer was created in 2011, with responsibility for
coordinating the Ministry’s cyber defense activities and acting as the primary interface inthe event of a cyber-crisis. The Ministry of Foreign Affairs ensures the consistency ofFrench positions on cybersecurity within the various international organizations andsupports the development of international collaboration to address this issue.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT). The
government of France issued the “Guide to Cloud Computing” that guide government
uses the Cloud computing that is one of enterprise architecture of e-Government. For
example; Interdepartmental Agency for Digital Projects and Information System of theGovernment (DINSIC) and Interdepartmental Purchasing Department (DAE) purchase
cloud computing solutions for all departments. Moreover, Etalab team (part of DINSIC)
have been employing data scientists for two years to develop predictive analytics use
cases of big data.
5

Some Highlights

Among ten indicators in the current ranking, the E-Participation, Management
Optimization, Open Government Data, and Online service are the best among otherindicators in e-Government France. Moreover, also National Portal score is high, with“http://legifrance.gouv.fr/” and “http://vie-publique.fr/” gives citizens to legal texts andknowledge about the public policies. France’s national portal provides a gateway for users
to access government information easily. The national portal of France also provides
online forms and services. The portal also provides several media contents including
videos, audios and photo galleries. There is also help functions to guide users’ browsing
experience. The main aim of the portal is to simplify routine relation between governmentand citizens.
The weak point in France is about Government CIO and the use of emerging ICT.
On 24th September 2015, the nomination of Henri Verdier for the new CIO of French was
officially announced, he is at the same time GCIO, Government Chief Digital Officer and
Government Chief Data Officer. Moreover, the use of Cloud Computing on government
should be increased after “Guide to Cloud Computing” was progress.

168

Georgia
1

General Information

Area: 69,700 km2
Population: 3,713,804
Government Type: Semi-presidential
republic
GDP: $9,172
Internet Users: 50
Wired (Fixed Broadband Users): 15.8
Wireless Broadband Users: 57.7

2

Positioning in a Global Organization and a Region

3

Digital Government Development

During the processes of evaluation, most D-Government services such as E-tender,
Social Security Services, Civil Registration Services, Consular Services, and LaborRelated Services are provided at static websites available. E-payment and e-voting
services are not available yet. E-health is being actively promoted by the Georgian
Telemedicine Union, whose activities include telepathology, education, and developmentof policy for particular scenarios, such as e-consultations for conflict regions. It also
developed a proposal for the creation of a national e-health network in Georgia.
E-Georgia strategy and action plan were introduced for the period 2014-2018. This
strategy aims to develop Georgia as IT-based governance state which implies the increaseof access to e-services for businesses as well as for citizens, strengthening of transparent
and open governance, defining the role of information-communication technologies in
the process of administrative reform. The vision for the e- Georgia strategy reflects thisbroader scope and is defined as “Georgia will become a more efficient and effective169

public sector offering integrated, secure, and high-quality e-Services. Improved usage andparticipation enable ICT-driven sustainable economic growth.”
E-Georgia focuses on ten thematic priorities, e-Services, e-participation and Opengovernment, e-health, public finance management system, e-business, ICT-hub Georgia,
infrastructure, e-security, skills and e-inclusion, and Enabling frameworks andgovernance. In this year, they have done within the framework of Component 4 of thetwinning project “Promote the strengthening of E-Governance in Georgia (DGovernment Georgia)”
The government is creating a portal for electronic petitions ichange.gov.ge. The
purpose of the portal is to ensure that society is included in the public policy, ensuringtransparency of decisions and government activities. According to the government's
decision, all citizens of Georgia are eligible to initiate an electronic petition to thegovernment, and all adults of Georgia have the right to subscribe to the electronic petition.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to ITU, about 50% of people in Georgia have used the Internet in their
daily life. Moreover, about 15.8% are fixed-broadband users, and the wireless-broadband
users are 57.7%.
4.2

Management Optimization [MO]The newest document “A Digital Georgia: e-Georgia strategy and action plan 20142018” defines the path leading to a modern Georgia and provides a comprehensive
framework for societal changes enabled by ICT. It focuses on those potential fields, where
the public sector can take measurements and to set frameworks to exploit the full potential
of ICT. The eGeorgia strategy is, however, not limited to the activities covered under theterm D-Government.
The vision for the e-Georgia strategy reflects this broader scope and is defined as“Georgia will become a more efficient and effective public sector offering integrated,secure, and high-quality e-Services. Improved usage and participation enable ICT-driven
sustainable economic growth.”
In 2018, Georgia began to develop a project to harmonize the Silk Road from ChinatoEuropewithasingleregional
digitalmarket(https://news.rambler.ru/caucasus/39380264-gruziya-prezentovala-proekt-garmonizatsiishelkovogo-puti-s-edinym-regionalnym-tsifrovym-rynkom/). Within the framework of
the project, Georgia, located in the center of the Silk Road, will accelerate its digitaldevelopment in order to become a leader in the region and a significant player incommercial electronic technologies. In order to implement the program, an international
technology consortium with leading companies will be established shortly. The creationof a technological platform will begin, which will link the participating countries of the
project throughout the region.
4.3

Online Service [OS]

There has been very little progress in Georgia regarding the provision of DGovernment services. Most of D-Government services such as E-tender, Social Security
Services, Civil Registration Services, Consular Services, and Labor-Related Services areprovided at static websites available. E-payment and e-voting services are not available
yet. E-health is being actively promoted by the Georgian Telemedicine Union, whose
activities include telepathology, education, and development of policy for particular170

scenarios, such as e-consultations for conflict regions. It also developed a proposal forthe creation of a national e-health network in Georgia. However, this has not yet been
implemented. This year there is no information change in this indicator In Georgia, thegovernment focusses on a useful public service channel strategy with the aim to moveinteraction from the analog realm of physical, telephone and written service requests tothe digital world. All services from e-Georgia strategy focus on the supply side that is:Planting the seeds of sophisticated G2C, G2B and G2G e-Services, i.e. ensuring theavailability and supply of user-friendly and accessible electronic services.
To date, the central e-services in Georgia are focused on the development andimplementation of digital services for the issuing of passport, ID and residency, life event
services related to marriage, divorce, birth adoption, and change of name, death, andpower of attorney. As for business services, the government introduced some services
such as e-Notifications, e-Tendering, product catalogs, qualification profiles, e-Orders, eInvoices, and e-Payment. The Government is discussing the idea of “Digital customs”,
but there is no information about the program or projects in this area.
4.4

National Portal [NPR]

The Georgian national portal http://government.gov.ge/ provides fundamental
functions for users. The National portal links to all government agencies’ websites.
Information provided in the portal seems to be targeting foreign visitors and business whowant to know more about the country. The portal is available in Georgian official language
and English. There is not SNS feature in the National Portal.
The Georgian government separated e-services to citizens and business byintroducing my.gov.ge portal. This portal combines all services, but it is only in the
Georgian language.
4.5

Government CIO [GCIO]The official CIO position is still absent in the Georgian bureaucracy. Policy
development in ICT areas comes from the Telecommunication and Information
Technology Department of the Ministry of Economic Development. However, theMinistry does not have a published forward-looking strategy for development across theindustry.
4.6

E-Government Promotion [EPRO]

Georgia is short of the legal framework for e-Government development. There are
no legislation, strategies, policies or plans regarding e-Government. Internationalorganizations sponsor most e-Government projects.
To promote the strategy, the government cooperates with Data Exchange Agency of
the Ministry of Justice of Georgia and EU TWINNING creates a project aiming topromote the strengthening of E-governance in Georgia are in the process of finalizing eGeorgia strategic paper.
4.7

E-Participation [EPAR]

E-Participation in Georgia is still limited at offering information to the citizen
through the government website. Web 2.0 tools are not yet being used to allow moreinteraction between government and citizen. However, a citizen can contact withgovernment officials through feedback forms or email addresses available at somegovernment websites.
171E-participation in Georgia focusses on four areas: feedback on e-Services,(co-)design of e-Services and open data, transparency and open government and decisionmaking and policy-making. To get feedback from users, the government develops many
feedback mechanisms such as through social media networks, chat rooms, discussion
forums and blogs, and survey online or consultations. “Provide your suggestion” is oneof the most ideal to collect feedback from users. This mechanism is integrated intomy.gov.ge portal, and it is very easy for using.
At the initiative of the University of Business and Technology and the National
Museum of Georgia, a new social campaign "Become the Digital Ambassador ofGeorgia" starts in the country. The project provides for large-scale dissemination of
information on Georgian monuments of cultural heritage, history, geographic diversity
and other sights of Georgia in digital media and social networks. The goal of the social
campaign is to popularize the national heritage of Georgia in the world. In the network,
the social campaign will take place with the hashtag #shareGeorgia (in English, "ShareGeorgia", "Spread Georgia").
4.8Open Government Data [OGD]In April 2012, the country’s government presented a relevant Action Plan which is
focused on improving public services, increasing public integrity, managing publicresources effectively, and creating safer communities. The implementation of thesecommitments is currently coordinated within an NGO forum created under the Ministryof Justice. The Georgian government had no specific plan to engage civil society and theprivate sector in the development of OGP commitments.
Georgia’s OGP action plan is structured around four grand challenges: improving
public services, increasing public integrity, managing public resources more effectively,
and creating safer communities. The OGP requires countries to undertake at least one
grand challenge of its list of five grand challenges, so by undertaking four Georgia isgoing beyond this requirement.
Data.gov.ge is operational, but it is a navigation portal linking to information
provided by different public sector institutions rather than an open government data portal,
where actual data can be retrieved. With the Institute for Development of Freedom ofInformation (IDFI - http://www.idfi.ge) and Transparency International Georgia(http://www.transparency.ge) very active NGOs exists that carry out research projects on
Freedom of information, public information (e.g., http://www.opendata.ge), eParticipation and preventing corruption in Georgia.
Starting from October 2017, Georgia has been serving as lead co-chair of the OGP –an international initiative of 75 countries and 15 cities that strive to achieve deeper
democracy. Georgia will host the 5th OGP Global Summit in Tbilisi, Georgia, on July 1719, 2018. However, the real situation can be different from the official one.
On 1 September 2015, the Institute for Development of Freedom of Information(IDFI) launched an Open Data: Source for Changes and Innovations project with thefinancial support from the Good Governance Initiative (GGI) in Georgia project of theUnited States Agency for International Development (USAID), within the framework ofwhich the following study – Access to Open Data in Georgia – has been prepared.
IDFI’s research has revealed that the open data (117 databases) currently available
through the open data portal does not match with the actual open data resources available
at the public institutions. This observation is further supported by the fact that IDFI wasable to select 162 datasets from the information that the 72 public institutions provided
172

regarding the databases and registers under their administration, that to date are not, butshould be, published to the open data portal (https://idfi.ge/en/access-to-opena-data-ingeorgia, https://idfi.ge/en/category/open-government-partnership-georgia).
4.9

Cyber Security [CYB]

The Government of Georgia publishes its Cyber Security Strategy for the first timein 2008. It has demonstrated that the national security of Georgia cannot be achieved
without ensuring the security of its cyberspace. The National Security Concept of Georgia
defines cybersecurity as one of the principal directions of its security policy. Georgia aims
to set up a system of cyber security that will facilitate resilience of cyberinfrastructure
against cyber threats as well as will represent an additional factor in the economic growthand social development of the country.
Georgia aims to develop a system of information security that can minimize harmful
effects of any cyber-attack and allows rapid recovery of information infrastructure to be
fully operational in the aftermath of such attacks.
The Government established a Cyber Security Bureau in 2014. The aim of Legal
Entity of Public Law (LEPL) Cyber Security Bureau is to establish and develop stable,
useful and secure Information and Communication Technology systems for the Civil
Office of MoD of Georgia, structural sub-divisions of Military Forces of General Staffand LEPLs under MoD. LEPL Cyber Security Bureau has started provision of its tasks
and responsibilities on February 28, 2014.
4.10 The use of Emerging ICT [EMG]
There is no emerging of using ICT in Georgia government.
5

Some Highlights

A “Georgia Health Management Information System Strategy” was alreadydeveloped by the Ministry of Labour, Health and Social Affairs in 2011. The e-Healthaction plan is a vital part of the e-Georgia strategy.
Through 7th years of evaluation and based on the methodology of Waseda DGovernment ranking, Georgian D-Government ranking is decreasing, especially this year.
The official CIO position is still absent in the Georgian bureaucracy. Policy development
in ICT areas comes from the Telecommunication and Information Technology
Department of the Ministry of Economic Development.
There has been very little progress in Georgia regarding the provision of DGovernment services. Most of D-Government services such as E-tender, Social Security
Services, Civil Registration Services, Consular Services, and Labor-Related Services areprovided at static websites available. E-payment and e-voting services are not available
yet.
Georgia was among the first group of countries to join the Open Government
Partnership (OGP). In April 2012, the country’s government presented a relevant Action
Plan which is focused on improving public services, increasing public integrity, managing
public resources effectively, and creating safer communities.
Georgia adopts New Cyber Security Strategy that will be the primary document
defining state policy and establishing basic guiding principles in the cyber security field.
It should be mentioned that strategy considers cyberspace protection equally crucial as
the inviolability of land, air and maritime boundaries.
173

Germany
1

General Information

Area: 357,022 km2Population: 80,722,792
Government Type: federal republic
GDP: $48,200
Internet Users: 89.6
Wired (Fixed Broadband Users): 38.1
Wireless Broadband Users: 109.2
2

Positioning in a Global Organization and a Region

Among OECD countries, Germany’s Government CIO and Cyber Security are
ranked higher than the global, Europe and OECD’s average scores. Especially for GCIO,
Germany secures the top position in European countries. Meanwhile, the country stands
below the world and OECD regarding utilizing emerging technologies.

3

Digital Government Development

Germany, being a developed country, has significant experience with e-Government
and as such has very evolved e-Government plans, policies, and goals.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 89.6% Germany’s population were Internet users in 2017, according
to the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). Among them, wired broadband subscribers accounted
for around 38.1% while more than 109.2% of total population have a wireless broadband
connection.
174

4.2

Management Optimization [MO]The Germany Federal Government approved the Digital Agenda 2014-2017 on
August 2014. This agenda was planned by the joint efforts of by the Federal Ministry of
the Interior, the Federal Ministry of Economic Affairs and Energy and the Federal
Ministry of Transport and Digital Infrastructure. With its Digital Agenda, the Federal
Government aims to three targets: to further exploit the innovative capacity for economicand employment growth; to expand the national networks and improve digital literacy for
public access and participation; and to enhance IT systems and services’ security andsafety, thus increase trust among the public and the business sector.
In addition, the Federal Government’s “Digital Administration 2020” programmeestablishes an overarching framework for the federal administration of the future, where
potential benefits of digitalization are utilized to enable the administration reform,targeting to effectiveness, transparency, efficiency, accessibility, and responsiveness tothe needs of individual citizens and businesses.
In term of government network, the project “Netze des Bundes” was implemented toconsolidate a cross-departmental communication infrastructure with the highest level of
security. All existing federal administration’s networks are planned to be fully migrated
to this infrastructure.
4.3

Online Service [OS]The score for Online Service comprises five sub-dimensions: e-Procurement, e-Tax,
e-Customs, e-Health, and One-Stop Service for Citizenry. The online services and its URL
Address. All of those services were investigated using three factors, i.e., Level ofComplexity, Level of Security, and Level of Convenience.
In term of complexity level, almost Online Services in Germany have reached thetransactional level in which users can wholly conduct their businesses via an electronic
portal. For e-procurement, in line with the new European procurement law, German
Federal Government plans to make electronic procurement binding for the federal
administration by April 2016. 'XVergabe' is a project initiated in 2007 to provide astandard interface for data exchange formats and data exchange processes of all electronic
tendering platforms in Germany. Regarding customs, since 2006 the German Federal
Government bring the Electronic Customs Tariff (EZT) system to the internet, known as"EZT-online". In addition, users can switch to an alternative solution provided by theEuropean Commission – the Integrated Tariff of the European Community (TARIC)
information system. With both systems, users can look up the importing/exporting codeand customs duties. For healthcare, there is a telemedicine portal launched by the Federal
Ministry of Health as a part of the eHealth initiative which was initiated in mid-2010. The
portal provides a nationwide looking up on more than 200 projects involving telemedicine
applications and telemonitoring in Germany. In addition, as of December 2015 the “Acton secure digital communication and applications in the healthcare system” - E-health
Law - came into effect, establishing a framework for utilizing ICT into healthcare area.
From 2018 onwards, patients can choose to have the relevant emergency data stored on
their healthcare.
To measure the level of convenience, the third party application Google PageSpeed™
Insight has shown that all services have a good access speed.

175

4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. Deutschland.de is considered as the national gateway ofGermany. It presents a wide range of information resources about different aspects ofGermany, from politics to culture. However, government services were not provided on
this portal.
In technical aspect, the result of Google PageSpeed™ Insight showed that the website
operates well both from PC and from Mobile Device. The portal also connects to various
Social Networks such as Facebook, Twitter, YouTube, and Flicker as well as there is afeature allowing the user to receive update mail notification.
4.5

Government CIO [GCIO]

Under the new strategy, the future development of federal IT will be in charge by the
Chief Information Officers Council together with the Federal IT Management Group ledby the Federal Government Commissioner for Information Technology.
In 2015, Klaus Vitt, head of IT at Germany’s Federal Employment Agency wasappointed by the German federal government to become the new IT Commissioner of thefederal government. By the German federal government.
CIO-equivalent positions were also found in federal states’ agencies.
4.6

E-Government Promotion [EPRO]The Federal Ministry of the Interior is in charge of the strategic orientation anddevelopment of e-government in Germany. The IT Planning Council is the main body for
managing federal and state IT. The council consists of the Federal Government
Commissioner for Information Technology and the representative of 16 German states.
The IT Planning Council has a clear directive: facilitating mandatory cooperation amongfederal, state and local governments on IT and e-government, with the target of delivery
user-centric electronic public services and cost-effective, efficient and secure IT
operations for public administration.
In August 2013, the federal E-Government Act was enacted, establishing theregulatory framework for digitization in the federal administration. The Act mandates thedeadlines for adopting electronic access for individuals, businesses and the public
administration, which enforces the federal administration to follow in order to ensure thesuccessful implementation of e-government programs.
Initiative D21 is a nonprofit organization based in Berlin. It represented the mostsignificant public-private partnership in Germany for the Information Society. Two of
projects supported by Initiative D21 are the E-Government Monitor and the Digital Index
for Germany which is published annually.
4.7

E-Government Participation [EPAR]

In 2015 there is a pilot project titled “Digital Voluntary Social Service Year” (FSJdigital) launched to gather and summaries best-practice experience about how young
people can offer their skills and talent in managing and applying new media to help nonprofit organizations. No evidence has been found regarding electronic voting in egovernment.

176

4.8

Open Government Data [OGD]

In 2014, the Federal Government issued the National Action Plan to implement the
G8 Open Data Charter to define measures for facilitating access to government data. This
Action Plan takes into consideration the results already achieved in previous programs:
the Federal Government’s “Transparent and Network-Based Administration” program,the IT Planning Council’s “Promoting Open Government” program, and the prototype
development for the data portal GovData (http://www.govdata.de/).
In line with the national plan, the Federal Government seeks to strengthen thelegislation for publishing government data by amending the Act on Access to Geodata(GeoZG); the E-Government Act; the Environmental Information Act (for environment
information); the Freedom of Information Act and so on.
4.9

Cyber Security [CYB]

The Federal Ministry of the Interior works with the Federal Office for Information
Security (BSI) to provide appropriate IT security. Germany’s Cyber Security Strategy was
adopted on 23 February 2011. This strategy called for establishing the National Cyber
Response Centre and the National Cyber Security Council, among other things.
Laying a comprehensive legal foundation for cybersecurity is the target of theGerman Government. The Federal Government stated in the digital agenda that it would
aim to modernize European data protection law in the digital market by adopting theGeneral Data Protection Regulation by 2015. The National Cyber Response Centre will
be assigned a greater coordination role in responding to cybersecurity incidents andimproving cooperation between specialized authorities.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items. These
technologies are Cloud Computing, Big Data, and the Internet of Things (IoT). The
Federal Government is pursuing to boost up the development and introduction of cloudcomputing facilities by issuing the new Cloud Computing Action Programme.
There is a research project known as THESEUS, aiming to utilize The Internet ofServices and the Internet of Things. With this project, the German Federal Government
is seeking to utilize semantic technologies and creating new standards for the Internet ofServices.
5

Some Highlights

In the attempts to promote for publishing government datasets and information, early
2015, German Government presented ‘The General Government’s National Action Plan
to implement the G8 Open Data Charter’. By doing this, the government put into action
one of its pledges to maintain the top position in Open Government ranking indicator.
Cyber Security is another strong point in Germany. With the presence of a Cyber
Security Strategy alongside a comprehensive, frequently amended legislation framework(Federal Data Protection Act (2003), Digital Signature Act (2001), Electronic Commerce
Act (2001), Act on the Federal Office for Information Security 2009), German
Government demonstrates a strong commitment to fight against cybercrime.
With a relatively low score in the National Portal (https://www.deutschland.de), it isrecommended that the government should put more efforts on providing more177

information about the country, the government, and available services for citizens andbusinesses.
Although German Government has planned to use cloud computing (ICT strategy of
the German Federal Government 2015) but no evidence of actual usage in Federal
Government has been found. The government should pay close attention to all
challenging aspects such as cloud security and standards to put cloud computing plan into
action.

178

Hong Kong
1

General Information

Area: 1,108 km2
Population: 7,141,106
Government Type: limited democracy
GDP: $57,000Internet Users: 87.3
Wired (Fixed Broadband Users): 35.5
Wireless Broadband Users: 107
2

Positioning in a Global Organization and Region

Hong Kong has achieved comparatively high scores on most of the indicators
compared with other APEC members and ASIAN countries, especially on the indicatorof Management Optimization, Online Service, Government CIO, and Emerging
Technologies. HK has shown their efforts to deliver high-quality e-Service and reform on
the governmental structure to implement e-Government strategy.

3

Digital Government Development

The 2008 digital 21 strategy is the latest document for ICT development in Hong
Kong which has updated regularly to adopt technological advancement and changing
needs of the society. The Office of the Government Chief Information Officer (OGCIO)
has been set up to serve as GCIO of Hong Kong, taking the responsibility to lead ICT
strategy implementation and providing measures. As the primary goal of the strategy is
to build a digital world city, OGCIO also actively collaborate with industries,
organizations, and academics to seek the best IT solutions for the whole society. Recently
the government has constructed cloud computing motel energetically and provided
government cloud platform for e-service. It contains “in-house private cloud”“outsourced private cloud” and “public cloud” to respond to different needs and functions.
179

The HK government expects economic advancement with supporting and creating thebest IT environment for business and individuals.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to the report of ITU, 87.3% of people in HK were Internet users, about
35.5% have fixed-broadband subscriptions, and wired broadband subscription hasreached 107%. HK has a well-established infrastructure construction and penetration
among Asia countries.
4.2

Management Optimization [MO]Hong Kong’s Digital 21 Strategy is the blueprint for the development of informationand communications technology (ICT) in Hong Kong. It is updated regularly to take into
account technological advancement and changing needs of the society. Twoadministrative applications have been established; one is the e-Payroll & Benefits Systemestablished by the HK Treasury via which users can make an online inquiry on theiroverall payroll, personal, appointment, payment-related and housing benefit information.
The other one is the e-Leave System provided by the Civil Service. Bureau which is tosupport leave applications and the associated processing, recording, and monitoring ofleave taken by civil servants The Hong Kong Government will also be adopting the Cloud
Computing model to meet rising public demands and community expectations on egovernment services and reap the benefits of emerging technologies. To be in accordancewith the general strategy, HKG has launched continuous initiatives in the Policy Address
and Budget such as “Innovation and Technology” in 2016 Policy Address.
4.3

Online Service [OS]HK has got a comparatively high score on the indicator of Online Services among
Asia area. The e-service system also has won several awards especially the one-stop
service portal. The Electronic Transactions Ordinance was enacted in 2000 and updated
in 2004. It was the foundation of e-applications, which allowed HKG to develop further
e-services for users. So far, HKG has established e-Tax, e-Payment, and consular services
at the transactional level; e-Tender and civil registration services at two-way interactions
level, while social security and labor-related services allow downloading of
documentation. All e-services in Hong Kong are interactive and doing by two-way
transaction or dynamic website.
4.4

National Portal [NPR]

As for a national portal, the HKG launched a new portal (http://www.gov.hk) in 2008,
which is no longer in cooperation with a private company but operated solely by the HKG
itself. The new portal provides many kinds of services not only citizens but also
enterprises and foreigners. Generally speaking, it has an excellent navigation function,
and an easy to understand interface. In the portal, there are three languages options:
English, simplified Chinese, and traditional Chinese. Almost all web pages anddocuments can be found in these three language options. However, it is surprising to findthat mobile version and accessible version started this year. Through mobile version,
people could read text-only versions which can match the various screen size. Moreover,an accessible version which provides several tools like non-text content, audio-only,
video-only, no keyboard trap，is convenient for all the people including disables. In
addition, HKG organized the Web Accessibility Recognition Scheme to show
appreciation to businesses and organizations that have made their websites accessible,
180

with an aim to encourage adoption of web accessibility to facilitate access to online
information and services by all segments of the community including persons withdisabilities.
4.5

Government CIO [GCIO]The HKG established the OGCIO in 2004. Mr. Allen Yeung has assumed the role of
OGCIO from 2015. Moreover, there are two Deputy Government Chief Information
Officers (DGCIO) who support OGCIO in daily work. The DGCIO is responsible for two
major areas of responsibilities: Policy & Customer Service, and Consulting & Operations.
The main task of OGCIO is to provide leadership for the development of ICT within andoutside the Government. In Hong Kong, while many universities provide CIO related
courses, but there are few CIO related organizations in academia and the private sector.
Headed by the Government Chief Information Officer (GCIO), the OGCIO provides asingle focal point with responsibility for ICT policies, strategies, programmes andmeasures under Digital 21 Strategy, in addition to providing information technology (IT)services and support within the Government. OGCIO is playing an important role under
the Digital21 Strategy in five action areas: 1. Facilitating a digital economy; 2.Promoting
innovation and technology; 3. Developing Hong Kong as a hub for technology and trade;
4.Development of the next generation of e-government services; 5. Fostering a digital
inclusive Society.
4.6

E-Government Promotion [EPRO]

OGCIO plays the leading role in enabling e-government promotion, such as inproducing video material and pamphlets for example. Moreover, the Digital 21 Strategy
Advisory Committee is the leading supporter for the Digital 21 Strategy, while theCommerce and Economic Bureau provides the budget for e-government implementationand promotion; 4.5 billion HKD in 2008 for example. As for an assessment mechanism,
the HKG established an e-Government Steering Committee to assess the performance ofthe e-government program.
4.7

E-Participation [EPAR]

Hong Kong is highly ranked regarding the e-Participation indicator. In the Hong
Kong national portal, there are many kinds of online services, not only for citizens but
also for business and foreigners. It is also effortless to navigate and find information in
the portal. This also acts as a one-stop service center for citizens. The HK portal uses web
2.0 technologies such as RSS, online forums and blogs to facilitate communication
between citizens and Government. In the portal, there is also information about how theGovernment takes the opinions of citizens in decisions making processes.
4.8Open Government Data [OGD]

The Code on Access to Information states that the government exists to serve thecommunity well within available resources. It recognizes the need for the community to
be well informed about the Government, the services it provides and the basis for policies
and decisions that affect individuals and the community as a whole. This Code defines
the scope of information that will be provided, sets out how the information will be madeavailable either routinely or in response to a request, and lays down procedures governing
its timely release.

181

4.9

Cyber Security [CYB]

The Hong Kong police launched the Cyber Security Center on December 7, 2012, inorder to boost Hong Kong’s Internet security. The center provides round-the-clock
services under the bureau’s Technology Crime Division. The center will strengthen
coordination between Police, government departments, and local and overseas
stakeholders when major information systems come under attack. Now HK also has
Computer Emergency Response Team Coordination Centre (HKCERT) and Government
Computer Emergency Response Team Hong Kong (GovCERT.HK). The latter responds
to cybersecurity incidents that affect public agencies. On the other hand, the Cyber
Security and Technology Crime Bureau CSTCB) is responsible for handlingcybersecurity issues and technological crime investigations, and so on.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT). The
evidence show that HK government has put effort to implement Cloud Computing or Big
Data into their public sectors, such as they create government cloud environment to serve
the communities and IT industry, benefiting government themselves as well. Cloud
Computing remains one of the critical government ICT strategies by OGCIO. The
government values the use of emerging technologies, to keep its leading position in
Digital Government area among Asia.
5

Some Highlights

Since the HKG has enabled one-stop service portal GOVHK ((http://www.gov.hk),
citizens could get public services and information through the website promptly. The
portal site has won several international awards due to the convenience and enhanced
contents, well-designed columns which help citizens to find what they what withoutcomplicated introductions. More than that, GOVHK has upgraded the accessibility forpeople with special needs. The high score on the indicator of “Online Service” could
prove its significant improvement. With the penetration of mobile devices, mobile egovernment has shown its importance increasingly. HKG keeps promoted its userfriendly e-services on smartphones, followed by measures to assist the implementation
created by OGCIO.
Perhaps HK has a high rate of usage and awareness of e-government, and there is noneed to conduct active promotion, citizen’s engagement is the fundamental element for
e-government itself. In addition to that, legal framework preparedness for cybersecurity
and emerging technologies is the next task for HK e-government, if its objective is tomaintain the first-class IT area in Asia, even around the world.

182

Iceland1

General Information

Area: 103,000 km2
Population: 331,918
Government
Republic

Type:

Parliamentary

GDP: $46,600
Internet Users: 98.2
Wired (Fixed Broadband Users): 37.6
Wireless Broadband Users: 104
2

Positioning in a Global Organization and a Region

3

Digital Government Development

Iceland had a single election in 2016 in that one of the main parties ran on a platformof unprecedented digital participation in the political system. It has made great strides in
the past few years to improve its e-Government services and infrastructure, and it has
become one of the top performers in Europe by many measures. The government has also
been using tools like social media in innovative ways. In 2012, for example, thegovernment created accounts on social media sites like Facebook or Twitter to solicit
feedback for the world’s first ‘crowdsourced’ constitution. While the constitution wasnever formally adopted, this effort represented Iceland’s approach to engaging its citizens
and utilizing new platforms in unique ways. The Icelandic government will need toredouble its efforts if it wishes to reach its goal of becoming a top-ten e-Government ande-participation country by 2020.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Iceland’s development and implementation of ICT services and infrastructure isamong the most advanced in the world. It has been ranked fourth in the world for ICT
183

Development by the International Telecommunication Union (ITU) for the past three
years. With a usage rate of 96.5%, Icelandic citizens are more likely to use the Internet
than the citizens of any other country. 35.1% of citizens had wired broadband
subscriptions in 2013, and 74.7% had wireless broadband access, placing the country
within the top five for this metric.
4.2

Management Optimization [MO]Iceland’s current e-Government development strategy is a critical component of the
Iceland 2020 initiative, and it is based in large part on the previous Icelandic Government
Policy on Information Society 2008-2012. The goal of this initiative is to place Iceland
within the top ten countries in the United Nation’s e-Government Development Index (itranked 19th in 2014).
4.3

Online Service [OS]Icelandic citizens have had the option of submitting their annual income tax
declarations electronically since 1999. Citizens can also calculate their future pension
payments, and personalized access accounts are about social security, and healthinsurance benefits at the portal www.tr.is. Citizens can also apply for unemployment
benefits, passports, driver’s licenses, and other documents entirely online. Businesses also
have a wealth of online services available to them, including various tax and employee
contribution declarations, customs’ declarations, and procurement services. Many ofthese e-Services can be completed entirely online. Others provide forms and information
on how to complete the process.
4.4

National Portal [NPR]

Iceland’s national portal is located at www.island.is. From this portal, citizens canreceive news and information, access a wide array of e-Services, sign or post petitions,access public data, find local government websites, and more. The site is available in both
Icelandic and English (though the English version is limited). From this portal, citizens
can sign up or log in to My Pages, which allows citizens and business to “easily findpersonalized information from public sources.” The portal has a simple front-end userinterface but provides an array of information, forms, and services.
4.5

Government CIO [GCIO]

While Iceland does not have a specific CIO position, the Ministry of the Interior is
responsible for e-Government development. Ólöf Nordal began serving as the Ministerof the Interior on December 4th, 2014, so she currently has oversight over thedevelopment of ICT infrastructure and e-Services.
4.6

E-Government Promotion [EPRO]

The government of Iceland has laid out several important goals and policies topromote the use and development of e-Government. Some key goals are to become an ‘eNation’ that offers one-stop online service for all citizens and businesses. They also plan
to increase efficiency and eventually become a world leader in e-Government.
Iceland also has a broad legal framework on e-Government and open information
issues, especially since the 2012 passage of its new Information Act, which outlined the
public’s right to national data and the government’s responsibility to provide it promptly.
Iceland also has laws in place regarding digital privacy, e-commerce, and e-procurement.

184

4.7

E-Participation [EPAR]

Iceland has improved markedly in this category over the past few years, moving from135th in 2010 to 65th in 2014 in the United Nations’ E-Participation Index Ranking. The
Iceland 2020 Initiative aims to place within the top ten by 2020 in this ranking. The
Icelandic government continues to promote the usage of its e-Services to increase
efficiency and reduce costs. As of April 2014, “over 90 % of Iceland’s taxpayers fileelectronically.”
4.8

Open Government Data [OGD]Accessible directly from its main government portal, Iceland’s open government
database (http://www.opingogn.is/) provides data collections and packages from several
government ministries and offices. Geographic, economic, and statistical data packages
are publicly available through this portal, with more datasets added on a regular basis.
4.9

Cyber Security [CYB]

The Republic of Iceland is at an established stage of maturity regarding the National
Cybersecurity Strategy factor. The Ministry of the Interior has published the Icelandic
National Cyber Security Strategy (NCSS) 2015-2026 together with three years Plan of
Action. The strategy covers the years 2015–2026, setting out a vision for 2026 but also
providing a 3-year Action (2015-2018). The objectives of this strategy include (1)Capacity Building, the Government should have knowledge, skills, and equipment toprevent the threats, (2) Increased resilience, and the aim is to raise the resilience of
Iceland's information systems and preparation to enhance co-operation and making
security, (3) Strengthened legislation, and (4) Tackling cybercrime.
4.10 The use of Emerging ICT [EMG]
Iceland’s Skilriki service (http://skilriki.is/) allows citizens and businesses to create
personalized electronic certificates to provide secure authentication and signatures.
Authentication can be set up to use a card or a mobile phone for validation. Citizens andbusinesses can also apply for an IceKey—a password directly linked to the official
identification number of an Icelandic citizen or legal entity—which adds layer of security
to online transactions.
5

Some Highlights

As mentioned, the Pirate Party received the third-most number of seats in the
Icelandic government in late 2016. This party is organized by engaged voters participating
digitally on a micro level on all of the decisions the party made, and they promised tomake the government run similarly. While this has not yet occurred, it would be asignificant experiment in using digital government as a leading force in governance, andit could serve as a model for other governments throughout the world.
Iceland’s government portal, www.government.is, continues to provide information,
news, and resources, including links to each ministry. Visitors from around the world canaccess information about how the government is structured, biographies and contact
information for various officials, and past publication from each office and ministry.
There is also a separate portal for foreigners, http://www.iceland.is/. This portal ispresented in English and contains information about travel and tourism in Iceland,
investment opportunities, arts and culture, and the latest news and events.

185

India1

General Information

Area: 3,287,263 km2
Population: 1,342,512,706
Government Type: Federal Republic
GDP: $6,700
Internet Users: 29.5
Wired (Fixed Broadband Users): 1.4
Wireless Broadband Users: 16.8
2

Positioning in a Global Organization and a Region

Among Asian Countries, India has a better score than the average score of Asian
countries in Management Optimization. As shown in the above picture, India is very low
on the necessary infrastructure. However, despite the lack of necessary infrastructure,
India has been trying to take the benefit of emerging ICT such as Cloud Computing, Big
Data, and IoT. Only Singapore can beat India under the Use of Emerging Technology
indicator. In addition to that, Open Data is one of the attractive program in India torespond to the demand for more data for empowering the society.

3

Digital Government Development

The government of India has been focusing on D-Government Development byimproving the governance using ICT; e-governance, though India still needs hugeinvestment and demands on expanding the telecommunication infrastructure aiming forbusiness opportunities that are very much challenged to achieve. The digital divide is alsoa concerned problem in India that coexisted about the gap between North-and-South andas well as West-and-East. Nonetheless, the country’s Digital India 9 pillars launched by
the Prime Minister of India Narendra Modi on 2 July 2015 with an objective of connecting186rural areas with high-speed Internet networks and improving digital literacy, has aimed
certainly quantified programs and targets. Programs are consisting of the followings:
Pillar1: Broadband Highways Broadband for all Rural: Coverage: 250000 GP,
Timeline: December 2016 CAPEX: Rs. 32, 000 Cr; Urban: Virtual Network Operatorsfor service delivery. Mandate communication infrastructure in new urban development
and buildings. Changes in Rules to facilitate. National Information Infrastructure
Coverage: Nationwide Timeline: March 2017 Cost: Rs. 15, 686 Cr. To be implemented
in 2 years.
Pillar2. Universal Access to mobile connectivity Universal Access to mobile
connectivity Coverage: Remaining uncovered villages (~42, 300 villages) Timeline: FY
2014 - 18 Cost: Rs. 16, 000 Cr. Ongoing Program Increase network penetration &coverage of gaps.
Pillar 3. Public Internet Access Program National Rural Internet Mission CSCs madeviable, multifunctional endpoints for service delivery Coverage: 2, 50,000 village (now
1, 30,000) Timeline: 3 Year –March 2017 Cost: Rs. 4750 Cr, Ongoing program reach of
Govt. services to all GPs. Post office to become Multi-Service Centers Coverage: 1,
50,000 Post Offices Timeline: 2 Years
Pillar 4. e-Governance: Reforming Government through Technology, Government
Business Process Re-engineering using IT to improve transactions, Form Simplification,
reduction Online applications and tracking, Interface between departments. Use of online
repositories, e.g. School certificates, voter ID cards, etc. Integration of service andplatforms- UIDAI, Payment Gateway, Mobile Platform, EDI Electronic Databases - alldatabases and information to be electronic, not manual Workflow automation inside
government Public Grievance Redressal – using IT to automate, respond, analyze data toidentify and resolve persistent problems-largely process improvements. To be
implemented across government-critical for transformation.
Pillar 5. E-Kranti Electronic Delivery of Service Technology for Education- eEducation, All School connected with broadband Free Wi-Fi in all schools (2,50,000),
Digital Literacy program MOOCs- develop pilot massive Online open courses,
Technology for Framers Real-time price, Online ordering of inputs Online cash, loan,relief payment with mobile banking. Technology for Health-e-Healthcare Online medical
consultation, Online medical records, Online medical supply, Pan-India exchange forpatient information, Pilots-2015; full coverage in 3 years Technology for Financial
Inclusion Mobile banking Micro- ATM program, CSCs/Post Offices, Technology for
Planning GIS-based decision making National GIS Mission Mode Project, Technology
for Security Mobile Emergency services, Technology for Justice e-Courts, e-Police, eJails e-Prosecution, Technology for Security National Cyber Security Co-ordination
center.
Pillar 6. Information for All Online Hosting of Information & documents: Citizens
have open, easy access to information Open data platform, Government pro-actively
engages through social media and web-based platforms to inform to citizens. myGov is
2-way communication between citizens and government. Online messaging to citizens on
special occasions/programs mainly utilize existing infrastructure – limited additional
resources needed.
Pillar 7. Electronics Manufacturing Target NET ZERO IMPORT by 2020 Target NET
ZERO Imports is a striking demonstration of intent Ambitious goal which requires
coordinated action on many fronts Taxation, Incentive Economies of Scale, Eliminate
cost disadvantages Focused areas – Big Ticket Items FABS, Fab-less design, set-top
187

boxes, VSATs, Mobiles, Consumer & Medical Electronics, Smart energy meters, Smartcards, micro-ATMs Incubators, clusters Skill development Government procurement
There are many ongoing programs which will be fine-tuned. Existing structures
inadequate to handle this goal. Need for strengthening.
Pillar 8. IT for Jobs Train people in smaller towns & villages for IT sector jobs
Coverage: 1 crore student Timeline: 5 year Cost: Rs. 200 Cr for a weaker sec. Nodal
Agency: DeitY New scheme IT ready workforce IT/ITES in NE Scope: Setting up of
BPO per NE State Coverage: NE States Nodal Agency: DeitY ICT enabled growth in NE
Train service delivery Agents to run viable businesses delivering IT services Coverage: 3,00, 000 Timeline: 2 year Nodal Agency: DeitY Ongoing Skilled VLEs and viable CSCs
Telecom service providers to train rural workforce to cater to their own need Coverage:
5, 00, 000 Timeline: 5 Years Nodal Agency: DoT Telecom ready workforce
Pillar 9. Early harvest Programs IT platform for messages Coverage: Elected
representatives, All Govt. employees 1.36 Cr mobiles and 22 Lakh emails Mass Messing
Application developed Targeted Mass messaging since July 14 Government Greetings to
be e-Greeting Basket of e-Greeting templates available Crowdsourcing of e-Greetings
thru MyGov e-Greetings Portal ready by 14 August 2014 1st e-Greeting from PM on 15th
August 2014. Biometric attendance Coverage: All Central Govt. Offices in Delhi
Operational in DeitY & initiated Urban Development On-boarding started in other depts.
Procurement of devices – tender issued
Targets are depicting as the following picture:

4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 29.5% of people in India were Internet users in 2016, according to
the Measuring the Information Society Report 2017 from International

188

Telecommunication Union (ITU). About 1.4% have fixed-broadband subscriptions, andwireless broadband subscription has reached 16.8%.
4.2

Management Optimization [MO]In early 2010, India has launched a Digital India Program, a flagship program of theGovernment of India with a vision to transform India into a digitally empowered society
and knowledge economy. The program required all government institutions to leverage
their ICT capacity. This program also adopts Public-Private Partnership approach forsupporting the success of Digital India. The program has identified priority areas; Digital
Infrastructure with target of 112.871 Km of optical fibre laid for high speed connectivity,
105 Crore people have registered under the Aadhaar program, 19.3 Lakh users registeredon MyGov platform, 81 Lakh people enrolled under Digital Shaharta Abhiyan (DISHA),
105.2 Crore Phone users, Governance and Service on Demand, and Digital Empowerment.
These areas were cascaded into specific actions and measurable targets.
India has chosen centralization for D-Government initiatives and as part ofcentralizing D-Government initiatives is the State Data Center. Additionally, India has set
an e-governance infrastructure to ensure the alignment among D-Government projects
with national strategy. To increase interoperability, India also prepared a Government
Application Program Interface in open state or open API.
4.3

Online Service [OS]The score for Online Service is based on five investigating online service, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
To measure the level of convenience, the third-party application “Google
PageSpeed™ Insight” result on https://developers.google.com/speed/pagespeed/insights
has shown that the e-Customs and e-Procurement are perfect regarding fast speed andefficiency. The e-Tax and One-Stop Service Portals are such considerably in doubt
regarding speed that may cause the access speed considerably slow to access. The eHealth is still the only online service in India that cannot be investigated during the periodof the survey. For a certain extent, all Online Services have implemented security
measures such as SSL, Site Authentication, and Password Protection for obtaining theservices. In addition to that, all clickable objects on the portals work as they should dobest for the e-Customs and e-Procurement and do an average for the rest.
4.4

National Portal [NPR]

The score for National Portal (https://india.gov.in/) is based on three factors, i.e.,
Information (Content), Technical, and Functionality. In this end, India earned above theaverage point in the high score zone. Regarding Information publishing on Country
Information on Government, Demographic, News, Contact, Term of Use/ Privacy
Statement, Link to Government Websites either Central or Local Government are allavailable as it should do. In these Technical regards, Page Speed measurable by Google
PageSpeed™ Insight was average while Compatibility with popular browsers; Internet
Explorer, Chrome, and Firefox was also available. Mobile friendly was provided, andFunctionality was almost bound for perfect score that including provision of Search
Capability, Sitemap / Index, Social Network Capability, Newsletter/ Inquiry Form,
Support multiple languages (English is mandatory), Link to available Online Services,

189

Secure transmission; SSL and Accessibility for people with special needs were all existing.
The provisional Blogs on the portal was not on appearance.
4.5

Government CIO [GCIO]

India’ s Department of Electronic and Information Technology under Ministry ofCommunication and Information India (DEITY) took a significant role for providing
sponsorship and leadership on D-Government in India and considered as a GCIO hub
nation-wide as the role of head of DEITY is similar to the role of a CIO. To support theCIO development program, there is a CIO Academy offered by Srini Raju Centre for IT& Networked Economy (SRITNE) and the Centre for Executive Education at the Indian
School of Business (ISB) in partnership with the CIO Association of India.
4.6

E-Government Promotion [EPRO]

Under current Digital India’s Pillar 4-5 the government is promoting and showcasing
activities/ programs under D-Government including reforming, transforming andenhancing services from government to citizens. These activities/ programs were hosted
by DEITY and related entities under National D-Government Plan (NEGP). In addition
to that, to ensure the fairness and sustainability of D-Government projects, India
government still use a third party auditor do so.
4.7

E-Participation [EPAR]

Culture and society in India have long been recognized as a high-tech adoptionsociety while government officers, as well as citizens, can take the benefit of ICT for
supporting their mission and business. Parliament members have their website andprovide the citizens with the channel to communicate with. Still, the absence of eParticipation portal for gaining citizen’s expression reduces the quality of e-Participationin India so far. In all, India gains scores mainly from the presence of GCIO andorganization while development programs are also accountable.
4.8

Open Government Data [OGD]

In implementing the 2001 Freedom of Information Act, India has launched Open
Data Portal (https://data.gov.in) to provide the public with accessible government
information presented over the Government Open data platform. National Informatics
Center maintains the portal. To keep updating information, India government uses a
module for contributing data catalogs by various government agencies, thus, making
those available on the front end website after a due approval process through a defined
workflow.
4.9

Cyber Security [CYB]

Under ratification of several laws and regulation related to cybersecurity which
included IT Act 2000, IT (Amended) Act 2008, Trusted Company Certification, Security
incident - Early Warning & Response, Cyber Security Assurance Framework andNational Cyber Security Policy, presently, some measures and projects are on runningsuch as installation of Biometric attendance Coverage for all Central Government Offices
in Delhi Operational in DeitY & initiated Urban Development On-boarding started inother departments and Provisional Technology for Security to National Cyber Security
Co-ordination center for strengthening cybercrime countermeasure and for solving
Internet Security problems under Indian-CERT of which all are under National Security
Council.
190

4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
India has continuingly implemented Cloud Computing for Public Sector named “GI
Cloud” namely “Meghraj” hosted by National Informatics Center. Infrastructure-as-aService is one of Cloud Computing Services available for government agencies. Besides,
India has formally implemented IoT under individual supervision of the state governmentof Andhra Pradesh aiming for a significant share of the Indian IoT market which has tobe proven of evidence.
5

Some Highlights

Over the years, a large number of initiatives have been undertaken by various State
Governments and Central Ministries to usher in an era of e-Government. Sustained efforts
have been made at multiple levels to improve the delivery of public services and simplify
the process of accessing them. Through e-Governance, India has steadily evolved fromthe computerization of Government Departments to initiatives that encapsulate the more
excellent points of Governance, such as citizen centricity, service orientation, andtransparency. Lessons from previous e-Governance initiatives have played an essential
role in shaping the progressive e-Governance strategy of the country.
Ministry of Electronics and Information Technology hosts some vital digital projects
including e-Pramaan (native name for National e-Authentication service) and G-I cloud
which incorporated all angle of development, i.e. government, private sector, andcommunity in every building effort of cloud initiative; consumer, auditor, provider,developer, and R& D, that will ensure the benefits of cloud computing for e-Governanceprojects.
Also the Bangalore city hosts as “IoT Hub” for IoT Community in India andgovernment IoT Center of Excellent in partnership with NASSCOM to support the IoT
development. Big Data is in a certain extent of an initial stage focusing especially on Big
Data Analytics for Public Sector in India. The country’s digital development still has along way to go was still inequitable and inconsistent for far too long because of societal
complexity with challenges of foreseeable digital disruption to be addressed throughadministrative humility and entrepreneurial determination for the long-term benefits.

191

Indonesia
1

General Information

Area: 1,904,569 km2
Population: 258,316,051 Government
Type: Presidential Republic
GDP: $11,700Internet Users: 25.4
Wired (Fixed Broadband Users): 1.9
Wireless Broadband Users: 67.3

2

Positioning in a Global Organization and a Region

Among APEC Countries, Indonesia has a better score than the average score of APEC
in Open Government Data, Government CIO Institutionalization. As shown in the above
picture, Indonesia is very low on the necessary infrastructure. However, despite the lackof necessary infrastructure, Indonesia has been trying to take the benefit of emerging ICT
such as Cloud Computing, Big Data, and IoT. Some progress in the area of emerging ICT
has led Indonesia to get a better position than the average of APEC Countries.
These achievements also reflect the position in the Asian region in which Indonesia
considerably approached Singapore in the Open Data and the use of emerging ICT.

192

3

Digital Government Development

Digital Government in Indonesia has been initiated formally since 2003 along withthe ratification of Presidential Instruction No. 3/2003 about the implementation of eGovernment in Indonesia signedby the 5th President of Indonesia.
Since 2014, there are two
ministries responsible for egovernment, i.e., Ministry ofCommunication and Information(Kominfo) and Ministry ofApparatus
Empowerment/
Bureaucratic Reform (MenPANRB). Kominfo deals with thetechnical aspect and MenPANRB take responsibility on policy
and procedure.
Digital GovernmentinIndonesia is scattered all over
Source: National Development and Planning Agency, Indonesian
government agencies both central
Broadband Planand local. Most of them are notconnected nor interoperable eachother. The major theme of e-Government in Indonesia is improving public service for
reducing corruption. Many e-Government applications are addressed to curb corruption
such as e-budget system in Jakarta Province, e-Participation application provided byPresidential Task Force, and collaborative monitoring portal by Bandung City.
This year, Indonesia government is still processing the improvement for National eGovernment Roadmap 2016-2019. This plan is aimed to optimize the use of informationand communication technology in improving the public satisfaction of government
services, promoting the economic growth, increasing the public engagement and trust, as
well as improving the performance of public services.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 25.4% of people in Indonesia were Internet users in 2017, according
to the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). About 1.9% have fixed-broadband subscriptions, andwireless broadband subscription has reached 67.3%.
4.2

Management Optimization [MO]In 2016, Indonesia is still processing the National e-Government Roadmap 20162019. The ultimate goal of this agenda is the optimization of the use of ICT that willaddress the public satisfaction of government service, economic growth, and public
engagement. The strategy was designed for supporting President’s Vision named
NawaCita 2016-2019. E-Government is the embodiment of mission no. 2 of NawaCita;“to ensure that the government is clean, efficient, democratic and trusted”.
For supporting the inter-government interoperability, Kominfo has launchedguidance named “Handbook for inter-government document interoperability”. In addition
to that, there is one case that Indonesia has a centralized government financial information193

system which integrates local and central government financial system named “State
Treasury and Budgetary System” (SPAN).
4.3

Online Service [OS]The score for Online Service is based on five investigating online services, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Among these five Online Service, e-One-Stop Service and e-Health have the lowest score,compare to other three online services.
In term of complexity level, most of Online Service in Indonesia has reached atransactional in which user can start the transaction from applying to receiving the service
through the portal. In addition to that, all Online Services have implemented security
measures such as SSL, Site Authentication, and Password Protection for obtaining theservices. As for the One-Stop-Service, Indonesia adopts the decentralization in which all
government agencies, especially the local government, have the right to develop their egovernment solution for improving the public services.
For measuring the level of convenience, the third party application result has shownthat all portals, except the e-Health, are above the average considerably in term of speed.
The third party application for assessing the portal is the application from Google named
Google PageSpeed™ Insight on https://developers.google.com/speed/pagespeed/insights.
In addition to that, all clickable objects on the portal work as they should do.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. National Portal of Indonesia (http://www.indonesia.go.id)
contains proper information for local citizens and foreigners. Information about Indonesia
is available on the portal. People can find information about culture and heritage,
demographic, and government. In technical aspect, the result of Google PageSpeed™
Insight showed that the website performance is inferior, which is far below average bothfrom PC and from Mobile Device. In addition, the portal does not provide the user withsome functionalities such as social network integration, and an inquiry form.
4.5

Government CIO [GCIO]

Indonesia government has clearly defined the need for ICT leadership on eGovernment. Major ministries have CIO as the proper role in part of their structure. CIO
in ministerial level is not necessary ahead of the ICT-related bureau. Most of them are ahigh rank officer which is one level below the Minister. However, it depends on the sizeof the organization; some organizations attach the role of CIO to the head of ICT-related
bureau which is two level below the Minister. For the GCIO development program,
Bandung Institute of Technology and Gadjah Mada University offer a Master Degree
program specializing on CIO.
4.6

E-Government Promotion [EPRO]

There is very few evidence to get the assurance that there were several programs inIndonesia related to the promotion of e-Government. However, two regular efforts inIndonesia are aimed to measure the Indonesia e-government development. These efforts
are Indonesian e-Government Ranking (PeGI) and ICT Pura. Moreover, Indonesia has194established National ICT Council (Detiknas) that consist of government, businessenterprise, and academia.
4.7

E-Participation [EPAR]

Indonesia enjoyed the young society whose demand for utilizing ICT is huge andactive. These factors have driven Indonesia to equip e-government with the mobilefriendly application. Despite its lack of necessary infrastructure, e-participation related
application is widely spread around the young generation. For instance, some government
leaders have their website and provide the citizens with an alternative channel tocommunicate. The most interesting e-participation portal in Indonesia is lapor.go.id
which is a portal for citizens to report any wrong-doing found in government service. This
portal is maintained by Presidential Task Force and redirected to all government
institutions.
4.8

Open Government Data [OGD]

In 2008, Indonesia launched the Freedom of Information Act (UU No. 14/2008) toparticipate in the Freedom of Information Act movement around the world. To strengthen
the implementation of these act, Indonesia has established Open Data Portal(http://data.go.id/) to provide public with government information. Jakarta City also
developed Open Data at http://data.jakarta.go.id. To keep updating the information, theIndonesian government involves the community in the area of Open Data to standardize
and reformat all exciting data available on the government website to be displayed on theOpen Data Portal.
4.9

Cyber Security [CYB]

Indonesia has ratified several laws related to cybersecurity. Some of them are as
follow:-

Electronic Transaction Act No. 11/2008
Electronic Transaction and System Provider Regulation No. 82/2012
Information Security Guideline
GOV-Cert
ID-SIRTII
ID-CERT
ID-SIRTII

In addition to these laws, Indonesia has strengthened organization capacity forcybercrime countermeasure by setting up CERT-Indonesia and give a mandate to IDSIRTII to supervise the continuous application of security measures.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
Indonesia has officially launched a Software-as-a-Service solution called SiMaya by
Circular of Ministry of State Apparatus Empowerment and Bureaucratic Reform
No.5/2013. The service is hosted by the Ministry of Communication and Information.
Moreover, it is available for all government agencies that need such a service.
Jakarta Provincial Government has been implementing Big Data in Jakarta Smart
City applications. Data on the application is taken from reports on public complaints on
several social media and also Qlue, a social media community reporting. Reports from195

the public then digitally mapped and integrated with smartcity.jakarta.go.id pages andQuick Response on Public Opinion (CROP) application. The city government officials
are required to install this application on their smartphones, especially the officials
responsible for residential areas, the local leader. Moreover, Internet of Things has been
applied in most areas and government institutions such as CCTV monitoring for traffic
and public facilities by Local Police Agency (TMC Polda Metro Jaya) and Bus Rapid
Transit System in Jakarta.
5

Some Highlights

Among ten indicators in the current ranking, the Open Government Data, National
Portal, and Cybersecurity are the
top three indicators in Indonesia.
Indonesia has sharpened the Open
Data Initiatives so that thecommunity can take the benefit of
it such as more empowerment,
more
informed,andmoreexpressive. The focus of advancing
the Open Data is to create demandfor Internet, hence, encourage thetelecommunication company toSource: National Development and Planning
increase
thequalityof
Agencytelecommunication infrastructure. National Portal Indonesia contains useful information
for local and also foreigners such as country information, tourism, and link to available
e-services. To increase the trust of citizens for using e-Government service, ensuring thesecurity of digital transactions has been taken into account in e-Government Development
in Indonesia.
Despite its lack of necessary infrastructure, the Indonesian government decided tostrengthen government capacity in ICT by utilizing the emerging ICT. Some examples ofcurrent implementation are SiMaya for Cloud Computing Service, Bus tracking and IP
CCTV for IoT implementation, and Public Report Analysis for the Big Data
implementation. In addition to that, Indonesia government has decided to extend the
Palapa Ring Project under the Indonesia Broadband Plan (IBP) 2015-2019. Two
procurements have been announced, and the bid winner was appointed in 2015. It is
expected that in 2019, the telecommunication infrastructure will be improved
significantly.

196

Ireland1

General Information

Area: 70,273 km2
Population: 4,892,305
GovernmentType:parliamentary democracy

republic,

GDP: $54,300
Internet Users: 82.4
Wired (Fixed Broadband Users): 28.5
Wireless Broadband Users: 98.2
2

Positioning in a Global Organization and a Region

It is the second time for Ireland to be evaluated in Waseda e-Government ranking.
Compared to other Europe countries, Ireland has got better performance on the indicatorof Network Preparedness, E-Government Promotion, and Emerging Technologies,
especially on new technologies applications. The strengths have remained among OECD
countries as well.
3

Digital Government Development

The e-Government 2012-2015 Strategy set out a step change approach that would
see Ireland make ever greater use of Digital and ICT to improve the experience of citizens
and businesses transacting with Government. The 2015 Public Service ICT Strategy thenset out how Ireland would further develop its use of innovation and technology to meetthe growing needs and expectations of its people. Draft Open Government Partnership
National Action Plan 2016-2018 commits Government among other things to increased
citizen engagement, increased transparency, and open data. E-Government Strategy 20172020, has been developed to build upon e-Government 2012-2015 with the aim ofpresentation of services, secure online identification, underlying infrastructure, and197

appropriate skilling. The new strategy also takes note of the contextual changes that havetaken place in Ireland, such as technology innovation, civil services, and developments
across the EU, particularly in the areas of data protection, the e-Government Action Plan
and the Digital Single Market.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 82.4% of people in Ireland are Internet users according to the report
released by ITU. 28.5% are fixed-broadband users, and the wireless-broadband users are
98.2%.
4.2

Management Optimization [MO]Administrative guidelines for implementation of related Government Decisions areissued by “Circular”. The Department of Public Expenditure and Reform’s conducts theoverall responsibility for the e-Government policy and the provision of central eGovernment infrastructure and services. A new Public Service ICT Strategy has beendeveloped by the Office of the Government Chief Information Officer (OGCIO) in
collaboration with the Public Service Chief Information Officer (CIO) Council. The
Office of the Comptroller and Auditor General is tasked with audit and assurance,
assuring the system of internal financial control put in place by each body.
4.3

Online Service [OS]Ireland government launched MyGovID, an online identity for online services, inMarch 2017. MyGovID gives citizens a single sign-on their public services. It’s built on
the Public Services card, linking citizens’ identity to online identity. It can already be used
to access Revenue’s “myAccount” services and “myWelfare” online services. Besides,from five online investing services, e-Procurement, e-Tax, e-Customs, one-stop-service,
and e-Health, all of them are in good progress, providing with two-way-interaction withgovernment and listing the categories of each service with a brief introduction.
4.4

National Portal [NPR]

The National Portal is integrated with the one-stop-service portal, which has stuck to
its succinct rule to keep information delivery simple and easy for users. Almost everysocial service can be easily found on the National Portal. There is no much change in2017. Still, for foreign users, it is not so friendly at the basic introduction to the nationand only English and Irish language are presented in the website.
4.5

Government CIO [GCIO]The Office of the Government Chief Information Officer (OGCIO) is responsible fordeveloping and implementing an ICT Strategy for Government that ensures an integrated
approach to the exploitation of ICT across all Departments and Public Service Bodies.
The Public ICT Strategy consists of five streams: build to share, digital first, data as anenabler, improve governance, and increase capability. In the second degree of agovernment agency, Health Service Executive, the Office of Chief Information Officer(OCIO) has been launched to turn e-Health Ireland Strategy into reality, ensuring
technology supports healthcare.
4.6

E-Government Promotion [EPRO]

The latest e-Government strategy 2017-2020 has a detailed introduction to each
aspect of strategy. Ireland has a clear picture of the e-Government promotion structure.
198

There is a collaboration with private companies to examine its e-government performance
every year. In 2017, the government is to launch a €200,000 radio and online advertising
campaign to promote the public services card. Some 2.8 million cards have been issued
since 2011, and the government expects to have 3 million issued by the end of 2017.
4.7

E-Participation [EPAR]

From the scores of e-Participation, it elaborates that Ireland grabs the trend of making
Internet application more citizen-centric. The remarkable one-stop-service in Ireland has
enabled citizens to interact with government via a simple portal. Ireland government has
made efforts to achieve better online usage experiences. In the feedback process, thegovernment portal provides a completed list for complaints on various issues.
4.8

Open Government Data [OGD]

After the launch of Freedom of Information Action, Ireland has kept its excellent
work on open government. In 2016, the Department of Public Expenditure and Reform
launched a process to consult the public and civil society groups in preparing Ireland’s
Open Government Partnership National Action Plan 2016-2018. To the open data website,
there are 5,327 datasets and 100 publishers. However, there is a little dataset of online
public service, which remains to be improved.
4.9

Cyber Security [CYB]

Based on the National Cyber Security Strategy, 2015-2017, Ireland government has
kept moving forward to a more secured cyber usage environment. Three guiding
principles in the yearly strategy were the rule of law, subsidiarity and risk-based approach,which are indeed critical indicators of cybersecurity. The new Consumer Protection
Cooperation Regulations were passed on November 2017, with the goal of providing
enforcement authorities to combat unlawful online practices. Besides, Engineering andPhysical Sciences Research Council and the National Cyber Security Centre funded a
Research Institute in secure hardware and embedded systems at the end of 2017.
4.10 The use of Emerging ICT [EMG]
Cloud Computing Strategy, 2012 locates cloud technology at the core of eGovernment to develop procurement frameworks that would be available to all publicbodies and to conduct general applicability across all of the public services. However, thegovernment canceled the Government Cloud Services Catalogue (GCSC) in March 2015
because the economic and technical requirements for it had fundamentally changed. The
Department of Public Expenditure and Reform had approved a new ICT strategy for the
public service that included a “build to share” objective which envisages a Government“cloud” to provide standard IT systems and infrastructure across the public sector. It said
work on developing this was underway and that the only costs incurred were internal
resources to develop and evaluate the framework and responses. The legal framework of
big data seems to be improved, but the regulations on the use of IoT are still unclear.
5

Some Highlights

From the e-government strategy and policy, the improvement of Ireland government
is highly related to the development of the European Union, for example, the egovernment strategy would follow the EU e-government Action Plan. Ireland has a strong
motivation to well develop its e-government due to the government type and prosperous
business in Information of Technology and Information Communication Technology. The
e-government strategy is changeable and revisable in different development process. In
199

2015, Ireland government paused the cloud computing strategy and decided to combine
it with “build to share” ICT strategy. In 2017, Ireland government seems to be improvedin data protection and cybersecurity because of the new regulations released. In addition,
except for the outstanding one-stop-service, Ireland has launched MyGovID to makepublic online services a further step, an online identity for online services since 2017,
which built on the Public Services card, linking citizens’ identity to online identity.

200

Israel1

General Information

Area: 20,770 km2
Population: 8,793,000
Government
Democracy

Type:

Parliamentary

GDP: $37,486
Internet Users: 79.8
Wired (Fixed Broadband Users): 28.1
Wireless Broadband Users: 93.4

2

Positioning in a Global Organization and a Region

3

Digital Government Development

Israel is an early adaptor of D-Government, with the establishment of its Egovernment unit in 1996 and its subsequent “Tehlia” e-Gov infrastructure project in 1997.
The unit became a part of the Government ICT Authority following the Authority’s
establishment in 2012. As of January 2015, the Authority has been operating under the
management of the Prime Minister’s Office, indicating the significance of D-Government
within the national initiative. Moreover, the country ranked 20th in the world with a “VeryHigh” E-Government Development Index on the United Nations E-Government Survey
2016. Based on the 2017 Waseda D-Government rankings, Israel also continues to leadin D-Government development within the Africa, Middle East, and CIS Countries region.
This appears to be a result of the country’s continued efforts in developing and improving
a secure infrastructure to facilitate open information and accessible online government
services to the public, as well as streamline communication and operations within its
ministry. The focus for the coming year includes enhancing and expanding the new gov.il
201

portal platform, creating cross-channel, cross-agency platforms and services, establishinga national SOC (Security Operations Center), developing SLA regulations and service
awareness, promoting open government and open data, and strengthening information
security technologies. In addition, the Ministry for Social Equality has been tasked in2017 with the Digital Israel National Initiative in utilizing digitization to alleviate socioeconomic gaps, improve economic activity, as well as enhance government efficiency andadministration.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Governed via parliamentary democracy, the State of Israel is situated along theMediterranean Sea’s southeastern shore in the Middle East and covers an area of 22,142
km2. Neighboring countries include Jordan at its east, Egypt on its southwest, Lebanon
at the north, and Syria at its northeast. Census data report a population of 8,793,000 at theend of December 2017. Since 2014, Israel is a founding member of the Digital 5 (D5), a
network comprising of countries with preeminent digital governments with a focus on
enhancing the digital economy by improving connectivity and teaching the youth how tocode. At present, 79.8% of its population has access to the Internet while 28.1% enjoy abroadband subscription, and the wireless broadband users is 98.4%
4.2

Management Optimization [MO]Beginning in 1996 with the establishment of the e-Government Unit, the Israeli
government has been on the forefront of D-Government development with the secure
Tehila online infrastructure, Tamar crucial public infrastructure, Shoham payment service
infrastructure, and Merkava inter-government ERP digital organization system. The
country’s D-Government is developed under the General Accountant in the Ministry of
Finance’s Five Layers Model. Current applications include e-smart cards to facilitate
secure transfer of e-signatures and forms, e-access to tax and judicial systems, anddevelopment of biometric smart ID cards. Israel remains one of the world’s top
performers in D-Government services with its well-developed organizational
infrastructure and prioritization of digital services over non-digital communication
channels.
4.3

Online Service [OS]Regarding Online Services, laws on E-signature, Data Communication, and Antispam continue to govern the fair and safe use of D-Government applications. The new
one-stop government portal www.gov.il is now live, providing citizens with easy accessto a range of services from electronic tax and payments, form downloads, to license
registration. While there is a national portal in place, numerous government websites
reduce ease in information access. In some cases, transfer between the portal site and theapplicable department have not been optimized, as well as between English and Hebrew
pages, resulting in error pages. Moreover, there is yet to be the establishment of a whollystreamlined online transaction experience, as some applications require users to download
forms and email or send them to their respective departments.
4.4

National Portal [NPR]

The Israel government portal http://www.gov.il/firstgov/ is part of the e-Government
project; its goal is to improve and reinforce ties and communication between citizens andgovernment institutions. The portal is the single gateway to all the government ministries
and services on the Internet. The portal provides the entire range of services and202

information supplied by the government to citizens of the state Citizens can accessinformation on government services in several ways: by the target audience, topics andlife events. Citizens can also use the portal’s electronic identity management feature ‘My
Gov.’ to filter content that interests them and to access the full range of online government
services and make online payments.
The website presents information in five major categories: Ministries and Authorities(Information from the websites of Government Ministries), Guides (Information tailoredto key target audiences such as tourists, students, immigrants, and investors), Subjects(Information regarding historical events of the state), Forms and Payments. It also has acolumn with links to the gov.il forum, the tourism website and about Israel; and provides
weather and exchange rate information for citizens. Despite the availability of the website
in Hebrew, English, and Arabic; mobile services, SNS and blog features are only available
on the Hebrew website which is also more abundant in contents than the other language
websites. The website also updates information about governmental activities and new eGovernment initiatives.
4.5

Government CIO [GCIO]

In 2012, Mrs. Carmela Avner was appointed the country’s first national CIO as adirector under the Finance Ministry. However, there have been no mentions of a successor
since Avner’s resignation at the end of 2013 within English-language reports. At present,
there continues to be little to no focus on the subject of CIO within the country’s education
system, while CIO roles, panels, and forums in the private sector remain at large.
4.6

E-Government Promotion [EPRO]

As mentioned in the previous report, the URL and logo to the national government
portal site www.gov.il is included in any official publication, under the direction of the
Accountant General. As of 2012, the Israeli government has been a member of theInternational Open Government Partnership for Promotion of Open Government Policy.
The main aim of which is to promote transparency, citizen participation, andaccountability. According to the country’s Midterm Self-Assessment Report, one of thepreeminent goals of 2017 is to promote awareness of the government’s Open Government
engagements. An interactive Open Government website to increase public understanding
regarding this area is reported to be in the works.
4.7

E-Participation [EPAR]

One of the cross-organizational values of the Israeli government, in theircommitment to an open government, is the promotion of freedom of expression andpublic participation. Through ongoing endeavors to improve the accessibility of public
sector data, the government hopes to encourage citizen participation in decision-making
procedures. As such, contact information of ministers is made public via the official
website of The Knesset at www.knesset.gov.il. There are official websites for both Prime
Minister and President of Israel roles, with links to updated social media sites including
Twitter, Facebook, YouTube, and Flickr. However, there is yet to be a standard or
department responsible for the assessment of public satisfaction of D-Government
services.
4.8

Open Government Data [OGD]The ICT Authority is currently mapping existing metadata, expanding the number ofdatasets available, as well as upgrading the technological platform on www.data.gov.il
using open code (ckan). The mapping is being performed following consultation with203

public and private entities, such as Google and the Hebrew University. Ten major
databases are said to be made accessible by the end of 2017, with over 100 databases
updated for accessibility since 2016. Databases were chosen based on their potential
contribution to economy and transparency. As of 2016, the Authority is also in the processof implementing explicit guidelines regarding open data access as well as creating an
official position with which to aid citizens in acquiring data from the government’s online
repositories.
4.9

Cyber Security (CYB)

As a result of concurrent military and civilian instability, Israel has long-establishednational cybersecurity operations. The Israeli National Cyber Bureau (INCB) was set up
in 2011 to centralize civilian cybersecurity. In February 2015, the INCT established the
National Cyber Security Authority (NCSA) operative government body for cyber defense.
2017 was reported to see the joining of both institutions under a National Cyber
Directorate (Ma’arach) that will oversee both policy and operational defense endeavors.
While no cyberterrorism law is in place, a counter-terrorism law was enacted in August
2016 which can be interpreted to encompass cyber-attacks.
4.10 The use of Emerging ICT [EMG]
A joint venture established in 2014 between the Israeli National Cyber Bureau, Ben
Gurion University of the Negev, Beer Sheva Municipality, and prominent cybersecurity
industry leaders, the CyberSpark Innovation Initiative project is a non-profit organizationthat aims to be a key organizer in global cyber security furthering collaborations between
academia and industry. The organization co-founded the multi-stakeholder. Global EPIC
(Ecosystem Partnership in Innovation Cybersecurity) with 13 other world partners in
October 2017 as well as hosted the inaugural launch of the Smart Mobility Analysis andResearch Test Range (SMART Range) in October 2017.
5

Some Highlights

Published in late 2015, the Policy of Regulating Cyber Security Professions in theState of Israel policy document by the National Cyber Bureau (NCB) proposes that
regulation of said professionals will enhance cybersecurity by ensuring a certain degreeof ethics, expertise, and dependability.
The policy, which is projected to be implemented by 2021, establishes five categories
of cyber-security professions, stipulating prerequisite professional knowledge andtraining, as well as regulation using recurring examinations and enrollment in a national
registrar. As such, the Israeli Government continues to take an innovative, pioneering
approach towards cybersecurity as an opportunity for national advancement, multidisciplinary collaboration between sectors and positioning itself as an international hub
for IT development.

204

Italy1

General Information

Area: 301,340 km2
Population: 62,007,540
Government
Republic

Type:

Parliamentary

GDP: $36,300
Internet Users: 74.6
Wired (Fixed Broadband Users): 31.5
Wireless Broadband Users: 109.2
2

Positioning in a Global Organization and a Region

Among OECD Countries, all indicators except the GCIO indicator is above or samewith the average score of OECD members. GCIO indicator of Italy get the worst score inEuropean countries and also in OECD. Amongst European countries, Italy is placed
below Denmark. However, the e-Participation (EPAR) indicator of Italy is better thanthose of Denmark, the best country in the Europe region.
3

Digital Government Development

The Agency for Digital Italy (L'Agenzia per l'Italia Digitale: AGID) has been set up
with the task of monitoring the implementation plans for ICT in public administrations inline with the Digital Agenda for Europe, thus creating the “Italian Digital Agenda” in linewith the Digital Administration Code (Codice dell'Amministrazione Digitale, CAD) atthe end of March 2014. Moreover, AGID also reminded public administrations that they
are obliged by a 2014 law to offer electronic payment solutions. AGID is offering support,
by organizing meetings with municipal and regional administrations across the country,
explaining the benefits of e-Payment solutions, and introducing possible solutions and205solution providers. Offering e-Payment to citizens and companies is key to the growth of
e-Government services, AGID writes.
In addition to legislative measures for general profiles and strategy in the field ofdigital agenda, the Council of Ministers has approved the Digital Growth Plan 2014-2020
and the UltraWideband Plan. Both plans have been defined by AGID and the Ministry of
Economic Development under the coordination of the Prime Minister.
The national plan for ultra-wideband is synergistic to the Strategy for Growth Digital.
The strategy has a dynamic character, to be able to adapt gradually to the scenarios in thereference period 2014-2020. This strategy aimed at growing digital citizens andbusinesses, also using the levers public. Integrate what has been achieved in a subsidiaryor under construction in both the public sector, both in private and must be realized acomplete synergy with other public strategies in place, is attributable to the national
government is a regional responsibility, to put helpfully "to system "objectives, processes
and results.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 74.6% of people in Italy were Internet users in 2017, according to the
Measuring the Information Society Report 2017 from International Telecommunication
Union (ITU). About 31.5% have fixed-broadband subscriptions, and wired broadband
subscription has reached 109.2%.
4.2

Management Optimization [MO]This “Italian Digital Agenda” guideline provides operational guidance for Italianpublic administrations towards the implementation process of the national strategy for
improving public information assets. Among other topics, organizational and operational
schemes are proposed, technical standards and best practices are highlighted, and costand licensing aspects are considered.
4.3

Online Service [OS]The score for Online Service is based on an investigation of five online services: eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Among this five e-Tax, and e-Customs are the best performer among five online services.
Regarding complexity level, only e-Tax, and e-Customs have reach interaction level
where the citizen can obtain the service without necessarily visit the government office.
Other services have the downloadable form and like to another service. In term to enablecitizens to access e-Services securely, the Italian Government has also developed the
National Services Card (CNS). It is a smart card allowing for the secured identificationof citizens online.
To measure the level of convenience, the third party application result has shown that
e-Tax, and e-Customs and One-Stop Service portals are above the average considerably
regarding speed. The third party application for assessing the portal is the applicationfrom Google PageSpeed™ Insight.

206

4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. The “http://www.governo.it/” government portal provides agateway for users to access government information easily, and “http://www.agid.gov.it/”is the Italia Digital Agenda which provides single-window access to information andgovernment services to citizens and organizations/businesses. Moreover,“http://www.impresainungiorno.gov.it/” is e-Government portal for business which has
been offering useful information on a wide range of topics that are of interest to businesses.
In the technical aspect, the result of Google PageSpeed™ Insight showed that the website
performance is below average on both from PC and from Mobile Device. Moreover, also
from the user experience aspect, this website is not much functionality.
4.5

Government CIO [GCIO]

There is no dedicated GCIO post. There are no specific laws or mandates for CIO
positions in Italy. AGID under the Prime Minister's Office is the leading institution for
Digital Italy and is responsible for the provision of technical support and consultancy for
the Italian Public Administration and the Italian Government. Moreover, Director of
AGID is partly addressing the GCIO position.
4.6

E-Government Promotion [EPRO]

The passage of the e-Government Code (Codice dell’Amministrazione Digitale) in2006 marked a milestone in Italian e-Government efforts. Passage of such legislation
heralded stronger emphasis on e-Government in Italy. This also provided the legal
framework for succeeding e-Government initiatives both at the national and local level.
Moreover, this situation is similar to the one in any developed countries where the IT
Culture has been embraced in society.
4.7

E-Participation [EPAR]

Having web forums to enable citizens to participate in e-discussions is one of theremarkable functions that central and local Italian government is seeking to deploy atlength. Moreover, Polls delivered via the national portal allow citizens to express theirviews on topics raised by some administrators. Generally speaking, Italy has a certain
level of understanding of e-participation in decision-making policies. On May 2016 The
Italian Council of Ministers has approved a Transparency Decree providing for access to
information. “The first Italian FOIA” has just entered into force and still has somehandicaps, like the lack of sanctions for public bodies that illegitimately refuse to disclose
documents and the absence of an ombudsman in many Italian regions.
4.8

Open Government Data [OGD]

The “http://www.dati.gov.it/” is e-Government portal for open data that is promotedby the Ministry for Public Administration and Innovation in order to enable the access tothe data of all the Italian authorities, both at the national and local level. It contains links
and descriptions for about 10,338 datasets produced by 76 governments including
Geographical data and 695 Statistical data as one the end of February 2017. The data
available any citizen intending to use it to develop applications for analysis or study
purposes, in a complete, quick and accessible to all format. In local level such Roma, also
has open data “http://www.opendata.provincia.roma.it/” however it is not much of data
set.

207

4.9

Cyber Security [CYB]

In Italy, since 2013 following the adoption of the Prime Minister’s “Decree
Containing Strategies Guidelines for the National Cyber Protection and ICT Security”,
the Cybersecurity Working Group was established under the Committee for the Securityof the Republic, and chaired by Department for Intelligence and Security (DIS) anddeveloped the National Strategic Framework for Cyberspace Security 2013. In addition,
the Ministry of the Interior established the National Anti-Cybercrime Center for theProtection of Critical Infrastructure (Centro Nazionale Anticrimine Informatico per laProtezione delle Infrastrutture Critiche - CNAIPIC) as a particular unit within the Postal
and Communication Police Service.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
Italian Digital Agenda have approved the strategy for implementing Government Cloud.
Along with the implementation of Government Cloud, it started the second phase of theConsip tender for the supply to the PA central and local cloud computing services andwere sent invitation letters to competitors who have pre-qualified, responding to tender.
In addition, Italy’s Revenue Agency used the computer system to compare taxpayers’
income declarations with their expenditures; it works under the concept of Big
Government meets Big Data.
5

Some Highlights

Among ten indicators in the current ranking, the Open Government, e-Participation
and Online service are the top indicator in Italy. However, the weak point in Italy is about
the use of emerging ICT for government and GCIO. In June 2015, AGID launched a newversion of the National Open Data portal: “http://www.dati.gov.it/” in order to promote
the quality of the data published. The new portal ensures uniformity of the contents of thecatalog, which now includes metadata that describe open data held by the publicauthorities involved. Moreover, it publishes only the metadata of data available in formats
recognized as open and associated with open licenses compatible with the definition ofopen data.
Public System for Digital Identity Management (SPID) is a unique personal code thatcertifies the digital identity of citizens and businesses. SPID can be used to access andenjoy all the telematic services of the PA which a unique identification code. The launch
in April 2015 within the system SPID is one of the priorities set by the President of theCouncil of Ministers. In addition, the Italian electronic identity card grants access tosecure e-Government services requiring electronic identification, and the possibility toperform related online transactions. Strictly for electronic use, they also have the National
Services Card (NSC). Online interfaces are also provided for citizens to access eProcurement, e-Tax, and e-Customs, which have implemented security measures such as
SSL, Site Authentication, and Password Protection for obtaining the services.

208

Japan1

General Information

Area: 377,915km2
Population: 126,919,659
Government
government
monarchy

Type: awith aparliamentary
constitutional

GDP: $38,200
Internet Users: 93.3
Wired (Fixed Broadband Users): 31.5
Wireless Broadband Users: 131.9
2

Positioning in a Global Organization and a Region

Japan has comparatively high performance on most of the indicators than the averagelevel of APEC and OECD members, except the indicator of National Portal. Besides,
Japan has better scores of Network Preparedness and GCIO.

3

Digital Government Development

E-government strategies in Japan have gone through several stages along with thetechnical and social change; the latest e-government initiative remains the “declaration to
be the world’s most advanced IT nations” published in 2014. Japan founded acomprehensive system for decision and implement in e-government plan; theparticipating sectors include IT strategic headquarters, Government program
management office, Government CIO, CIOs Council, etc. It is very complemented ofJapan’s meticulous e-government initiatives which cascaded nation’s objectives into
different plans, such as the promotion of the online use of administrative procedures andoptimization of work and systems, local e-governments and so on. Legible anddistinguished goals from different initiatives possess their policy evaluation, in order to209confirm the best implement on each phase. Moreover, Japan has established the GCIO
system in each level of government to ensure the implementation of ICT strategies into
organizations and societies.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 93.3% of people in Japan have used the internet in their daily life.
According to ITU’s report, about 31.5% are fixed-broadband users, and the wirelessbroadband users are 131.9%. Internet penetration in Japan has reached a high levelcompared to other countries.
4.2

Management Optimization [MO]Japan is one of the earliest countries to push the integrated government systems andhas made lots of progress such as the GPKI (Government Public Key Infrastructure) and“Kasumigaseki one” system. Most of the 87-optimization target areas are in theimplementation phase. IT Headquarter started “The most advanced IT Nation” Strategy
to implement e-government as the priority area productivity and efficiency.
4.3

Online Service [OS]Most of the online application systems such as e-Tax, e-Payment, and social security
services provide transactional operations (covering all the service processes including
requests, payments, decisions, and delivery). There are many various online services by
e-government, but the e-government development in local level has been lack of usage.
It may be related to the reality of super-ageing society faced by Japan that most of theresidences are aging people in the local area who are not familiar to the e-Service systems.
Therefore, the online service sites are less designed and regularly updated.
4.4

National Portal [NPR]

National Portal of Japan (http://www.japan.go.jp/index.html) is a public site for
introducing Japan to people, mainly for the non-citizens. It contains proper information
about different aspects of Japan. The portal has provided the latest national news,
demographic information, political initiatives, cultures, government agencies
introduction and so on. It also has presented the official Japanese Gov APP to deliverusers up-to-date information about Japan including photos and videos.
4.5

Government CIO [GCIO]

Each central ministry has a CIO who is appointed among senior staff within theministry (mainly Director General of administration) and an assistant CIO who is anexpert recruited externally. Federal CIO Council composed of Ministry CIOs has theauthority to decide many rules on in-house ICT installation and online services. The
percentage of CIO appointments at the prefecture level is over 90%, and 87% is at thecity level. The government established a Government CIO as a core of all Ministry CIOs
in November 2012. Mr. Akihisa Miwa, a former EVP of Obayashikumi, Construction
Company was appointed to the 2nd government CIO after Mr.Endo has worked very
efficiently with Federal CIO Council.
4.6

E-Government Promotion [EPRO]

There are four organizations behind the promotion of e-Government in Japan.
Namely: The e-Government Evaluation Committee; the Government Promotion andManagement Office of IT Policy Office of Cabinet Secretariat, the Administrative210

Management Bureau of the Ministry of Internal Affairs and Communications; and theProgram Management Offices (PMO). They are responsible for creating a new set ofpriority policies every year to identify crucial issues that must be solved during the shortterm time and also analyze its contribution to the long-term benefits. The IT Strategic
Headquarters develop the national IT strategies and the frameworks of action plans. It has
subordinate organs, which include the CIO Council consisting of all the CIOs and theirassistants in each Ministry. MIC created the National e-government promotion council
and had made various PR activities.
4.7

E-Participation [EPAR]

2016 is the first year for the Japanese Government adopting the Social Security andTax number system (My number) This system needs e-participation by all Japanesecitizens and companies to develop efficiency in administration and enhance publicconvenient. How to encourage citizens to join the system is one of the big problems forgovernment agencies now in Japan since the diffusion rate of ID card by My Number
system is meager than the government forecast. The government must revise the strategy
on this scheme.
4.8

Open Government Data [OGD]

In October 2013, Open data charter action plan was announced, and then thegovernment has released using standard version1.0 for open data in 2014. Open data has
become one of the Central topics of IT policy in Japan. The data site(http://www.data.go.jp/) has over than 15,000s datasets presented. Users can search
information by publishing government agencies, groups, tags and formats.
4.9

Cyber Security [CYB]

Japan boasts the world’s highest level of telecommunications infrastructure. The
increased use and application of information and communication technology means, theJapanese government successively prepared and revised strategies, annual plans, sectorspecific policies, and other measures in pursuit of ensuring cybersecurity, and based onthese strategies and measures, forged cooperation among industry, academia andgovernment stakeholders in addressing these challenges. Japan is dedicated to utilizingthese extensive experience and knowledge in promoting international cooperation. Japan
will promote initiatives for international cooperation and mutual assistance incybersecurity based on this strategy under the common understanding shared among all
domestic stakeholders including those from industries, academia, and the government.
The just renamed National Centre of Incident Readiness (NCIR) and Strategy for Cyber
Security serves as the secretariat for Japanese governments’ cyber-security strategy
headquarters.
4.10 The use of Emerging ICT [EMG]
Japan has moved fast at the emerging ICT application into public sectors. There are
already some national plans such as Smart Cloud Strategy, Big Data in Government, etc.
Cloud computing in a governmental platform is at the ongoing phase. The Ministry of
Economy, Trade, and Industry also has sponsored to public projects which have been
selected to facilitate the IoT utilization. The next stage should be making the draft for alegal framework on emerging technologies applications such as AI and Blockchain.

211

5

Some Highlights

As one of the advanced e-government nation, Japan keeps its leading impetus at theTOP 10 of ranking. As the aforementioned situation, Japan government has built a
sophisticated promotion system for e-government initiatives and precise GCIO regimes
into every rank of government (Central and local government; different government
agencies) to assure the implementation and evaluation process of e-government initiatives.
It can be reported on high scores on “Government CIO” and “E-government Promotion”.
Japan also continues to update its online service system as the objective of initiatives tosimplify administrative procedures and working systems. However, the National Portal
seems to be the need of improvement action for e-government in Japan11. Some necessary
information including demographic data and introduction to Japan political situation has
been provided at the site, but it still needs much more necessary functions to serve
visitor’s needs rather than providing information only. In consideration of the coming
Tokyo Olympic Games that massive visitors would choose national portal as a reference,
it is a chance and challenge at the same time for the Japanese government to reconsider
that what is the appropriate way to provide information and deliver e-service to Japaneseand non-Japanese through the internet.
Japanese nation-wide strategy called [Society 5.0] is a society that can be expected
to facilitate human prosperity. Such a society is capable of providing the necessary goods
and services to the people who need them at the required time and in just the right amount;a society that is able to respond precisely to a wide variety of social needs a society inwhich all kinds of people can readily obtain high-quality services, overcome differencesin age, gender, region, and language, and live vigorous and comfortable lives.

11

http://www.japan.go.jp/212

Kazakhstan
1

General Information

Area: 2,724,900 km2
Population: 18,157,122
Government Type: Presidential Republic
GDP: $25,669
Internet Users: 76.8
Wired (Fixed Broadband Users): 13.7
Wireless Broadband Users: 71

2

Positioning in a Global Organization and a Region

3

Digital Government Development

New State Program "Digital Kazakhstan" was approved by the Decree of theGovernment of Kazakhstan No. 827 of December 12, 2017 (Ministry of Communications- https://www.zakon.kz/4894821-gosprogrammu-tsifrovoy-kazahstan.html)
The main mission of the program is to improve the quality of life of residents and thecompetitiveness of the country's economy, through the use and development of digitaltechnologies. The program is planned for two vectors of development: “Digitalization of
the existing economy” in the medium term and “Creating a digital industry of the future”
in the long term. 120 planned events of the program will form the basis of the digital
sector as a new branch of the economy and will be implemented in five directions:“Digitalization of economic sectors”, “Transition to a digital state”, “Realization of thedigital Silk way”, “Development of human capital”, and “Creation of an innovative
ecosystem”.

213

As a result of measures taken in the framework of the project, in addition toincreasing productivity growth by industry, it is planned to increase the share of electroniccommerce in the total retail trade to 2.6% by 2022; creation of up to 300 000 new jobs
due to digitization; an increase in the proportion of Internet users to 82%, and the level ofdigital literacy of the population to 83%.
Since the program affects all spheres of life and is aimed at improving the standardof living of every resident of the country, the beneficiaries of its implementation will becitizens, business entities and government agencies of the Republic of Kazakhstan.
According to preliminary estimates, the direct effect of the digitalization of theeconomy by 2025 will create an additional value of 1.7-2.2 trillion tenges.
According to the Government vision, the implementation of the program can becomea critical factor in achieving the goal set by the President of the Republic of Kazakhstan
in the Kazakhstan 2050 Strategy on Kazakhstan's entry into the list of the 30 mostcompetitive countries in the world by 2050.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to ITU, about 76.8% of people in Kazakhstan have used the Internet intheir daily life. Moreover, about 13.7% are fixed-broadband users, and the wirelessbroadband users are 71.0%.
4.2

Management Optimization [MO]The State Program "Digital Kazakhstan" was approved by the Decree of theGovernment of Kazakhstan No. 827 of December 12, 2017.
The primary mission of the program is to improve the quality of life of residents andthe competitiveness of the country's economy, through the use and development of digitaltechnologies. The program is planned for two vectors of development: "Digitalization of
the existing economy" in the medium term and "Creating a digital industry of the future"in the long term.
4.3

Online Service [OS]http://egov.kz/ is one-stop service. It is divided for citizens and businesses, The
popular e-Services in Kazakhstan are payment for tax on vehicles, get the certificate of
the registered legal entity, Registration of persons driving vehicles on the basis of powerof attorney, except for the registration which is carried out by the Ministry of Agriculture
and payment of the fee for traffic regulations violations.
www.goszakup.gov.kz is a central facility for all public sector contracting authorities
to announce procurement opportunities and award notifications. It provides information
about coming, accepted and current tenders and allows online submission of tenders.
Some e-Services were introduced with the full transaction, but most of them are at thelevel of information provision and downloading forms and will be gradually enhanced toreach a transactional level in the coming years.
http://invest.mid.gov.kz/ru/kategorii/odno-okno-dlya-investorov is a central entry
point for investors. It provides a lot of analytical papers, law (special economic zones, a
map of industrialization, etc.), investor’s visa support, and contacts with investment’s
ombudsman and responsible government structures.

214

Similar service developed for the customs. The platform has access to the module forthe issuance of permits and is currently undergoing certification (planned for operation in
May 2018).
4.4

National Portal [NPR]

The government one-stop-shop portal www.egov.kz was launched in 2006. The
portal services are available in 3 languages: Kazakh, Russian and English. D-Governmentof Kazakhstan (www.egov.kz) provides 2,000 information services, 219 interactive andtransaction service online. The portal provides an online counseling service, allowing
citizens to address any government agency concerning specific issues. Registered users
may have access to a broader range of services including “Mail me” functions, simple
scheduling and e-mail accounts. The portal also provides information on the national DGovernment development program and its projects and allows access to the reports on DGovernment implementation results.
The portal also lacks accessibility features: it does not allow changing font size ofthe text and spacing between words, and no text vocalization is provided. More advanced
content and functions such as multimedia shows, sharing, tagging, podcasts are still to be
introduced, but SNS feature is also introduced.
4.5

Government CIO [GCIO]

There is no official designated Government CIO. However, there are a de-facto two
government organizations that share the responsibilities of the CIO: National ICT
Holding Zerde and JSC National Information Technologies.
4.6

E-Government Promotion [EPRO]

Kazakhstan government has put much effort into reducing the digital divide among
the population and government employees. Public Internet access points were opened allover the country in order to connect citizens to the web. Classrooms for providing
computer literacy were opened in several regions to promote the capacity developmentof public sector employees. To facilitate continues development of D-Government in the
country the government of Kazakhstan organizes annual international conferences called“D- Government initiatives”. In addition, individual national competitions are announced
on an annual basis with nominations for the best website in the official language, best
known e-Service at the central and regional levels, best public managers promoting DGovernment, best mass media coverage of D-Government project etc. Awareness surveys
and opinion polls are posted on the one-stop shop portal to capture user feedback and to
improve the quality of provided e-Services.
According to the Government’s vision, the implementation of the State Program"Digital Kazakhstan" can become a critical factor in achieving the goal set by the
President of the Republic of Kazakhstan in the Kazakhstan 2050 Strategy on Kazakhstan's
entry into the list of the 30 most competitive countries in the world by 2050.
4.7

E-Participation [EPAR]

http://e.gov.kz/ includes features that increase citizen engagement. The site has aformal online consultation section, online web conference between government officials
and citizens, where the government receives feedback from its citizens on government
policies and services. A schedule of citizen reception by the heads of State Bodies is alsoavailable on the website. All of the cabinet members have their blogs in215http://www.blogs.e.gov.kz/, the official government blog platform, where citizens cancomment, ask questions, or send suggestions.
4.8

Open Government Data [OGD]

www.data.gov.kz is an open data portal and introduced in 2013. It contains 763 typesof official information helpful to citizens and businesses are posted. Accessing thegovernment agencies’ data sets allows the programmers’ developing a variety of
applications and directories. Information posted on the portal is classified by such areas
as transport, education, statistics, culture, health, second-tier banks, KazPost.
As the first country in Central Asia to develop an e-government initiative,
Kazakhstan has been a regional leader promoting open government and open data for the
past several years. Today there are more than 3.7 million users registered on the“electronic government” portal (www.e-gov.kz) and on average Kazakhstani people
receivenearly40
milliondifferentelectronic
servicesayear(https://blogs.worldbank.org/opendata/open-data-business-kazakhstan). Open data is an
integral part of the country’s open government policies around accessibility to citizens,transparency of public administration, and corruption control. The development of anopen data platform was reflected in the “Information Kazakhstan – 2020″ State
Program. With 200+ datasets published on their data portal in XML and JSON formats,the Kazakhstani Government is now looking to rapidly encourage and expand the use of
their growing open data portal.
Microsoft Kazakhstan together with the Business Incubator MOST and JSC "NIT"launches the Intensive program of acceleration Open Data Kazakhstan.
This is comprehensive support for beginning entrepreneurs, developing projects
using open data and cloud technologies Microsoft. The program includes training,
mentoring and access to funding for the Business Angels Association at MOST.
Hackathon will be the first stage of the Program, following which a pool of participants
will be formed. The participants and winners of the hackathon will be able to pass theaccelerating program, get support from Microsoft in the promotion of the project andbecome a partner of the company. The program starts in May 2018.
4.9

Cyber Security [CYB]

Cybersecurity in Kazakhstan is overseen by the Committee on National Security andthe Ministry of Internal Affairs. Both bodies are responsible for legal, regulatory andenforcement activities in the area of cybersecurity (including prevention and countermeasures). These bodies work closely with telecom infrastructure providers, including
fixed and mobile telecoms
In 2017 the government of Kazakhstan has approved an action plan, on October 28,
2017, to implement the country’s cybersecurity concept—“Cyber Shield”—by 2022
(Zakon.kz, November 1). The document outlines key areas of state policy that will be
required to build a modern yet reliable system to mitigate and prevent cyberattacks andthreats from hybrid (“new type”) warfare - https://jamestown.org/program/kazakhstanlaunches-cyber-shield-concept/.
Cyber Shield document defines several new institutions, but these require further
clarification. According to the 2022 action plan, the Ministry of Defense and Aerospace
Industry will establish a Council for Cybersecurity in March 2018 (Profit.kz, November
7). Policymakers are also considering establishing a National Coordination Center for
Information Security (Zakon.kz, November 1). However, it is still unclear how the two
216

proposed bodies will co-exist. Moreover, the country needs to create both national andsectoral operations centers for information security.
Kazakhstan has been working to integrate itself into the global information
community at an impressive pace. Moreover, even though the just-adopted Cyber Shieldconcept sounds quite ambitious, it is necessary so that Astana will be able to minimizerisks to the country in the cyber domain as well as strengthen its cybersecurity capabilities
in the defense and security sector. In today’s world, these are essential prerequisites forany country seeking to navigate modern geopolitical challenges.
4.10 The use of Emerging ICT [EMG]
The Government of Kazakhstan is in the process of creating Government Cloud
Infrastructure that will allow providing cloud-based services to Government bodies andcitizens. The initiative is called G-cloud. Plans for IoT implementations will be reflectedin the new Digital Kazakhstan strategy, especially in the Smart Cities section. The
government is running a pilot Big Data project within NITEC aimed at analysis of social
networks.
As a dynamic country in e-Government area, Kazakhstan tries to provide necessary
support for beginning entrepreneurs, developing projects for the public sector. For
example,Microsoft Kazakhstan together with the Business Incubator MOST and JSC "NIT"launches the Intensive program of acceleration Open Data Kazakhstan. The program
starts in May 2018.
5

Some Highlights

The Presidential Administration and Office of the Prime Minister receive regular
reports on the implementation and status of D-Government initiatives submitted by the
National ICT Holding Zerde and National Information Technologies. However, sincethese are the agencies responsible for implementation as well, this evaluation can bebiased.
The State Program "Digital Kazakhstan" will be a driver in digitalization for thecountry for several years. “Cyber Shield” program will improve cybersecurity in
Kazakhstan.

217

Kenya1

General Information

Area: 580,367 km2
Population: 46,790,758
Government Type: Presidential Republic
GDP: $ 3,400
Internet Users: 45.6
Wired (Fixed Broadband Users): 0.3
Wireless Broadband Users: 26.2

2

Positioning in a Global Organization and a Region

Among Africa Countries, only Management Optimization (MO) and e-Participation(EPAR) indicators are above with the average score of the Africa region. However, theManagement Optimization (MO) and e-Participation (EPAR) indicators of Kenya is
better than those of South Africa, the best country in the Africa region.

3

Digital Government Development

The Kenya government have been put the effect in the D-Government Development
since June 2004. Adoption of ICT into everyday life is widespread in Kenya. The
government produced its first National ICT Policy to improve the livelihoods of Kenyans
by ensuring the availability of accessible, efficient, reliable and affordable ICT services.
The Ministry of Information, Communications, and Technology (MOICT) is responsible
for the development of Digital Government in Kenya. The role of the Ministry is tofacilitate the development of the Information, Communication, and Technology sector in
Kenya.
The Ministry of Information, Communications and Technology have launched the
ICT Strategic Plan 2013 – 2017 on April 2014. Kenya launched its national long-term
218development blueprint: The Vision 2030. ICT has a critical role in Vision 2030, and thevision of the National ICT Master Plan (2013/14-2017/18) is “Kenya as an ICT hub anda globally competitive digital economy” with the following six guiding principles:
partnership; equity and non-discrimination; technology neutrality; environmental
protection and conservation; good governance; and incentivizing.
The National ICT Master Plan (2013/14-2017/18) has three foundations and threepillars. The first foundation of this Masterplan is ICT human capital and workforce
development, the second is integrated ICT infrastructure, and the third is integrated
information infrastructure. The first pillar of this Master Plan is E-Government services,
the second pillar is ICT as a driver of industry, and the third is developing ICT businesses.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]The population in Kenya in 2017 is about 48.5 million. According to theCommunications Authority of Kenya, for the period July to September 2017, about 41
million have mobile subscriptions and over 71 million for fixed subscriptions, about 30.9
million have data/Internet subscriptions, and the total available international bandwidthis over 2900Gbps.
Mobile data subscriptions are about 30.6 million, contributed 99% of the total
data/Internet subscriptions, terrestrial wireless data subscriptions is about 64 thousand,while the number of fiber optic subscriptions (fiber-to-the-home and fiber-to-thebusiness) is over 90 thousand and the number for fixed cable modem subscriptions isabout 99.6 thousand.
The estimated Internet penetration level stood at 112.7%. Moreover, the country is
now under the deployment of its nationwide fiber-optic network infrastructure.
4.2

Management Optimization [MO]Kenya produced its first National ICT Policy in 2006, and the Ministry ofInformation, Communications and Technology has launched the ICT Strategic Plan 2013
– 2017and implemented the National ICT Master Plan (2013/14-2017/18) under theguidance of the Ministry. The Master Plan was implemented in April 2014 and the visionof it is “Kenya as an ICT hub and a globally competitive digital economy”.
The Ministry of Information and Communications Technology has been working on
the development and drafting of a National ICT policy in 2016. The new version of the
ICT policy will provide the policy framework for the development of the ICT sector forthe next five years. The policy is under review procedures by the Kenya government
according to the Ministry of Information and Communications Technology’s informationin January 2017. It will provide the policy framework for the development of the ICT
sector for the next five years with the sectoral working group championing it also
including infrastructure issues, applications, and content creation.
Though the Master Plan has already exceeded the time limit, so far no further planfor ICT can be seen in the Ministry of Information, Communications, and Technology
website.
4.3

Online Service [OS]The score for Online Service is based on five investigating online services, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using219

three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Among this five e-Tax has the highest score, compared to other online services. The
electronic procurement and payment system was launched in August 2014. This eProcurement system is an automated business process which includes procurement
planning, management of suppliers, requisitions, quotations, contracts, and receipts will
be shifted to a more effective and cost-efficient online transaction. Also, the Kenya
Revenue Authority (KRA) provides KRA Online service and iTax Online e-Services as
an e-tax service.
Regarding complexity level, most of Online Service in Kenya has reached the two
ways interaction in which user can download and submit application form through theportal. In addition, only e-Tax and One-Stop Service have implemented security measures
such as SSL, Site Authentication, and Password Protection for obtaining the services.
For measuring the level of convenience, the third party application result has shownthat all portals are below the average considerably regarding speed. The third party
application for assessing the portal is the application from Google PageSpeed™ Insight.
4.4

National Portal [NPR]

The Kenyan D-Government portal (http://www.mygov.go.ke/) offers public
information related to countries and government affairs with some additions informationfrom the government and the First Lady.
The homepage of Mygov of Kenyan government does not seem to be improved whencompared to 2017. Tough it offers much information, the result of Google PageSpeed™
Insight showed that the website performance is poor from PC and not friendly from
Mobile Device. The portal does not provide the user with some functionality such as
searching, link to available Online Services as well as accessibility for people with special
needs.
The Mygov portal also has a Facebook page and a twitter account, with an update ina considerable regular frequency at 3 or 4 times in a month.
4.5

Government CIO [GCIO]

There are no specific laws or mandates for CIO positions in Kenya. The State
Department of ICT and Innovation is under the Ministry of Information, Communications
and Technology, the department’s functions are drawn up national ICT policy, promote
e-government and ICT agency, provision of ICT technical support and so on. The ICT
Authority and Communications Authority of Kenya is a state corporation under the
Ministry.
4.6

E-Government Promotion [EPRO]The State Department of ICT and Innovation is under the Ministry of Information,
Communications and Technology is responsible for the promotion of Digital Government.
The Kenyan government has built a framework for its D-government in its Vision
2030, and some terms in Kenya Information and Communications Act adopted in 2013,
and the National ICT Master Plan(2013/14-2017/18) have mentioned the Digital
Government promotion.
4.7

E-Participation [EPAR]

Kenya is a leading country in Africa in the sector of e-participation. The government
provides the communication platform using the ICT and has put the effect in the220infrastructure for ICT. For example, Mygov portal has the reply function that the public
can communicate with government officers. Moreover, the government also have its
official social media account; this also provides a way of e-participation.
4.8

Open Government Data [OGD]

Kenya launched the Open Data portal “https://opendata.go.ke/” since 2011.the portal
provides various data including agriculture, education, environment, energy, finance,
governance, government accounts, health, infrastructure, population and census andwater and sanitation about the country. Now there are over 300 datasets; more data areneeded.
4.9

Cyber Security [CYB]

The Kenya government implements the Cyber Security Strategy in April 2016. The
Strategy defines Kenya’s cybersecurity vision, key objectives, and ongoing commitment
to support national priorities by encouraging ICT growth and aggressively protecting
critical information infrastructures. Moreover, the draft version of wireless broadband
spectrum policy was released by the Ministry of Information, Communications, andTechnology.
The Communications Authority of Kenya (CA) has established the National Kenya
Computer Incident Response Team Coordination Center (National KE-CIRT/CC) that
response to cybersecurity incidents and to collaborate with relevant actors when incidents
happen.
4.10 The use of Emerging ICT [EMG]
The Communications Authority of Kenya (CA) implements the Big Datainterpretation and Analysis from 2016, and the government has been work withinternational enterprises such as IBM. The International Telecommunication Union isalready working with CA in the development, collation, and analysis of ICT indicators
statistics & other areas of capacity building. Kenya has no strict privacy law, and the
Kenyan data protection Bill has provisions for mandatory data sharing with government
agencies, so the Kenyan government still needs to improve its legal system.
There are no clear plan and action about Cloud Computing and Internet of Things in
Kenya, but the Kenya government has already considered them.
5

Some Highlights

Kenya is developing rapidly in D-Government, the ICT helps grow of economic andtechnologies in Kenya. When compared with the situation in 2016, things do not change
in some degree. The UN D-Government ranking shows that Kenya ranked 119 within 193
countries all over the world in 2014 and stays in the same position in 2016. The same
trend can be seen in the 2017 Waseda-IAC International Digital Government ranking
headed by Prof. Dr. Toshio Obi. The historical ranking for Kenya in the past four years is
58, 63, 60 and 61 within 65 countries which the Waseda ranking takes into consideration.
The implement of e-government is associated with infrastructure, policy, security of
information, human capitals and social factors. As Gichuki et al. pointed out in 2017,
there are many barriers to the adoption and diffusion of Kenya’s Digital Government
development. He argued that there is no clear policy framework for implementing fully
functional e-government, and the security of e-government systems is not adequate.

221

Lithuania
1

General Information

Area: 65,300 km2
Population: 2,884,433
Government Type: Semi-Presidential
Republic
GDP: $28,000Internet Users: 74.4
Wired (Fixed Broadband Users): 28.7
Wireless Broadband Users: 76.8

2

Positioning in a Global Organization and a Region

3

Digital Government Development

This is only Lithuania’s second year in the ranking. The official government web
portal can be located at www.lrv.lt, and they also have additional web portals withinformation and news about the country in English. The country’s official web presence
is polished and professional, but, as it is a country with a deficient population, its online
offerings are relatively limited. For example, while Lithuania is a member of the Open
Government Partnership, it is difficult to find detailed, downloadable open data sets froman official source. There are ongoing efforts to remedy this situation by promoting open
data and start-up culture, but the extent of these programs are limited or entwined withcooperation from other countries in the region.

222

4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
In Lithuania, approximately 66% of households have access to the Internet. This isabout 15% less than the EU average, but the number has been going up, particularly inrecent years. Furthermore, nearly 100% of businesses are connected to the Internet, andabout 70% of the population uses the Internet once a week or more. Broadband
connections lag the EU average at 65%, and only 19% of individuals have ordered a
product online within the past three months, less than half of the EU average. These
numbers suggest that while NIP is improving in Lithuania, it still has some room to growrelative to other nations in the region.
4.2

Management Optimization [MO]The Lithuanian government is more than halfway through the implementation of the
Lithuanian Information Society Development Programme (2011-2019). This is a multipronged program, but there are two overarching goals. The first goal is to improve theskills and IT literacy of the Lithuanian people. This is to be accomplished by providing
training (online and in-person), and funding IT careers in both rural and urban areas. The
second goal is to continue developing and enhancing a robust and user-friendly series ofgovernment services available on the World Wide Web.
4.3

Online Service [OS]Lithuania offers a diverse array of services available to citizens and businesses on theInternet. They offer an online procurement portal for government agencies to makepurchases efficiently. They also offer a host of services for citizens, including e-Tax,
online social security, and unemployment benefits system, license and certificate
applications, notification of change of address, etc. Lithuania is not leading the way
forward regarding innovative online services, but it indeed is not far behind its
counterparts in Europe.
4.4

National Portal [NPR]

Lithuania’s national portal, the e-Government Gateway, was launched in 2004. It
offers a single source of information, services, and communication between citizens andgovernment. The portal offers information to both citizens and foreigners in several
languages. There is also a Login feature so that citizens can customize their experienceon the portal. The portal contains links to all of the necessary features for citizens with asimple, organized, user-friendly style.
4.5

Government CIO [GCIO]

The closest role to a GCIO in Lithuania is the Advisor of the e-Government Policy
Division. Dr. Vytautas Krasauskas currently hold this position. He reports to the Ministerof the Interior, which is currently Tomas Žilinskas. They are responsible for all eGovernment strategy, implementation, and development.
4.6

E-Government Promotion [EPRO]

The Lithuanian government’s newest strategy to promote a connected, informationbased society is the Ministry of Transport and Communication’s 2014 decision to allocate
funds to improve IT services in the nation. These funds will serve to promote the nation’s
e-Services by enhancing awareness and technical literacy among the population.

223

4.7

E-Participation [EPAR]

The Lithuanian government promotes online participation mainly through its
national portal, which provides links to blogs and social media accounts for agencies andindividual government officers. These measures are meeting increased success as a larger
proportion of the population is now using the Internet regularly and feeling more
comfortable interacting with others online.
4.8

Open Government Data [OGD]As early as 1996, Lithuania had a law requiring the government to disclose
information to the public. That law was strengthened in 2000 and is still in force today.
Individual agencies within the Lithuanian government do publish datasets to the public.
For instance, data sets regarding the federal budget, legislation, census information,
election results, and more are available, but they are not presented together in a single
portal. This is a significant obstacle to citizens’ ability to find the information they needwithout undue effort, and steps toward a more robust OGD portal should be taken.
4.9

Cyber Security [CYB]

The Lithuania Cyber Security Strategy was introduced in 2011, with a plan covering
for the period 2011-2019. The main objectives are (1) the security of state-owned
information resources, (2) an efficient functioning of critical information infrastructure,and (3) Cybersecurity of Lithuanian residents and persons staying in the country.
In July 2015 a Lithuanian Cyber Security Centre was established with the aim of
ensure centralization of cyberspace protection at national level. After one year, Lithuania
officially launched its National Cyber Security Centre (NKSC) amid increased efforts byEastern European countries to protect themselves against potential cyber-attacks. The
main goal of the NCSC is to consolidate the efforts of public institutions, spread the ideasof cyber-awareness and provide help in dealing with cyber-incidents on government
networks12.
In August, 2018, the Lithuania's government approved a new national cyber security
strategy. This document identified five goals, which includes bolstering cyber resistanceand defense capabilities, stepping up fight against online crimes, promoting acybersecurity culture and innovations, promoting closer cooperation between the private
and public sectors and strengthening international cooperation13.
4.10 The use of Emerging ICT [EMG]
Recently, Lithuania developed the Secure State Data Communication Network(SSDCN), which allows sensitive data and communication to be transmitted securely.
Furthermore, Lithuania aspires to be a regional leader in the Internet of Things or IoT.
The government has made efforts to attract state-of-the-art tech companies that are
researching new consumer electronics that rely on IoT technology.
5Some Highlights

The Lithuania government offers a public procurement site at www.cpo.lt. This site
provides users (in this case, mostly governmental institutions) with an easy way to order

12
13

https://cyberwiser.eu/lithuania-lt
https://www.nrdcs.lt/file/repository/resources/Lithuania_Report_10_8_2017_FINAL.pdf
224

and receive goods and materials that they need from more than 450 different suppliers.
This site eliminates a significant amount of inefficiency and lowers costs for procurement.
There is also an online customs website available in several languages at www.cust.lt.
This site mostly provides information regarding the customs process, but it also provides
some helpful tools to help businesses and individuals predict the customs process before
they import or export goods. The site is well-organized and very user-friendly.
The Lithuanian government continues to place e-Government development as a highpriority. Despite the country’s relatively small size and population, it has established auseful and user-friendly online presence for itself well within the top tier of countries, andit only shows signs of improvement in the days ahead.

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Macao1

General Information

Area: 30.4 km2
Population: 644,900
Government Type: limited democracy
GDP per capita: $69,300
Internet Users: 81.6
Wired (Fixed Broadband Users): 30
Wireless Broadband Users: 332

2

Positioning in a Global Organization and a Region

3

Digital Government Development

The development orientation of Macao is clearly defined in China’s Thirteenth Fiveyear Plan. The formulation and execution of the plan will speed up the process ofdeveloping Macao into a world tourism and leisure center, as well as an economic andtrade co-operation platform for China and Portuguese-speaking countries (“One Centre”
and “One Platform”). Realizing moderate diversification of economic development,
strengthening competitiveness so as to achieve sustainable growth, and continuously
improving people's livelihood. In 2016, the Macao SAR Government announced the Fiveyear Development Plan of the Macao SAR (2016-2020), with one of the goals being
turning Macao into a smart city, and electronic governance is an essential tool forachieving that goal.
Macao SAR has published the latest e-Government strategy called “Macao SARElectronic Governance General Plan 2015-2019” in 2015, drafted by Public
226

Administration and Civil Service Bureau (SAFP). The new strategy is to make a responseto the overall governance plan of Macao in which the development orientation has been
set up as “One Centre” and “One Platform”. In support of the Five-year Development
Plan of the Macao SAR (2016-2020), strengthened efforts have been made in electronic
governance in support of the development of a smart city, especially in the areas of open
data and big data. According to the government’s information, The EGOV General Plan
was approved by the Chief Executive, and The Secretariat for Administration and Justiceis responsible for the overall coordination of the plan. Representatives from the Chief
Executive’s and all five secretary offices, SAFP, and other agencies composed the
Coordination Committee of Public Administration Reform to supervise theimplementation of e-Government plan. SAFP serves as the GCIO of Macao. Meanwhile
each government agency owns a working team in which the agency leader, IT head andpersonnel of its IT and related business units have been included to guarantee the internalmanagement and collaboration among agencies. The Coordination Committee of Public
Administration Reform and the GCIO, through supervision and coordination, ensure thesuccessful implementation of the EGOV General Plan.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to the most recent ITU report, 81.6% of individuals in Macao wereInternet users, and 86.3% of households have Internet access. Active mobile phone
subscription has reached over 300%. There are four mobile network operators, and there
are more than 2,800 WiFi hotspots, covering most of the 30.4 km2 area. With theliberalization of public telecommunication market since 2013, Macao now has two
network operators providing fixed public telecommunication network and broadband
services, resulting in healthy competition and steady growth of the telecommunication
market.
4.2

Management Optimization [MO]The Macao SAR Government realizes the importance of management optimization,and it is achieved by the optimization of service procedures and internal management,
and the development of various information systems to support the optimization.
To form a basis for the optimization of service procedures, in 2015, 752 public
services approved by the Public Service Evaluation Committee were analyzed. It was
found out that, first, about one-third of those services contain cross-agency service
procedures that require supporting documents/certificates. Second, around one-fourth of
those services are of high usage rates and most concerned by the citizens. Based on the
result of the analysis, the approach taken by the SAR Government was to first optimize
and digitize those services without amendment to laws or regulations.
The SAR Government has formulated a plan to optimize and digitize cross-agency
service procedures that require supporting documents/certificates. By 2020, more than 70of those cross-agency service procedures will be optimized. In 2016, eighteen service
procedures relating to the application of administrative permits/licenses have been
analyzed and optimized as planned. For those services that are of high usage rates andmost concerned by the citizens, at least 110 of them will be fully digitized by 2019. For
the optimization of those service procedures that require the amendment of laws or
regulations, a plan will be formulated in 2017. The optimization and digitization of theabove cross-agency service procedures and services that are of high usage rates and mostconcerned by the citizens will speed up the provision of e-services of Macao.
227

The Macao SAR Government, as a whole, has developed common platforms andmodules that provide a solid foundation for the optimization of internal management,
cross-agency work procedures, and provision of e-services. For example, in 2015, theMacao SAR Government deployed the Civil Servant Management and Service Platform
to be used as a standardized tool for internal management. It provides services that arestrictly tight to the civil servants' needs, simplifies daily work procedures, and increases
transparency.
Next, the Civil Servant Management and Service Platform will be enhanced toinclude more functionalities, including various functions for human resourcesmanagement, finance management, inventory management, and knowledge management,
etc. The aim is to replace the various internal management systems being used bygovernment agencies, thus lowering development and maintenance costs while improving
internal administrative efficiency.
4.3

Online Service [OS]The SAR Government is currently providing some diversified two-way interactive
online services through the Internet, satisfying the needs of various stakeholders, andcovering areas such as education, employment, healthcare, social welfare, transportation,
among others.
Based on the solid foundation laid down by the optimization and digitization of work
procedures as outlined in the EGOV General Plan, in 2016, the SAR Government has
built common platforms and modules that can be used by different government agencies,
creating favorable conditions for e-services development. For example, a consolidated
government service account is created to provide a safe and legal service. Personal
profiles are used as storage for personal information. Also, a standardized e-service
management platform is used by government agencies to manage their services and dataexchange. Together, they provide the foundation for developing personalized e-services.
Take the unified government recruitment in 2016 as an example. The wholeapplication process can be done online. With appropriate legislative support, the applicant
can log in using a legally active online account from the desktop or using a mobile app,fill in the necessary information and upload the required documents, completing thewhole application process online. The applicant can also check the status of theapplication as well as the result of the application through the website or by a mobile app
when it is known.
The whole process for digitizing government recruitment is typical to all other public
services. Common platforms and modules already developed such as the unified online
account, personal profile, and service management platform, etc., can be used asnecessary tools for future e-services development, thus helping facilitate the overall
electronic governance development of Macao.
E-services in Macao are delivered through different channels such as websites,
mobile apps, kiosks, etc. Macao is a small city and has among the highest population
density of the world. Using this as an advantage, the SAR Government has set up somemulti-function kiosks at various locations, offering to its citizens a wide-range of selfservices such as permanent identity card renewal, contact information change, voter
registration, tax inquiry, application for various records, etc.

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4.4

National Portal [NPR]

The aim of the Macao SAR Government Portal (www.gov.mo) to provide to the
public an easy to use and centralized window for government information and services.
Contents are in traditional and simplified Chinese, Portuguese, and English. It has both adesktop as well as a mobile version, and it contains certain accessibility features fordisabled users.
The portal offers government news, city information, service formalities, and eServices and has areas for citizens, tourists, and merchants. It is also a useful gateway tothe public sector, with links to all government agencies and committees. The government
portal is supported by software applications to allow users to enjoy a variety of services.
There are catalogs of job matching, social benefits, vehicles, public libraries, which aremainly providing documents and searching, applying and paying. Through the
deployment of these software applications, the government expects to streamline its
internal processes, ultimately to improve its overall efficiency.
Reconstruction of the Government Portal is underway. The revamped website will beservice-oriented, with improved functionalities and a more comfortable to use interface
to provide personalized service. The user, with the use of the unified government service
account, will be able to view ongoing government applications, receive personalized
reminders, etc. In addition, the organization of the contents of the website, including eservices, service formalities, or government information, will be redesigned so that it will
be more natural for the user to find the services or information they need. The user willable to find the services they need without any knowledge of the agency that provides theservice.
4.5

Government CIO [GCIO]

To form a regularized and systematic mechanism at the operation level, and tostrengthen cross-agency collaboration, a dedicated working team which includes theagency leader, IT head, and personnel of its IT and related business units has been formed
in all government agencies. This will ensure there is enough coordinating and execution
capability to support the effective operation of the cross-agency collaboration mechanism.
The working team is responsible for promoting the optimization and digitization ofinternal management and external service related works such as work procedures andpublic services, improving the internal operations while at the same time facilitating
cross-agency collaboration.
The GCIO system of Macao is divided into two levels: government and agency. SAFP,
with its coordination role in EGOV development of Macao, assumes the role of GCIO for
the whole government. The leader of the working team of each government agency issimilar in role to the GCIO for the agency. Moreover, in order to equip team memberswith the skills of a GCIO, a GCIO training program is created for the team members.
Training for the agency leader and IT heads will be tailored towards the capacity of amodern GCIO. Training for IT personnel will be emphasized on current trends andtechnologies in EGOV, and those for business personnel, training will be emphasized on
the business aspects of EGOV. The goal of the training is to support the effective
implementation of the EGOV General Plan.
Also, the Coordination Committee of Public Administration Reform, chaired by the
Secretariat for Administration and Justice and with representatives from the Chief
Executive’s Office and all secretary offices, will supervise the implementation of the229

EGOV General Plan, including the GCIO system of Macao, and the optimization anddigitization of service procedures.
4.6

E-Government Promotion [EPRO]

The Macao SAR Government is in charge of e-promotion in Macao. Promotion isboth within and outside the government. Within the government, training, seminars, andworkshops are provided to the directors, chiefs, IT personnel and related businesspersonnel of public organizations, government agencies, and entities to raise the overallawareness of civil servants of various levels on the tasks of the EGOV general plan.
Meanwhile, all government agencies are encouraged to organize internal training on
information security and crisis management strategies and related practical operations,raising the knowledge of the related strategies and handling of practical operations of thecivil servants of various levels.
As for the public services, electronic promotion governance is done by using
dedicated websites, organizing seminars, exhibitions, and publicity means, etc. andthrough the use of multimedia (both social and traditional) such as to publicize electronic
governance projects. For example, some government agencies use WeChat to announceand promote their new services.
The awareness level, as well as participation of the public, is also raised by providingthem with easy to use and quality e-services and application so that the services become
part of their daily lives.
In addition, The Science and Technology Development Fund held by the Macao
Government, provides financial assistance for education, research, and projects that are
related to science and technology policy objectives. At the same time, through multiform
conferences, forums, training, publications, the government tries to improve the eGovernment promotion.
4.7

E-Participation [EPAR]

Government agencies use different channels to connect to the public, including
websites, mobile apps, social media (WeChat, Facebook, YouTube, etc.), and traditional
media in order to reach a broader audience. Different levels of the governments, such as
the office of the Chief Executive, and offices of the five secretaries are all using dedicatedwebsites to communicate with the public. Also, the SAR Government has a mechanism
for the dissemination of news. To use a single platform, government agencies can submit
news to be delivered to the public through different channels.
To realize the "sunshine government" policy and to facilitate a deeper discussion of
public policies, the SAR Government has a guideline that requires public consultation to
be done before the formulation of major policies. Some government agencies use thegovernment portal, their agency website, or a dedicated website for policy consultation.
The government portal also has a "Policy Consultation" page for that specific purpose,
allowing easy access to policy consultation information for the public.
To further facilitate e-participation, the first stage of the Consultation Service
Management Platform has been completed. It will be integrated with the government
portal to become a single entry point for public consultation and opinion collection. The
platform will be disseminating information about consultations through the government
portal, agency websites, mobile applications, social media accounts. It will also provide
relevant agencies with a means to manage and monitor consultation activities. Moreover,230

for the organizers of consultation activities, the platform will also provide essential
services for consultation such as a standardized survey template and statistical tools.
4.8Open Government Data [OGD]Currently, the SAR Government has already opened up its geographical,
transportation, and tourism data such as maps, carparks, buses, etc. to the industry in orderto enhance public services and to satisfy the needs of the citizens. A study in open
government data is being done. The result of the study will help develop an open data
policy and a long-term plan. This will not only satisfy the needs of the people but will
also drive the development of the local IT industry and facilitate the development of
talents.
Regarding opening up internal government information, according to the EGOV
General Plan, the government portal is being revamped to organize better the information
provided. As the first phase of the open government information initiative, a dedicatedwebsite that contains information about business trips by government officials has beencreated so that the public can better monitor the government, thus improving transparency.
Other government information which is currently being provided in the government
portal is consultation and government recruitment information.
4.9

Cyber Security [CYB]

The Macao SAR Government has placed heavy emphasis on information security to
reduce the risk of data leakage and cyber-attacks. Works have been done in the following
three aspects: organization and management, laws and regulations, and promotion andeducation.
In the organization and management aspect, “Office for Personal Data Protection”
was established in 2007 to supervise and coordinate the public implementation of andcompliance with the Personal Data Protection Act (Law 8/2005), and devisingprofessional secrecy regulations as well as supervising their implementation. On the other
hand, the Judiciary Police is responsible for preventing and combating against cybercrime.
The Computer Forensic Division was established in 2010 to enforce criminal
investigation and forensic science respectively on cybercrimes.
The Macao SAR Government has put in substantial efforts on the construction of
network infrastructure. To ensure information security within the government, InforMac,
the government intranet, has been in use since 1996. It is a closed network environmentthat provides secure and fast data transmission within government agencies. The first
Government Data Centre started its operations in 2010 to provide network infrastructureservices to government agencies, which aims to manage the security of the network
infrastructure and the applications centrally. On the other hand, in order to enforce theeffectiveness of cybersecurity information sharing, a mechanism for the notification of
information incidents which involves SAFP, Office of the Government Chief Information
Officer (OGCIO) of Hong Kong SAR, Hong Kong Computer Emergency Response Team
Coordination Centre (HKCERT), and Macao Computer Emergency Response Team
Coordination Centre (MOCERT) has been established, raising the level of information
security of both regions.
In the laws and regulations aspect, to reduce risks arising from the rapid developmentof information technology, the Macao SAR Government has introduced legislation such
as Macao's National Security Law, Personal Data Protection Act, Combat Against
Computer Crime Law, and Electronic Documents and Signatures Law, etc. These laws
play critical roles in maintaining secure operations of the Macao SAR. In addition, in
231

2009, SAFP issued the Information Security Policy Guidelines and Information Security
Management Framework documents to regulate the information management ofgovernment agencies. Currently, legislation work is currently underway in the area ofcybersecurity.
In the promotion and education aspect, the Judicial Police, Office of Personal Data
Protection and SAFP organize conferences, seminars, and workshops regularly to raise
public awareness and promote ethics on information security. The Training Centre for
Public Services, under SAFP, also provides information security-related training courses
to civil servants.
In order to measure the information security level of the SAR Government, SAFP
together with MOCERT conducts the annual Macao Information Security Survey to
examine and analyze the shortcomings in the overall information security of the SAR
Government.
A cross-secretariat team chaired by the Chief Executive and coordinated by the
Secretariat for Security was formed in 2015 to facilitate works on cybersecurity.
Representatives from the Chief Executive’s Office, all five secretary offices, and related
core agencies facilitate cybersecurity works using a top-down approach. SAFP, as theagency responsible for the promotion of EGOV within the government, has developed
the optimization plan for information security and crisis management for 2016-2019.
4.10 The use of Emerging ICT [EMG]
According to the EGOV General Plan, the Macao SAR Government is continuously
enhancing its software and hardware infrastructures through Cloud Computing Strategy.
In terms of hardware infrastructure, firstly, using cloud computing’s features of efficient
deployment and stability, together with information security and crisis management,
gradually equip the Government Data Centre with cloud computing capabilities offering
network infrastructure services with high performance, high scalability, high stability, andhigh security—Cloud Infrastructure as a Service (IaaS). At the same time, we will makeuse of the IaaS for the sustained development of various platforms—Cloud Platform as aService (PaaS), such as Public Services Management Platform, Data Exchange Platform,
and Open Information Service Platform, etc. On top of the PaaS, a series of software
applications, services, together with the Common Application Module Library—Cloud
Software as a Service (SaaS), will be provided to citizens and government agencies. The
construction of the second Government Data Centre will be completed in 2019 and using
the lessons learned from introducing cloud computing functionalities in the first phase;the two data centers will be complementary to each other. This way, on the one hand,cloud infrastructure services can be effectively expanded; and on the other, a highavailability mechanism will be developed across the data centers, thus realizing seamlessexpansion, and providing a solid foundation for the development of cross-agency
information systems, resource integration and sharing, and collaboration.
Regarding the data mentioned above centers and the Cloud Computing Strategy,
firstly, the development of internal administrative management will be facilitated, andmore public e-services will be delivered. Secondly, cross-agency data exchange will be
enforced. It also enables an opportunity to open up data from public sectors to encourage
innovation on using and reusing the data, which will lead to building sustainableeconomic diversification and delivering better public e-services.
The SAR Government has also started some big data and Internet of Things (IoT)
initiatives. For example, big data technologies are being used at the Macao Customs, and232

also by the Health Bureau in the form of electronic exchange of medical records. IoTtechnology is being used in tourism area to improve tourist experience.
5

Some Highlights

Macao has among the top network infrastructures with a strong emphasis on
cybersecurity. Progress has been made according to its EGOV General Plan, whichemphasizes on services and coordination, especially in the optimization and digitizationof service procedures and public services. As a result, with the development of common
platforms and modules, and relevant legislation, Macao is performing well on“Management Optimization” and “Online Service”.
The Macao SAR Government Portal is being revamped to be service-oriented and toprovide improved personalized e-Services to all kinds of needs of citizens, non-citizens
and business. With the role of GCIO clearly defined and also the formation of dedicatedworking groups in the agencies, Macao’s GCIO system is steadily progressing. Promotionof e-government is done through training, publicity, and provision of quality services suchthat e-government is reaching out better to the public. Public participation has increased
due to online policy consultation and the use of social media to disseminate information.
Macao has already opened up its geographical, transportation, and tourism data to theindustry to enhance public services and to satisfy the needs of the citizens. Continuous
efforts are being made in opening up more government information. Macao has also
started to employ emerging technologies to provide quality services.
Macao’s electronic governance development emphasizes on the optimization anddigitization of service procedures and public services and through the development ofcommon platforms and modules, and relevant legislation. It is still in the development
stage; however, it is observed that a concerted effort has been made to implement
according to the EGOV General Plan to gradually promote electronic governancedevelopment of Macao. In addition, a strengthened coordination mechanism plays animportant role as well.

233

Malaysia
1

General Information

Area: 329,847 km2
Population: 30,513,848
Government
monarchyType:

constitutional

GDP: $26,600
Internet Users: 78.8
Wired (Fixed Broadband Users): 9
Wireless Broadband Users: 91.7
2

Positioning in a Global Organization and a Region

Among ASEAN countries, Malaysia has high scores on e-participation, cybersecurity
and management optimization. These scores surpassed the world and ASEAN’s averageand close to the Singapore’s – the e-Government leader in ASEAN region.
In APEC countries, Malaysia only exceeds the group average on management
optimization and e-participation. Other indicators are below the mean of APEC and global.

3

Digital Government Development

E-Government has long been an interest of Malaysia government since 1996 with theestablishment of the Multimedia Super Corridor (1996). A transformation vision toward2020 including 12 national key economic areas (NKEA), of which e-Government is oneof essential entry point project was announced aiming to “increasing the accessibility,
speed, and transparency of government services”.
Since e-Government is high on the agenda of Malaysia government, it has received
substantial financial, institutional and legal supports. Lots of efforts have been carried out
by the Government in order to promote e-Government development.
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4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 78.8% of Malaysia’s population were Internet users in 2017,
according to the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). Among them, wired broadband subscribers accounted
for around 9% while more than 91.7% of the total population have a wireless broadband
connection.
4.2

Management Optimization [MO]The Malaysian Public Sector ICT Strategic Plan (2011-2015) is the latest national eGovernment strategy which draws strategic direction on the implementation ofInformation and Communications Technology (ICT) in the Malaysian public sectors.
The strategy emphasizes on delivering innovative, efficient and quality citizen andbusiness-centric services by leveraging on the pervasive use of ICT. The ultimate aim isto achieve a Citizen-Centric and Whole of Government public service. 5 programs and 6
policy targets have been identified in the strategy
A secured, dedicated, centrally managed Government consolidated ICT network
infrastructure for Government agencies named “1Gov*Net” has been implemented withthe target to transform ICT network infrastructure via consolidation to optimize resourcesand value for money for strengthening the Government service delivery system. To date,
10.600 government premises are linked to 1Gov*Net. Besides, a government cloud called“1GovCloud” has implemented by The Malaysian Administrative Modernisation andManagement Planning Unit (Mampu) in order to create a private, secure and dedicatedplatform for government agencies.
Project Monitoring System creates a collaboration framework for better managementand development of e-Government projects across agencies. There is also a Human
Resource Management Information System (HRMIS) implemented in the MalaysianFederal Government which provides a single interface to perform human resource
effectively. In addition, the Malaysian Government also employed the Generic OfficeEnvironment (GOE) with the purpose to enable efficient communication, allowing
collaboration across government officers. The government also put in place the use of anenterprise architecture framework called “1GovEA” in order to create an active strategicalignment between backend business and ICT usage in government organizations.
Toward the vison 2020, in May 2015 the Malaysian government introduced theeleventh plan reaffirms the Government’s commitment to a vision of growth that isanchored on the prosperity and well-being of its rakyat. This vision identified 6 Strategic
Thrusts which are innovative approaches (1) enhancing inclusiveness towards anequitable society, (2) improving wellbeing for all, (3) accelerating human capitaldevelopment for an advanced nation, (4) pursuing green growth for sustainability andresilience, (5) strengthening infrastructure to support economic expansion, and (6) reengineering economic growth for greater prosperity. Furthermore, to improve the plan the
Malaysian government identified 5 areas to transform Public Sector to be more efficientand productive. (1) Capitalizing on local authorities for quality services at the local level,(2) Enhancing project management for better and faster outcomes, (3) Strengthening
talent management for the public service of the future, (4) enhancing service delivery
with citizens at the center, and (5) Rationalizing public sector institutions for higher
productivity and performance.
235

4.3

Online Service [OS]The score for Online Service comprises five sub-dimensions: e-Procurement, e-Tax,
e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1 lists the online services
and its URL Address. All of those services were investigated using three factors, i.e.,
Level of Complexity, Level of Security, and Level of Convenience.
In general, most public services in Malaysia are provided digitally. However, not allof them reached the transactional complexity level.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. The National Portal presents a wide range of information
resources about government structure, government agencies, legal documents and dailynews regarding government’s operations. Information is delivered in 16 different
languages.
In technical aspect, the result of Google PageSpeed™ Insight showed that the website
operates well both from PC and from Mobile Device. The portal also provides several
contacting methods via various Social Networks such as Facebook, Twitter, YouTube,
Flicker as well as there is a feature allowing the user to receive update mail notification.
4.5

Government CIO [GCIO]

The role of government CIO is defined on MAMPU website. A self-assessment
competency for CIOs has been developed in CIO Handbook published by MAMPU, inorder to provide an opportunity for CIOs to identify any gaps for self-improvement while
performing their role as CIO. CIO-equivalent positions are also found in ministerial
agencies via the Public Sector CIO Information Systems. The office of the Malaysian
Government CIO has always been at the forefront of equipping and acculturating CIOs
in the latest technologies and ICT tools for Public Service delivery through workshops
and CIO summits.
The Malaysian government is considering to develop and assign CIO position in thegovernment agencies, departments. They had a survey for ICT perceptions, expectations,and inspirations for finding and knowing the IT skill for government officers.
4.6

E-Government Promotion [EPRO]

The Malaysia Administrative Modernization and Management Planning Unit
(MAMPU) is promoting the use of e-Government.
MAMPU also carries out e-Government promotion programs such as conferences,
exhibitions, seminars throughout the country. As for assessment mechanisms, theElectronic Government Steering Committee and Government IT and Internet Committee
are the two oversight bodies, evaluating the e-Government implementation at national
level. The Electronic Government Activities Act of 2007 provides the legal framework
for e-Government implementation in Malaysia. Under the law, the Malaysian Public
Sector ICT Strategic Plan is still ongoing.

236

4.7

E-Government Participation [EPAR]

The national portal www.malaysia.gov.my is beginning to evolve from just merely
providing e-information to providing e-consultation services as well. It is also thegovernment one-stop-shop for interacting with citizens. The portal provides information
on government such as policies, government procedures, the national budget, andlegislation. The website has some facility for encouraging citizen feedback and conducts
simple online surveys.
As the e-Services can support participation in processes involved in government ande-participation is hence firmly related to e-Government and by providing e-Services suchas MY ID, My SMS, MY Health, My procurement, My Ideas, and increasing the benefitsof citizen, Malaysian government wants to increase e-participation. In addition, SMS is
utilized as an ultimate channel to provide user access to government services. An
electronic touchscreen is installed at every service counter in order to receive user
feedback for the service provided.
4.8Open Government Data [OGD]

The official open data portal of Malaysia government is located at data.gov.my which
recently involves 32 organizations in 10 sectors as providers with totally 1121 datasets
provided to date. The data were published mostly in XLSX and CSV format. Only in 2
states, Freedom of Information is enacted (Selangor and Penang).
4.9

Cyber Security [CYB]

By 2013, a total of 10.636 security incidents was detected by MyCERT, involving all
kinds of cyber security threats such as fraud, intrusion, spam, maliciousus code, and soon.
The Malaysian Government has strengthened the role of Cybersecurity Malaysia byOrder of the Ministers of Federal Government Vol.53, No.13, dated June 22, 2009, byidentifying Cybersecurity Malaysia as a national info security coordination center thatprovides ICT security specialist services and continuously monitors threats to the national
security.
In terms of cyber laws, Malaysia has enacted the Digital Signature Act of 1997;
Computer Crimes Act of 1997; Telemedicine Act of 1997, e-Commerce Act of 2006,
Electronic Government Activities Act of 2007 and the latest Personal Data Protection Act
by 2010.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
MY E.G. Services Berhad (“MYEG”) is a concessionaire for Malaysian ElectronicGovernment (“E-Government”) MSC Flagship Application. Over the past 5 years MYEG
has invested in and is currently deploying our next-generation technologies based on The
Internet of Things (“IoT”) solutions. We believe that the deployment of IoT coupled with
big data analytics will bring significant improvements to our overall quality of life. Our
environment will increasingly anticipate our needs as opposed to responding to ouractions. MYEG implements cutting-edge IoT solutions that is being deployed on anationwide scale for the first time anywhere in the world.

237

A government cloud called “1GovCloud” has implemented by The Malaysian
Administrative Modernisation and Management Planning Unit (Mampu) in order tocreate a private, secure and dedicated platform for government agencies
5Some Highlights

Management Optimization is always the strong point of Malaysian government withmajor initiatives have been implemented: the government ICT network “1Gov*Net”; theenterprise architecture framework “1GovEA”; government shared services such as
Digital Document Management System, Service Intelligence (SI), Government Risk andCompliance Scorecard (myGRiC); and so on.
Regarding online services, this year, Malaysia government is on its way torestructuring several significant services including customs service. A so-called initiativeuCustoms was introduced as “a fully integrated, end-to-end, and customs modernization
solution that delivers single window for goods clearance”, is expecting to complete no
sooner than 2017.
The national portal as well as the one-stop-shop services - malaysia.gov.my - seems
to be far outside of Malaysia, which prevented the evaluation process, resulted in a lowscore for Malaysia in the national portal and online service dimensions.
Malaysia government is also putting great efforts to meet the minimum points
required to join by Open Government Partnership. To meet the requirements, several
challenges are recommended to focus on the right to information, asset and conflictinterest disclosures and citizen engagement.

238

Mexico1

General Information

Area: 1,964,375 km2
Population: 123,166,749
Government Type: Federal Presidential
Republic
GDP: $18,900
Internet Users: 59.5
Wired (Fixed Broadband Users): 12.7
Wireless Broadband Users: 58.8
2

Positioning in a Global Organization and a Region

All indicators except the e-Participation (EPAR) and Open Government Data (OGD)
indicators are below the average score of OECD and APEC members.

3

Digital Government Development

The Mexican government was already making widespread use of ICT by the end of
the 1990s. There was no overarching e-Government strategy for the federal government
until 2001. In Mexico, the Institute for Statistics, Geography, and Informatics (INEGI)
were in charge of the federal government’s IT policy. In 2001, the President’s Office forGovernment Innovation officially introduced e-Government as an initiative to digitalize
and modernize government. E-Mexico was a related initiative focusing on connectivity
and electronic access. E-Government became one of the six pillars of the Good
Government Agenda in late-2002, thus consolidating it as a central strategy of the
Mexican Government.
Mexico has a long-standing commitment to using ICT to support public sector
reforms and foster good governance by improving transparency, quality, and efficiency239

of government. The Mexican government also adopted an initiative called e-Mexico
National System that aims to increase the connectivity between all levels of government,
the IT industry, and academic institutions until 2025. Through this plan, they would liketo provide contents to the citizens, for instance: e-health, e-learning, e-education, and eGovernment. In October 2013, Mexico launched its National Digital Strategy to promote
the use of Information and Communications Technology. The National Digital Strategy,“Digital Mexico," is the digital action plan the Government will implement over the next
few years to encourage the adoption and development of Information and ICT and insert
Mexico into the Information and Knowledge Society.
The Strategy sets out the challenges Mexico faces in the digital context and the way
it will cope with them through five primary objectives: 1) Government Transformation,2) Digital Economy, 3) Quality Education, 4) Universal, Effective Health, and 5) Public
Safety. The primary goal of the strategy was to achieve a "Digital Mexico” in which
technology facilitates economic development and improves the quality of citizens’ lives.
Based on policies for a digital government, Mexico seeks to build a new relationshipbetween the government and citizens.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 59.5% of people in Mexico were Internet users in 2017, according to
the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). About 12.7% have fixed-broadband subscriptions, andwired broadband subscription has reached 58.8%.
4.2

Management Optimization [MO]The Mexican government also adopted an initiative called e-Mexico National Systemthat aims to increase the connectivity between all levels of government, the IT industry,
and academic institutions until 2025. In October 2013, National Digital Strategy, “Digital
Mexico”, is based on precise definitions, enabling those involved to strive to achieve theobjectives set forth therein, which are aligned with the primary goals of the National
Development Plan 2013-2018 that guide the government’s efforts.
4.3

Online Service [OS]The score for Online Service is based on five investigating online services, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and their URL Address. All of those services were investigatedusing three factors, i.e., Level of Complexity, Level of Security, and Level ofConvenience. Cybersecurity and e-commerce laws were found at national and subnational level but some of them are pending. Compared with other countries in Central
America, Mexico had very good e-Services. e-Tax is the highest score, compare to other
online services.
Regarding complexity level, most of Online Service in Mexico has dynamic sites
available. It allows downloading of forms and submitting them back to government
agencies. In addition to that, only e-Tax has implemented security measures such as SSL,
Site Authentication, and Password Protection for obtaining the services.
For measuring the level of convenience, the third party application result has shownthat e-Service portals expect e-Health are above the average considerably regarding speed.
These mean they are using only the static information. The third party application forassessing the portal is the application from Google PageSpeed™ Insight.
240

4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. The national portal “http://www.gob.mx/” is a part of the
Mexican Government Portal and gives citizens a single entry to e-Government services
online. The Citizen Portal uses a customer relationship management strategy to better
present its content according to users’ needs. The portal uses a technological platform thatenables interoperability and standardization across different government offices. In
technical aspect, the result of Google PageSpeed™ Insight showed that the website
performance is above average both from PC and from Mobile Device. However, the portal
does not provide the user with some functionality such as other language, and it is still abeta version.
4.5

Government CIO [GCIO]

Regarding the Government CIO in Mexico, the CIO is appointed only nationally. The
Director of the e-Government and IT Policy Unite at the Ministry of Public
Administration hold the equivalent post of GCIO. There is no information about any CIO
association or organization. There is not a CIO training course found in Mexico.
4.6

E-Government Promotion [EPRO]In Mexico, the law on e-Government was adopted at the national level but not at the
sub-national level. The e-Government master plan and policies exist only at the national
level. There are no government activities such as organized conferences or citizen training.
There are no think-tanks or funds for developing e-Government in Mexico.
4.7

E-Participation [EPAR]

The national portal “http://www.gob.mx/” is a one-stop-shop service for all citizens.
MexicanGovernment
haslaunchedthee-Participation
portal“http://www.gob.mx/participa”, which is a platform for citizen participation that allows,
through diverse mechanisms such as forums, surveys, and exercises of co-edition to create
better public policy proposals for the development of the country.
4.8

Open Government Data [OGD]

Mexico has recently launched the Open Data portal “http://datos.gob.mx/” that
National Open Data Policy creates and implements national policy for the publication anduse of open data that is clear, provides legal certainty, uses open and interoperable
standards, and is guided by the principle of maximum publicity. According to the site,
there are currently over 16,500 datasets and 221 institutions hosted on the site on in late
February 2017.
4.9

Cyber Security [CYB]

In 2001, the Steering Committee of the Forum of Incident Response and Security
Teams (FIRST) officially granted (DGSCA-UNAM) the approval to operate as a national
CERT. The Coordination of Information Security (CSI) / UNAM-CERT of the Directorate
General of Computing and Information Technology and Communication, UNAM is ameeting point which can turn the computing community for information, advice andservices security; and to exchange experiences and points of view, thereby establishingappropriate security policies, reducing the number and severity of security problems andspreading the culture of computer security.

2414.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and Internet of Things (IoT). Mexico
has attempted to implement Cloud Computing for Public Sector such as Mexico's Tax
Administration System (SAT). However, the evidence shows that it is not officiallylaunched. Other emerging technologies for government agencies are still nullity in
Mexico.
5Some Highlights

Mexico has an impressive point on e-Participation, Open Government Data, andNational Portal. Mexico has a high score on e-Participation that is the result of the digital
government item in the Good Government Agenda and is also part of the e-Mexico. The
citizen participation portal, “http://www.gob.mx/consulta/” is a proposal by theGovernment of the Republic to promote citizen participation through digital means, as away to improve public policies, making them more effective and achieve more significant
impact on the daily lives of people.
Mexico still has the weakness. The use of emerging technology and Government CIO
are the weak points of Mexico. As for the emerging technology, one of Mexico's
governmental agencies transitioned to Microsoft's cloud computing services with the aim
to improve its services to Mexican taxpayers. No evidence make clear about Government
CIO, even if there is a law creating the position of the CIO in the government and adocument defining the role and function of the CIO in Mexico. Moreover, Mexico has alow score on Cybercrime Countermeasures, and there also is not any evidence aboutcybersecurity strategy or action.

242

Morocco
1

General Information

Area: 446,550 km2
Population: 33,322,699
Government
Type:
Parliamentary
constitutional monarchy
GDP: $8,300
Internet Users: 58.3
Wired (Fixed Broadband Users): 3.7
Wireless Broadband Users: 46

2

Positioning in a Global Organization and a Region

3

Digital Government Development

In 2008, Moroccan government planned to start the program “Digital Morocco 2013”
from 2009. Nowadays Morocco completes “Digital Morocco 2013” and moves to thenext step, which is setting up a new plan called “Morocco Digital Program 2020” in orderto improve the competitiveness of the country. ‘This digital program aims to accelerate
Morocco’s digital transformation, promote Morocco as an attractive destination foroutsourcing services, and reinforce the country’s status as a regional digital hub.’ (Thedevelopment of Morocco’s IT sector). The program focuses on 4 factors: reducing digital
gap, improving e-government service, putting Morocco at a digital hub in Frenchspeaking Africa position, and paying attention to a human resource such as training more
ICT professionals. Morocco gives itself a goal that positions Morocco in the frontline of
e-commerce and digital government in the Africa region.

243

4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
So far, 58.3% of the population, less than 20 million people use the network I
Morocco, which means the index of networking using remains low. For prepare network
infrastructure, Morocco launch Moroccan Agency for Investment and Exportation
Development to set up an economic model. This agency can count to a country’s service
for enterprises since this strategy that the government pushed will attract more investment
so giving national industries space and opportunities to develop networking. Moreover, italso has a function that coordinates different actors to ensure network infrastructureelevate smoothly.
4.2

Management Optimization [MO]Moroccan government creates structures to manage and plan e-participation
activities. “The e-Government Steering structures (SPGOV) are governmental
departments and public institutions involved in e-government projects” (gov.ma) This
department mainly focus on assist defining projects, preparing necessary resource formaking plan, monitoring the implantation of the plan, and reporting to the InterMinisterial Committee for e-government (CIGOV) the progress of plan. Also, Computer
Emergence Response Team (ma-CERT) was established and is responsible forsurveillance, detect and respond to cyber-attacks. This department administrates the egovernment operation environment. There is no new management policy in Morocco this
year.
4.3

Online Service [OS]https://www.service-public.ma/ and http://www.egov.ma/ are online service website
for the general public. For https://www.service-public.ma/, there are 14 different sectors
for people to search the service they need. This website seems able to answer most of thepeople’s questions about living in Morocco but the truth is under some titles theinformation is far from enough. When citizens want to apply for some services and click
the corresponding title, there is nothing but a brief introduction that introduces you how
to go to the government site to complete your application. The operations of requirements
are not implemented online. For http://www.egov.ma/, this website is not a genuinely
online service webpage, but it is more like an information website that giving awarenessof some e-government activities. However, citizens can search for useful informationfrom this website, for instance, giving directions on how to register car online.
4.4

National Portal [NPR]

http://www.egov.ma/ and http://www.maroc.ma/ are national portals of Morocco.
http://www.egov.ma/ mainly includes information about Digital government projects,
strategies, the introduction of e-government departments and the path to online service.
http://www.maroc.ma/ is the platform that realizes Morocco’s national news which statescountry’s actions and political matters. This website links to other websites to apply
various services, for example, portal of public services will link to the website
https://www.service-public.ma/en, clicking portal of public employment will link to thepage of http://www.emploi-public.ma/. However, there is not every service page has an
English version. A lot of public websites only serve in Arabic and French.
4.5

Government CIO [GCIO]
There is no policy or strategy can be found about Government CIO in Morocco.
244

4.6

E-Government Promotion [EPRO]

As 2017, Moroccan e-government ranks at No.37. Comparing to the rank 82 in 2014,
Morocco did have massive development on e-government, and also to see Moroccan
government push D-government promotion harshly. DPGOV is the steering departmentof the e-Government program. This structure is in charge of 4 functions: strategic
management, steering, assistance, and promotion. Moroccan government gives anindividual department to supervise the promotion. Moreover, “Digital Program 2020”
plans to improve access to the internet through free Wi-Fi in public spaces and digital
literacy programs.
4.7

E-Participation [EPAR]

According to egov.ma website, the definition of e-participation that government
gives is “ICT improves citizen participation by allowing them to better interact with the
Administration” (http://www.egov.ma/en/e-participation). The reason why thegovernment pays some attention to e-participation is e-participating supplies access for
citizens to realize policies, receive public service information, and join in public decision
making. By now, Morocco government releases one suggestion box for the improvementof the administration which called Fikra. Moreover, there are three forums: 1. your ideas
for new eGov services. 2. Your ideas for simplifying administrative tasks. 3. Your ideas
for improving the Administration. Citizens can comment on laws and check the status ofsuggestions that have been submitted.
4.8Open Government Data [OGD]

Morocco sets up a visualization engine, Marocviz. The function of this new engine
is “Open Data enables governments, businesses, and entrepreneurs around the world toact as a catalyst and tool for social and economic change in diverse sectors.” (Morocco
open data visualization engine). This visualization platform for Morocco’s public data
was created by 4 reasons, which means this 4 factors are benefits or convenience that
Marocviz can bring. 1. Deliver direct benefits to citizens and communities, and change
how citizens perceive open data. 2. Solve two major challenges for journalists (e.x.
helping to collect documents) 3. To ease the use of government data as a resource forbusinesses and entrepreneurs. (e.x. helping companies by facilitating access to valuable
government data and simplifying their communication.) 4. Stimulating innovation,scientific discovery and public debate in Morocco. (e.x. Marocviz brings together the
public data of the Moroccan government from a variety of agencies and carries out thework of information aggregation and visualization.)
4.9

Cyber Security [CYB]

Morocco still uses the National Cybersecurity Management System. However, in theplan “Morocco Digital Program 2020”, “some projects are launched to strengthen the
consumer's protection and enforce the market legislation. The General Confederation forEnterprise in Morocco (CGEM) implemented an “e-thiq@” label that aims to categorize
trading websites based on a list of criteria” (The Development of Morocco’S IT Sector).
4.10 The use of Emerging ICT [EMG]
The economic model that is included in the plan “Morocco Digital Program 2020”
may be an emerging area that uses ICT but there is no resource shows that new ICT
technology is applied.

245

5

Some Highlights

Comparing to last years, Morocco launches a new important program “Morocco
Digital Program 2020” this year. In this plan, Morocco government aims to have morehuman power by training IT professionals, boost public service by reinforcing Digital
Government and engage competitively IT economic models by setting up Moroccan
Agency for Investment and Exportation Development. Morocco government pushes hard
to extend the expertise in the IT area and tends to improve the proficiency of IT to attract
more investments.

246

Netherlands
1

General Information

Area: 41,543 km2
Population: 17,016,967
Government
Type:
Parliamentary
Constitutional Monarchy
GDP: $ 50,800
Internet Users: 93.2
Wired (Fixed Broadband Users): 42.2
Wireless Broadband Users: 87.8
2

Positioning in a Global Organization and a Region

Among OECD Countries, the Netherlands has a better score than the average scoreof OECD in Management Optimization, Online Service, and National Portal. However,as shown on the above picture, the Netherlands is very low on the e-Government
Promotion. A contradictive situation between e-Government Promotion and the Online
Service including Management Optimization has indicated that most citizens know how
to use e-Government service. As a consequence, Netherland decided to reduce eGovernment Promotion program.
These achievements also reflect the position in the European region in which the
Netherlands is approaching Singapore, the best country in the region, in the Management
Optimization.
3

Digital Government Development

Following on from the previous Digital Agenda (2011 – 2015) which was focused onstrengthening the pre-preparation and digitization of the government itself such asservices to citizens and businesses, the Dutch government had worked on the new Digital
247

Agenda containing more comprehensive approach and a broader scope of short-term
activities (2016 – 2017) based on the following lines of action:
1. Education, knowledge, and innovation
2. Open and high-speed infrastructure
3. Security and trust
4. More scope for entrepreneurs
5. Digitization of sectors (industry, healthcare, energy, and mobility)
The minister of Health, Welfare and Sport and the minister of Infrastructure and theEnvironment are responsible for the digitization of these sectors. They adopt the advice
from the Advisory Council for Science, Technology, and Innovation (AWTI) to make suretheir digitization by the very heart of their policy.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]The Netherlands performs quite well in Network Infrastructure Preparedness. The
broadband and fast broadband coverage is very wide and almost reaches 100%. Moreover,
97% of the household can get access to the internet. Fixed, mobile and satellite networks
are available all over the country. However, the Netherlands is performing less perfect inthe 4G coverage area. However, the Netherlands wants to play a leading role in theEuropean strategic layout plan to provide 5G services. The public authorities and industry
have initiated the 5G lab to accelerate innovations around 5G, with which many
companies can benefit from the innovative application in the areas such as agriculture,energy, living environment and so on. Moreover, arrangements for 5G multi-band auction
are expected to proceed in 2019.
4.2

Management Optimization [MO]The management optimization of the Netherland government is quite perfect. In July
2016, the Netherland government published a new Digital Agenda to digitize theNetherlands economy for the period 2016/2017 further. Generally, the digital strategy of
the Netherlands is a market-based strategy. Importantly, it emphasizes that the local
governments’ main task is to build the right environment for digital innovation, such as
cooperating work, shortening the audit time and reducing the costs of procedures as wellas promoting the development. The local and regional government may help and evenprovide financial assistance when the market fails. The various digital plan and agenda
show that the Netherlands is maintaining its relatively good pace of progress over timewith sustaining the competitiveness of the digital sector.
4.3

Online Service [OS]

There are 20 basic public Online Services available in the Netherlands which is very
comprehensive. Moreover, Netherlands government especially devoted to thedevelopment of e-health in recent days. The minister of Health, Welfare and Sport isambitious to assure 80% of chronically ill patients and 40% of the rest of the population
to get direct access to individual medical data within three years. The extra goal is to let
75% of the chronically ill to monitor their health condition independently and to get onscreen communication with a care provider all day available to everyone getting care andsupport at home.

248

4.4

National Portal [NPR]

The National Portal of the Netherlands (www.government.nl) offers a door to thecitizens of the Netherlands. Almost all information about the Netherlands is available on
the national portal. Moreover, “Overheid.nl” act as a central station and provide access tovarious e-Services.
4.5

Government CIO [GCIO]The Government office of the Netherlands is affiliated to the Directorate-General for
Consular Affairs and Operational Management (DGCB). It is responsible for the
Ministry’s information systems and operates according to requests from other parts of the
Ministry. The Project Management Organization Unit (PMO) in CIO office is responsiblefor implementing new initiatives which are project-based. The information managementadvisers in the CIO office are in charge of information policy. The advisers also manage
in record-keeping and documentary information systems.
4.6

E-Government Promotion [EPRO]The Dutch government put lots of efforts in legislation to provide enough room formodernization and innovation of digital economy which will also support thedevelopment of e-Services as well as D-Government. The recently concluded EU General
Data Protection Regulation is integral to the responsible handling of personal details. This
will come into force in 2018. Especially with the digital agenda promoted by the
Netherlands, these all emphasize the D-promotion in the Netherlands.
4.7

E-Participation [EPAR]

The Netherlands is carrying forward the modernization of its public administration.
The Digital 2017 program started in 2010 and aimed to enforce a people-oriented, andfull ICT drove public services. It intends to make all citizens and businesses to be able to
do digital business with the government before January 1, 2018. The 2016 progress report
showed that of the 550 government-wide services, 88 percent were already available
digitally. The Generic Digital Services (GDI) - a necessary digital services infrastructureof the government provided the support for the digitization process so far, and thegovernment uses the impulse e-ID to provide simple and secure access to e-Government
services and health care. Furthermore, the government is supporting citizens’ initiatives
on self-funded broadband networks such as samensnelinternet.nl, the knowledge platform
where information can be obtained about various ongoing broadband projects. Theseshow the e-participation of the Netherlands getting better.
4.8

Open Government Data [OGD]

In the Netherlands, since regional portals have been integrated into the national one,
the OGD indicator is remarkably improved. 58 % of Internet users present online forms
to public authorities. The data from pre-filled forms and online share of life events has
increased a lot. The vast increased supply of data and increased usage and political impactof the National Open Data Agenda make the OGD level in Netherlands higher.
4.9

Cyber Security [CYB]

The government has set down the National Cybersecurity Strategy 2 (NCSS2). The
strategy has five objectives which all show government is willing of strengthening digital
security and resilience. The Dutch government not only get tough with cyber-attacks andcrime but also make investment ICT products with safe and privacy-boosting.
249

4.10 The use of Emerging ICT [EMG]
Between 2015 and 2017, the deployment of cloud solutions in the Netherlands isincreasing significantly. In 2016 and 2017, many companies and institutes have set fieldlabs to exploit and test ICT applications. The country has both developed particular policy
agendas of drones and smart industry standardization. As of 2018, according to agenda,
almost all the affairs of citizens and businesses with the government can be done digitally.
Due to these improvements, the score of this indicator shall rise.
5

Some Highlights

Overall, the Netherlands is a country with high performance in digital progress,
especially in Management Optimization and Network Infrastructure Preparedness. With
the increased number of Digital Government users and the improvement of open data, thescore of the Netherlands shall be higher. It's ranking in other international ranking lists
also affirms this.
However, although the online services of the Netherlands involve many aspects, theservices are not thorough enough. Moreover, there is no indisputable evidence showing
the proficiency of the GCIO and the legalization of Digital Government. The Dutch
government shall work on these to get higher scores.
In 2018, the 19th Annual International Conference on Digital Government Research
will be held in the Netherlands. The theme of this conference is “Governance in the dataage”. Predictably, it will bring Dutch more improvement in Digital government.

250

New Zealand
1

General Information

Area: 268,000 km2
Population: 4,474,549
Government
Democracy

Type:

Parliamentary

GDP: $37,100
Internet Users: 88.5
Wired (Fixed Broadband Users): 32.4
Wireless Broadband Users: 101.3
2

Positioning in a Global Organization and a Region

Among APEC Countries, except on the e-Government Promotion, New Zealand is
excellent on all indicators. As shown on the above picture, New Zealand is exceptional in
the necessary infrastructure, Cybersecurity, Open Government, and GCIO. For
Management Optimization, New Zealand is considered more advanced than the UnitedStates, the number one country in the current ranking. However, despite the highperformance on these indicators, New Zealand has a low score on e-Government
Promotion. The situation is even lower than the average of APEC countries and global
average.
These achievements also reflect the position in the OECD region in which New
Zealand is considerably approaching the United States in the Open Data and the
Cybersecurity.
3

Digital Government Development

New Zealand has continued the e-government to the next level in which the public
services will be available in digital by default. In 2013, the new e-government strategicplan was launched with the title “Government ICT Strategy and Action Plan to 2017”.
251

The strategy comprises four integrated domains which are covered by a system assurancecomponent. The action plan contains many programme and projects. Since theinteroperability among government agencies is critical as the engine for “Services are
Digital by Default”, the projects are shared across agencies. The agencies work together
using “assembly and integrate” norm in which the build the system and preserve for
integration with other.
In e-government development, GCIO is the central role. GCIO holds the highest
authority to lead the action and the collaboration with the chief in other agency fordelivering the optimum result. GCIO in New Zealand comprises several teams that
represent specific expertise and functions covering managerial and technical aspects.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 88.5% of people in New Zealand were Internet users in 2017,
according to the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). About 32.4% have fixed-broadband subscriptions, andwireless broadband subscription has reached 101.3%.
4.2

Management Optimization [MO]In June 2013, Cabinet of New Zealand had approved Government ICT Strategy andAction Plan to 2017. It is the revised version of Government ICT Strategy 2015 due tothe dynamic ICT environment. The new plan is aimed to achieve the government’s aimof an ICT-enabled transformation of public services to New Zealanders.
The new Government ICT Strategy is led by a partnership framework which involved
critical stakeholders across government agencies. Current e-Government Strategy New
Zealand covers almost all aspects for optimizing back-end process such as the necessityof Governance and Leadership, Assurance Framework, Programs and Initiatives, and ICT
System Assurance. In all, New Zealand has fully achieved the maximum score inManagement Optimization domain.
4.3

Online Service [OS]The score for Online Service is based on five investigating online service, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Among these five Online Service, e-One-Stop Service and e-Health have the lowest score,compare to other three online services.
In term of complexity level, most of Online Service in New Zealand has reached atransactional in which user can start the transaction from applying to receiving the service
through the portal. In addition to that, the Online Service has implemented security
measures such as SSL, Site Authentication, and Password Protection for obtaining theservices.
To measure the level of convenience, the third-party application result has shown thatthree portals are above the average considerably in term of speed. E-Procurement is the
only portal that scored below average in term of page speed. The third-party application
for assessing the portal is the application from Google named Google PageSpeed™
Insight on https://developers.google.com/speed/pagespeed/insights. In addition to that, allclickable objects on the portal work as they should do.
252

4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. National Portal of New Zealand (https://www.govt.nz/)
contains proper information for local citizens and foreigners. Information about New
Zealand is available on the portal. The user can find information about culture andheritage, demographic, and government. In technical aspect, the result of Google
PageSpeed™ Insight showed that the website performance is above average both fromPC and from Mobile Device. However, the portal does not provide the user with somefunctionalities such as news and social network integration.
4.5

Government CIO [GCIO]New Zealand government has clearly defined the need for ICT leadership on eGovernment. The e-Government Strategy stated the role, the mandate, and the positionof CIO in central and local authority. CIO arranged the e-Government Action Plan fromacross agencies under a partnership framework. GCIO initiates the Partnership
Framework. Despite the influential role of CIO in New Zealand, there is no GCIO
development program found in New Zealand during the period of this research.
4.6

E-Government Promotion [EPRO]The Government ICT Action Plan covers all aspects of developing ICT ingovernment. In addition to the technical aspect, managerial and awareness are mentionedon the document. The programs, initiatives, and funding for increasing the awareness on
Digital Government have taken place. However, a few of the activities related to eGovernment Promotion has been found during this research.
4.7

E-Participation [EPAR]

Culture and society in New Zealand have been created as a high-tech society. These
factors have driven New Zealand to the next horizon of e-Government. Citizens and thegovernment can take the benefit of ICT in their daily life. For instance, the parliament
member has their website and provide the citizens with the channel to communicate.
Despite all achievements above, the absence of e-participation portal reduces theachievement of New Zealand in this indicator.
4.8

Open Government Data [OGD]In 1982, New Zealand launched the Official Information Act to participate in theFreedom of Information Act movement around the world. To strengthen theimplementation of these act, New Zealand has established Open Data Portal(https://data.govt.nz) to provide public with government information. New Zealandgovernment uses Data one.govt (Open Network Environment) as a platform for datasubmission.
4.9

Cyber Security [CYB]

New Zealand has ratified several laws and regulation related to cybersecurity. Someof them are as follow:-

Crimes Act 1961, Section 249
Unsolicited Electronic Messages Act 2007
Privacy Act 1993
Electronic Transaction Act 2002
253-

Trust and Security Guidelines
Privacy Maturity Assessment Framework
Cyber Security Strategy

In addition to these laws, New Zealand has established Government Communication
Security Bureau (GCSB) for providing information assurance and cybersecurity to the
New Zealand Government and critical infrastructure organizations, foreign intelligence
to government decision-makers, and cooperation and assistance to other New Zealandgovernment agencies. Besides that, an IT Community New Zealand initiated thefoundation of New Zealand Internet Task Force to improve cybersecurity posture of New
Zealand.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and Internet of Things (IoT). New
Zealand has attempted to implement Cloud Computing for Public Sector. New Zealand
Government has released the guidance and requirement for applying cloud computing
technology in a government agency. Other emerging technologies such as IoT and Big
Data for government agencies are still in an initial stage in New Zealand.
5

Some Highlights

New Zealand has an impressive point on Management Optimization, Open
Government Data, and Cyber Security. With the centralized style, New Zealand hasreached a high level of e-Government development. The high score in Management
Optimization reflects the high degree of connectivity and interoperability of government
information system. In this area, New Zealand is attempting to pursue the next step of
public service under the theme “Services are digital by default”. The effort to achieve thedigital by default is equipped with the proper equipment on Open Government Data which
ensures all stakeholder can take the benefit of government data. To increase the trust levelon e-Government service, New Zealand also has a remarkable Cyber Security
infrastructures.
In contrast to those three indicators. New Zealand still has the weakness. The use of
emerging technology and e-Government Promotion are the weak points of New Zealand.
As for the emerging technology, it is the new indicator for this year survey. New Zealandis commencing the use of Cloud Computing for delivering public services. Many
countries are still in the initial stage on the use of emerging ICT.
Furthermore, another weak point of New Zealand is on the e-Government Promotion.
It is hard to find any pieces of evidence related to e-government promotion strategy andactivities. One argument is that the lack of e-government promotion activities occurredbecause New Zealand does not need such programs anymore. Their citizen is aware
already of e-government service and knows how to use it.
By the increasing use of emerging ICT, New Zealand still has a chance to get a higherscore in e-Government Promotion. The promotion activities will follow the progress ofdeveloping the Digital Services by default since it needs some introductions to the citizens
about this matter.

254

Nigeria
1

General Information

Area: 923,768 km2
Population: 181,562,056
Government Type: Federal Presidential
Republic
GDP: $6,400
Internet Users: 47.4
Wired (Fixed Broadband Users): 0
Wireless Broadband Users: 21.8

2

Positioning in a Global Organization and a Region

3

Digital Government Development

The national portal, http://www.nigeria.gov.ng is no longer functional as of early
2017, and the official website of the executive branch (www.statehouse.gov.ng) is filledwith broken links. Services.gov.ng, the government one-stop-shop for interacting withcitizens, runs slowly but is semi-functional. Some Web 2.0 tools are being used to allow
more interaction between government and citizen. For instance, a citizen can contact withgovernment officials through feedback forms or email addresses available at somegovernment websites, plus the government has added some social media integration(Twitter and Facebook) to the main portal.
The government established NCC (Nigeria Communication Commission) under theguideline of the ministry of Communication and Technology to help reach out, and protect
the consumer and Internet user can access it at http://consumer.ncc.gov.ng/. It is more ofa citizen advocacy site compared with the national portal. Here, consumers and businesses
255are encouraged to send their complaints. They have access to podcasts, opinion polls, andFacebook pages as well.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]The International Telecommunication Union (ITU) estimates that in 2017, 47.4% ofNigerians used the Internet. About 21.8% of the population has access to wirelessbroadband, but the ITU claims that virtually nobody in the country (0.0%) had wired
broadband access in 2017.
4.2

Management Optimization [MO]As of 2014, Nigeria is ranked 141st in the world according to the United Nations’ EGovernment Development Index. The Nigeria government has various initiatives of agovernment strategy that includes: the National/State Economic Empowerment Strategies(NEEDS/SEEDS), the Vision 2020, the National e-Government Strategy (NeGST) and awell-formulated National IT policy. The National Information Technology Development
Agency (NITDA) was charged with the responsibility of coordination the Nigeria projectin collaboration with National e-Government Strategies Limited (NeGSt). The
Government of President Olusegun Obasanjo approved this policy in March 2001. The
Nigerian Federal Ministry of Information and Communications says that its priority is toprovide citizens with credible and timely information on government activities andprograms and initiatives to create a technological environment for Nigeria’s social andeconomic development, but little has been done regarding management optimization
although various initiatives have been rolled out.
4.3

Online Service [OS]In Nigeria there are legislative initiatives, already, aimed towards providing afavorable environment for the development of e-commerce in Nigeria witnessed
principally, for example, by the draft Nigerian Electronic Transactions Bill which is still
making its way slowly through the legislative process. On the other hand, the Nigerian
Cyber-crimes Act was recently voted into law. The draft Electronic Transactions billaddresses matters such as the formation and validity of electronic contracts as well as theform and validity of electronic signatures while the draft Cyber-crimes Act tackles some
types of criminal activity by or through computers and information systems.
4.4

National Portal [NPR]

The Nigerian e-Government portal is http://www.nigeria.gov.ng, but the portal hassome limitations. The interface is not user-friendly for all consumers, and the portal
provides mostly static information about news, the government, army, and police
activities and only link to government departments. There are no e-Services integrated
into the portal as well as no information about the social media in the portal to encourage
the Nigerian citizens to interact with their government. These limitations areunderstandable, though, in light of the limited availability of fixed broadband connectionsin the country.
4.5

Government CIO [GCIO]

There are no specific laws or mandates for CIO positions in Nigeria. The head of the
National e-Government Strategies (NeGST) may be the closest position in the Nigerian
government. However, the NeGST website does not provide details on its leadership or256

organizational structure. There are no CIO associations in Nigeria and not CIO training
course is offered by any university or training center.
4.6

E-Government Promotion [EPRO]The Nigerian Government has many plans and strategies for developing eGovernment as well as providing e-Services to the citizen. In 2007, the central
government, as part of its public service reforms, announced the intended use of electronic
payments for all public sector transactions. This electronic payment system is now in use
and continues to improve. These include salaries of employees and payment for
procurements and contracts. Also in 2007, the government of Nigeria established a public
corporation known as Galaxy Backbone to provide its technological platform for eGovernment and is working on comprehensive broadband policy and vision document
which will provide a broadband definition, performance indicators, incentives forinvestment, macroeconomic targets, deployment guidelines, and citizens charter. The
Government has articulated a clear vision for e-Government, driven by the Ministers ofInformation and Communications and Science and technology. However, e-Government
is more fragmented and allocated through many different government organizations, so it
is not accessible on the same portal like many other countries.
4.7

E-Participation [EPAR]

The national portal, http://www.nigeria.gov.ng is beginning to evolve from justmerely providing e-information to providing e-consultation services as well. It is also thegovernment one-stop-shop for interacting with citizens. Some Web 2.0 tools are being
used to allow more interaction between government and citizen. For instance, a citizen
can contact with government officials through feedback forms or email addresses
available at some government websites, plus the government has added some social
media integration (Twitter and Facebook) to the main portal.
Furthermore, the government established NCC (Nigeria Communication
Commission) under the guideline of the ministry of Communication and Technology tohelp reach out, and protect the consumer and Internet user can access it at
http://consumer.ncc.gov.ng/. It is more of a citizen advocacy site compared with thenational portal. Here, consumers and businesses are encouraged to send their complaints.
They have access to Podcasts, opinion polls, and Facebook pages as well.
4.8Open Government Data [OGD]

On September 12, 2013, the first open data portal was launched in Edo State. Edo
State is also the first sub-national government body in Nigeria and Africa to launch an
Open Data Portal. Currently, the most popular and useful open data portal for Nigeria is
operated by the African Development Bank Group, and this only provides limited andnarrowly-focused amounts of data. There is much room for improvement in this area.
4.9

Cyber Security [CYB]

In 2014, The Nigerian Government introduced National Cybersecurity Strategy. The
strategy seeks to ensure the development of information security assurance andmonitoring plan. It includes a new national mechanism on cybersecurity assurance,
adoption of fit for purpose standards for Governance, Risk and Control, Core Assurance
Capabilities, National Enterprise Architecture Framework. It also endorses the adoptionof application security testing as well as the adoption of a Balanced Scorecard Framework
for cybersecurity.
257

The Strategy provides various initiatives for the focused areas and national
mechanisms for developing and implementing Legal & Policy Measures, National
Incident Management, Critical Information Infrastructure Protection, Cybersecurity
Assurance Framework, Manpower Development, Child Online Abuse & Exploitation,
National Internet Safety, Public Awareness, Multi Stakeholder Partnership and Global
Cooperation on Cybersecurity. The vision of this strategy has set out a clear purpose,
direction and outcome of the country’s engagement in cybersecurity. The aim of thestrategy is to provide a cohesive roadmap, initiatives, and implementation mechanism forachieving the national vision on cybersecurity.
4.10 The use of Emerging ICT [EMG]
There is no doubt that e-crime is an image problem for Nigeria. The recent passageof the new Cyber Crimes bill in the Nigerian Senate may be a step in the right direction.
The bill is still awaiting passage in the Nigerian House of Representatives. There
continues to be serious controversy over the bill, including whether it contains loopholesthat will increase domestic corruption. However, it is clear that a tighter and more
effective approach to cyber-crime and cybersecurity is necessary for Nigeria.
5Some Highlights

While the recent political transition in Nigeria appears to be causing some issues, therecent passage of the new Cyber Crimes bill in the Nigerian Senate may be a step in theright direction. The bill is still awaiting passage in the Nigerian House of Representatives.
There continues to be serious controversy over the bill, including whether it contains
loopholes that will increase domestic corruption. However, it is clear that a tighter andmore effective approach to cyber-crime and cybersecurity is necessary for Nigeria
Nigeria still needs to improve further on its ICT services and telecommunication
systems. Mobile Internet holds some promise for increasing access to marginalized
sectors of the population, and there has been exponential growth in mobile subscriptions.
All Nigerian states now have some form of mobile coverage. However, there are still
millions of Nigerians with limited or no access to ICT services due to lack of network
infrastructure.
Moreover, there some new tech trends in the ICT field that Nigeria is trying toemulate to improve its telecommunication services. The Ministry of Communications
Technology is collaborating with its agencies NCC and NITDA to create and strengthen
software and improve broadband infrastructure development.
Also worthy of mention is the continuing trend of mobile banking, where subscribers
can send and receive money using their mobile phones. This has been successful due toprivate sector initiatives to reach out to citizens in rural areas who did not have access tobanks.

258

Norway
1

General Information

Area: 323,802 km2Population: 5,265,158
Government
Type:
Parliamentary
Constitutional Monarchy
GDP: $69,300
Internet Users: 97.3
Wired (Fixed Broadband Users): 40.4
Wireless Broadband Users: 101.8
2

Positioning in a Global Organization and a Region

Among OECD countries, Norway shows great performance in e-Government
progress, indicated by almost indicators have surpassed the OECD average, except
Government CIO (GCIO) and National Portal (NPR). This phenomenon was also
witnessed when comparing Norway with European Countries. In comparison with theUSA, Norway had similar scores in Management Optimization (MO). However, the eParticipation (EPAR) indicator of Norway is better than those of Denmark, the best
country in the Europe region.
3

Digital Government Development

Being one of the countries with advanced ICT infrastructure, digitalization willcontinue being the top priority in Norwegian Government’s agenda for many years to
come.
Norway has a massive advantage in online service development when in 2015 Q4,
97 percent of the population aged over 12 had Internet access at home, school or work,or elsewhere. More than 90 percent of citizens use the Internet daily (Eurostat 2014),
ranks highest in Euro and the rest of the world. Norwegians also have high expectation259

regarding public sectors, and many of them are ready for electronic interaction with thegovernment.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
The total of Internet users in Norway accounts for more than 96% of the populationin 2015, according to the Measuring the Information Society Report 2016 fromInternational Telecommunication Union (ITU). Among them, about 93% of people has awireless broadband connection, while the figure for fixed-broadband subscriptions is only
38.1%.
4.2

Management Optimization [MO]Norwegian Government has published the latest digital agenda for Norway in 2015,
in which prioritized five areas: focusing on user-centric; efficient use of ICT forstrengthening innovation and productivity; strengthening digital competence andinclusion; useful digitization of the public sector; and data protection and information
security. Difi and Ministry of Local Government & Modernization continue being
strengthened as coordinating bodies in the public sector, and the Norwegian Associationof Local and Regional Authorities will be in charge for facilitating e-Government
development at the local government level. The government also established theDigitization Council in 2016 to help government agencies succeed with their digitization
projects.
There is a national enterprise architecture (NEA) developed by Norway International
Experience Norwegian Government which consists of technical, conceptual,organizational and procedural standards. The architecture was translated into the domain
and organizational architectures at the local level.
4.3

Online Service [OS]The score for Online Service is based on an investigation of five online services: eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Regarding complexity level, most of Online Service in Norway has reached atransactional level in which user can entirely conduct their businesses online. In
November 2015, a new authorization initiative called the ID Gateway (ID-porten) for“Mobile BankID” was launched, supporting Norwegian citizens to access over 600 public
digital services via “https://www.norge.no/” one-stop-service portal. Doffin“https://www.doffin.no/” is a new national procurement portal launched in 2014, enables
public institutions in Norway to publish tender information. However, in before
registering as a member, users are required to send all necessary papers and application
documents to Doffin for manual approval. Regarding e-Health, “https://helsenorge.no/”is the Health and Care Services’ portal guiding the health services and self-service
solutions available in the health sector. All online services had security measures such as
SSL, Site Authentication, and Password Protection fully implemented.
To measure the level of convenience, the third-party application result has shown thatall portal is above the average regarding speed. The third-party application for assessing
the portal is the application from Google PageSpeed™ Insight.

260

4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information, Technical,
and Functionality. National Portal of Norway “http://www.norge.no/” contains proper
information for local citizens and foreigners. Information about the country and the latest
events are also available by linking to another portal for visitors. In the technical aspect,
the result of Google PageSpeed™ Insight showed that the website performance is above
average both from PC and Mobile devices. The portal is also equipped with several
necessary functionalities search capability, sitemap, and Social Network integration.
4.5

Government CIO [GCIO]

The Norway public administration at national and local levels does not appoint CIOs
or equivalent positions within the legal framework. The director, Agency for Public
Management and e-Government can be considered the CIO at the national level.
4.6

E-Government Promotion [EPRO]

There are numbers of strategies and documents related to e-Government and ICT
development found within national and local government level, for examples, the Norway
Digital Agenda (published annually), Difi’ strategy 2012-2015, and so on.
Regarding ICT budget, from the data of the Norwegian Government Agency for
Financial Management, an estimate of ICT procurements in the public sector in 2014 isput at NOK 16.6 billion. Thanks to the consistent and substantial funding on ICT, the useof digital services in government agencies and municipalities is increasing dramatically:use of public services online increased by 235 percent between 2010 and 2015 (based ona number of logins through the e-ID Gateway). Hundreds of services can be accessed via
e-ID login solution, and this number is still growing.
In order to reduce the size and complexity of digitalization projects, the Government
has issued the Principles of digitization projects which consists of five fundamental rules:
start with needs, think big – start small, choose the right partner, ensure appropriately
skilled leader, and iterate outcomes.
4.7

E-Government Participation [EPAR]

Since its launch in 2003, the Altinn portal has played a significant role in the growthof the awareness of citizens about electronic forms and services. Over 200 million digitalforms and messages have been transmitted via Altinn so far.
In the efforts to increase the interaction with citizens, the Norwegian Government
has put into place the use of Digital Mailbox; an initiative allows government agencies tosend messages directly to citizens. Public administration bodies are mandated to
implement the digital mailbox by the first quarter of 2016.
Digital “http://digidel.no/” is another initiative launched in 2016 where courses andtraining programs in computer literacy are provided. Some example courses are Tax
Administration’s tax return online service course or Difi’s "Learn to log in to public
utilities with BankID" course.
4.8

Open Government Data [OGD]Austria has recently launched the Open Data portal “http://data.norge.no/”. Moreover,
Norway has been ranked as the 3rd most advanced country in Open Government
according to the World Justice Project Open Government Index 2015.
261

4.9

Cyber Security [CYB]

The Norwegian National Security Authority (NSM) is considered as a cross-sectoral
professional and supervisory authority within the protective security services in Norway
is also responsible for matters of cybersecurity. NorCERT (Norwegian Computer
Emergency Response Team), a department operates under NSM, is responsible for detects
cyber incidents in Norway. To promote research, training, and education on cybersecurity,
Norway established the Center for Cyber and Information Security in 2014, with theprimary mission is to increase the national capacity to cope with security challenges indigital space.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
Norway has started to implement Cloud Computing for running One Government Private
Cloud (OGPC). OGPC offers Infrastructure-as-a-Service (IaaS) for government agencies.
E-Government National Center maintains this Cloud Computing Services. Other
emerging technologies are still immature and no evidence to prove that Brunei
implemented Big Data and IoT.
5

Some Highlights

Being aware of the high demand of citizen in communicating with public sectors via
online way, the Norwegian Government has put many efforts into building a reliable andefficient public sector for better public services delivery. Major initiatives such as Altinn
portal, Standard Portal “http://www.standard.difi.no/”, Public e-ID solution – MinID, andthe latest one - Mobile BankID, launched on November 2015 - help the country securing
its position in top 5 of Online Service delivery.
In June 2015, Nordic countries including Demark, Finland, Norway, and Sweden had
decided to cooperate on their open government strategy and implementation by sharing
their national OGP working and together promote open data. This cooperation and otherefforts of the government in promoting for open government help Norway to score 9 out
of 10 in Open Government dimension.

262

Oman
1

General Information

Area: 309,500 km2
Population: 4,424,762
Government Type: Monarchy
GDP: $71,325
Internet Users: 69.8
Wired (Fixed Broadband Users): 6.2
Wireless Broadband Users: 91.3

2

Positioning in a Global Organization and a Region

Among GCC Countries, Oman has a better score than the average score of GCC in
Open Management Optimization. As shown on the above picture, Oman is considerably
low compared to the average of GCC on necessary infrastructure, National Portal and
GCIO. However, despite the lack of necessary infrastructure, Oman has been trying totake the benefit of emerging ICT such as Cloud Computing, Big Data, and IoT. Some
progress in the area of emerging ICT has led Oman to get a better position than the averageof GCC Countries.
These achievements also reflect the position in the Asian region in which Oman isconsiderably approaching Singapore in the Management Optimization and the use of
emerging ICT.

263

3

Digital Government Development

Oman endorsed its Digital Oman Strategy under His Majesty’s grand vision in March
2003 to make contributions on developing the Omani Digital Society and e-government
in order to achieve the goals of simplifying processes, adopting technology, etc. As anentire Monarchy country, Oman set up the Information Technology Agency (ITA) in May
2006 and centralizes D-Government development by ITA. ITA is an agency to takeresponsibilities for IT infrastructure and Digital Government strategies implementation
with the practices in ICT.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to ITU Report on Measuring the Information Society Report 2017 Volume
1, Annex 2, 69.8% of people were internet users, 6.2% of people have had fixedbroadband subscriptions, and 91.3% of people have reached wireless broadband
subscriptions in 2016.
Compared the data from 2015, the percentage of Internet users slightly decreases.
The percentage of fixed-broadband subscriptions slightly increases by 0.7%. The
percentage of wireless broadband subscription increased significantly increases by 12.6%,
which shows the trend of wireless network development. With the popularity of network
infrastructure in Oman, it gives Oman a solid foundation to build its Digital Government
system.
4.2

Management Optimization [MO]By launching Digital Oman Strategies to develop D-Government, the strategy
incorporates different focus areas to specify its target at a national level and provides aclear vision and is clearly equipped with initiatives.
Oman also gives a clear framework, Oman e-Government Architecture Framework(OeGAF), for its e-governance to ensure government’s IT projects and systems sustain
can help to achieve their strategy. OeGAF demonstrates a detailed and transparent
structure to show each architecture’s responsibilities and connections. Now, official
eOman government services include:a. Sultan Qaboos Award for Excellence in eGovernment: to honor excellent andwell-impacted projects
b. G-cloud: a shared platform between ITA and other government entities
c. Oman CERT: risk and security analysis in the cyberspaced. Innovation and Support Center: think tank of keeping pace with global
development and lead the development at a global levele. Oman Government Network: a telecommunication infrastructure to interconnect
government entities
f. National Data Centre: a shared network site to connect government entities
g. The Official eGovernment Services Portal: a service provided a site for businessand citizens
h. Information Security Management Framework: to protect information assets fromunauthorized accessi. Oman eGovernment Framework
j. eTendering: to automate and implement an electronic tendering system under the
corporation between ITA and the Tender Board264

k. National ePayment Gateway: secure online payments
l. E-Legislation: substantial legal protection in the use of ICT
4.3

Online Service [OS]In online service, significant indicators, includes the level of complexity, level of
security, and level convenience, are accessed on e-procurement, e-customs, e-tax, onestop service, e-health.
In term of complexity level, except one-stop services, all of the online services inOman provide the citizen with the function of transactional payment services and require
identification authentication for user login.
In term of security level, except one-stop services, all of the other online services
provide SSL, with the limited access to user login, there is no information about password
protection and certified authentication.
In term of convenience level, according to a third party application, Google
PageSpeedTM, besides one-stop service, all other services have a relatively slow speed
to access. One-stop service is an average speed but still does not have a good score forspeed. Moreover, all websites did an excellent job on the layout with one-page width, andall clickable objects work very well.
4.4

National Portal [NPR]

There are three significant indicators considered in national portal including
information, technical, and functionality.
National Portal of Oman incorporates full information in-country information,
government information, demographic information, news, contact, the term ofuse/privacy, link to government websites either central or local government.
In functionality, the website works well on different browsers. However, the speedof the website on PC and Mobile is above average but still relatively not fast enough.
In functionality, it works well on search capability, sitemap, social network
capabilities such as Twitter, Instagram, Facebook, and YouTube, blogs, inquiry form forcontacting government, languages in English, link to available online services.
Nevertheless, this website does not have SSL, and its Listen function for the page works
not very well, which cannot provide effective accessibility for people with special needs.
4.5

Government CIO [GCIO]

Information Technology Authority considered as GCIO office in Oman. As there is
only one central office to take the responsibility, it is hard to find sub-central government
agencies or provincial/state/prefecture/ city government information. Moreover, formal
documents in the GCIO Mandate are not provided on the official website.
In GCIO development program, there is the only information that the government isworking on National IT training and awareness. GCIO provides some training projects
and certifications for civil service employees, and Community IT training project for
citizens.
4.6

E-Government Promotion [EPRO]

Digital Oman Strategy demonstrates 11 initiatives I mentioned above to promote
Digital Government. Since Oman is an absolute monarchy country, information on
265

indicating promotion of Digital Government is not very much. Moreover, Oman has
strategies to improve citizens’ awareness of IT and D-government, but more efforts on
the popularity of e-services among citizen could be considered significant. Therefore, thepublicity on promoting those e-services to citizens in order to increase the utilization rate
could be a good way for Oman to invest.
4.7

E-Participation [EPAR]

The score for E-participation is relatively low. There is no information related togovernment officers and parliament members. Moreover, since Oman is a monarchy
country, citizens cannot participate in D-development, and it is hard to find the interaction
between the government and citizens.
4.8

Open Government Data [OGD]Oman has a free Open Data portal-sharing portal that everyone can access for over
56 data relating to the Sultanate of Oman, and it has Open Data events keeping updated
and a collection of mobile apps developed on Open Data. However, the open data stillcannot be considered good enough because some of the datasets are irrelevant,ineffectiveness and in distinction.
4.9

Cyber Security [CYB]

Oman National CERT takes the responsibilities on cybersecurity with laws regulation
on cybersecurity, information protection, data security, access control, e-commerce, epayment, etc. besides National CERT, the center of information security (CIS) develop
continuous processes of security monitoring.
4.10 The use of Emerging ICT [EMG]
Cloud computing, Big Data, and the Internet of Things (IoT) are indicators
considered in this sector, and Oman does an overall good job on it.
G-Cloud is an Oman government cloud initiative for Omani government entities toprovide services relating to sourcing information and communications technology.
Additionally, infrastructure-as-a-service (IaaS) and Platform-as-a-Service are provided.
Moreover, ITA has organized competition of Open Data Innovation to encourage people
to use Open Data to find potential new business from the public.
5

Some Highlights

Compared to last year’s report, Oman improved a lot on Online Services and somebasic infrastructures to improve their official websites. The best part that Oman did an
excellent job on is Management Optimization and Online Service, and Oman has been
putting efforts on National Portal and Open Government Data.
In term of Management Optimization, Oman has a comprehensive and clear strategy
to ensure their goals, visions, and implementations. Additionally, Oman D-Government
Architecture Framework clears shows us the framework of interoperability.
Moreover, official websites for D-Government have improved a lot such as social
media interactions, mobile application development for e-services and open data.
However, Oman still has much room for improvements. The popularity of e-services
usages could be one crucial factor to improve. Oman has some national and community
projects to raise the awareness of D-Government, but it will not be effective if citizens do
not have the sense to use ICT in their daily life. With the massive increase in wirelessbroadband users, it implies that e-services can have a huge potential to invest in and even266for its future development. Furthermore, increasing the interactive involvement between
government and citizens could be a good way to gather innovative ideas and encourage
citizens to have an awareness of keeping pace with globalization.

267

Pakistan
1

General Information

Area: 796,095 km2
Population: 207,774,550
Government
Type:
Parliamentary RepublicFederalGDP: $4,900
Internet User: 15.5
Wired (Fixed Broadband User): 1.1
Wireless Broadband User: 20.1

2

Positioning in a Global Organization and a Region

3

Digital Government Development

Referring to the last year record of Digital Government Development. Pakistan has
the highest mobile penetration rate in the South Asian region; more than 90 percent ofPakistanis live within areas that have cell phone coverage, and more than half of all
Pakistanis have access to a cell phone; fiber systems were being constructed throughout
the country to aid in network growth; fixed line availability has risen only marginally overthe same period, and there were still difficulties getting fixed-line service to rural areas.
To date, there remain the primary challenge for E-Governance in Pakistan that is the low
literacy rate of people, and the top management that supports resistance to change toelectronic ways, and the unstable governmental policies. As well as the issue ofmanagement and deployment of massive ICT in infrastructure, the possible invasion ofprivacy, and the insecurity of private data from intruders, less collaboration between
268different organizations and training for employees are also a challenge. Highly qualified
professionals and monetary cost need to be provided for implementation and managementof this system, the lack of both also creates an obstacle in the way of achieving the goal.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
As of March 2017, Pakistan’s broadband users crossed 2 million. Pakistan has close
to 50,590,000 personal computer users. Over the years the percentage of households using
personal computers in Pakistan has grown substantially, and around 350,000 new
computer users are added every year in Pakistan. There is still a good deal of room for
growth, but Pakistan is making steady annual progress.
Amidst the above mentioned though and according to the Measuring the Information
Society Report 2017 from International Telecommunication Union (ITU), in 2016
approximately 15.5% of people in Pakistan were Internet users, about 1.1% have fixedbroadband subscriptions, and wireless broadband subscription has to reach 20.1%.
4.2

Management Optimization [MO]Pakistan is one of the emerging countries in the world which has been trying to makea difference in his way and implementing D-Government at an enormous rate as well as
Pakistani government believe that Information technology is a vital tool in order toaccelerate economic growth, efficient governance, and human resource development.
Pakistan Digital Government objectives have been focused on high priority areas for
improving the internal operations and management. Most objectives are intended to help
Interior better execute administrative and supporting functions that exist across theentities. These functions, while in many cases part of the “back office”, play criticalroles in accomplishing the missions for which Interior is responsible. They have also beencrosscutting and have impacts across the Department and all mission-related activities.
The usage of ICT in Pakistan is still improving day by day in internal processes, and thegovernment’s computerization efforts and the level of ICT integration are outstanding
since the last couple of years. Many reasons can constrain standardization of service
procedures and information systems in order to achieve internal effectiveness andefficiency of governmental operations. Currently followings are some objectives of theE-Government in Pakistan: Online Paying Taxes, Utility Bills, Online Shopping, Online
Banking, Booking of Tickets, Online Admission for Hajj Applications, Online Business,
Online Salary Disbursement for government employees using ATM, Network andCommunity Creation, Increase the capacity of Government, Information sharing among
government institutes and Keeping all records of the country online.
4.3

Online Service [OS]The score for Online Service is based on five investigating online service, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and their URL Addresses. All of those services were investigatedusing three factors, i.e., Level of Complexity, Level of Security, and Level ofConvenience.
To measure the level of convenience, the third-party application “Google
PageSpeed™ Insight” result on https://developers.google.com/speed/pagespeed/insights
has shown that the e-Customs and e-Tax are at average speed and efficiency, while the
One Stop Service is such considerably in doubt in terms of speed that may cause theaccess speed considerably slow to access and the e-Procurement cannot be investigated.
269

The e-Health is still the only online service in Pakistan that cannot be investigated during
the period of the survey. For a certain extent all Online Services have implemented some
Site Authentication, and Password Protection for obtaining the services. In addition tothat, all clickable objects worked an the average score for the portals of e-Customs and
One-Stop Service while e-Procurement was inefficiently low and no count for the eHealth as there was no trace on this item.
4.4

National Portal [NPR]

The National Gateway to the Government of Pakistan (pakistan.gov.pk) is thenational portal of the country to improve the communication experience between thegovernment and the public as well as provides a ‘single window access’ to informationand government services which can be accessed by citizens and organizations/ businesssector. The national portal of Pakistan has the basic interface for all government website
and to contact the government electronically. The Pakistani Government’s Web portal
presents a wide range of information resources and online services from various
government sources, accessible from a single point. Pakistan Government’s Web portal
is a gateway to improve the communication experience between the government and the
public.
Moreover, it provides information that helps the public to understand government
structure better. The well-organized portal serves as a platform that assists the public tofind desired information. It provides information that helps the public to understandgovernment ministerial structure, parliament and Senate better. The well-organized portal
serves as a platform that assists the public to find desired information. To improve users’
browsing easy access facility, the portal also allows user link with the sub-government
portal (provincial government) such as khyberpakhtunkhwa.gov.pk and punjab.gov.pk
that allow each user to visit each portal as they desire. The portal is available in the official
language of English. Presently the portal organizes services under the following
categories: Apply for Passport, Apply for Visa, Immigration, Family & Child Registration,
Pakistan International Airlines, Pakistan Railway, Emergency / Disaster Management,
Judicial System, Cause Lists & Judgments of Courts, Business in Pakistan, Electric
Supply Companies, Stock Market, Mobile Services / Internet Service Provider / Data
Centers, Employment, Banking, Tenders and Public Holidays which are mostly providing
related information for the inquirers.
4.5

Government CIO [GCIO]The D-Government Program in Pakistan is an initiative of the Ministry ofInformation Technology under the National IT Policy 2000 approved by the Federal
Cabinet in August 2000. Extensive research has been undertaken in preparation of thisprogram. This included covering all ministries of the Federal Government about theirrequirements over a period. Recently office of government CIO issue Information
Security Policy under the authority of the Government Chief Information Officer on
October 2012.
The Pakistan C National Directorate of Digital Government was established within
the Ministry of Information Technology to provide leadership and oversight for IT
spending throughout the Federal Government. In addition, each Federal agency has its
directorate of D-Government. However CIO networking event has been organizedthrough a so-called event of “Pakistan CIO Summit & Expo” for the CIOs, IT Heads and
IT Managers, including from the neighboring South Asian countries, the Middle East andother parts of Asia to gather and set the direction for adoption of new technologies throughsharing of knowledge and discussion, and the event has been held since 2013 to date.
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4.6

E-Government Promotion [EPRO]The Government of Pakistan has promulgated the Electronic Transaction Ordinance(ETO) and working towards developing D-Government services. Many organization andwebsite offer services such as D-Government.gov.pk and e-gov.pk. The latter provides
links to a variety of lists of services to the public but still a big challenge of how to keepthem lively on service.
The digital interactions between Pakistan’s government departments, citizens,businesses, employees and other governments improved from a couple of years And thisappear from the efforts to develop and promote electronic Government services. The
promotion of the use of the Internet and other information technologies to increase
opportunities for a citizen to participate with the Pakistan Government and promotinginteragency collaboration providing electronic Government services, where thesecollaborations would improve the service provided to its citizens by integrating related
functions and the use of internal electronic Government processes.
4.7

E-Participation [EPAR]

Electronic Democracy is one of the vital areas that Pakistan government has beenworking to date that the people are waiting to solve inherent civil problems of Pakistan.
Among the many projects for improvement of e-participation is the E-Democracy project
which aims to offer the citizens an opportunity to get electronic access to relevant
information related to administrative decisions concerning the open land in designateddistricts.
Initiatives of this kind by related government agencies will allow stakeholders tocontribute their opinion, either privately or publicly, on specific issues as well as will
enable ICT to support individuals in forming up their communities, to share common
agendas in progress and to shape up and empower such founded communities. Moreover,
the website http://www.ecp.gov.pk/ under the Election Commission of Pakistan (ECP)
provides information regarding the general election in Pakistan.
4.8

Open Government Data [OGD]This dimension measures the extent of the access of the general population to
information and knowledge. This includes the presence of policies relating to freedom of
information, access to publicly funded research (open content), availability of
government data in a reusable format of open data and the ability of citizens to access to
information relevant to their needs.
Given the upcoming 2013 elections, soaring foreign and domestic investments indevelopment projects, demands for increased accountability for public expenditure andtransparent budgets, the citizens’ interest in accessing this sort of open government data
has skyrocketed.
However, to date, the http://data.org.pk/ serves as Pakistan Data Portal (PDP)
claiming as one of the advanced open data portals of the world having 4-star rating
according to Open Data Portal Rating (http://5stardata.info/en/). PDP has rationallylinked data features by an advanced Indicator Dictionary. It has one of the most advanced
Indicator dictionary in the world with three steps of Indicator metadata for more organized
quality control of data attached to the indicator. PDP is one of the biggest data depository
for Pakistan's education-related data. It is now accumulating other sectors datasets into
the portal, starting with Nutrition. It also has additional features for data visualization anddata analysis. In visualization, PDP allows users to create dynamic charts and choropleth271

maps, based on user selection for any dataset in the portal. PDP allows the user todynamically query data from all the datasets from all the years into a single dataset. Users
can then perform further analysis on this queried data.
4.9

Cyber Security [CYB]

The first legal framework to address Cybercrimes was introduced in 2002 by the
Pakistan government with the name “Electronic Transactions Ordinance 2002 - ETO”.
The main objective of this framework was to facilitate and identify information,
documents, communications, electronic transactions, and records. In 2004, the Ministryof Information Technology prepared Electronic Crime Act. This act included many
legislative terms such as Cyber Terrorism, Criminal Access, Electronic Fraud and Data.
In 2016, the National Assembly passed the latest cybercrime, under the name “Prevention
of Electronic Crimes Bill (PECB)”.
In 2018, the Federal Minister for Interior of Pakistan inaugurated the nation’s firstever National Centre for Cyber Security (NCCS) at Air University, Islamabad. The NCCS
aims to develop advanced tools and research technologies to protect Pakistan’s
cyberspace, sensitive data, and local economy from the cyber-attacks.
4.10 The use of Emerging ICT [EMG]
Regarding the use of Emerging ICT, an ICT industry expert indicated that Pakistan’s
ICT sector is an important business driver and has been ranked one of the most significant
contributors to the economy over the last decade. The current technology landscape is
rapidly evolving with the emergence of enterprise cloud offerings, which in turn isaccelerating the pace of change and growth.
5Some Highlights

In this modern world where developed countries are still facing challenges in
implementing Digital Government. Pakistan is a growing child and hence have moretendency to failure for the new system. The successful implementation of E-Government
will be a significant challenge for the Government to cope with the technology issues,
Manage Change in the existing system and co-operate with the public expectations.
Regarding Cybersecurity, Pakistan Information Security Association (PISA) has
been working for the last many years to highlight this much-needed topic of MultiStakeholder coordination for combating Cyber Crimes. PISA will seek to implement an
alliance with multi-stakeholders, including government organizations, academia, law
enforcement agencies and Internet security specialists from the private and public sector.
To leverage their respective expertise and resources for fighting cybercrimes, in
responding to the complexity of the cyber-threat landscape where cybercrime
investigations are profoundly different in nature to traditional crime, requiring high-leveltechnical expertise and large-scale cross-jurisdictional investigations. It is essential that
law enforcement prioritize resources, build cross-jurisdictional and cross-sectorial
collaboration in addition to developing the technical expertise, tools, and infrastructure
required to combat threats and eventually enhance digital security effectively.

272

Peru
1

General Information

Area: 1,285,216 km2
Population: 30,444,999
Government Type: presidential republic
GDP: $12,300
Internet User: 45.5
Wired (Fixed Broadband User): 6.7
Wireless Broadband User: 62

2

Positioning in a Global Organization and a Region

Among American countries, Peru shows slow progress on e-Government
performance. Of the ten indicators, only the National Portal has a higher score than theworld and regional average point.
A similar thing happens in APEC where Peru surpasses the group average only on
the national portal. Other scores are under the group’s mean.
3

Digital Government Development

E-government in South America is considered a high priority for improving theinternal operations and management. However, levels are still low, and developments areat the initial phase. Most objectives are intended to help the Interior better executing
administrative and supporting functions that exist across the government bodies. The eGovernment strategy is drafted by the Center for Public Service Innovation (CPSI) in
association with the Department of Public Service and Administration and the State
Information Technology Agency.

273

4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]In Peru, 45.5% of the population uses the Internet, only a minimal increase comparedto the previous year, according to the “Measuring the Information Society Report 2016”
by the International Telecommunication Union (ITU). The number of fixed-broadband
subscriptions is 6.7 per 100 inhabitants, while the number of active mobile broadband
subscriptions is 62 per 100 inhabitants, the latter showing a considerable increase overthe previous year.
4.2

Management Optimization [MO]The Peruvian government released its e-government strategy in 2006 in a document
entitled “Estrategia Nacional de Gobierno Electrónico” (e-Government National
Strategy), through the National Office for e-Government and Informatics (ONGEI). In it,
the government defines five strategic objectives and some initiatives for each. With thisdocument, the government aims to promote the utilization of ICT in public administrationand the improvement of public services. The Peruvian government also established a
special committee, the CODESI, to enable and promote the establishment of theinformation society in the country.
4.3

Online Service [OS]The score for online services is comprised of five criteria: e-Procurement, e-Tax, eCustoms, e-Health, and one-stop service website. The Peruvian government maintains
websites for all five types of e-services assessed in this survey. The website for e-tax ande-customs (http://www.sunat.gob.pe) offers a high level of complexity and interaction
while providing relevant information to citizens. The one-stop service website(http://www.tramites.gob.pe) is clear and straightforward, and shows the most consulted
procedures
on
its
main
page.
The
e-procurement
website(http://www.perucompras.gob.pe)andthee-health
website(http://www.essalud.gob.pe/essalud-en-linea-2) are limited to providing information to
the citizens and offer only simple services with low complexity.
4.4

National Portal [NPR]

The Peruvian national portal offers necessary information about the country, as wellas government information and links to other government agencies. It also offers limited
information on events and news, and dramatically focuses on tourism. The website issimple and lacks many features like social network integration and feedback forms. The
legislation is also available on the national portal. The website is only available in Spanish.
4.5

Government CIO [GCIO]

The legal framework related to e-government does not consider the CIO position.
However, the ONGEI is responsible for many of the GCIO functions, such as thepromotion of ICT utilization in public administration and the implementation of thestrategy. Information regarding CIO training programs was found in at least one
educational institution. No additional information on CIO regulations was found.
4.6

E-Government Promotion [EPRO]

Through the ONGEI, the Peruvian government is working to promote the use of ICT
and the development of e-government. There exists a legal framework for promoting egovernment, although the strategy fails to include local governments. There is an annual274

fund for IT adoption of Peruvian businesses called Technology Science and Innovation
Fund. No information on publications, training programs, or events related to egovernment was found.
According to data from Dominio Consultores 2013, the government consumption on
IT is still limited, accounting for only 19% of the total market.
4.7

E-Government Participation [EPAR]

The National Digital Agenda states that e-government initiatives aim to increase
citizen participation and transparency, although there is still not enough evidence to assess
this objective. Users have access to information and contact details of elected officials,
legislation, and national budget on government websites. The president also has an
official website, which includes a feedback form.
With the growth of mobile Internet connections, the Peruvian Government focusedon providing services via mobile applications. A portal for the mobile government wasestablished to serve this purpose (http://www.movil.softwarepublico.gob.pe/). This is theplace where various mobile applications are provided to citizens.
4.8

Open Government Data [OGD]

The government is committed to provide open information to its citizens, for which
it offers an open data portal (http://www.datosabiertos.gob.pe). This site is still in its beta
version; there are currently 142 datasets available from 1,243 institutions, grouped in 10
categories. The government also offers a transparency portal, where it is possible to view
information related to different government agencies.
4.9

Cyber Security [CYB]

Peru has specific legislation on cybersecurity, and penalizes cybercrimes through aspecial section in its penal code. It also has laws on access to information, privacy anddata protection, and digital signatures and certificates. There is an official government
agency in charge of handling incidents related to cybersecurity, the PeCERT. The ONGEI
has published a national strategy for cybersecurity.
4.10 The use of Emerging ICT [EMG]
No evidence of usage or regulations by the government of emerging technologies
such as Cloud Computing, the Internet of Things, or Big Data was found.
5Some Highlights

The Peruvian government started its e-government program many years ago, but it
has seen little development in recent years. Although several efforts have been done, it
still stays behind in comparison to other Latin American countries. Its strategy also needs
to be updated and revised, and more effort needs to be put on the enabling framework.
From the range of e-services offered and the state of its agencies websites, it can be said
that Peru still lacks a holistic approach to e-Government development.

275

Philippines(Prof. Dr. Francisco Magno, De La Salle University, Philippines)
1

General Information

Area: 300,000 km2
Population: 102,624,209
Government Type: Republic
GDP: $7,700
Internet User: 55.5
Wired (Fixed Broadband User): 5.5
Wireless Broadband User: 46.3

2

Positioning in a Global Organization and a Region

Among APEC Countries, Philippines has a better score than the average score of
APEC in Open Government Data and Management Optimization. As shown on the above
picture, the Philippines is very low on the basic infrastructure and the use of emerging
ICT. However, despite the lack basic infrastructure, Philippines has been trying to takethe benefit of modernized government process through Management Optimization andOpen Government Data.
These achievements also reflect the position of Philippines in ASEAN region inwhich the Philippines considerably approached Singapore in the Open Data and theManagement Optimization.
3

Digital Government Development

The first step to position the Philippines in the information age was taken in 1997
with the formulation of the National Information Technology (IT) Plan. It envisioned an
ICT-enabled future (National IT Council 1997). To further operationalize the vision, the276Government Information Systems Plan (GISP) was unveiled in July 2000. It called forthe establishment of an online government that enables every citizen, visitor, and investor
to access public information and services online in their homes, in the community ormunicipal centers, in foreign posts, in public libraries and kiosks, and in government
offices. The plan laid down a comprehensive strategy for the computerization of
government. It identified the administrative, financing, and infrastructural requirements
to wire-up the bureaucracy (Magno and Serafica 2001). The passage of Republic Act No.
8792, or the Electronic Commerce Act of 2000, further strengthened policy support for
E-Government. This accords legitimacy for electronic transactions. Under this policy,
electronic data messages and documents are considered as having the legal effect, validity
or enforceability as any other document or legal writing.
The Philippine Strategic ICT Roadmap 2006-2010 was crafted to update the GISP.
The roadmap pointed towards the attainment of an information society that is inclusive,
people-centered and development-oriented. In this regard, ICT is considered an essential
driver of economic development. The information society is expected to supply relevant
digital content and secure a trustworthy online ecology. The roadmap stressed the role of
E-Governance, Cyber-Services, Infrastructure Investment, and Human Capital
Development (ICTO 2013).
Similar to the GISP and the Philippine ICT Roadmap, the Philippine Digital Strategy
2011-2016 echoed the key role of ICT in fueling development. The strategic plan, draftedby the Commission on Information and Communications Technology (CICT) in 2011,
fostered the vision of a connected and networked society empowered by ICT. Similar to
the GISP and the Philippine ICT Roadmap, the Philippine Digital Strategy is aligned with
the Philippine Development Plan where ICT is expected to promote economic growth andthe efficient delivery of public services (CICT 2011).
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Network preparedness measures the level of Internet use and a subscription tobroadband and mobile cellular services. As reported in www.Internetlivestats.com, theInternet penetration rate per 100 people in the Philippines climbed from 37 percent in2013 to 43.5 percent as of July 2016. This is equivalent to more than 44 million Internet
users (DICT 2017a.)
Recent trends indicate that mobile Internet use had expanded. In contrast, the volumeof SMS messages had receded. The country is moving away from being the texting capital
to becoming the social networking capital of the world. This signifies the migration fromone form of the communication medium to another. OpenSignal estimated that 68.63
percent of Internet users could see a 3G or 4G (or better availability) signal. The
OpenSignal measurement further showed that 44.14 percent of the time the users wereconnected to the Wi-Fi rather than the cellular networks (DICT 2017a).
In the 2016 Annual Report of the Broadband Commission for Sustainable
Development, the Philippines was ranked at 110 out of 187 member states of theInternational Telecommunications Union (ITU) member states regarding active fixed
broadband subscription. The country has 3.4 fixed broadband subscriptions per 100
people in 2015. This pales in comparison to the 41.58 active mobile broadband
subscriptions per 100 people for the same year. The Philippines placed 89 out of 179 ITU
member states for active mobile subscription. This indicates that mobile broadband accessis more prevalent as a mode for online connectivity (DICT 2017a).
277

In a study of digital, social media, and mobile usage around the world, it was revealed
that 43 percent of Filipinos use laptop or desktop computers to access the Internet. A huge
portion has mobile phones which constitute 87 percent of the population, while 55 percent
own smartphones. The study also discovered that 47.13 million Filipinos are active
Internet users while 35.7 million use mobile devices in accessing the Web. There are 75.4
Million unique mobile users while its mobile connection is approximately 119.2 Million.
The number of connection per unique mobile user is 1.58. Those who use prepaid
subscription total 95 percent, and 47 percent of the mobile subscriptions are Mobile
Connection Broadband (DICT 2017a).
Concerning the frequency of Internet usage, it is estimated that 46 percent ofFilipinos use the Internet daily while 30 percent use it once a week. Further, 16 percent
use the Internet once a month, and 8 percent use it less than once a month. There arearound 48 million active social media users in the country and 41 million of this accesssocial media through mobile devices. The heaviest Internet users come from 20 to 29
years old age group. The infrequent users are those who are 60 years old and above (DICT
2017a).
4.2

Management Optimization [MO]Management optimization indicates the utilization of ICT for enhancing government
business processes. It optimizes the effort to integrate the silo of business processes using
ICT. Under the E-Government Master Plan (EGMP), the development of the ICT
infrastructure, applications, and shared services across the public sector was conducted
through the PHP 470 million Integrated Government Philippines (iGovPhil) Project. The
goal is to interconnect government agencies and foster collaboration among them toenhance the speed, efficiency, and transparency of citizen and business transactions(ICTO 2013).
The iGovPhil started in June 2012 as a flagship project of the Department of Scienceand Technology (DOST) and administered through its attached agencies, namely the
Advanced Science and Technology Institute (ASTI) and the Information andCommunications Technology Office (ICTO). This is constituted by various components
across several offices and will interconnect the current online services of the 98 national
government agencies (NGAs) utilizing a network of fiber optic cables that traverse from
Metro Manila to Cebu. The NGAs will be linked physically by fiber optic to be laid downalong the three metro rail lines (LRT 1 and LRT2, and MRT). Many NGAs are clusteredin cities where the train systems run (NCC and NIPA 2012).
As an implementation strategy, the Medium-Term ICT Harmonization Initiative(MITHI) focuses on the interoperability, collaboration, and resource sharing among
government offices. This emphasizes the importance of setting up basic national
electronic registries to assist interoperability measures. MITHI prioritizes interoperability
but does not exclude mission-critical, agency-specific applications to enhance public
service provision (ICTO 2013).
In 2016, the Department of Budget and Management (DBM) allocated PHP 4.33
billion to finance 145 new projects identified through the MITHI mechanism. These
include 39 projects worth PHP 631.7 million for frontline agencies to put up online
services. A critical project costing PHP 1.32 billion aims to provide free Internet
connectivity across the nation by building the infrastructure required to provide WI-FI
access in town plazas, public schools, and libraries, government hospitals and healthcenters, and other public spaces (DBM 2016a).
278

As additional support to optimize the provision of fast and free Wi-Fi access in public
places, the amount of PHP 3.6 billion was allocated to the newly-formed DICT in 2017.
The agency seeks to provide 19,023 beneficiary sites with WI-FI connectivity during theyear. This represents a hike from the 2016 target of 14,684 beneficiary sites. Further, theamount of PHP 463 million is earmarked for the improvement of ICT operations in 359
government agencies to render speedy, efficient, and transparent services to citizens
through the National Data Center Infrastructure (DBM 2016b).
In previous years, the inability of the government to use the budget allocated for the
ICT sector was evident. The utilization of the E-Government Fund, for example, wascharacterized by gross underspending. It was estimated that only 30 percent of the fund
was used annually. This contributes to the ineffective implementation of the GISP as
resources are not effectively harnessed to achieve policy results (NCC and NIPA 2012).
4.3

Online Service [OS]Online services are provided through the Integration of business processes, policies,
procedures, tools, technologies, and human resources to support both assisted andunassisted customer services using ICT networks. One of the key online services
developed in the country is E-Procurement. The Philippine Government Electronic
Procurement System (PhilGEPS) is an electronic bulletin board and web portal ofgovernment procurement bid notices and awards. It contains all procurement processes
related to bidding, contract agreements, and payment for supplies and services. The single
window system simplifies government procurement through an Internet-based platform.
The system is being redesigned to achieve transparency in all stages of the process fromprocurement planning to project management and contract implementation. The
PhilGEPS will be linked with the Government Integrated Financial Management
Information System (GIFMIS) to streamline budget and expenditure tracking.
Online services and one-stop shops are applied in efforts to ease the cost of doing
business. In 2012, the Department of Interior and Local Government (DILG), DTI, andthe ICTO launched the Business Permits and Licensing Services (BPLS) Automation
Project. It sought to computerize the BPLS in all cities and municipalities. In coordination
with the Local Government Academy, LGUs were trained in streamlining businessregistration processes using the prescribed standards. In 2016, the DTI, DILG, and DICT
released a Joint Memorandum Circular mandating LGUs to submit a unified application
form with only two signatories. Under the circular, LGUs are asked to trim down theprocessing time of business registration to two days and renewals to one day, with amaximum of three steps or less in terms of procedures for both new applicants andrenewals (DBM 2017).
An online service platform that is being redeveloped is PhPay. This Internet-based
payment facility will enable citizens and businesses to remit payments electronically togovernment agencies. It renders services through various delivery channels, which
include debit instructions (ATM accounts), credit instructions (credit cards) and mobile
wallets (SMS). The online payment service will reduce the need for face-to-facetransactions thereby limiting opportunities for corruption.
4.4

National Portal [NPR]

The National Portal is the basic interface for stakeholders to access government
information. As the official journal of the Republic of the Philippines, the Official Gazetteprovides a unique platform for publishing government documents, statements, and279

announcements. It functions as the National Government Portal (NGP) which is a unified
interface in the form of a one-stop source for information and service delivery.
The NGP is seen as a gateway that gathers all web-based government content tomaximize efficiency and deliver swift and high-quality service to citizens. The single
website platform effectively lessens costs compared to maintaining multiple sites. For
citizens, business or government users, this means access to reliable online public
information and services. The design of the NGP allows Government-to-Government(G2G), Government-to-Citizen (G2C), and Government-to-Business (G2B) services tooccur in one venue. In addition, the NGP helps to unify the Philippine Government undera singular online identity.
4.5

Government CIO [GCIO]The Government Chief Information Officer (CIO) exercises leadership andgovernance capacity to supervise the implementation of ICT programs to improve public
services. The CIO aligns ICT investment so that the balance between the applied businessstrategy, organizational change, and government transaction reform is achieved.
Implementing E-Government is complex and requires not only a vision and a plan but
also strong leadership at the highest level. Since the goal of E-Government is greater
efficiency and transparency in the provision of public goods, institutional reforms areneeded (Magno 2010).
In 2016, Republic Act No. 10844 was passed creating the DICT with the mandate toserve as the primary planning, coordinating, and administrative entity to implement thenational ICT development agenda. The establishment of a permanent Department signals
the institution of regularity in the exercise of excellent leadership in the e pursuit of ICTdevelopment and E-Government programs. The law provides for the creation of a CIO
Council which shall consist of CIOs with the DICT Secretary serving as the Chairman.
The CIO Council will assist the Department in the implementation of government ICT
initiatives.
The EGMP provides for the formation of a Corps of CIOs. The CIOs are assigned
and deployed to national and critical government units. They are tasked to advise agencies
on how best to leverage ICTs to optimize the delivery of public services and achieve
efficient and cost-effective operations. They are responsible for developing, maintaining
and managing the agency’s Information Systems Strategic Plan (ISSP). The CIOs will
manage and supervise the implementation of ICT-based projects, systems, and processes.
They will formulate and implement a Process Transformation and Change Management
Plan about the adoption of ICT-based solutions. They are expected to manage operationalrisks related to ICT in coordination with the agency’s management and stakeholders andensure that the ICT programs and operations are consistent with national policies andstandards (ICTO 2013).
The pool of CIOs will be provided institutional support through service groups thatwill render technical and administrative support for E-Government projects, including the
National ICT Governance Service, Systems and Infrastructure Development Service,
Systems and Infrastructure Management Service, National ICT Competency
Management Service, and Administrative, Financial and Management Service (ICTO
2013).
4.6

E-Government Promotion [EPRO]

E-Government promotion is evaluated by looking at the legal parameters, enablingmechanisms, support systems, and assessment programs. The previous laws that280

supported E-Government promotion such as the Electronic Commerce Act of 2000
provided legal recognition to digital signatures, documents and data, and can be used fortransaction purposes. Nevertheless, these measures are geared more towards promoting
E-Commerce rather than E-Government. The legislation of the DICT Act of 2016
represents a big step in institutionalizing public support for E-Government. Under the law,the DICT has the power to design an integrated framework to optimize all government
ICT resources and networks for the identification and prioritization of E-Government
systems and applications as provided in the EGMP and the Philippine Development Plan.
The creation of the DICT serves as a robust enabling mechanism for E-Government.
In the past, there were issues regarding the continuity of E-Government programs as thegovernance body for ICT matters changes with the election of a new president. The
ITECC, which was an inter-agency council coordinated by the Department of Trade andIndustry during the Estrada presidency, was replaced by the CICT. In turn, the CICT
which was a commission formed through an executive order issued by President Arroyo
was abolished and its functions assumed by the ICTO which was an office of the
Department of Science and Technology during the Aquino administration. With apermanent agency now in place, there is greater confidence in the sustainability of EGovernment reforms.
The government use planning tools such as roadmaps, assessment reports, and masterplan to guide the development of E-Government programs. As a master plan, the current
EGMP is a blueprint for the integration of ICT for the whole of government. It builds onpast plans and acknowledges that the issue of government interoperability andharmonization is not solely a technical problem, but includes many organizational
concerns. As such, the plan describes the systems of governance that need to bestrengthened for the effective implementation of E-Government programs and projects(ICTO 2013).
E-Government promotion was also carried out through budget support mechanisms
such as the E-Government Fund (EGF). The facility was created to finance missioncritical, high-impact cross-agency projects. The EGF was initially created under the
General Appropriations Act (GAA) of 2003. The fund was set up by allocating 2 percentof the capital outlays and maintenance and other operating expenses of each government
agency for E-Government projects. This amounted to around PHP 4 billion. In 2004,
Executive Order No. 269 mandated the institutionalization and inclusion of the EGF in
the annual budget. Since its institutionalization in the national budget, the allocation for
the EGF designed has amounted to at least PHP 1 billion annually. For the 2014 budget
year, the EGF allocation reached PHP PHP 2.48 billion (Disini Law Office 2015).
The government used assessment and benchmarking techniques for E-Government
promotion. In 2012, a joint report called the Electronic Government Development andStrategy: Assessment, Research, Strategy, and Implementation Plan were produced by the
National Computer Center and the National IT Industry Promotion Agency of South
Korea. It provided an analysis of existing policies and regulations, organizational systems,
education levels, ICT infrastructures, front and back office operations, and criticalinformation requirements. Projects for priority implementation were determined based on
key criteria such as level of importance and urgency, the degree of innovation, and easeof Implementation (NCC and NIPA 2012).
An assessment of the positive gains from innovation can contribute to E-Government
promotion among local governments. In several cases, city governments cited ICT forcontributing to the accuracy of records, increases in tax collection and other income, and281

improvements in efficiency, accountability, and transparency (Iglesias 2010). The more
successful LGUs are those who are open towards engaging in initiatives that are
performance-based rather than doing things only for procedural compliance (Magno2010). Assessment programs can also be linked to performance awards as a means for EGovernment promotion. For example, the Excellence in ICT for Good Governance for
LGUs (E-Gov Awards) has been going on for the past seven years. This annual searchrecognizes the local governments with the best practices in applying ICT towards theeffective and efficient delivery of public services.
4.7

E-Participation [EPAR]

E-Participation refers to ICT-enable participation in governance processes. It focuseson the demand side of E-Government in terms of how people are using digital platforms.
To foster e-Participation, digital inclusion initiatives are needed. Digital inclusion seeks
to address the digital divide problem which is considered as a phenomenon where certain
groups, based on social, demographic, and geographic factors, are at a disadvantage due
to lack of access or facility with ICT (Bannister and Leahy 2014).
There are ongoing initiatives at both the national and sub-national level to strengthen
the E-Participation aspect of E-Government in the Philippines. The DICT is developing
the E-Participation through the National Government Portal (www.gov.ph) Program as acommitment under the Philippine Open Government Partnership (PH-OGP) National
Action Plan 2017-2019. Under the program, a set of online tools will give citizen accessto government information, space for consultation, and a platform for collaboration. It
has three main components. The first is E-Information which equips citizens with open
data and public information. The second is E-Consultation which solicits inputs fromcitizens on public deliberations on policy issues. The third is E-Decision Making which
encourages citizens to co-design and co-produce public goods and services.
The National Government Portal endeavors to heighten citizen participation in public
policy and service provision by deploying E-Participation tools. The plan is to launchwww.gov.ph with at least five of the following priority services of the government: (1)essential services, (2) Voting Services, (3) taxation services, (4) education andscholarships, (5) civil services, job openings, and trainings, (6) business registration, (7)investing, (8) OFW services, (9) housing, and (10) citizenship and migration. A
centralized e-consultation platform on www.gov.ph will be developed with tools foronline petition tool, online policy consultation, and citizen feedback.
At the sub-national level, the Open Legislation Platform through Social Media andWebsite in the provinces of Albay, Bohol and Surigao del Norte is being developed as an
E-Participation mechanism. It is also part of the Philippine Open Government Partnership(PH-OGP) National Action Plan 2017-2019. In the existing local legislative process,citizens can only provide feedback on a limited number of ordinances through public
hearings. Thus, most people lacked awareness of the ordinances passed in the Sanggunian
or local legislative assembly. Participation in public hearings is limited due to lack ofinterest among the constituents as well as the inaccessibility of the venue. Although civilsociety organizations are members of the local particular bodies, their participation in
local legislation remains weak.
The Open Legislation Platform will supplement local participation in Sangguniancommittee hearings and public assemblies. It aims to leverage technology to improveparticipation. Social media, such as Facebook, is viewed as an accessible medium forcitizens. This online mechanism will open up opportunities for citizen engagement withelected officials in local legislation.
282

In the area of digital inclusion, a key strategy employed by the Philippine governmenthas been the establishment of Community E-Centers (CECs). Investments in thisenterprise since 1999 have resulted in the expansion of Internet penetration through thecommon access points provided by the centers. The creation of CECs as well as cyber
cafes that serve outlying provinces and municipalities was driven. Declining investment
costs for Internet services led to the expansion of CECs and cyber cafes in the outlying
municipalities (Lallana and Soriano 2008).
The setting up of CECs in rural areas was meant to foster the social inclusion offarming communities by enabling them to use the Internet for development gains (Magno2014). In 2005, the e-Agrikultura Project (Agricultural Growth through Information andKnowledge Networking) was pursued in six provinces. In the CECs, members of the
farmers’ cooperatives were trained to access the Pinoy Farmers Internet site that allowed
them to acquire information on farming technologies, crop diseases, appropriate seeds toplant, and ways to optimize crop yields. Farm income increased and promoted diversity
in livelihood opportunities (Barrios, Lansangan and Daquis 2011).
Digital inclusion efforts received further policy support with the passage of Republic
Act No. 10929 or the Free Internet Access in Public Places Act on August 2017. The law
highlights the need to strive towards the full realization of the right to Internet access asa basic human right. It promotes social inclusion through ICT-enabled citizen
participation. The policy aims to provide online government services to Filipinos,
especially those living in the countryside who have limited or no access to the Internet.
4.8

Open Government Data [OGD]Open government data concerns information that can be freely used, reused andredistributed. The released data is available online to allow the public to access it without
having to pay fees. In 2013, the Office of the Presidential Spokesperson (OPS),
Presidential Communications Development and Strategic Planning Office (PCDSPO),
and Department of Budget and Management (DBM) formed the Open Data Policy (ODP)
Task Force to begin dialogues and engage partners in the transparency initiative.
The ODP Task Force coordinated with the different government agencies to facilitate
the publication of government datasets, harmonize existing portals, formulate data
disclosure policies of the government, and deepen engagement with stakeholders, such as
the academe, developers, civil society, media and private sector (DBM 2013). The Open
Data Portal at www.data.gov.ph was launched in 2014. For the past three years, thegovernment has been able to upload more than 3,300 data files on public expendituresand other information from the various agencies. Formerly housed at the Department of
Budget and Management (DBM), the Open Data platform is now lodged at the DICT
(Magno 2017).
At the sub-national level, the Full Disclosure Policy (FDP) Portal serves as the open
data platform of the Department of the Interior and Local Government (DILG) to promotetransparency and accountability among LGUs. The FDP requires local officials ofprovinces, cities, and municipalities to fully disclose the financial transactions of the
LGUs to keep their constituents informed on how the LGU budget is managed anddisbursed. The data must be posted in at least three conspicuous places and the FDP Portal.
LGUs may also post the information in print media and in their respective websites.
The weakness of the transparency effort lies on the demand side. It was recommended
that the government should provide a dedicated feedback channel within the Open Data
Portal for key stakeholders such as CSOs, media, and citizens to identify and request283

datasets. Transparency is not just about placing documents online, but also responding tocitizen demands for information that matters. Otherwise, the data disclosed simply
depends on the choice of current officials (Mangahas, 2013).
The active use of open data to monitor public services is crucial in addressing thetransparency deficit. It is important to put up feedback loops to engage citizens and otherstakeholders in the co-creation and delivery of services, as well as the development ofresponse networks, to maintain a lively ecosystem of open data users. There is a need toencourage sustained third-party creation and submission of data visualizations throughbuilding the data literacy of information designers and providing useful links to
infographic applications. An engaged academic community can conduct independent
reviews of open data initiatives and help strengthen civil society audits of public
performance. ICT developers and start-up communities can conceptualize practicalmobile applications related to government information sharing and tracking public
service provision (Capili 2015).
4.9

Cyber Security [CYB]

Cybersecurity is assessed by looking at how the government is able to protect the
security properties of the organization and user assets against relevant security risks.
Addressing these risks become urgent given the dark forces in the online world. On
February 2016, the SWIFT (Society for Worldwide Interbank Financial Communications)payment system of the Bangladesh Bank was hacked. Fraudulent instructions were sent
to the New York Federal Reserve Bank to transfer funds to multiple accounts in thePhilippines amounting to USD 101 million. A forensic investigation discovered thatmalware was installed in the bank’s system and was used to gather information on theprocedure used by the bank for international fund transfers.
The Department of Justice recorded 614 cybercrime incidents in 2014. Hacking ofgovernment websites is common. The government must work closely with the ICT sector
in building a robust and trustworthy digital environment (Magno 2016). On March 2016,
the server of the Commission on Elections was hacked by Anonymous Philippines inwhich at least 54 million sensitive data were leaked into the web. The suspect was arrestedby the National Bureau of Investigation after the Internet Protocol address used wastracked down. In 2016, at least 68 government websites were subjected to attacks
including attempts of hacking, defacement, and Distributed Denial of Service or DDoS
(DICT 2017b).
The newly created DICT is mandated to address cybersecurity issues. The
Cybercrime Investigation and Coordination Center (CICC), which was formed throughthe Cybercrime Prevention Act of 2012 (Republic Act No. 10175), and the National
Privacy Commission, which was created through the Data Privacy Act of 2012 (Republic
Act No. 10172), joined the DICT as attached agencies. The DICT will implement acomprehensive National Cybersecurity Plan and institutionalize the adoption of
information security and risk management approaches. It is tasked to ensure the rights ofindividuals to privacy and confidentiality of personal information, guarantee the securityof critical information infrastructures, and safeguard the security of information assets ofthe government, individuals and business (DICT 2017b).
The DICT will render technical support to government agencies in the developmentof guidelines in the enforcement and administration of laws, standards, rules, andregulations governing cybersecurity. It is authorized to issue updated security protocols
to all government employees in the storage, build public-private partnerships for
information sharing involving cyber attacks, threats, and vulnerabilities to cyber threats,284

and establish linkages for coordination on domestic, international and transnational
efforts related to cybersecurity (DICT 2017b).
After establishing the baseline results for cybersecurity assessment and compliance,
government agencies are expected to participate in national cyber drills and exercises.
Currently, the country has no single authority that manages a national database andmonitors threat reports, including intrusion attempts and other computer incidents. The
data remains in a silo with different agencies. A national database for monitoring andreporting will be set up. A program for a national computer emergency response program
will be created with guidelines to aid government agencies in the event of a cyber attack.
Chief Information Security Officer (CISO) programs will be instituted in government
agencies and LGUs. The government will engage with the academy to support thedevelopment of cybersecurity specialists through education and training programs. A
long-term goal is the establishment of a Threat Intelligence and Analysis Operations
Center to house the research and development program on cybersecurity (DICT 2017b).
4.10 The use of Emerging ICT [EMG]
The use of emerging ICT aims to improve E-Government quality in the Philippines.
A key innovation is Cloud computing. It is a model for enabling ubiquitous, convenient,
on-demand network access to a shared pool of configurable computing resources, such as
networks, servers, storage, applications, and services, that can be rapidly provisioned andreleased with minimal management effort or service provider interaction. Among its
features are on-demand self-service, broad network access, resource pooling, rapid
elasticity, and measured service. The initial Government Cloud (GovCloud) infrastructure
was set up in 2013 by ICTO, which was then under the Department of Science andTechnology, as part of the Integrated Government Philippines (iGovPhil) Project whichaims to provide cloud infrastructure access to government agencies. GovCloud will
provide a platform that Govmail, public key infrastructure (PKI), payment systems,
records management, and other hosting and communications services will be operatingon (ICTO 2013).
On January 2017, the DICT issued a memorandum circular addressed to both national
agencies and local governments prescribing the Philippine government’s Cloud First
Policy. The policy is aimed at reducing the cost of government ICT, improving employee
productivity, and crafting better citizen online services through the utilization of cloudcomputing technology. Various governments such as the United States, Australia, and theUnited Kingdom have enacted similar Cloud First Policies. To pursue its Cloud First
Policy, the DICT relaunched GovCloud on March 2017. Through GovCloud, agencies
will be able to share resources, hardware, and software over the network connected to thedata center. It is expected to lead to inter-agency collaboration, operational continuity andbusiness recovery, faster deployment of services, greater budget control and decreased
spending on legacy infrastructure (Reyes 2017).
The DICT awarded the PHP 373 million build, operate and transfer (BOT) cloud
solution project to the Vibal Group, a cloud and education technology company.
GovCloud would execute a hybrid cloud strategy that would use both the private andpublic cloud. The creation of a private in-country data center would ensure data security,
while the off-premise public cloud would make online information and services available
to government agencies (Reyes 2017).

285

5

Some Highlights

The Philippines posted strong and sustained economic growth rates for the past
several years but has fared poorly in investing enough for public infrastructure andservices. The government is determined to answer the problem of budget underspending
and will leverage technology for more efficient public spending (Diokno 2017). This
presents a good opportunity to improve the utilization of the E-Government Fund and theeffective implementation of ICT projects in the public sector.
Studies indicate that a major barrier towards E-Government is the bureaucratic
culture that is averse to risk and resistant to change (Lallana, Pascual and Soriano 2002).
Measures can be made to enhance performance incentives, grants, and bonuses that are
tied up with accomplishing the results criteria for E-Government.
The continuity of E-Government reforms has been hampered in the past by theabsence of a top-level agency that is formally dedicated to govern and oversee ICT
policies and programs. The passage of the law creating the DICT in 2016 fills a criticalinstitutional gap. Under the policy, the development of a pool of CIOs will provide theleadership needed for managing E-Government programs at both national and subnational levels.
Under the new policy architecture, the Philippines can now transition from the nonintegrated and agency-specific applications toward an E-Government model where thereis sharing of data and interoperability of government offices to provide public services
with better value for citizens. The membership of the country in the Open Government
Partnership has led to the design of online services that leverages technology to promoteparticipation, transparency, and accountability.
There is a need to develop the demand side of open data and policies. Citizen
oversight and monitoring of public services can be strengthened with informationintermediaries who can analyze the information made available in online transparency
portals. The government can engage universities as knowledge partners in capacity
building for CIOs and research programs for tracking E-Government progress.

286

Poland1

General Information

Area: 312,685 km2
Population: 38,562,189
Government
Republic

Type:

Parliamentary

GDP: $26,400
Internet User: 73.3
Wired (Fixed Broadband User): 19.5
Wireless Broadband User: 60.2

2

Positioning in a Global Organization and a Region

3

Digital Government Development

With Minister of Digital Affair’s Department effort, Geo-Information policy was
signed and came into effect for Poland’s future Geoportal. In February 2017, the Polishgovernment announced a new mid-term government strategy instead of National
Development Strategy 2020 responsible for the development included such as major
trends, the concept of development and so on. “Government Plenipotentiary for Digital
Single Market” was filled by Ministry of Digital Affairs-based deputy minister, it aims to
improve access to goods and services; build up a new legal framework for digital
networks. A test of mDocuments was successful don by three polish cities included (Ełk,
Koszalin, and Łódź) on April 2017, an agreement of this event was signed by three towns’
mayor and Ministry of Digital Affairs. The purpose of this test was collecting citizens’
evaluation of proposed solutions and figured a solution for ensuring the implementationof mDocuments.
287

4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
From the International Telecommunication Union (ITU) 2017 report, there was about
73.3% of the overall population considered as internet users in 2017 compared with 68%
last year. 19.2 per 100 inhabitants have fixed-broadband subscriptions. 80.1% ofhouseholds have one computer, and 80.4% of people have internet access at home.
4.2

Management Optimization [MO]The Programme for Opening Public was adopted on 20 September 2016 by theCouncil of Minister, it was the first governmental document especially for the opening of
public data. The program increases transparency of public administration and improves
quality and quantity of available data. Within the National Integrated Informatisation
programme 2020, a state model called optimum 2.0 was facilitated to improve public
services among national and local levels government that will be improved by the growthof digital technologies. Computerization among citizens and businesses will be promoted
through optimum 2.0.
4.3

Online Service [OS]The score of online service based on the central government infrastructurecomponents for citizens and companies included such as e-Customs, e-Education, and
One-Stop Service. Level of security, level of complexity and level of convenience will besignificant indicators to analyze its services.
With government continue the effort, there are dozens of accessible services tocompanies and citizens provided by the public administration. The primary service fields
for citizens are as follows, travel, work, and retirement, vehicles, residence formalities,
education and youth, health, family, and consumers. The primary service fields offered tobusinesses as follows, start and grow, VAT and customs, selling broad, staff, productrequirements, finance and funding, public contracts and environment.
In terms of complexity level, Polish government did an excellent job of avoiding oneway interaction among those services fields. The site does not only offer information tousers and able to interact with users. All sites had robust security measurements like SSL
and password protection. The Table is the list of significant online service and its URL.
4.4

National Portal [NPR]

The score for National Portal is based on three factors Information, Technical, andFunctionality. ePUPA portal and Gepportal are two significant portals allowed institutions
to offer services to the public. It is a web allow citizens and businesses to take care of
official matters without ant costs. The Geoportal with the function of searching, exploring,
downloading and converting to users with land-related data and information within
Poland.
4.5

Government CIO [GCIO]The Ministry of Digital Affairs takes responsibility as government CIO, and there
isn’t any sign of government CIO will found. The Ministry of Digital Affairs is currently
in charge of internet security, infrastructure and support the creation of web content.
4.6

E-Government Promotion [EPRO]

For promoting the ICT in Poland, the government introduced much act like an act of
23 March 2017, it allows citizens to handle cases with administration without leaving288

home. Associated with other acts and strategy, the Polish government aims to build a great
ICT environment for citizens and businesses with substantial protection.
4.7

E-Participation [EPAR]

The program for opening Public Data document was a first official document in
Poland especially for the opening of public data. The primary purpose of the document is
help improve data’s quality and quantity, on the other hand, it increases bureaucracytransparency and E-participation.
4.8

Open Government Data [OGD]Along with the National Development Strategy 2020, the Efficient State strategy of2012 committed to open government data. Also in EU context, the Public-Sector
Information (PSI) was issued in 2003 demand member states open its data to the public.
4.9

Cyber Security [CYB]

In 2017, the Polish government issued The National Framework of Cybersecurity
Policy of the Republic of Poland for 2017-2022. This framework aimed to raise the levelof cybersecurity in the Republic of Poland, including the Policy for the Protection ofCyberspace of the Republic of Poland which was introduced in 2013.
The specific objectives of the National Framework of Cybersecurity Policy are (1)Increase capacity for nationally coordinated actions to prevent, detect, combat andminimize the impact of incidents which compromise the security of ICT systems vital to
the functioning of the state, (2) Enhance capacity to counteract cyber threats, (3) Increase
the national potential and competence in the area of security in cyberspace, and (4) Builda strong international position of the Republic of Poland in the area of cybersecurity14.
In July 2018, the Polish Parliament passed the Act on the National Cybersecurity
System (ANCS). The ANCS introduced a national cybersecurity system, which includes
the biggest service providers from various sectors in Poland, as well as governmental andlocal administration. This act aims to create an efficient and secure system which
increases the level of cybersecurity in Poland.
4.10 The use of Emerging ICT [EMG]
Poland Government also issues social security benefits, it includes Unemployment
benefits, Child allowances, Medical costs, passport and driver’s license, Car registration,
Certificates (birth, marriage) but some of them had information only without transactions.
Regarding the e-Health system, The National Health Fund has implemented a public
information system of waiting list length and waiting times for health services athealthcare providers – available in all regional branches of the National Health Fund.
Some healthcare providers have implemented appointment systems (mostly semiinteractive: the hospital has to call back the person who has filled in the form)“Computerization of Local Government Bodies using cloud computing” builds for
integrated eAdministration services to the public from Electronic Platform for Public
Administration Services(ePUAP). The Polish government also encouraged STAP for
linking central government with local government.

14

https://www.enisa.europa.eu/topics/national-cyber-security-strategies/ncssmap/strategies/govermental-program-for-protection-of-cyberspace-for-the-years-2011-20162013/@@download_version/f28127b284314cc3b1ebec2946761ea9/file_en289

5Some Highlights

The Poland E-government raking jumps from 42 in 2014 to 36 in 2016; thegovernment already noticed the significant contribution coming from ICT to economy
and citizens expectation. From early 2000, the government is continuing implement acts
and strategy helps ICT development. For example, during February 2017, Minister of
Digitisation Anna Streżyńska announced once-only principle (OOP) that will add to the
Emp@tia portal. With the new OOP services, government service will available anytime
including weekends. Government is applying the OOP to more series that will facilitate
modernizing speed. The Digital Affairs Ministry released Draft Cyber-Security Strategy
strengthen Poland’s cyber-security by 2022. Plenty of projects was financed with
sufficient resources by government and ready for improving cyber defense compatibility.
With well-deployed infrastructure and long government vision, the Poland E-government
will continue overgrowing.

290

Portugal
1

General Information

Area: 92,090 km2
Population: 10,825,309
Government
Type:
Parliamentary Democracy

Republic;

GDP: $27,800
Internet User: 74.6
Wired (Fixed Broadband User): 31.5
Wireless Broadband User: 109.2
2

Positioning in a Global Organization and a Region

Among OECD Countries, all indicators except National Portal (NPR), GCIO and theuse of Emerging Technologies for government (EMG) indicators are above or same withthe average score of OECD members. Amongst European countries, Portugal is placed
below Denmark. However, as other European countries, the e-Participation (EPAR)
indicator of Portugal is the same level as those of Denmark, the best country in Europe
region.
3

Digital Government Development

The Portuguese e-Government Development Strategy is coordinated at the level ofthe Presidency of Council of Ministers, by the Minister of the Presidency and theAdministrative Modernization, and undertaken by a series of vital public institutions led
by the Agency for the Administrative Modernization (AMA). This strategy will be carriedout by the new Simplex Program, under the motto A STRONG, INTELLIGENT and
MODERN STATE. In addition, AMA is a public institution that took over the291responsibilities in the areas of modernization and administrative simplification as well as
e-Government (formerly under the Agency for Knowledge) in 2007.
The Portugal Digital Agenda, along with the "Strategic Plan of ICT Rationalization
and Cost Reduction - PGETIC", approved by the Council of Ministers Resolution No.
12/2012, will make an essential contribution to the achievement of the national objectives
in the fields of administrative modernization. Therefore, the Portugal Digital Agenda nolonger focused only on Government action and public administration, and also have an
active involvement and participation of civil society and the private sector, in particular,of the entities related to the ICT sector.
In March 2014, Portugal launched the National Administrative Modernization
Strategy (PGETIC). It is based on the digital by default principle in order to reduce thebureaucratic burden on citizens and economic operators, by introducing transparency andefficiency and reducing the constraints generated by the slowness of different proceduralacts. In addition to this effort, as means to improve the efficiency of the public sector anddeploy better electronic services that simplify and enhances the competitiveness to thecitizens and business, it is being renewed the strategic plan for PGETIC in the public
sector started in 2012. The creation of PGETIC meant great achievements in ICT
management in the Portuguese Public Administration. It provided the public sector withan extra set of tools to enhance its operation, and represents the beginning of a global plan
towards rational use of ICT resources, with a flexible and resilient structure that allows
addressing future challenges in a very fruitful way. The ICT rationalization measures,detailed in this plan, were targeted to ensuring, through the provision of services quality
ICT, better public services at a lower cost
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]In Portugal, 74.6% of the population uses the Internet, an increase over the previous
year, according to the “Measuring the Information Society Report 2016” by theInternational Telecommunication Union (ITU). The number of fixed-broadband
subscriptions is 31.5 per 100 inhabitants, while the number of active mobile broadband
subscriptions is 109.2 per 100 inhabitants.
4.2

Management Optimization [MO]E-Government in Portugal is firmly connected to Administrative Modernization andPublic Service Delivery initiatives, focusing on promoting a less bureaucratic Public
Administration, cost-effective solutions and innovative public services using different
counters, digital services or interoperability solutions. The national e-government
strategy is available as a website, in which the framework, objectives, measures, andevaluation, among other aspects, are explicitly mentioned. The implementation andexecution of the strategy are under the responsibility of the Administrative Modernization
Agency (AMA), whose objective is to promote the modernization of the public
administration in the country.
4.3

Online Service [OS]The score for Online Service is based on an investigation of five online services: eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service website. The Portuguese
government maintains websites for all five types of e-services assessed in this survey, andall of them obtained relatively high scores. The e-tax website integrates e-customs as well,is clear and easy to use, and offers a high level of interaction with the user. Similar are292

the cases of the e-procurement and e-health websites. The one-stop service website
presents a search option on its main page and lists the most consulted procedures. It also
provides contact information of various government agencies for users seeking support.
All websites have a clean design and offer a high level of security. For authentication, it
utilizes the Citizen Card service.
4.4

National Portal [NPR]

Portugal’s national portal provides news and links to other government agencies on
its main page and has a simple design. Necessary information about the country andinformation about the government and its structure is available on this website. The site
also offers integration with SNS, the possibility to subscribe to a newsletter, and an option
to send a message to various officials. The site is also available in English.
4.5

Government CIO [GCIO]

The legal framework related to e-government does not consider the CIO position
officially. However, the government is aware of the need for a GCIO. The AMA is
responsible for many of the GCIO functions, such as the promotion of ICT utilization in
public administration and the implementation of the strategy. Information regarding CIO
training programs was found in at least one educational institution. No additional
information on CIO regulations was found.
4.6

E-Government Promotion [EPRO]

The national e-government strategy shows that the government is making significant
efforts to promote e-government and optimize the procedures related to services andpublic administration, which includes initiatives at the national and local level. The AMA
is the leading agency in charge of e-government promotion in the country. Some evidence
showing that academic institutions are holding events on e-government was found. No
information on publications or training programs was found.
4.7

E-Participation [EPAR]

In general, government websites demonstrate interactive functionality and functional
design. These factors have driven Portugal to the next horizon of e-Government. Citizens
have access to information related to government agencies and officials, legislation, andthe national budget. They can also send messages to officials or the president, who has an
official website. The newly redesigned SIMPLEX program seeks to increase citizen
participation and improve the relationship between citizens and the government. The
government also lets citizens participate in the distribution of budget through the“Portugal Participatory Budget” (OPP) program.
4.8

Open Government Data [OGD]In April 2011, the Parliament approved legislation establishing the use of open
standards in the information systems of Public Administration institutions. It isconsidered a fundamental step for the sovereignty of and the control over documents thatpublic institutions own. AMA is committed to the development of a comprehensive andopen platform containing all kinds of data from public bodies. The government has anopen data site (http://www.dados.gov.pt/), in which an extensive range of informationfrom very diverse areas, like demographics and health datasets, is available to citizens.
Moreover, it is published and aggregated information produced by the public authorities
so that it can be read and reused by any citizen.
293

4.9

Cyber Security [CYB]

Portugal finds itself in an initial phase of defining a National Information Security
Policy. Currently, no framework for cybersecurity has been defined. A strategy forcybersecurity has not yet been approved, but a draft exists and is being discussed. Portugal
has specific legislation to penalize cybercrimes through its penal code. It also has laws ondata protection, e-commerce, and e-payment. There is an official government agency incharge of handling incidents related to cybersecurity, the CERT-PT, and an information
security agency, the National Center for Cyber Security (CNCS).
4.10 The use of Emerging ICT [EMG]
No evidence of usage or regulations by the government of emerging technologies
such as Cloud Computing, the Internet of Things, or Big Data was found.
5Some Highlights

In recent years various efforts have been made by the Portuguese government topromote e-government, simplify public administration procedures, and increase citizen
participation. Examples of this are the SIMPLEX project and the OPP program. Also, thegovernment maintains well-designed e-services websites, which are appropriately linked
and managed by the AMA, the primary agency in charge of e-government initiatives in
the country. Portugal still needs to officially approve a cyber-security strategy andframework to be at the same level as other European countries on this subject. The weak
point in Portugal’s e-government development is the absence of an official GCIO and theuse of emerging ICT. The Portuguese public administration at the national and local levels
does not appoint clear CIOs or equally influential positions within its legal framework.
And the usage of technologies such as cloud computing, big data, and the Internet ofThings by government requires further promotion.

294

Romania
1

General Information

Area: 238,391 km2
Population: 21,666,350
Government Type: Semi-presidential
republic
GDP: $22,100
Internet User: 59.7
Wired (Fixed Broadband User): 20.7
Wireless Broadband User: 73.7

2

Positioning in a Global Organization and a Region

3

Digital Government Development

Romania is one of the 28 states in the European Union, and some of the basic
information about Romania is listed below. In 2016, the total population of Romania was
19,759,968 inhabitants (19 million). The total GDP of the country at market prices in2016 was 169,077.9 million Euros. The GDP per inhabitant in purchasing power standard
in EU was 57 in 2015 (which the Standards of EU is 28=100). The overall GDP growthrate in 2017 was 5.5% annually, and the inflation rate in 2017 was 1.1%; the GDP growthincreased from 4.8% in 2016 and inflation rate also increased from -1.1% in 2016 to 1.1%.
The unemployment rate in 2017 was 4.8%, which decreased compared to 2016 with a
5.9% unemployment rate. The general government gross debt (percentage of GDP) was
38.9% in 2017 and slightly decreased from 39.1% in 2016 (knoema). The total area of thecountry is 238,392 kilometers squared, and the Capital is Bucharest. The official currency
is Romanian leu; an official language is Romanian. Romania is a semi-presidential
country that was founded in 1989, and this semi-presidential sometimes can cause295unsteady and political conflicts. The 2017 Overall Ranking from Obi’s Lab, Romania
ranked 38 and had a score of 55.947. Romania was ranked 20 in overall 21 European
Countries that were selected.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]Generic Indicators: From the e-Government in Romania 2017, the report first pointed
that the generic indicators: Percentage of enterprises with Internet access in Romania
experienced a drop from over 87% in 2015 to around 84% in 2016, and with the sametime, the percentage of enterprises with internet access in the European Union isconsistently above 93% since 2010.
The report shows that the percentage of individuals using the internet for interacting
and obtaining information with public authorities or from public authorities in Romania
experienced slight drop compared to 2016, only around 7% of people in Romania use theinternet to interact or search for information of the government.
4.2

Management Optimization [MO]On December 15th, 2016, the Ministry of Communications and Information Society
published the National Interoperability Framework (NIF). This NIF will support further
implementation of the National Strategy for Romania’s Digital Agenda 2020 (which is
introduced in the 2017 Country Report from Obi Lab). This project will cooperate with
the European Interoperability Framework, and will limit the costs to its minimum, andmaximize the efficiency of public services to citizens and businesses.
4.3

Online Service [OS]

There are e-government services for both citizens and businesses in Romania. The
groups of services for citizens are 1. Travel; 2. Work and retirement; 3. Vehicles; 4.
Residence formalities; 5. Education and youth; 6. Health; 7. Family; 8. Consumers.
The e-government services for businesses are 1. Start and grow; 2. VAT and customs;
3. Selling abroad; 4. Staff; 5. Product requirements; 6. Finance and funding; 7. Public
contracts; 8. Environment. In each category, there are specific introductions and related
websites.
4.4

National Portal [NPR]

www.e-governance.ro is the “one-stop shop” national website, but it is relatively
simple, but it can lead people to several categories of the field that they want to research,and central and local public services and forms online. Also, there is the electronic pointof single contact. It allows people to retrieval all information, working procedures, andinteractive forms. For the works, Romania has the national network and local
communities’ electronic networks available.
4.5

Government CIO [GCIO]

An individual does not play the role of CIO but rather is held by the Ministry ofCommunications and Information Society, through the National Center for Managementof Information Society (CNMSI). There is a relatively new, private organization called
The CIO Council, whose members are management staff of large national andinternational companies, operating in Romania.

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4.6

E-Government Promotion [EPRO]

Overall, the Minister of Communications and Information Society (MCIS) is taking
responsibilities for the whole digital/ e-government development in Romania. Under theleadership of MCSI, there is the Ministry of Internal Affairs (MAI), which is politically
responsible for e-government. In addition, the Agency for Digital Agenda of Romania iscoordinating all operating systems of e-government. Also, there is the National Institutefor Research and Development in Informatics (ICI) in Romania for the technicaldevelopments.
4.7

E-Participation [EPAR]

The national portal www.e-governance.ro of Romania has improved over time. The
portal is a one-stop service site for citizens. In terms of e-Inclusion, Even though an eInclusion dedicated strategy was never in place, it can be found in some strategies andpolitical documents related to Information Society such as e-Romania and the National
Government Plan.
4.8

Open Government Data [OGD]Romania joined the Open Government Partnership in 2011. The government ofRomania declared that it would “increase transparency, promote new technologies, andengage citizens.” The National Action Plan 2012-2014 of Romania committed that:
1) Increasing public access to open data;
2) Improving the delivery of public services in electronic format;
3) Increasing citizen participation in the decision-making process.
The current commitment completion rate in Romania is 55%, including 78% of egovernment, 72% of legislation and regulation, and only 39% of public participation.
4.9

Cyber Security [CYB]

In Romania, CERT-RO is the national contact point for cybersecurity and responsible
for elaborating and distributing public politics for prevention and counteracting theincidents that occur within cyber infrastructures. CERT-RO processes two types of cybersecurity alerts (1) Alerts collected and sent through automatic systems, and (2) The
manually processed alerts.
National Center for IT incidents has been adopted in Romania, and currently,
authorities are making efforts to operationalize this unit. The purpose Romania
cybersecurity strategy is to define and maintain an environment virtually guaranteed, witha high degree of resilience and confidence, based cyberinfrastructure national, which isan essential support for national security and good government, to maximize the benefits
to citizens, businesses and society Romanian. Cyber Security Strategy of Romania
presents the objectives, principles and significant Action awareness, prevention andcountering threats, vulnerabilities and cybersecurity risks to Romania and to promote theinterests, values and national objectives in cyberspace.
4.10 The use of Emerging ICT [EMG]
In Romania, the Local Communities Electronic Networks (LCENs) connect local
communities (schools, public offices and libraries) to the Internet. Public Access Points
have been set up in each area covered by the networks. The objectives are to reduce the297rural-urban digital divide, stimulate the use of ICTs in schools, and facilitate theinteraction between citizens and administration.
Local communities electronic networks covers schools, public offices and libraries
to the internet, and 255 rural communities and small towns are covered, including 1.7
million (10% of rural areas) Romanians.
5Some Highlights

Romania is added for evaluation since 2007 for the first time in Waseda eGovernment ranking. Through 12 years of evaluation, we show that the development of
e-Government in Romania is not stable in general strategy. The e-Government system is
to be the primary tool for building an integrated national system (NES) which would bedesigned to be the unitary interface that connects all public administration and the citizens
as well as the business sector. An individual does not play the role of CIO but rather isheld by the Ministry of Communications and Information Society, through the National
Center for Management of Information Society. CIO council organized the first National
Conference of IT managers in Romania about the future of IT. Cyber and e-commerce
legislation have been enacted. Regarding the e-Services, through the Unique Form
System, there are six services online available at present, some of them are online with
two-way interaction and security.
Romania has not improved much compared to it latest reports. The ranking and scoreof Romania remained much the same as before. The reason could be the lack of public
participation and the public relations from the government.
From the action of open data participation, can conclude that Romania is still in theprocess of releasing government data to the public since the completion rate is relatively
low even in 2018. This open data project has been launched since 2012, but not highlightprogress has been made.

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Russia
1

General Information

Area: 17,098,242 km2Population: 146,877,088
Government Type: Federation
GDP: $26,926
Internet User: 76.4
Wired (Fixed Broadband User): 19.5
Wireless Broadband User: 75

2

Positioning in a Global Organization and a Region

Russia has exceeded on indicators of E-Participation and D-Government Promotion
over than not only the average of APEC economies but also than average scores of Europe
countries. However, performance on indicator on GCIO was below the average in bothgroups.

3

Digital Government Development

The latest ICT strategy called “The state programme Information Society 2011-2020”
was published by the Ministry of Communications and Mass Media and the Ministry of
Economic Development in Russia. E-Government and “effective stage governance” hasbeen mentioned as one of the six objectives, including data management system, local eGovernment (e-regions and e-municipalities), and so on. Other related goals containbridging the digital gap or improving e-Service quality. In addition, the Ministry of
Telecom and Mass Communications has developed the systematic approach of eGovernment in 2016 to foster more e-participation content, in which user orientation has
been established. To lead nation’s ICT development, the Ministry of Telecom and Mass
Communications has played roles of policy-making and implementation of national299

policy and regulations; even there is no official GCIO position at the federal level. Someregional administrations own GCIO office, but it is not a mandatory, and functions of
GCIO have not been formally ascertained by the government.
This document was adopted to new realities by “Strategy of the Information Society
Development in the Russian Federation for 2017 - 2030” (approved by the Decree of the
President of the Russian Federation on May 9, 2017 No. 203).
In addition to “The Doctrine of Information Security of the Russian Federation”(Approved by the Decree of the President of the Russian Federation of 05.12.2016 No.
646), Russia adopt a decree “On the Security of the Critical Information Infrastructure of
the Russian Federation” (Federal Law of July 26, 2017 No. 187-FZ) and series of acts
like “Rules for categorizing critical information infrastructure of the Russian Federation”
and “List of indicators of criteria for the significance of critical information infrastructureof the Russian Federation and their values” (approved by the Resolution of theGovernment of the Russian Federation of 08.02.2018 No. 127)
During 2018 there was many discussions about Digital Economy, AI, Block Chain,etc. on the level of government officials and Administration of the President tops. The
program “Digital Economy of the Russian Federation” was approved by order of theGovernment of the Russian Federation of July 28, 2017, № 1632-p. The program defines
the goals, objectives, directions, and timeframe for the implementation of the primarymeasures of state policy to create the necessary conditions for the development of thedigital economy in Russia, in which data in digital form is a critical factor in production
in all spheres of socio-economic activity. For the management of the program, five basic
directions for the development of the digital economy in Russia have been identified forthe period up to 2024. The basic directions include normative regulation, personnel, andeducation, the formation of research competencies and technical facilities, information
infrastructure and information security.
Resolution of the Government of the Russian Federation of August 28, 2017 №1030“On the system for managing the implementation of the program "Digital Economy of
the Russian Federation"” define the functional structure of the system for managing theimplementation of the Program and the rules for developing, monitoring and monitoring
the implementation of action plans for implementing the Program have been approved.
The functions of the project office for the implementation of the Program are assigned tothe independent non-profit organization "Analytical Center under the Government of theRussian Federation".
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to ITU, about 76.4% of people in Russia have used the Internet in their
daily life, about 19.5% are fixed-broadband users, and the wireless-broadband users are
75.0%.
4.2

Management Optimization [MO]The latest state programs called “Strategy of the Information Society Developmentin the Russian Federation for 2017 - 2030” and “Digital Economy of the RussianFederation” to stress the IT development in Russia. In the documents, it contains the planfor e-Government. Also, the Ministry of Telecom and Mass Communication of the Russia
Federation has presented a document to guide e-Government path.

300

At present government efforts are focused on modernization of integrated enterprisenetwork, installation of interagency electronic request system and integration of regional
e-Government portals to the Unified System of Identification and Authentication.
Currently, 85 out of 85 provinces in Russia are connected to Unified System of
Identification and Authentication for accessing regional and municipal public services,more than 50% of Internet users have registered on the portal.
4.3

Online Service [OS]The e-Services in Russia are currently available through integrated e-Service portal,
and accessible via password-protected personal accounts requiring two-stage identity
confirmation. A personal account is accessible via e-signature and universal ID card. The
maturity of provided services is not uniform among the regions. Payment services suchas paying utility fees, civil driver penalties are made available through a personal accounton the portal in some regions. E-Tax service is not fully transactional. To use e-tax service
a user is required to install special software and fill a tax form using that software. The
form is then to be sent to tax authorities through the portal. Upon the confirmation of thereceipt, a taxpayer is required to submit a paper-based declaration to the local tax authority.
During last 2 years, the set of data maintained in the user profile has been
substantially expanded (such documents as a foreign passport, medical insurance, military,etc. have been added, it became possible to specify information about children). It is
possible to register an account with a mobile phone number that was previously linked toanother account. Improved support for e-Services scenarios for user registration fromservice centers, provided by the use of service and the Web application "Service Center".
The possibility of independent registration of state organizations has been added. Noncredit financial organizations were able to connect e-Services.
4.4

National Portal [NPR]

The Government of the Russian Federation appointed the Ministry ofCommunications and Mass Media of the Russian Federation service provider of the State
Services Integrated Portal of the Russian Federation (https://www.gosuslugi.ru/foreigncitizen?lang=en). The national e-service portal of the Russian Federation has been
modified and redesigned. The portal has a private password protected area which allows
access to services that need personal identification. Currently, online users can access theportal to find out about the service procedures, and required documents; download forms
and online applications, send requests, pay utilities and civil penalties. The portal has
feedback features allowing people to inquire about the functionality of the portal andoffered services. The portal has a separate version for people with vision difficulties
providing a limited number of services. The portal does not allow changing font size ofthe text and spacing between words, and no text vocalization is provided. There is no
policy statement of how the portal caters to disable users. More advanced features suchas multimedia shows; sharing tagging, podcasts plus others are not available yet.
The main functionality of the national portal is available only in Russian. Opting forEnglish, German or French languages limit the availability of services to very basic
insufficient information on receiving or extending temporary and permanent residents
permits. Priorities for further portal development include the increase of its usability andexpansion of transactional services.

301

4.5

Government CIO [GCIO]

Minister of info-communications and mass media is in charge of generalmanagement of the department, while the deputy minister is responsible for coordinationand control. The head of the department, in turn, is personally responsible for the
execution of the department’s functions and is appointed by the Minister of infocommunications and mass media.
No 238-р government decree adopted on February 22, 2012, stipulates that
‘Rostelecom’, an incumbent telecom company, is the only contactor (executor) of DGovernment program, responsible for further development and implementation of infocommunication infrastructure and D-Government systems in Russia for the period from2012 till 2014. In particular, Rostelecom is responsible for the development of e-service
portal; ensuring D-Government services are accessible through mobile devices; network
integration, employment of e-signature system, implementation of regional DGovernment initiatives, etc.
4.6

E-Government Promotion [EPRO]

According to the available estimates, as many as 65% of Russian citizens receive
public services by paying a visit to respective governmental bodies, 25% receive services
through multi-functional service centers, and only 5% of citizens use e-service portal. To
increase the uptake of the services the government plans to expand available services,
their functionalities and ease of use, and to ensure their accessibility from mobile devices(see 4.2). Though the importance of creating awareness and providing training for citizens
on the use of e-services is shared by various parties involved in D-Government
implementation, no concrete measures in this regard have yet been announced by thegovernment.
4.7

E-Participation [EPAR]

Although some improvements have been done a big part of public authorities'
information is not available online especially in English yet. The President and the Prime
Minister, Governors, and City Administrations have their official websites. Citizens cancontact their leaders, ask questions or send suggestions through feedback forms on thesewebsites. http://blog.kremlin.ru is the official weblog of the Russian President, where
citizens can discuss, comment about political strategies. Web 2.0 features such as RSS,sharing, mailing list, newsletters and social media networks like Twitter, Facebook, andblog are also available at the portals.
4.8Open Government Data [OGD]

Up to date, the Russian government has opened more than 19000 datasets, including
the government data in economic, education, health, ecology, culture, transport, trade,
construction, sport, tourism, entertainment, security, electronic, cartography, and weather.
Open Data portal of the Russian Federation http://data.gov.ru/ - is one of the key
instruments of state policy in the field of open data, which plays the role of a backbone
element, the core of open data ecosystem of the Russian Federation. The most relevant
information focused on open government data, links, and published datasets as well as
metadata, information created by open data software products and information services.
Here are published normative legal acts determining the legal basis for the disclosure of
information, methodical and journalistic resources. It also implemented communicationinterfaces for interaction with public authorities, in their capacity as owners of sociallyvaluable information.
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4.9

Cyber Security [CYB]

In addition to “The Doctrine of Information Security of the Russian Federation”(Approved by the Decree of the President of the Russian Federation of 05.12.2016 No.
646), Russia adopt a decree “On the Security of the Critical Information Infrastructure of
the Russian Federation” (Federal Law of July 26, 2017 No. 187-FZ) and series of acts
like “Rules for categorizing critical information infrastructure of the Russian Federation”
and “List of indicators of criteria for the significance of critical information infrastructureof the Russian Federation and their values” (approved by the Resolution of theGovernment of the Russian Federation of 08.02.2018 No. 127) These actions areformalize, arrange, and systematize works with Cyber Security risks and Cyber Security
itself.
4.10 The use of Emerging ICT [EMG]
As a dynamic country in e-Government area, Russia tries to introduce and apply
emerging technologies in public sectors. Several special IT venture funds support several
startups within Cloud computing, big data and IOT utilization for public sectors RosInfoComInvest (http://www.rosinfocominvest.ru/en/ - established by the Ministry ofCommunications and Mass Media), RVC (https://www.rvc.ru/en/). IT cluster Skolkovo
Fund (http://sk.ru/foundation/itc/). Some project supported by the Ministry of Health,
Ministry of Education, and local authorities (for example, Moscow government) are
ongoing or planned into sophisticated phases.
5

Some Highlights

The maturity of services provided through the one-stop portal is more or less uniform
among the country regions but have a room for enhanced. The government aims at least
80% of services to be available through the portal by 2020. Other plans include ensuring
the services are available irrespective of geographical location, provision of several
channels for service access including mobile access, the internet, call centers, and on-site
service machines.
E-Health and E-Learning systems are expected to be optimized and integrated
expanding the services available through one- stop Digital Government portal to include
requests for sick-leave certificates, electronic prescriptions, and electronic inquiries.
Cyber Security also will be in the focus of the government in the nearest years.

303

Saudi Arabia
1

General Information

Area: 2,149,690 km2
Population: 28,571,770
Government Type: Absolute Monarchy
GDP: $55,300
Internet User: 73.8
Wired (Fixed Broadband User): 19.5
Wireless Broadband User: 111.7

2

Positioning in a Global Organization and a Region

3

Digital Government Development

In 2005, the Ministry of Communications and Information Technology (MCIT), in
conjunction with the Ministry of Finance and the Communication and Information
Technology Commission (CITC), established YESSER, which drove the rapid
development of Saudi Arabia’s D-Government. To propel Saudi Arabia’s e-government
initiative forward, YESSER had a strategic plan divided into two periods. The first plan
was from 2006 to 2010 and the second one was from 2012 to 2016. The strategic plan’sgoals centers around raising the productivity and efficiency of the public sector, providing
better service to individuals and businesses, increasing investment returns, as well as
finally providing the required information with high accuracy promptly.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to the CIA, by July 2017, the total number of individual internet users in
Saudi Arabia is 20,768,456, which accounts for 73.8% of the total population, and ranks
35th in the world. Approximately 22.3% of such internet users are has fixed (wired)broadband subscriptions, while wireless-broadband users have reached 74% of the whole304

population (according to the Saudi Arabia Profile report from International
Telecommunication Union (ITU) published in 2017).
4.2

Management Optimization [MO]Following the completion of the first plan in 2010, the second 5 years plan of
YESSER has concluded by the year of 2017. Due to the Royal Order No. (1/43801560)
and dated 1/11/1438H requires Minister of Communication and Information Technology
to cooperate with the Minister of Health, Commerce, Investment, Energy, Industry andMineral Resources, Education, Finance and others to be responsible for better policy
formulation, for devising strategies related to digital transformation in all the public
sectors, and for program planning and ensuring coordination between related initiatives
in both domestic and foreign domains. Such an initiative would include supervising the
National Digital Program, adopting a governance framework for the digitaltransformation initiatives, and approving the annual work plan and all the operational
plans related to the National Digitization Program.
4.3

Online Service [OS]The official website of Saudi Arabia’s government is called the Saudi National Portal,
which is divided into three different parts: individual, business, and government. It offers
information on training, education, business, health, travel, and others. The scope of such
online services has already expanded over the last decade to include employment
programs, online job searches, e-learning services, traffic, passports and civil affairs,
online payment services, and online issuance of commercial registers. The site also
provides free phone, social network, fax and forms of customer support.
4.4

National Portal [NPR]

The e-government of Saudi Arabia at www.saudi.gov.sa provides services both inArabic and English, providing easy access to their services for its citizen, visitors,
businesses and foreign governments.
4.5

Government CIO [GCIO]

Saudi Arabia has held the IDC CIO Summit every year starting from 2011. In 2017,
the 7th summit was held in Jeddah with a focus on ICT&NTP: Enabling the Digitalfoundations for Vision 2030. The goals proposed by the Saudi Vision 2030 highlights theabsolute necessity of digital transformation in this modern era. The summit aims todiscuss hot ICT topics such as the Implementation of Dynamic Security for the Digital
Era and Enable Smarter Governments for a Smarter Future, ultimately to shed light andgive exposure on current events and challenges in the information technology sector.
4.6

E-Government Promotion [EPRO]

The launch of YESSER is the first significant step in the D-Government Promotionof Saudi Arabia. With the completion of the two plans inherent in YESSER, Saudi Arabia
has expanded its scope of current online services further to include areas such as
geographic information, health care, and education. Quality will be improved bystreamlining processes and diversifying communication channels. Saudi Arabia will also
begin supporting the wider use of online applications in government agencies, such as
cloud applications, data sharing platforms, and HR management systems. Sponsorshipand advertising by other medium are also to be considered in the realization of DGovernment Promotion.
305

4.7

E-Participation [EPAR]

According to the data from The United Nations, Saudi Arabia was ranked 44th among
193 countries with an index of 0.6822 regarding E-Participation. Comparing with its 51st
rank in 2014, the rise in ranking shows a steady positive trend due to the effort ofgovernment and the completion of YESSER’s second action plan. In the National
Transformation Program 2020 from the vision 2030, it shows that the Saudi Arabiangovernment is positively pursuing the achievement of the highest levels regardingtransparency and good governance of all sectors by improving the maturity level ofgovernment services’ transformation into e-service. Moreover, a goal of 85% of internet
users of the total population in 2020 has been set to stimulate more participation andutilize of its e-government services by its citizens.
4.8

Open Government Data [OGD]

Saudi Arabia has open government/data in some fields, such as social insurance, trade,
education and training, social services, population, and health care. Users can download
or share all the data that the government provided in the website.
4.9

Cyber Security (CYB)

On October 2017, the Saudi Arabian government has set up a new authority (NACS)
for cyber security which will begin its regulatory and operational tasks by enhancing
network protection, IT systems, operating systems, hardware and software components,
services and data.
4.10 The use of Emerging ICT [EMG]
The government of Saudi Arabia approved the Anti-Cyber Crime law in 2007 toprovide a better online service environment and to better protect customers’ privacy. The
newest Vision 2030 advocates a long-term goal of developing the nations’ digital
infrastructure and stimulating the related economy sector through the utilization of thenewest technologies.
5

Some Highlights

After the completion of the first and second phase of YESSER’s action plan, in theyear 2016, Saudi Arabia published “Saudi Arabia’s Vision 2030”, which is a methodology
and roadmap for economic and developmental activities in the Kingdom of Saudi Arabia.
One of the primary goal of ‘Saudi Arabia’s Vision 2030’ is to raise Saudi Arabia’s ranking
on the E-Government Survey Index to the top 5 nations (currently ranked 36th).
The National Transformation Program of 2020 was launched across 24 government
bodies operating in the economic and development sectors in its first year.
In the Ministry of Communications and Information Technology, with an objectiveof achieving the highest levels of transparency and good governance in all sectors andenhancing the interactions between public authorities and citizens. The proposes the risein its Maturity Level of the government services’ transformation to e-services (Current egovernment Transformation Measurement (Qyas) with a baseline of 44 and 50 have agoal of 85 and 80 respectively). Moreover, Saudi Arabia’s rank in the United Nationsindex for the development of e-government has a global ranking goal from 18th to 11th.
For the furthermost of Vision 2030’s objectives, the Saudi Arabin government willcommit themselves to enhance the livability of Saudi cities through the development of
its IT sector, while also attempting to boost small and medium enterprises in the process.
306

Singapore
1

General Information

Area: 697 km2
Population: 5,674,472
Government
Republic

Type:

Parliamentary

GDP: $85,700Internet User: 82.1
Wired (Fixed Broadband User): 26.5
Wireless Broadband User: 144.6
2

Positioning in a Global Organization and a Region

3

Digital Government Development

Since 1980 it had the first CSCP (Civil Service Computerization Programme), eGovernment plans have advanced to the 4th version of eGov masterplans called eGov2015 (2011-2015) in Singapore which aims to be a Collaborative Government whichfacilitates more significant interaction between Government, people and private sector toco-create greater value for the nation. Government shifts from a "Government-to-You"approach to a "Government-with-You" approach in the delivery of government e-services(initiated by James Kang, the former GCIO).
Smart Nation program was initiated by Prime Minister Lee in November 2014 to“harness the power of networks, data and Infocomm technologies to improve living,create economic opportunity and build a closer community”. The Smart Nation is
expected to let Singapore being recognized as among the world’s best for digital
capabilities and achievements. The Smart Nation and Digital Government Group will
support agencies by laying out the overall blueprint, building common platforms andsystems, exercising technical leadership by setting and enforcing Information and307

Communications Technology (ICT) standards, as well as supporting agencies withtechnical expertise in emerging technology areas.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 82% of people in Singapore have used the Internet in their daily life.
According to ITU’s report, about 26.5% are fixed-broadband users, and the wirelessbroadband users are 144.6%. Internet penetration in Singapore has reached a high levelcompared to other countries. Data published by the Singapore government have shown
that:
Mobile population penetration rate is 148.2%
Wireless Broadband population penetration rate is 192.8%
Residential Wired broadband household penetration rate is 98.4% (Singaporeans do
not use wired connections as much as wireless nowadays).
4.2

Management Optimization [MO]Singapore is one of the earliest countries who started computerization andtelecommunication infrastructure construction. With the development of informationsociety, the government in Singapore has launched continuous strategies in different
aspects of e-Government. Also, Singapore has made an effort to integrate the internal
government network architecture. For instance, the latest cube program is designed as the
new intranet platform for public agencies to communicate, connect and collaborate.
In June 2018 the Government launched of the Digital Government Blueprint whichaims to become digital to the core and serve its citizens with heart. The Digital
Government Blueprint has six strategies: (1) Integrating services around your needs, (2)Strengthening integration between policy, operations, and technology, (3) Building
common digital and data platforms, (4) Operating reliable, resilient and secure systems,(5) Raising our digital capabilities to pursue innovation, (6) Co-creating with citizens andbusinesses, and facilitating adoption.
There are some strategic national projects which are critical enablers in Smart Nation
drive: (1) National Digital Identity - for citizens and businesses to transact digitally in aconvenient and secure manner; (2) e-Payments - to allow everyone to make simple, swift,
seamless, and safe payments; (3) Smart Nation Sensor Platform - deployment of sensors
and other IoT (Internet of Things) devices that will make our city more livable and secure,and (4) Smart Urban Mobility - leveraging data and digital technologies, including
artificial intelligence and autonomous vehicles, to enhance public transport.

308

Source: https://www.smartnation.sg/about/Smart-Nation
4.3

Online Service [OS]The score for Online Service of Singapore is also comparatively high, ranked 4th
among the evaluated countries. Five online services have been examined and investigated,through the Level of Complexity, Level of Security and Level of Convenience. EProcurement and One-Stop Service have gained better scores than e-Customs and e-Tax
and e-Health. Most of the services in Singapore have come to the transactional stage,
allowing citizens are having a two-way transaction with public agencies. However, thethird party application result (Google PageSpeed) has been introduced to Waseda eGovernment Rankings in 2016 to measure the portals’ speed in consideration of
convenience. There are still some perfection could be achieved with the online portals in
Singapore.
GoveTech has deployed platform computing technology to create API Exchange(APEX) which is a government-wide API platform for data sharing across the government.
APIs or application programming interfaces will allow agencies to share their data andinfrastructure with other agencies, enabling them to reuse these resources to build newservices rapidly. APEX will centrally manage and monitor the security of all the APIs
used across agencies.
Another innovation was the creation of a government-wide Platform-as-a-Service(NECTAR) which is an Open Cloud Native Application Infrastructure initiated andmanaged by GovTech. NECTAR allows government agencies to design, build, deploy
and operate a platform-as-a-service (PaaS) for hosting government e-services (from frontend to back-end development, enabling APIs, web, mobile, and data science apps). It
enables government agencies to meet stringent government quality and security
requirements while maintaining usability, reliability, and agility leveraging on open cloud309

technology. It also enables agencies to develop, host and scale applications at a faster
speed.
4.4

National Portal [NPR]

National Portal of Singapore (http://www.gov.sg/) contains timely and useful
information for local citizens and foreigners. The portal has also provided the latest
national news, useful guidelines in every aspect of Singapore life (classified into topics
such as Finance, Education, Immigration, Taxes, Health). Also, the portal has provided
useful Singapore economic statistics and digital public services, visions of the nation,linking the country closer to the citizens, business community and visitors with in-depth
useful data and information. There are also contact information of government agencies,
ministers’ speeches, public policies and latest announcements timely. Though onlinetranslation, it supports users to obtain government information in Chinese, Malay, andTamil. Although it appears to be better if the portal equips multiple language versions of
all the information, government is encouraging English as a common language to unite
the people.
The portal is very well-organized to serve its citizens, without having citizens toknow which government agency is responsible for a particular service, policy or program.
It has successfully implemented the ONE-Government concept.
4.5

Government CIO [GCIO]
Original information presented in this report is outdated.

The Government Technology Agency of Singapore (GovTech) is a new statutory
board established on 1 October 2016 after the restructuring of the Infocomm
Development Authority, to empower a nation of possibilities through the harnessing of
info-communications technology and related engineering.
Within the establishment of GovTech, the Government Chief Information Office led
by a Government Chief Information Officer (GCIO) which plays a central role in driving
and overseeing ICT initiatives to maintain Singapore Government's leadership position
as an innovative user of Infocomm technologies to delight customers and connect citizens.
Each agency also maintains its own CIO office to serve the ICT needs of the agency.
GovTech manages a pool of ICT officers that are seconded to more than 50 government
agencies’ CIO offices. This enables GCIO to work cohesively with the government
agencies to effectively roll out ICT initiatives that would be seamless across thegovernment.
GOVERNMENT TECHNOLOGY AGENCY and DEPUTY CHIEF EXECUTIVEOFFICE oversees Cluster Development and Government Chief Information Office(GCIO) functions. Cluster Development Group oversees the innovative adoption of
Infocomm technologies to transform government agencies, business and economic
sectors in the respective clusters for greater competitive advantage; and the developmentof a robust and comprehensive service delivery framework and operating model for CIO
services at government agencies. GCIO champions the whole-of-government ICT
initiatives to maintain the Singapore Government's leadership position as an innovative
user of Infocomm technologies to delight customers and connect citizens.
4.6

E-Government Promotion [EPRO]

High-tech and informational society is one of the vital national strategies in
Singapore. Therefore government never has stopped the evolution of e-Government. Not
310

only the continuous plans but also relevant legal framework has a renewal in the past
years. Academic support including seminars and research centers on e-Government and
ICT utilization are active in Singapore. It ranked second in this indicator among all
evaluated countries.
4.7

E-Participation [EPAR]

Citizens in Singapore have adapted to the culture of connecting government using
online service systems and participating in public affairs through different channels which
are provided by the government. Reach (www.reach.gov.sg) is a platform built for citizens’
voice spread and heard on public policies, public affairs within various forms such as
online discussion, events and public consultation. Deliberative democracy has beenreflected through ICT utilization in public sectors.
In addition, a portal, eCitizen Ideas! (www.ideas.ecitizen.sg) allows the Government
to gather feedback and ideas, and at the same time, Government encourages and promotes
citizen engagement.
4.8

Open Government Data [OGD]Singapore launched Open Data Portal (https://data.gov.sg/) in 2011 as the portal site
to provide publicly available datasets from 70 public agencies. Principles are governing
the data sharing, such as data shall be made readily accessible; data shall be released
promptly. However, Singapore government believes that the existing Singapore laws are
sufficient to cover the open government initiatives and its related legal issues in Singapore.
In April 2016, a developers’ portal was also introduced to provide developers more
comfortable access to real-time data from different government agencies via APIs
(Application Programming Interfaces). As of September 2016, the one-stop portal
provides access to more than 600 quality datasets from 70 public agencies.
The Singapore Government also opened data for the developers, with aiming tosupport the efforts of application developers using the data on Data.gov.sg. This includes
Real-time APIs, CKAN APIs, and DataStore API. A marketplace that offers APIs whichenables applications to embed or optimize tax management capabilities across a range oftax transactions. LTA DataMall is part of a series of information, e-Services, and toolsthat are available to all land transport users in Singapore. A one-stop integrated geospatial
data sharing platform where government agencies share location-based services andinformation. OneMap APIs allow users to embed an interactive Map on websites.
SingStat Table Builder is access for free over 26,000 historical data series and morethan 900 statistical tables from 60 public agencies providing a comprehensive and current
statistical view of the critical economic and socio-demographic characteristics ofSingapore. Users can build customized data tables, plot graphs and charts, and export
these tables and charts in different machine-readable file formats.
4.9

Cyber Security [CYB]15

Singapore has released different acts and regulations on Cyber Security issues, suchas Computer Misuse Bill, The Electronic Transactions Act and Personal Data Protection
Act (PDPA), and the later Computer Misuse and Cybersecurity Act (CMCA). A
government body called Personal Data Protection Commission has been established toadminister and enforce the PDPA. Recently, an organization called Cyber Security
Agency of Singapore (CSA) has been found to oversee the national cybersecurity strategy
15

https://www.csa.gov.sg/~/media/csa/documents/publications/singaporecybersecuritystrategy.pdf
311

and outreach. It is expected that new Cyber Security Act will be published in the coming
year.
Singapore is transforming to become Smart Nation and has consistently taken cyberthreats seriously and developed timely. Singapore issue the first Infocomm Security
Masterplan in 2005 to coordinate cybersecurity efforts across the Government. In 2008,
the second Masterplan focused primarily on the security of Singapore’s CIIs. In 2009,
Singapore Infocomm Technology Security Authority was established to safeguard
Singapore against cyber-attacks and cyber-espionage.
In 2013, the third Masterplan expanded to cover the more full Infocomm ecosystem,
which includes businesses and individuals. In the same year, The National Cybersecurity
R&D Programme was established. It aims to improve the trustworthiness ofcyberinfrastructure, with an emphasis on security, reliability, resilience, and usability. In
2015, the Cyber Security Agency of Singapore (CSA) was established, CSA is dedicatedto the development of cybersecurity, protection of CIIs and essential services, andcoordination of national efforts against large-scale cyber incidents. In 2016, the National
Cybercrime Action Plan (NCAP) was established. The plan spells out the priorities
needed in the fight against cybercrime. These include: (1) the need for public education
on staying safe in cyberspace; (2) the development of capabilities to fight cybercrime; (3)strengthening cybercrime laws; and (4) building local and international partnerships.
4.10 The use of Emerging ICT [EMG]As leading country in e-Government area, Singapore would not pass up the chance
to introduce and apply emerging technologies in public sectors. Public projects deploying
cloud-computing, big data and IOT are common, ongoing or entering into sophisticatedphases.
Organizational preparedness such as National Cloud Computing Advisory Council(NCCAC) is also paying attention to the adoption of technologies, standard industrial
construction and fostering collaboration between different sectors. Development anddeployment of emerging technologies in e-Government are already advancing in the
Singapore Smart Nation initiatives and the related Tech Startup movement under thegovernment leadership of GovTech and Info-communications Media Development
Authority of Singapore (IMDA – a split from the former IDA). Its positive impact isalready felt in leading industries and various societies.
Internet of Things (IoT)
The Government has been experimenting with many use-cases that involve IoT with
the intent of leveraging on emerging technology that could help the government carry out
its roles in a more productive manner.
Drones are already deployed in many government agencies to enhance efficiency andboost productivity as well as for workplace safety and health. Singapore has also
embarked on trials using uncrewed trucks to transport containers from one port terminal
to another. The GovTech Emerging Technology Team had used Blockchain and IoT forelectronic procurement.
Machine Learning
The Singapore Land Authority uses drones and machine learning inland inspection
with thousands of images of the property being analyzed to detect issues that require
attention, ranging from illegal dumping and water ponding to cracks in buildings, under
the leadership of312

Analytics and Artificial Intelligence Lab
In general, Singapore various government agencies have successfully deployed data
analytics in their daily operations and decision makings. Notably, the Land Transport
Authority of Singapore has bagged numerous international awards for such innovative
deployment.
Further to the actual achievement, Singapore will be setting up a new lab which is aspart of the Defence Science and Technology Agency. With an SGD$45 million funding
annually, the lab will be used to experiment, build prototypes and develop tools using
cross-disciplinary approaches.
5

Some Highlights

As leading nation of e-Government in Asia, Singapore continues to maintain the
momentum through transformation. The performance on indicators of Management
Optimization, e-Government Development and Promotion, Network Infrastructure
Preparedness, the Use of Emerging ICT, and Cyber Security are showing its strong points
and advancement this year. Especially on the efforts for cybersecurity, Singapore equips
the law and regulatory framework to assure every safety measure and security upgrade
can be enforced with a legal basis. In respect to policy, National Cyber Security
Masterplan 2018, as the latest strategy, guides government to enhance the nation’s
security environment and create a robust and trusted society for public, private andindividuals. Continuous masterplans in each significant segment are one of the keys tokeep Singapore proactive and possessing execution capacity on e-Government
development.
Government CIO office is reorganized to focus on emerging technology development
and deployment under the Smart Nation initiative (by GovTech) and on nurturing TechStartup, high tech workforce development and industry transformation (by IMDA). Both
GovTech and IMDA are formally being part of the Infocomm Development Authority ofSingapore (IDA).
To future direction, Singapore still has potential on the growth of the use of emerging
technologies. This new indicator has been introduced to Waseda e-Government ranking
this year. Because many countries are still at the start-up phase, direction for expanding
the new technologies into the public service sector needs more endeavor to be clarified.
Singapore could seize the opportunity to formulate policies and standards, guide not only
domestic innovation but also delight international co-development.

313

South Africa
1

General Information

Area: 1,219,090 km2
Population: 57,208,834
Government Type: republic
GDP: $13,400
Internet User: 54
Wired (Fixed Broadband User): 2.8
Wireless Broadband User: 58.6

2

Positioning in a Global Organization and a Region

Among Africa countries, South Africa has surpassed the average of the region in mostof the indicators, except management optimization and e-merging technology. However,when comparing with the world’s average, only e-participation and e-promotion show the
better scores.

3

Digital Government Development

South African (SA) government's use of ICT to deliver essential services to its
citizens shows progress. Realizing the critical role of ICT in enabling modernized
government services and benefits for service delivery, to date the government developed
its e-Government or D-Government policy framework that proposes the use of ICT to
improve government's efficiency and effectiveness and make it convenient for citizens toaccess government services.
Gauteng provincial government is taking the lead in being one of SA's mostmodernized provinces and achieving primary e-government objectives. Gauteng has
314established the Department of e-Government, which is part of a restructuring process toensure departments in the province can talk to each other seamlessly. This provincial
administration will continue to invest in ICT infrastructure as the province positions itself
as a driver of SA's digital economy, a hub of research and innovation in SSA.
4 Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 54 % of people in South Africa were Internet users in 2016, according
to the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). About 2.8% have fixed-broadband subscriptions, andwireless broadband subscription has reached 58.6%.
4.2

Management Optimization [MO]

Presently under D-Government policy framework, some distinguished DGovernment services the administration has introduced including National Treasury's eTender Publication portal, a central supplier database, e-HomeAffairs (to enable you as aSouth African born citizen to apply for your Smart ID Card and passport online) and the
SA Revenue Services' e-Filing system. Local government departments have also
introduced specifically catered initiatives such as Gauteng's e-Invoicing service, the Cityof Ekurhuleni's online system for paying rates, and the City of Cape Town has digitized
government information to enable easy access for its citizens.
4.3

Online Service [OS]The score for Online Service comprises five sub-dimensions: e-Procurement, e-Tax,
e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1 lists the online services
and its URL Address. All of those services were investigated using three factors, i.e.,
Level of Complexity, Level of Security, and Level of Convenience.
To measure the level of convenience, the third-party application “Google
PageSpeed™ Insight” result on https://developers.google.com/speed/pagespeed/insights
has shown that the e-Customs is perfect regarding fast speed and efficiency. The eProcurement, e-Tax and One-Stop Service Portals are such considerably in doubt
regarding speed that may cause the access speed considerably slow to access. The eHealth is a bit below the average speed investigated during the period of the survey. Fora certain extent, all Online Services have implemented security measures such as SSL,
Site Authentication, and Password Protection for obtaining the services. In addition tothat, all clickable objects on the listed portals work as they should do best for the eCustoms and e-Procurement and do so a bit above average for the rest.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality gov.za is the government portal of South Africa. It presents
a wide range of information resources about country demographic, national programs,
government structure, government agencies, legal documents and daily news regarding
government’s operations. Information is delivered in English only
In technical aspect, the result of Google PageSpeed™ Insight showed that the website
operates well in PC and shows some minor layout issues on mobile devices. The analysis
also indicated several technical problems which may slow down the portal’s loading
speed. Social network features are supported.

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4.5

Government CIO [GCIO]For Government CIO [GCIO] in South Africa still has no trace of further
development. The role of the CIO in South Africa was endorsed by the Government IT
Officer’s (GITO) Council in 2002. GITO was created to serve as an IT coordinator, toconsolidate the IT activities of government agencies. The council functions as a platform
in which both the government and citizens ensure that the government itself is aware of
the needs of citizens.
4.6

E-Government Promotion [EPRO]The Department of Public Service and Administration (DPSA) is responsible for thedevelopment and coordination on D-Government strategies. For implementing andmonitoring D-Government projects, the South African government established statutory
agencies such as the State Information Technology Agency (SITA) and Government
Information Technology Officers Council (GITOC).
Public-private partnerships have been promoted in South Africa steadily in order toboost ICT development in the country. Most of the projects are focusing on enhancing awide range of ICT infrastructure down to services delivery for citizens. Government's
expenditure on ICT was estimated to reach $707.6 million in 2019, after reaching a total
of $615.9 million in 2014, according to research by Frost & Sullivan56.
The South African Government is aiming to provide broadband access to all citizens
at reasonable prices. Given this target, the government has invested resources inenhancing infrastructure capacity, with the initializing the first phase of a 3-year projecton the broadband network. The total funding of R740 million was allocated for thispurpose. The first phase was said to cover seven provinces, with 5803 facilities including
schools, health, and other government entities. Steering committees have been shaped inall eight district municipalities, and they comprise the provincial Departments of Basic
Education, Health, Cooperative Governance, and Traditional Affairs, Higher Education,
Safety, Security and Liaison as well as the South African Local Government Association.
At the local government level, most evidence were found related to the Gauteng
Government D-Government promotion activities. In 2015, the Gauteng provincial
government invested over R1 billion in the full penetration of the Gauteng Broadband
Network (GBN) for the next four years. This is a part of the Gauteng city region-wide DGovernment strategy, targeting at enhancing linkages and integration among city region
governments and their department.
4.7

E-Government Participation [EPAR]

Provincial and Local Liaison have provided development communication andextends government's information infrastructure through partnerships with provincial andlocal government. It coordinates the establishment of Thusong Service Centre (TSC)
programme – the one-stop central for government services and information. There were
171 such centers by 2012. This is hoped to bring government services closer to the people.
4.8

Open Government Data [OGD]

The second South African open government partnership action plan was released,
reaffirmed South Africa’s commitment to good governance and an open society
underpinned by values of transparency, accountability, and participatory governance. No
trace of successful records is found, made it hard to conclude further development.

316

4.9

Cyber Security [CYB]

In December 2016 South Africa launched Cybercrimes and Cybersecurity Bill for the
primary purposes: (1) To create offenses and impose penalties which have a bearing on
cybercrime; (2) To criminalize the distribution of data messages which is harmful and toprovide for interim protection orders; to provide for the establishment of a 24/7 Point ofContact; (3) To impose obligations on electronic communications service providers andfinancial institutions to assist in the investigation of cyber crimes and to reportcybercrimes; (4) To provide for the establishment of structures to promote cybersecurity
and capacity building; to regulate the identification and declaration of critical information
infrastructures and measures to protect critical information infrastructures. No trace of
successful implementation of such identified aims is found, made it hard to conclude
further development.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
There is still scarce evidence found on the use of emerging technologies in public sectors.
No evidence has been found on the utilizing high-end technologies in government’s
operations as well.
5

Some Highlights

South Africa has achieved average scores on Online Service, D-Government
Promotion and e-Participation. Credit is given to the PPP under cooperation with private
sectors to enhance national ICT capacity.
However, the country still scored low in all the rest categories since due toinconsistent implementation and view of technology development across municipal
governments and departments accordingly to an ICT research analyst at Frost & Sullivan
Africa that noted some of the primary factors hindering the efficient rollout of egovernment plans in South Africa.
Although GCIO is considered to be one of the critical factors in the success of South
African D-Government implementation, this indicator’s score was not improved
consecutively. Therefore the Government needs to concentrate to develop government
CIO in all administration levels further.
Progress has been shown among enabling modernized government services under thecurrent e-government policy framework that proposes the use of ICT to improvegovernment's efficiency and effectiveness and make it convenient for citizens to accessgovernment services. Gauteng Province is taking the lead in being one of SA's mostmodernized provinces and achieving primary e-government objectives. Together with thelocal municipalities, the Gauteng provincial government plays a crucial role in the
deployment and use of ICT to deliver education, healthcare, as well as other government
services. The province’s goal remains that of being a smart province and will continue toinvest significantly in the ICT infrastructure and be a leader in e-government services.

317

South Korea
1

General Information

Area: 99,720 km2
Population: 50,924,172
Government Type: Presidential Republic
GDP: $37,900
Internet User: 92.7
Wired (Fixed Broadband User): 41.1
Wireless Broadband User: 111.5
2

Positioning in a Global Organization and a Region

Among OECD countries, the Korean government shows great progress in eGovernment development, with all indicators except Online Service (OS) are better thanthe OECD’s average. In the APEC group, the Korean’s government performance is evenbetter, with all indicators are surpassed the group’s mean.

3

Digital Government Development

One of South Korea’ success stories on e-government is a harmonization of activities
between central and local governments. The unique nation-wide system on egovernments can achieve the tendency. Especially, local governments are well networked
based upon the integrated standard of connected systems. This makes very efficient
services with all local activities. South Korea hosts some e-government meetings
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
The total of Internet users in South Korea accounts for over 92.7 % of the populationin 2017, according to the Measuring the Information Society Report 2017 fromInternational Telecommunication Union (ITU). Among them, more than 111.5% people318

have a wireless broadband connection, while the figure for fixed-broadband subscriptions
is only 41.1%.
4.2

Management Optimization [MO]The Park GeunHye’s
Government
embraces Government
3.0 as a new paradigm
which pursuits two
majortargets:
delivering customized
public services andgenerating new jobs. In
order to turn thesetargets into realistic, thenew paradigm aims totransformthegovernment into a more
service-oriented, competent, and transparent government. The On-nara BPS is a new
business process management system that has improved the efficiency and transparencyof the administration process by handling, recording and managing in a standardized way
all the business procedures of the government online. Approximately 362.000
government officers in 154 local and central governments are currently connecting to thesystem. In addition, all information systems operated by an individual government agency
are integrated and managed by the Government Integrated Data Center. Currently, there
are 1200 systems of 43 government departments connecting to GIDC. GIDC helps toensure security mechanisms against cyber-attacks and make all connected systems being
prepared for natural disasters.
Information sharing among government organizations is fostering under Government
3.0. Examples can be seen in “My Car Information App” where vehicles’ records(insurance, maintenance, and accident) are provided for everyday usage.
4.3

Online Service [OS]The score for Online Service is based on an investigation of five online services: eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Regarding complexity level, most of Online Service in Korea has reached atransactional level in which user can entirely conduct their businesses online. Korea
Online E-procurement System, or KONEPS, won the United Nations Public Service
Award (PSA), and was selected by OECD as one of the best cases for improving
transparency. The entire procurement procedures are processed via KONEPS‘s
subsystems: e-bidding, e-contracting, e-ordering from online shopping mall and epayment. With the presence of Home Tax initiative, all tax businesses including filing,billing, and payment are processed online, and the information is retrieved anytime by
the taxpayer. Taxpayers or their tax agents can request and receive 18 civil affairscertificates. Regarding civil services, Minwon “http://www.minwon.go.kr/” is the onestop portal where users can find services they need by searching through around 5,300
services available and get detailed information.
319

To measure the level of convenience, the third-party application result has shown thatall portals are above the average in terms of speed. The third-party application forassessing the portal is the application from Google Page Speed™ Insight.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information, Technical,
and Functionality. National Portal of South Korea “http://www.korea.go.kr/” contains
proper information for local citizens and foreigners. Information about the country,
government structure, and the latest government’s activities are also available. Regarding
technical aspects, the result of Google Page Speed™ Insight showed that the portal
performs at average speed and operates well with both PC and Mobile devices. The portal
is also equipped with several necessary functionalities search capability, sitemap, andSocial Network integration.
4.5

Government CIO [GCIO]

Currently, the country’s e-Government lead agency is the Ministry of Security andPublic Administration. CIOs are working in each ministry of the government. The
Fundamental Law on National Informatization and the Presidential Directive states theappointment of CIO in national and bureau level. According to The Presidential Directive
No.157, the position of CIO in each ministry and the governmental agency is mandatory.
The leading roles of CIO are planning ICT projects, allocating ICT budget, andimproving regulations related with e-Government project. The eligible person must meetthe following qualifications; strong expertise in the corresponding agency’s actual
performance, full perspective and professional knowledge on ICT, and strong will to
initiate innovations in administration through informatization.
4.6

E-Government Promotion [EPRO][e-Government Master Plan 2020] as the latest 5 years plan consisting of 5 strategies
as follows:
1. Solidifying a position in the global e-government as a major e-government
exporter.
2. Building an e-government platform
3. Creating more digital-friendly industries
4. Developing all digital government service
5. Reforming public administration based on intelligent information
Another fundamental factor that has been contributed to the success of e-Government
adoption in Korea is the presence of stable IT policy and regulatory framework. The
sustained investment for e-Government (around 1% of national budget every year)
guarantees Korea Government has sufficient resource for implementing its strategies andaction plans. Funds for e-Government come from various sources such as theInformatization Promotion Fund; the Telecommunication Promotion Fund or the Central
Fund for e-Government. Moreover, finally, the presence of institutions as coordinating
bodies in public sector such as National Computing and Information Agency; National
Information Society Agency; and Data Strategy Board; Gov. 3.0 Advisory Group; Gov.
3.0 officers in every ministry ensure the success of the new e-Government paradigm.

320

4.7

E-Government Participation [EPAR]

Another target of Government 3.0 is about connecting with citizens and encouraging
them to engage in public affairs. Government enables this via online voting, online
consultant and other large-scale public projects.
‘e-People’ website for the online participation of citizens was selected as one of the
top 10 services for online politics in 2006 World e-Government Forum. The “e-People
portal” facilitates citizens’ participation in policy-making by processing people scomplaints and suggestions via a single window. This is a single window application
enables citizen participating in policy-making process by receiving and handling theirsuggestions and complaints.
The official Facebook “https://www.facebook.com/govkorea” and Twitter“https://twitter.com/govkorea” is also available. Furthermore, elected officials andpoliticians often have their website or SNS account to notify their activities andcommunicate with citizens.
4.8

Open Government Data [OGD]

Government 3.0 pursues transparency of government. Open government regarding
data and information means the transition from supply-driven transparency (reactive,
responsive disclosure of public information) to demand-driven transparency (proactive
sharing). According to President Park, Government 3.0 places emphasis on “makeinformation sharing more equitable and transparent between the central government, local
governments, government agencies, and the public.” Aligning with this vision, Korea has
published the National Action Plan on Open Government Partnership. Currently, Citizens
can access public information and data at “https://data.go.kr/”.
4.9

Cyber Security [CYB]

The National Cyber Security Master Plan was released in 2011, since then, it has
been viewed as the foundation to guide the nation’s cyber defense strategy. Korea also
has a robust legislation framework for cybersecurity such as The Information andCommunication Infrastructure, Protection Act.
Both KrCERT/CC and KN-CERT are considered as computer emergency response
Protection teams in Korea Government. The Korea Internet and Security Agency is
responsible for network and information security. In addition, the National Cyber Security
Center (NCSC) is the central point of government for identifying, preventing andresponding to cyber-attacks and threats in Korea. The NCSC, in collaboration with theprivate sector and the military sector, will improve warning systems and response time tosecurity incidents and protect critical national infrastructures in Korea. For raisingawareness of cybersecurity, the Korea Information Security Agency is responsible foronline training and broadcasting about the responsible use of the Internet among users.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT). The
government’s G-Cloud Project is expanding. A total of 260 e-Government systems haveadopted G-Cloud by 2014, and the number is increased to 740, which is equivalent to 60
percent of the entire systems, by 2017.

321In 2014, the Ministry The government has adopted the field of “Internet of Things”
as a national strategic project, announcing the Internet of Things master plan to achieve aleading country of hyper-connected digital revolution.
5

Some Highlights

By implementing initiatives for optimizing the business process of public sectors
such as Government-wide Enterprise Architecture (GEA), On-nara BPS and Government
Information Sharing, the South Korean government has reached a high level of efficiency
and transparency of administration process. This is awarded by a nearly perfect score on
Management Optimization indicator this year.
The strength of South Korea is the comprehensive cybersecurity framework,
indicating by the full score in this dimension. With a supportive cyber regulation
environment and well-established security agencies, the cybersecurity framework is
strengthened, giving the government the capability to identify, prevent and respond to
cyber-threats.

322

Spain1

General Information

Area: 505,370 km2
Population: 48,146,134
GovernmentType:parliamentary
constitutional monarchy
GDP: $35,200
Internet User: 80.6
Wired (Fixed Broadband User): 29.5
Wireless Broadband User: 109.2

2

Positioning in a Global Organization and a Region

3

Digital Government Development

The development of e-Government in Spain was marked by a series of projects on
ICT, especially the projects of Public Administration - The "Conecta" Plan. This strategy
aims to promote electronic interactions between Public Administrations and citizens(eCertificates); e-ID card; and a citizen portal to provide access to interactive andtransactional services.
The “Moderniza” Plan (2006-2008), a plan of measures aimed at improving,
modernizing and simplifying the Administration to better accommodate the needs ofcitizens. In 2008 the Spanish Council of Ministers approved a ‘Plan for the Reduction of
Administrative Burden and the Improvement of Regulation’ the plan targets a 30 % cut
in the burden currently resting on businesses. The ‘Avanza’ Plan for the development of
the Information Society forms part of the broader program ‘Ingenio 2010’. The objectivesof this plan is to develop user-centric e-Government which furthermore overcomes the323most pressing challenges facing public e-Services. This plan was divided into 2 phases.
The first phase is to develop Information Society and for Convergence with Europe, andamong Autonomous Communities and Cities. The second is consolidate the milestones
achieved during the first phase of the Plan while contributing to foster the demand for
ICT and to fortify the ICT industry.
Avanza 2 was introduced in 2010 toward the second strategy 2011-2015. This plan
aims to help overcome ten objectives such as Promote innovative ICT processes inregional governments, Spread ICT applications in health and well-being, and Enable theapplication of ICT to the educational and training system.
In 2012, Spanish government issued MEJORA plan (Strategic Plan for Improving
Public Service and Administration) from 2012 to 2015. The MEJORA is divided into
three primary strategies: General State Administration (Racionaliz@ Plan), Citizens(Simplific@ Plan), and other public administrations (Compart@ Plan).
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]In Spain, 80.6% of the population uses the Internet, an increase over the previous
year, according to the “Measuring the Information Society Report 2017” by theInternational Telecommunication Union (ITU). The number of fixed-broadband
subscriptions is 29.5 per 100 inhabitants, while the number of active mobile broadband
subscriptions is 109.2 per 100 inhabitants.
As for the intranet connection, Spain has The 'Red SARA' network, administered by
the Ministry of Finance and Public Administrations, is Spain's Government intranet. It
interconnects 16 ministries, all Autonomous Communities (17) and Autonomous Cities(2), as well as over 3708 local entities, representing more than 90 % of the population.
Red SARA’s objective is to increase collaboration and interoperability among theinformation systems of the various levels of Government.
Furthermore, the Spanish government developed much platforms to promote eGovernment services such as Public Certificate Authority (CERES), National e-ID Card
(DNIe), @firma – MultiPKI Validation Platform for e-ID and eSignature Services, Cl@ve,
and ePassports.
4.2

Management Optimization [MO]In 2015, the Spanish government adopted its newest strategy, the “Digital
Transformation Plan for the General Administration and the Public Agencies belonging
to it”, also referred to as the “ICT Strategy.” It sets out the global strategic framework to
make progress in the transformation of the Administration, sets forth the guiding
principles, goals, and actions required to complete it, as well as the landmarks in thegradual development of Digital Government. The strategy clearly defines five strategic
objectives and nine related areas of work. The document is available to download on thewebsite of the “Electronic Administration Portal” (PAE).
4.3

Online Service [OS]Like other European countries, e-Services in Spain also are divided into citizens andbusinesses. The Portuguese government maintains websites for all five types of e-services
assessed in this survey: e-procurement, e-tax, e-customs, one-stop service, and e-health;
all of them had transactional features and obtained relatively high scores. The e-tax
website integrates e-customs as well, is clear and easy to use, and offers a high level ofinteraction with the user. Similar are the cases of the e-procurement and e-health websites.
324

The one-stop service website presents a search option on its main page, and lists the mostconsulted procedures. It also provides government information and different channels
users seeking support. Users have access to a personal account by using the “Cl@ve”
system, which is the official authentication system for public administration procedures.
It is available in five languages.
4.4

National Portal [NPR]

Spain’s national portal is also the official website for the Spanish government andthe president. It features news, a search function, and links to other sites related to the
public administration. Necessary and demographic information about the country andinformation about the government and its structure is available on this website. The site
also offers integration with SNS, the possibility to subscribe to a newsletter, and an option
to send messages to the president. The site is available in Spanish and other four languages
used in Spain, as well as English.
4.5

Government CIO [GCIO]

Although the title of GCIO is not used as such, an equivalent role is that of the
Director of ICT of the State General Administration, whose mission is to coordinate theexecution and implementation of the national e-government strategy. Information
regarding CIO training programs was found in at least one educational institution. No
additional information on CIO regulations was found.
4.6

E-Government Promotion [EPRO]The ICT Strategy and the Digital Agenda are the main guidelines in the promotion of
e-government. While the ICT Strategy focuses on initiatives and goals defined at thenational level, the Digital Agenda aims to develop the use of ICT in compliance with theobjectives set for the European Union. No information on publications, training programs,
or events on e-government was found.
4.7

E-Participation [EPAR]

Citizens have access to information on elected officials, government structure, andlegislation on several government websites. The one-stop service website is highly
functional and offers information on a wide range of topics. The president has an official
website, which is also the national portal, and offers the citizens to send messages to him.
No evidence to prove that the government takes the opinions of citizens in the decisionmaking process was found.
4.8

Open Government Data [OGD]Spain has performed well in establishing an open government. The government has
issued the Open Government Plan, which follows the guidelines of the Open Government
Partnership. The third version, for the 2017-2019 period, is expected to be released later
this year. The government has enacted a stable legal framework for the promotion of open
government. Also, the government has an open data site (http://datos.gob.es) in which an
extensive range of information from very diverse areas, like demographics and healthdatasets, is available to citizens. This site is available in Spanish and English, as well as
the other three languages used in Spain. The government also has a portal for transparency(http://transparencia.gob.es), where it provides more information about the public
administration and open government initiatives.

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4.9

Cyber Security [CYB]

Spain introduced the National Cyber Security Strategy in 2013. It is, the government
defines six cybersecurity objectives and eight lines of action. This strategy works incompliance with the National Security Plan and existing security laws. Spain penalized
cybercrimes through its penal code. It also has laws for information protection, data
security, and e-commerce. There is an official agency for dealing with cybersecurity
incidents, the CNN-CERT, and an information security agency, the National Centre for
Critical Infrastructure Protection (CNPIC).
4.10 The use of Emerging ICT [EMG]
The growth of IoT in Spain is being incubated by academia in the area of informationand computer science such as at the NICS Lab. There is evidence that Cloud Computing
services are being developed for the public administration (SARA network), and someregulations have been established. No evidence of official usage or regulations by thegovernment of emerging technologies such as the Internet of Things or Big Data wasfound.
5

Some Highlights

There will always be a percentage of the population unable or reluctant to use
electronic means with Public Administration. Extending the benefits of e-Government tothese citizens is, without any doubt, the major challenge for inclusive e-Government
policies. The development of multi-channel strategies based on human intermediaries is
now possible in Spain.
The Spanish government’s efforts to promote e-government have seen results in theareas of open government and cybersecurity, while citizen participation still needs to be
improved. The strategy is well structured, and that can be seen in the quality of e-services
the public administration offers. In addition, the development of the SARA network willoffer a platform for increased integration and efficiency in public administration.

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Sweden1

General Information

Area: 450,295 km2
Population: 10,161,797
Government
monarchyType:

constitutional

GDP: $53,077
Internet User: 91.5
Wired (Fixed Broadband User): 36.3
Wireless Broadband User: 125.2
2

Positioning in a Global Organization and a Region

Among OECD countries, Sweden has very high scores on network infrastructure, eGovernment promotion, and management optimization. These scores are far above theworld and OECD’s average and very close to the USA’s – who achieved the top position
in OECD countries.

In European countries, Sweden surpasses the regional average on most indicators,
except Online Services, Open Government and National Portal. Especially in eGovernment promotion, the Swedish government even outweighs Denmark, securing the
1st in the European in this indicator.
3

Digital Government Development

As one of the world’s best-connected countries, Sweden has 100% cell phone
subscriptions with data, 93% Internet users, 51% of households with personal computers,and 32% broadband subscribers). All of these conditions combine with an early interest
from decision-makers on IT, have turned Sweden into a prominent ICT nation with good327

infrastructure and advanced services. The Swedish government has formulated strong
policies in this progress.
In 2016, Sweden concluded the open government partnership action plan (20142016). As the results, the Swedish government focused on the e-Government andenhanced access to information in three main areas: citizen-oriented public sector
development, the re-use of public administration documents and aid transparency. The
major identified challenge of the action plan is ‘More Effectively Managing Public
Resources and Increasing Corporate Accountability. They also identified 5 commitments
for Sweden, (1) put citizens at the center, (2) re-use of public administration documents,(3) Increased access to Swedish aid information, (4) Improved opportunities for dialogue
and transparency, and (5) Increased aid transparency at the global level.
Moreover, according to the- Swedish – innovation in 2018, Sweden has a goal thatdeveloped e-government will contribute in making the public sector more open and towork more efficiently and offer services which are natural. The target is a more open andsmarter public sector which can support innovation and participation, a more comfortableeveryday life for individuals and businesses as well as higher quality and efficiency inpublic services. In order to realize that, Sweden needs to continue the development of egovernment and increase opportunities for private actors to develop new services by
providing public data.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]In March 2017, the technical framework of the Swedish e-Identification Board was
updated and adapted to eIDAS. Authorities and municipalities will now be able to connect
their eServices to the Swedish eIDAS node.
4.2

Management Optimization [MO]In September 2014, The Swedish minister of ICT presented the Digital Step - a driveto achieve more collaborative e-government. The drive will implement the Swedish
strategy on e-government, which was launched in December 2012. The strategy describes
how the Swedish Government plans to strengthen further the ability of government
agencies to work together in delivering digital services.
4.3

Online Service [OS]The score for Online Service comprises five sub-dimensions: e-Procurement, e-Tax,
e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1 lists the online services
and its URL Address. All of those services were investigated using three factors, i.e.,
Level of Complexity, Level of Security, and Level of Convenience.
In general, most public services in Sweden are provided digitally. However, not allof them reached the transactional complexity level. Regarding e-Procurement, theSwedish Government has not implemented a centralized portal for electronic public
procurement, as this is intentionally left up to private operators. The website avropa.se iscurrently the primary means of communication with procuring entities and suppliers. In
order to facilitate the delivery of transactional e-Services to citizens, the Swedish
Government has put into place the National e-Identification Board, whose mission is topromote and coordinate electronic identification and signature for the public sector eServices. Regarding Taxation and Customs, skatteverket.se and tullverket.se are twoelectronic portals established to provide various transactional services to citizens andbusinesses. Those services obtained the highest level in complexity score.
328

To measure the level of convenience, the third party application Google PageSpeed™
Insight has shown that all services have a good access speed.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. Government.se is the government portal of Sweden. It
presents a wide range of information resources about government structure, government
agencies, legal documents and daily news regarding government’s operations.
Information is delivered in 14 different languages.
In technical aspect, the result of Google PageSpeed™ Insight showed that the website
operates well both from PC and from Mobile Device. The portal also provides several
contacting methods via various Social Networks such as Facebook, Twitter, YouTube,
Flicker as well as there is a feature allowing the user to receive update mail notification.
4.5

Government CIO [GCIO]

It is clear that the position of CIO does exist in all levels of government, from national,
to regional, to local, albeit under different names and with different responsibilities.
4.6

E-Government Promotion [EPRO]

The Minister for Public Administration Ardalan Shekarabi will be is responsible for
e-Government. For municipalities digitalization, Swedish Association of Local
Authorities and Regions (SKL) continues being in charge. Swedish Association of
Municipalities for Joint Development of Public e-Services (SAMBRUK) initiated in 2002
for joint development of e-Services.
Regarding monitoring e-Government progress, the Digitalization Commission has
been established in 2012 by the Swedish Government to analyze and monitor progress
towards the Swedish ICT-policy goal to become the best in the world at digitalization.
Sweden also has research think-tanks on e-Government, such as eGovLab of Stockholm
University or Timbro. eGovlab have cooperation with EU.
4.7

E-Government Participation [EPAR]

There are around 60% of Swedish citizens use e-Services. The total of services
provided online is around 3800 services. These users conducted over 250 million
transactions in various private and public e-Services during 2011, thanks to theavailability of world-class broadband. This enables households and businesses to haveexcellent opportunities to use electronic public services via broadband.
Sweden recently updated its national eHealth vision, which now states that, by 2020,
all residents aged 16 or over should have access to all health-related information
documented in county-funded health and dental care. Sweden has approximately 10
million inhabitants, 41% (about 4.1 million) of whom had created their account to use
personal e-services on the 1177.se portal by June 2017. Through this national patient
portal citizens can reach the PAEHR and, in June 2017, the total number of unique usersof this e-service had reached 1.3 million.
4.8

Open Government Data [OGD]Regards of the Open Government, the first Swedish OGP Action Plan was publishedin 2012 and focused on the challenge of More Effectively Managing Resources. In thesecond Action Plan published in 2014, the scope was broadened by focusing on More
Effectively Managing Public Resources and Increasing Corporate Accountability. Five329

commitments were made on D-Government, public sector information and aidtransparency. Sweden’s third Action Plan builds on three of the commitments in theprevious Action Plan and one additional commitment:-

Putting citizens at the center (D-Government)-

Re-using public administration documents and open data-

Improving opportunities for dialogue and transparency in aid management andimplementation-

Developing a new format for dialogue with CSOs (new commitment).

As stated in the Independent Reporting Mechanism, more can be done to increase thescope of future commitments by adopting a more integrated approach to open government.
An essential step in that direction is the engagement of the Ministry of Culture with a newcommitment to the Swedish OGP Action Plan.
4.9

Cyber Security [CYB]

The Government is presenting a national strategy for developing and enhancing
cybersecurity in Sweden. The strategy outlines objectives in six priority areas and will
help to create long-term conditions for all stakeholders in society to work effectively on
cybersecurity, and raise the level of awareness and knowledge throughout society. Six
strategic priorities to promote Sweden’s security and IT policy objectives, theGovernment believes there are six primary areas in society’s cybersecurity that must be
given priority.
1. Securing a systematic and comprehensive approach to cybersecurity efforts
2. Enhancing network, product and system security
3. Enhancing capability to prevent, detect and manage cyber attacks and other IT
incidents
4. Increasing the possibility of preventing and combating cybercrime
5. Increasing knowledge and promoting expertise
6. Enhancing international cooperation
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
According to the report from government offices of Sweden, Sweden will start and createa leading international environment for collaboration on AI in 2018. Minister for Digital
Development, launched an international leading artificial intelligence collaboration (AI)Data Factory and Arena. It will strengthen existing, planned and future Swedish initiatives
in AI. The goals are to:
1. Create a dynamic, world-class environment where access to large amounts ofunique and exciting data will attract academic and industrial researchers, as well as
research institutes
2. Provide a hub in applied AI-related projects and in generating data for academia,
industry and public services
3. Facilitate cross-fertilization of AI expertise between different areas of application

330

4. Develop methods and infrastructure for, in a controlled and reliable way, managing
large quantities of data and successfully training AI algorithms
5. Maintain a high international profile and collaborate with existing and planned.
5Some Highlights

There have been lots of efforts carried out by Swedish Government to promote for eGovernment. These activities could be found in both central and local government levels.
For example, in October 2015, an advisory board for e-Government was established by
the Swedish government which consists of high-level decision-makers in the public sector
with the task to advise on e-Government policy. In addition, regular meetings and eventswere held at the municipality level to promote different aspects of e-Government. All ofthese evidence resulted in a high score for Sweden on e-Government promotion ranking.
More attention need to be paid on providing information on the national portal. It isadvised that country information and available services should be included on the national
portal as a one-stop gateway for residents and foreigners. In addition, being the country
with many popular technology corporations such as Erikson, the government isrecommended to utilize emerging technologies into the public sector’s operations. This
will help to improve the ranking of Sweden in this area.
Moreover, the utilization of emerging technology and establishing some action plansfor e-Government, it should be evaluated the contribution to the realization of eGovernment.

331

Switzerland
1

General Information

Area: 41,277 km2
Population: 8,236,303
Government Type: Federal Republic
GDP: $ 61,400
Internet User: 89.4
Wired (Fixed Broadband User): 46.3
Wireless Broadband User: 103.7
2

Positioning in a Global Organization and a Region

Switzerland has outstanding performance in Management Optimization, which isabove the average of OECD countries. However, similar to other developed countries in
European, Switzerland has a very low e-Government Promotion initiatives. Its score on
e-Government Promotion is lower than the average score of both OECD and European
Countries
3

Digital Government Development

Following the adoption of the eGovernment strategy in January 2007 and its
subsequent revision in December 2015, Switzerland updated its strategy for 2016-2019
years. The strategy was worked out in a collaboration between cantons and municipalities,
facilitated by the Federal IT Steering Unit (FITSU).
The development of Swiss eGovernment platform is carried out in collaboration withnumerous private entities, such as leading IT companies, financial institutions, and even
the Swiss Post. This allows for highly specialized approach and quality of service.
Swiss Confederation also participates in international projects on eGovernment
development, such as a joint programme with India, and shows interest in multilateral332

agreements on E-Government (e.g. European declaration on E-Government, Talinn 6th
October 2017).
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Switzerland possesses one of the best ICT infrastructures in the region and world
with approximately 89.4% of the population having access to the Internet (ITU, 2017).
The fixed broadband internet penetration reaches 46.3% while wireless broadband
penetration – nearly 103.7%.
4.2

Management Optimization [MO]Swiss strategy on E-Government provides distinct and feasible objectives for each
aspect of E-Government on both national and regional levels that have been developed asa result of collaboration between the central and local governments. Updates on theachievements and further steps are published annually and in free access.
At the core of the system is the Business Process Model Notation (BPMN) that ismeant to facilitate interactions between the government, local businesses and potential
investors from abroad. The business aspect of Swiss D-Government is one of the mostdeveloped, indicating the country’s priority in using the E-Government platform foreconomic needs.
The active side of the system as of now is its interconnectedness between the central
government, the local governments, and private stakeholders. The drawback of the systemis the lack of uniform metadata standard and centralized financial information system.
4.3

Online Service [OS]Evaluation of the Online Service is based on an investigation of five online services:
e-Procurement, e-Tax, e-Customs, e-Health, and One-Stop service, each of which has
been evaluated in terms of the level of complexity, level of security, and level ofconvenience.
Overall, all services showed excellent performance, e-Tax and One-Stop service
showing the highest results out of the five.
In terms of complexity, all of the services have achieved a two-way interaction modelwith users having the opportunity to submit feedback and receive all the needed
information with the necessity of visiting the office. The one-stop service ch.ch that isbeing developed under the framework in effect until 2019 is the only service that reached
the transactional level of operability and provides the user with follow-up information
depending on previously submitted data.
Convenience-wise, all pages showed good results, e-Tax and One-Stop service being
above the rest. The websites were multilingual with only some elements and .pdf
documents not being available in English, and the speed and optimization of pages wereoverall good. Regarding internet speed, the result was good for every service except for
e-Procurement that fell within “fair”.
The level of security was excellent for every of the services, providing secured
certificate and password protection.
4.4

National Portal [NPR]

The evaluation of the National Portal is based on three factors: Content, Technicalaspect, and functionality. Swiss National Portal (https://admin.ch) primarily represents a333site of the government of the country, subdivided into pages for each significant public
office. The site contains information on the political structure of the country, historicaland cultural background as well as various information of different usability for both
Swiss citizens and foreigners. The Portal is translated into national languages and English.
It is also connected to official social network profiles of the public offices and provides a
newsfeed on demand.
Technically-wise, the webpage of the Portal showed poor speed performance, yet
fully operation interface.
4.5

Government CIO [GCIO]

Although formally Switzerland does not have a GCIO, de-facto the E-Government
framework clearly defines persons with GCIO’s responsibilities at all levels. The same
applies to education; wherein there are no programmes designated to prepare CIOs but
MBA programmes in the field of IT that prepare highly qualified specialist who among
other things possess skills of CIO.
4.6

E-Government Promotion [EPRO]

Swiss D-Government programme does not include a separate designated legal
document of national or regional level for D-Government promotion. However, the latteris included in documents of some ministries (like SECO). In addition, the promotion of
D-Government is mostly carried out by private partners of the D-Government project of
Switzerland, such as Swiss Mail.
The promotion activities are in general not viewed as crucial because of high ICT
penetration level in the society and computer literacy even among senior generation.
Switzerland is also holding an annual E-Government forum with the help of leading
IT companies and is engaged in international projects and agreements on E-Government.
4.7

E-Participation [EPAR]

Being a highly developed post-industrial society, Switzerland can enjoy the full
benefits of the digitalization of the administrative field. The services like E-Tax and Eprocurement and actively used by society, thus creating stimuli for the government topursue new horizons in this sphere. The framework for 2020, in particular, provides
unification of all D-Government services under one portal (ch.ch), electronic
identification system, et cetera. The level of E-Participation remains high, although lessthan in neighboring European countries, like Germany or France. The weak point in Swiss
E-Participation is lack of clear evidence of decisions made by citizenry’s feedback.
4.8

Open Government Data [OGD]

Switzerland started the implementation of the Open Government Platform in 2004
under the Federal Act on Freedom of Information in the Administration to participate in
the Freedom of Information Act movement around the world. At the moment, Swiss Open
Data Portal (https://opendata.swiss/en/) provides various information in different fields
and can be considered one of the best Open Data Portals in use.
4.9

Cyber Security [CYB]

Switzerland considers security to be of utmost concern and therefore thecybersecurity of the country is on the highest level. The following laws have been adopted
on the issue:334

Information Protection Ordnance (2007)
Federal Act on Data Protection (2010)
Military Act: Articles 99-100 – Ordinance on the Armed Forces Intelligence Service(O-AFIS)
Federal Law on Certification Service
De-facto, Swiss cyber-security is maintained by Swiss Cyber Security Advisory andResearch Group, FITSU and Swiss-Cert, as well as by private companies taking part in
E-Government programme.
4.10 The use of Emerging ICT [EMG]
For this index, the factor includes such technologies as “Big Data”, Cloud computing
and Internet of Things. As of now, the Swiss government has developed a private cloud
platform for public offices and is to complete full-fledged Cloud Computing System
under PaaS standard by 2019.
In collecting statistics for Open Government Data platform and for internal use thegovernment actively uses Big Data. Private partners assist the administration in obtaining
and analyzing the big data retrieved.
There are no clear indicators of using IoT by the government of Switzerland, althoughmany businesses in the country excel at this type of technologies.
5

Some Highlights

The strongest points of Swiss E-Government are Open Data and Cybersecurity thatindicate the importance of transparency and safety as of core priorities for a neutral
country. Traditionally having small, yet powerful army Switzerland cannot but excel at
preventing all possible risks and hazards employing its outstanding intellectual potential.
Importance of transparency highlights the tradition of Direct Democracy in which thevoice of every citizen matters and is taken into account while discussing the mostimportant legislation and policy issues. In order for the Direct Democracy to succeed, theconstituent is obliged to be well informed of the current state of affairs of the country, andthus a portal for official governmental data is needed. Another strong aspect of Swiss DGovernment is an active cooperation between the private and public sector, allowing
diversification of labor and high quality of end product.
The weak point in Swiss D-Government is the lack of reliable and uniform DGovernment promotion as well as the relative modest use of emerging technologies.
Although citizens are already engaged in D-Government services, and new technologies
are being gradually implemented, the State could show more active efforts in thisdirection to maximize the useful output of the D-Government system. With theimplementation of new features provided for by the revised D-Government strategy, theSwiss government is likely to amplify its efforts in promoting both new and alreadyexisting services.

335

Taiwan1

General Information

Area: 35,980 km2
Population: 23,415,126
Government
democracyType:multiparty

GDP: $47,500
Internet User: 80
Wired (Fixed Broadband User): 24.2
Wireless Broadband User: 57.1

2

Positioning in a Global Organization and a Region

Except for Network Infrastructure Preparedness and National Portal, rest 8 indicatorsof Taiwan are above the average score of many countries, especially the performance onOpen Government Data. Taiwan also has achieved comparatively better scores comparedwith Asia countries, exceeding or equal to the average except for Network Infrastructure
Preparedness and National Portal.
3

Digital Government Development

On November 24, 2016, the Executive Yuan, Taiwan launched the Digital Nation andInnovative Economic Development Plan (2017-2025) (DIGI+ program). The plan’s main
goals for 2025 are to grow Taiwan’s digital economy to US$205.9 billion, increase thedigital lifestyle services penetration rate to 80 percent, speed up broadband connections
to 2 Gbps, ensure citizens’ fundamental rights to have 25 Mbps broadband access, andput Taiwan among the top 10 information technology nations worldwide. Accordingly,
the national development council (NDC) of Taiwan promoted the national Digital
Government program of Taiwan (2017-2020).
336

In 2017, as the fifth stage of e-Government development in Taiwan16. The newly
launched program aims to adopt emerging technologies such as big data, cloud computing,artificial intelligence, etc. to build a comprehensive global leading e-government of whichcitizens can take full advantage instead of receiving standard public services. Data-driven
policy-making, citizen-centric service, and public-private participation are the three maincore concepts of the program. Various promotion plans have been implemented, and theresults are significantly (see Table 1). For example, Government cloud service andstructure have been completed 60% in 2017, and are expected to achieve the goal of 90%
by 2020. Until 8th March 2018, Taiwan government has opened more than 35,672
datasets and 172 Application Public Interfaces (APIs). Open Knowledge International has
published global open data index 2016, showing that Taiwan topped the index for two
consecutive years.

4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to ITU’s investigation, Internet users take up 80% of the population in
Taiwan. About 24.7% are Fixed-Broadband users, and 57.1% of the wireless broadband
users, in which most advanced countries have achieved more proportion close to100%~110%. According to the nation’s research, the network coverage has alreadyreached 100% over the island, and the internet usage rate was about 80% for that age were16

https://www.ndc.gov.tw/en/News_Content.aspx?n=8C362E80B990A55C&sms=1DB6C6A8871CA043&
s=158C8446035DF66A
337

above 12 years old. It gives government and enterprises an excellent opportunity to offer
information and services to people via the internet.
4.2

Management Optimization [MO]This indicator “Management Optimization” reflects the utilization of ICT for
improving government business processes. Taiwan has propelled the administrativereformation by information system since the 1980s. After consistent electronic/digital
Government plans of five stages within particular emphases on government system
integrations, Taiwan has optimized the internal office and established a valid operation.
The newly launched digital government program includes twenty-four sub-plans
involving seventeen central government agencies. In particular, the program identifies
clear targets with quantitative measures such as the completion of four nation-wide
integrated one-stop services, sixty percentage e-service usage rate, etc. Moreover, NDC
has formed an expert committee to evaluate the strategies of its digital government
program periodically to ensure that the program remains current and update.
4.3

Online Service [OS]The score for Online Service is evaluated on five online services, i.e., e-Procurement,
e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Three levels of
sophistication were examined, i.e., Level of Complexity, Level of Security, and Level ofConvenience. In Taiwan, most of these online services have reached the required security
level and have been estimated as high performances which provide citizens withtransactional online service. In particular, considering the trend of incoming aging society
with fewer children, Taiwan government makes efforts in integrating the e-Health system
to serve citizens in different needs and priorities. Quite a few online systems areconnecting hospitals, clinics, drug stores, and citizens in which multiple needs on healthcan be satisfied even with APPs. For example, the Ministry of Health and Welfare(MOHW) has established “my health bank” to provide citizens with a secure online healthservice with personal medical data which helps inform and ensure about their healthhistory. In addition, the MOHW has created the ibaby services network which is available
to citizens and foreign immigrants in Taiwan in need of the integrated services andassistance in life accommodation, marital registration, issues on pregnancy and nurserywith provision of the relevant welfare measures, specifics of subsidies, messages of local
public services in counties/cities and health education and knowledge/knowhow. Once a
person becomes an i-Baby member, he or she will benefit from a VIP level of personalized
service and receive customized information through e-mail or calendar note reminders
straight from this website.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. The English version of the National Portal of Taiwan(http://www.taiwan.gov.tw/) offers information about Taiwan including demographic andhistorical introductions. Other information has been classified for different purposes suchas Visas/Immigration, Education/Employment, Tourism, Economy and so on. There arealso guides for residents with various aspects of living in Taiwan. Although e-informationis the primary function for the English version of National Portal of Taiwan, the Mandarin
version of National Portal of Taiwan (https://www.gov.tw/Default.aspx) provides mostcentral and even local government’s online services.

338

4.5

Government CIO [GCIO]

Taiwan has put effort to establish the GCIO system. The year 2012 was an criticaltime point in which the first GCIO Dr. San-Cheng Chang has been appointed, and thesecond-degree GCIO system was set up. According to it, the Convener of National
Information and Communications Initiative Committee (NICI) fill the post of GCIO in
Executive Yuan level, and each Ministry level of central government have their CIOs as
well. Regular CIO Meeting has been held among the CIOs and deputy heads of municipal
and city governments.
The GCIO organization in Taiwan consists of the Deputy Ministers or Chief
Secretaries at cabinet-level government agencies who serve as the ministry level CIOs.
Regarding the government ICT strategies, all those ministry level CIOs are under thecommand of NICI chief commissioner who serves as the Executive Yuan CIO. Currently,
the GCIO is Dr. Tsung-Tsong Wu. As the Executive Yuan CIO, his responsibility is tooversee the promotion of upgrade of information and communications and relatedindustries, improvement of administrative efficiency and friendly services of government
agencies and the prevalence and applications of Internet usage.
The Responsibility of Ministry-level CIOs is to coordinate the business and ICT
resources, promote business process re-engineering and regulatory relaxation, apply ICT
to enhance administrative efficiency and develop innovative, friendly services. Similarly,
quite a few local city governments have formal appointment and offices for GCIO. The
responsibility of local government-level CIOs is to coordinate the business and ICT
resources, promoting business re-engineering, apply ICT to enhance administrative
efficiency and develop innovative, friendly services at local levels.
4.6

E-Government Promotion [EPRO]

The newest Digital Government program published in 2017 focus on digital
government construction within the utilization of emerging technologies including IOT,
Cloud Computing, and Big Data. To coordinate with the ide@Taiwan 2020 white paper,the digital government program has proposed three main objectives as “Proving
convenient living” “Develop digital economy” and “Fulfill governance transparency”.
The core concept of the new program is “Data-driven” “public-private collaboration” and“civilian-centric”. There are also many promotions covering issues such as government
open data and infrastructure at the national level. In addition, the public sector tries todevelop a public-private partnership and work with the private sector to implement andgovern the development of the smart city. For example, Taipei City government hasestablished the “Taipei Smart City Project Management Office” to build an innovation
matchmaking platform to combine industry and government resources to develop a smart
solution that satisfies public demands.
4.7

E-Participation [EPAR]

Most of the government agencies in Taiwan have prepared channels for citizens tointeract with specific agencies via email, telephone, online message form, and social
media such as Facebook. A simple search engine on the one-stop service portal enables
citizens to find the departments they want to reach directly and effectively with completed
contact lists by names. In response to the rapid development of the internet and the riseof citizen participation awareness, the government has established an E-participation
Platform (http://join.gov.tw) to gather the public opinions. People can initiate proposals
on this website. Once the proposal gets 5,000 signatures within 60 days, then the authority
has to respond formally in 60 days after comprehensive research and analysis. The
339

government enables to win people’s trust and make good use of social innovation power
to improve the effectiveness of government governance. In addition, “vTaiwan,” an online to off-line PPP platform, facilitates stakeholders to come together on consensus issues
and leads to original policy formulation.
4.8

Open Government Data [OGD]

Taiwan got comparatively high scores on the indicator of Open Government Data.
Open data initiative has remained one of the priorities in Digital Government plans of
Taiwan, within legal preparedness such as “The Freedom of Government Information
Law (2005)” “Copyright Act (2014)” and “Personal Information Promotion (2015)”. The
Open Data Portal (http://data.gov.tw/) are not only updating datasets on every aspect insocial life and governments but also providing space for citizens to comment and discuss
after checking the data. What’s more, the details in data standards and guidance for users
to read and utilize information are presented on the website. The accomplishment of Open
Government Data of Taiwan has also been recognized by other international organization.
For example, Taiwan retains top spot for the second year running among 94 surveyedcountries in the latest Global Open Data Index published by U.K.-based Open Knowledge
International
4.9

Cyber Security [CYB]

To strengthen nation’s capacities in Cyber Security, the National Information andCommunication Security Taskforces (NISCT) has been formed by The Executive Yuan
since 2001, by whom Ministry of Science and Technology was issued as the responsible
authority for Cyber Security instead of NISCT, within a new institution called “National
Center for Cyber Security Technology (NCCST)” in 2016. Several policies related to
Cyber Security and Data Security have been issued in Taiwan, such as Information andCommunication Security Policy White Paper (2008/2010), National Information andCommunication Security development project (2013-2016), Government Configuration
Baseline Initiative (2017-2020), and Mobile Payment Policy promoted by NDC (2017).
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT).
Taiwan government is earnest to implement new technologies into Public Sector. There
are all evidence to show their ongoing projects and plans adopting Cloud Computing or
Big data, to correspond the data-driven vision for nation’s strategy. For example, theExecutive Yuan passed “Cloud Computing Industrial Development Program” in 2010 inorder to extend the advantage of hardware manufacturing from the existing Information
and Communication Industry and to obtain the early opportunity of global cloudcomputing market. In 2012, the Executive Yuan amended the program to expand theappeal to “Promote the government cloud applications” and “Drive the development ofdomestic cloud industries.” Currently, five strategies “Promote government apps thatmeet citizens’ needs,” “Build expertise in app development,” “Build system softwareexpertise,” “Encourage domestic firms to develop cloud infrastructure,” and “Apply
green concepts and build cloud computing economies of scale” have been identified andimplemented under the Cloud Computing Development Program (2016-2018). Several
national Cloud Systems have been developed. For example, to avoid overdoses andadverse drug interactions and help physicians and pharmacists safeguard medication
safety, the National Health Insurance Administration set up the patient-centered “NHI
PharmaCloud System.” As of July 31, 2015, all hospitals in Taiwan have been connected340

to the NHI PharmaCloud System since 2015, and a total of 22,708 contracted medical
institutions, including hospitals, clinics, pharmacies, and home care institutions, haveconducted searches on the system.
However, regulations around emerging technologies are still not been well prepared.
The situation may be similar to other countries who try to put the technologies into
practice in the first place.
5

Some Highlights

It has excellent performance on the indicator of “Open government”, showing
government’s effort actions to achieve the goals that have been emphasized inaforementioned national plans. Transparency, Accountability or E-democracy havealways remained common focus in the society. Along with the development of digital
government strategy, Taiwan is indeed expected to gain better achievements on “eparticipation” “the usage of emerging technologies” in the future. On the other hand, thenational portal should not be forgotten since it is not only the portal to send nation’s
message to citizens but also an essential window for non-Taiwan citizens to understandand become familiar with the society. In addition, innovation is a vital issue for the digital
government as well.

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Thailand
1

General Information

Area: 513,120 km2
Population: 69,183,173
Government
MonarchyType:Constitutional

GDP: $16,800
Internet User: 47.5
Wired (Fixed Broadband User): 10.7
Wireless Broadband User: 94.7
2

Positioning in a Global Organization and a Region

Among APEC Countries, the Management Optimization (MO), Online Service (OS),Government CIO (GCIO), E-Promotion (EPRO), Open Government Data (OGD) and
Cyber Security (CYB) indicators are improving and still above the average score of APEC
members. The Management Optimization (MO) indicator of Thailand gets the same levelof United States, the best country in APEC. Amongst ASEAN countries, Thailand isplaced below Singapore. However, the National Portal (NPR) indicator of Thailand is thelowest among these regions.
3

Digital Government Development

The Ministry of Digital Economy and Society (MDES) is the main body responsible
the Digital Economy and Society Development (DESD) plan, endorsed by the Cabinet
along with D-Government Development (DGD) plan in April 2016 with particular set ofstrategies including building digital infra, boosting digital economy, creatingknowledgeably digital society, developing digital workforce and building trust andconfidence in digital era. Both plans are in-line with Thailand Information andCommunication Technology (ICT) Policy Framework ICT2020 (2011-2020) which was
released on May 2011. While the DESD plan aims to transform the country toward342

“Digital Thailand” which is defined as a transformed Thailand that maximizes the use ofdigital technologies in all socio-economic activities in order to develop infrastructure,
innovation, data, human capital, and other digital resources that will ultimately drive thecountry towards wealth, stability, and sustainability, the DGD plan is to transform thewhole government to enhance the country’s digital development goal via PPP initiatives.
To propel this transformation forward and promote innovation, the government
introduced the “Thailand 4.0” economic model, which concentrates on digital
improvements that enhance the quality of life and at the same time promotes productivity
and efficiency. The Thailand 4.0 concept gives public and private partnerships an criticalrole. While the private sector takes the lead through its business activities and investments,
the government serves as a facilitator and promoter. In this way, more investment indigital-technology-based industries is encouraged by providing sufficient incentives toinvestors in the targeted industries. (http://www.boi.go.th)
Digital Government development plan which is now turning to 2nd edition (20172021) has been undergone by Electronic Government Agency (Public Organization)(EGA) which is soon to transform itself as Digital Government Agency or DGA with anabsolute authority profile. The government aims to develop digital capabilities within all
key sectors, including agriculture, tourism, education, the medical profession, investment,
disaster prevention, and public administration, in order to drive economic and social
progress. To achieve this objective, digital technologies need to be incorporated into
public services. An integrated information network will be developed cooperatively bygovernment agencies, with a focus on four key development models, namely Government
Integration, Smart Operations, Citizen-Centric Services, and Driven Transformation.
(https://www.opengovasia.com/articles/7415-thailand-pm-announces-digitalgovernment-plan-2017-2021-to-achieve-integrated-citizen-centric-digital-governmentwithin-5-years)

Figure XII-0-1: Digital Thailand Aims

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Figure XII-2: Thailand Digital Economy and Society Development Plan’s Strategies

4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 47.5% of people in Thailand were Internet users in 2016, according
to the Measuring the Information Society Report 2017 from International
Telecommunication Union (ITU). About 10.7% have fixed-broadband subscriptions, andwireless broadband subscription has reached 94.7%. The government has successfully
installed fiber-optical-wired broadband internet (the so-called Netpracharat) to cover thevillage population of some 95% of the country by 2017 and will be 100% coverage in2018. Free WiFi is provided at each village center area.
4.2

Management Optimization [MO]Thailand continuingly scores highly regarding optimization awareness; the country
adds on the groundwork of EA framework to include digital development structure in all
key sectors as a new blueprint of D-Government development. Provisional
interoperability for the public sector’s digital transformation is directly under the control
of EGA turning DGA. The present Thailand Digital Economy and Society Development
plan strategies are a key driving mechanism of Digital Thailand for which newly
established body called DEPA (Digital Economy Promotion Agency) under MDES is
responsible in close cooperation with the current authority of EGA. Currently, thegovernment encourages to deploy e-Payment called “Prompt-pay” for facilitating online
payment and fund-transfer by using national ID across all local banks without any fees
regarding public administration and online services.
4.3

Online Service [OS]The score for Online Service is based on an investigation of five online services: eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and their URL Address. All of those services were investigated344

using three factors, i.e., Level of Complexity, Level of Security, and Level ofConvenience. Among these five Online Service, e-Tax, e-Procurement and One-Stop
Service are the best performers among five online services.
Regarding complexity level, all online services have reach interaction level where
the citizen can obtain the service without necessarily visit the government office. The
initial stage of interaction with the government through the portal. In addition to that, all
Online Service have implemented security measures such as Site Authentication, andPassword Protection for obtaining the services. However, it is still limited to use SSL asa security measure when login to the system.
To measure the level of convenience, the third-party application “Google
PageSpeed™ Insight” result has shown that the e-Tax Portal is perfect in terms of fast
speed and efficiency, the One-Stop Service is also at fast speed while the e-Procurement
and e-Health are at the average term. The e-Customs is such considerably in doubt interms of speed that may cause the access speed considerably slow to access.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information, Technical,
and Functionality. Thailand has several websites collectively which make up online
government presence. The digital portal of the Thai government is“https://www.egov.go.th/” that provides daily information and D-Government
connectivity for citizens. The portal is available only in the national language Thai. In
technical aspect, the result of Google PageSpeed™ Insight showed that the website
performance had been improved to a “Fast” speed on both from PC and from Mobile
Device.
4.5

Government CIO [GCIO]The Chief Information Officer (CIO) is a bureaucratic position by cabinet resolution
default to be appointed at all levels including provincial level. There are continuingly
progressive organizations for the CIO, including CIO Association of Thailand which
gathered both CIO and IT persons from both government and private sectors, theInternational Academy of CIO in Thailand as well as CIO Forum in critical sectors suchas healthcare, a public utility as well as banking and insurance. EGA has D-Government
Academy that also coordinates with other agencies to organize CIO related activities likeseminars, conferences, and workshops. Under the Digital Thailand flagship, CIOs ingovernment sector have been assigned the vital role to lead in a digital transformation in
their organizations. To date, provisional ICT training courses for government CEO
resolved by the cabinet has been conducted annually for gradually bridging the gap of
ICT literacy between CEO and CIO.
4.6

E-Government Promotion [EPRO]

EGA currently in charge of D-Government promotion in Thailand is now
transforming to a new DGA (Digital Government Agency) under a new so-called Digital
Government bill which is sooner or later endorsed. DEPA (Digital Economy Promotion
Agency) under MDES supports funding for DE initiatives which includes some critical
D-Government projects. However, ministries, local governments, and state-owned
enterprises in telecommunication such as TOT and CAT are also actively involved inpromoting D-Government.

345

4.7

E-Participation [EPAR]

In general, all interest groups have online access to essential administrative
information. The presence of e-participation has been improved via the Damrongtham
Center which has branches in all provinces nationwide and facilitated by Call Center 1567
(setup under Royal Decree on Criteria and Procedure for Good Governance 2003) andweb portal www.damrongdhama.moi.go.th under active support by the present Prime
Minister, General Prayut Chan-o-cha, aiming for filing problems and grievances
especially against corruption from the general public and make information accessible tothem. Currently the government boost more people participation through this channel by
opening direct call to the PM via with and direct Government House line 1299 police
hotline 191 and Government Contact Center (GAC) 1111 on top of the Call Center 1567.
Moreover direct applications - police I lert and GAC-PSC 1111 are already in use asalternatively mobile channels. GAC Web Portal: www.1111.go.th is for years serving as
active channel for citizens’ requests for public information across all ministries as well as
filing general public hardship.
4.8

Open Government Data [OGD]In Thailand government has appointed EGA to develop Thailand Government Open
Data “https://data.go.th” and Open Application “https://apps.go.th” since 2013. These
projects are still in an ongoing process. Open Dataset containing links and descriptions
has reached amounted to some 1,090 sets increasing from 552 sets while Open
Application increased to 288 from 211 applications, both compared to 2016. To keep theinformation update, EGA authorizes all government agencies to publish their data to theopen data portal on behalf of the state, and EGA also has seminar and event to promote
Government open data. In addition, for Thailand increasing of Government open datameans showing the political will to fight against corruption by publishing as muchinformation as possible in free access for citizens, however it is also creating new
economic opportunities and helping better business decisions be made through open dataand open application as essential parts of Thailand Open Government.
4.9

Cyber Security [CYB]

Thailand has The Electronic Transaction Act 2001 and Electronic Transaction Decree
for Public Sector 2005 as the core of its cyber laws which have been executed by ETDA
(Electronic Transaction Development Agency) under MDES. These laws promote eCommerce and public e-Services as well as deliver the legal framework for the validityof digital signature and electronic transaction. On 18 July 2007, the Computer Crime Act
B.E.2550 (2007) came into force. Now, Thailand is in the process of establishing newlegislation along with certain government bodies to execute safer cyber and trustworthy
digital channel. The government by Ministry of Digital Economy and Society (MDES) is
almost passing the eight items of legislation, to support the development of the digital
economy, in which three of them are related to cybersecurity including Computer-Related
Crime Bill (amendment); Privacy (Personal Data Protection) Bill; and Cybersecurity Bill.
The Cybersecurity Bill, one of the legal instruments proposed is under review, and theBill specifies the establishment of a National Cyber Security Committee (NCSC) which
will be chaired by the prime minister to provide national-level cybersecurity policy toprotect prevent and combat cyber threats. In addition, Thailand has been appointed as hub
and location of ASEAN-Japan ASEAN-Japan Cybersecurity Capacity Building Center(AJCCBC) in April 2018 for new training initiatives to boost cyber-attack defense
together with its launch of Cybersecurity Workforce Capacity Building Plan in November
2017; both schemes will enhance cybersecurity readiness of the country.
346

4.10 The use of Emerging ICT [EMG]
Cloud and Mobile Computing, Big Data, and the Internet of Things (IoT) have been
gradually implemented in the government sector through the promotion of EGA. Good
example is the government G-Cloud as an IaaS that utilized cloud computing technology
for managing resources of government, and it has been certified by ISO / IEC 27001:
2013 that ensure the information security management system. MDES currently promote
the start-up companies to exploit Big Data in government sectors for innovation of new
business opportunity. In addition, EGA by Research & Development team has set
development scheme for some ongoing government pilot projects on IoT.
5

Some Highlights

Thailand can maintain an impressive point on Management Optimization,
Government CIO, and Online Service as well as progressive improvement on DGovernment promotion, National Portal, Cyber Security, and e-Participation. The use of
emerging technology is showing some sign of progress.
Digital Economy and Society Development Plan are now actively implemented inthe 3 key agencies, i.e. DEPA, EGA, and ETDA currently under MDES, taking into
account of some prominent projects including, toward the ultimate goal of “DigitalThailand” which is in-line with “Thailand 4.0” strategy. The government aims at the endof the digital plan to accomplish digital services and industries through innovation andcreativity based type for the betterment of the Thai economy and society. The digital value
will be significant to the whole economy while about 95% village population of internet
coverage will be aware of the importance of the digital lifestyle era. Every government
unit has a CIO, most CIOs together with CEOs still need knowledge, understanding, andskills on digital technologies and best practices for development of the boundary-lessenvironment. There are several organizations for the CIO, such as the CIO Association ofThailand and the International Academy of CIO in Thailand.
The https://www.egov.go.th/ is actively served as a national portal in for Information,
Technical, and Functionality while www.damrongdhama.moi.go.th for filing citizen
problems and grievances as the main channel of e-Participation to fight against main
country’s drawbacks, i.e. the un-transparency and corruption. However, the use of Cloud
Computing is highly accumulated to reach the total number of 259 Cloud Computingbased system. Big data has been implemented in some high demand for government units
like Department of Highway and the government by MDES is encouraging private
entities to explore government Big Data for sourcing out new business opportunities.
Moreover, in October 2017 the Government published that the National Statistical Office,
MDES will lead the development of the big data center as well as the IoT institute will bea part of the Digital Park to be built in Chon Buri province, as a flagship project under
the Eastern Economic Corridor. The Park aims to attract investors by offering numerous
benefits and provide an environment for domestic and foreign digital professionals tocollaborate. It will focus on the development of S-curve industries (Automation andRobotics, Aerospace, Bio-Energy and Biochemicals, Digital and Medical and Healthcare),which can serve as growth engines to accelerate Thailand’s future growth. The MDES isplanning to spend Bt100 million to draw up the Digital Park master plan and Bt1 billion(USD 30 million) to build the Digital Park building in 2018 on a site of around 280 Acres.

347

Tunisia
1

General Information

Area: 163,610 km2
Population: 11,134,588
Government
Republic

Type:

Parliamentary

GDP: $11,700Internet User: 59
Wired (Fixed Broadband User): 5.6
Wireless Broadband User: 63

2

Positioning in a Global Organization and a Region

Post-revolution internet policy in Tunisia is critical because the country is an example
of a free society in the rest of the region. Since the revolution, the Tunisian Internet
Agency (ATI) has transformed. The changes are encouraged. Monopoly agency ended byMoez CHakchouk who took the agency after the revolution. Internet exchange point
services, installing essential internet infrastructure locally for two Tunisiantelecommunications companies Orange and Tunisian. This effort made costs lower forinternet services providers and allowed private companies to take over a share of themarket.
3

Digital Government Development

Despite the former tight, controlled dictatorship by President Ben Ali regime, theGovernment of Tunisia has made significant improvements in promoting a culture ofinternet freedom in the five years since its revolution as Tunisia lead in Africa and 58th
globally in United Nation e-Government Survey 2016. Among African countries, all348

indicators expect e-government promotion and the use of the emergency on government
indicators are the average scores of the Africa region. Indicators of Tunisia are better thoseof South Africa and the best in Africa region.
In 2010, the Tunisia government issued the e-strategy 2010-2015. It is a part of the
dynamic of the Tunisia government for the development of the knowledge economy andthe introduction of the technology of information and communication.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Approximately 59% of people in Tunisia were Internet users in 2017, according to
the Measuring the Information Society Report 2016 from International
Telecommunication Union (ITU). About 5.6% have fixed-broadband subscriptions, andwired broadband subscription has reached 63%.
4.2

Management Optimization [MO]In 2010, the government issued the National Strategy for e-Administration
Development for the period 2010-2014. This strategy includes a new generation of public
services based on the idea of services integration and interoperability between
information systems belonging to administrative structures.
4.3

Online Service [OS]The score for Online Service is based on five investigating online services, i.e., eProcurement, e-Tax, e-Customs, e-Health, and One-Stop Service for Citizenry. Table 1
lists the online services and its URL Address. All of those services were investigated using
three factors, i.e., Level of Complexity, Level of Security, and Level of Convenience.
Tunisia’s approach to promoting information society development and innovative citizen
shaping has been positioning information and communication technologies as criticaldrivers for its economy. Tunisia has well-designed and developed technology parks suchas El Ghasala. Furthermore, it has strong research centers and good universities
researching modern ICT tools and techniques.
For measuring the level of convenience, the third-party application result has shownthat three portals are above the average considerably in terms of speed. The other two
portals, i.e., e-Health and One-Stop Service are slightly above the average. The thirdparty application for assessing the portal is the application from Google PageSpeed™
Insight. In addition to that, all clickable objects on the portal work as they should do.
4.4

National Portal [NPR]

The Tunisian Government portal “http://www.tunisie.gov.tn/” serves as agovernment portal for public administration, citizens, businesses, visitors and civil society.
The portal only hosts online service information and provides links to relevant domains.
The portal delivers most of its contents in its official language of Arabic, but also offers
information in French.
4.5

Government CIO [GCIO]The Tunisian public administration at national and local levels does not appoint CIOs
or equivalent positions within the legal framework. The director general for eGovernment under the prime minister can be considered the CIO at the national level.

349

4.6

E-Government Promotion [EPRO]For Tunisia, it can be noted that ICT promotion, which increasingly also includes eGovernment promotion, is the main priority of government and the presidential agenda.
The law of e-Government exists at the national level but not at the sub-national level.
There also seems to be growing collaboration in the non-government, private andpublic sectors. This synergy with the presidential leadership at the top level ofadministration helps to promote ICT penetration and engagement of stakeholders besides
changing the nation’s online connectivity culture. However, the frameworks, methods,
and tools used to measure and evaluate e-Government as well as oversight committees
lack adequate levels of integrity.
4.7

E-Participation [EPAR]

Tunisia is one of the most technologically developed nations in the region and has
excellent opportunities to implement e-Participation in the country. However, there has
been little action taken in this direction recently. In general, government websites provide
services in Arabic and French. The national portal and other high-level government sites
demonstrate interactive functionality and well thought-out design. Successful national
ICT initiatives correlate with increasing awareness of participation. Availability of polls
and feedback options shows that the government takes the opinions of citizens into
account during decision-making processes. However, there is still a lack of detailed policy
declarations, and there are also accountability issues.
4.8

Open Government Data [OGD]

Tunisia joined the Open Government Partnership on 14 January 2014. The Tunisiangovernment has embarked on the preparation of a national action plan (National OGP
Action Plan) for the Open Government Partnership. Currently, Tunisia has released thebeta version of its open government data website, “http://www.data.gov.tn/”, following
the wave of open government data portals around the world. However, there is noevidence about the use of open government data, and there is not any dataset hosted on
the site.
4.9

Cyber Security [CYB]

The national governance roadmap for cybersecurity in Tunisia is elaborated in the
National Agency for Computer Security (ANSI). ANSI is responsible for thebenchmarking and measuring cybersecurity development in Tunisia, and also responsible
for providing educational and professional training programs for raising awareness withthe general public, promoting cybersecurity courses in higher education and promoting
certification of professionals in either the public or the private sectors. Moreover, Tunisia
has an officially recognized National CIRT (Tunisian Computer Emergency Response
Team - TunCERT).
4.10 The use of Emerging ICT [EMG]
Tunisia has attempted to implement Cloud Computing for public sectors, but theevidence shows that it is not officially launched.
5Some Highlights

Tunisia has the impressive points on e-participation, management Optimization, andNational Portal. It also aims to improve e-participation in the public and private sectors.
By opening the electronic administration, the government expects to achieve investment
350

and e-business. Overall, Tunisia has no democratic tradition, but they are in a good
process to be a democratic country. The biggest challenge to getting restrictive lawschanged is organizing a strong enough public constituency that will push for change.
However, Tunisia is the first Arab country to have a successful revolution, post-revolution
internet policy has been critical because Tunisia is an example for a free society in therest of the region and the best in Africa.

351

Turkey
1General Information

Area: 783,562 km2Population: 79,414,269
GovernmentType:parliamentary democracy

republican

GDP: $20,500
Internet User: 58.3
Wired (Fixed Broadband User): 13.6
Wireless Broadband User: 66.8

2

Positioning in a Global Organization and a Region

The performances on most of the indicators of Turkey have shown comparatively
low level below the average of Europe countries and OECD groups. Among all the ten
indicators, Online Service has a good score comparing to other indicators
3

Digital Government Development

Turkey has launched its latest National e-government strategy and action plan for
2015-2019 by the Ministry of Transport, Maritime Affairs and Communication in 2015.
For ICT initiative, the Ministry of Development is responsible for the” Informationsociety strategy and action plan”. There is no official GCIO position in the governmentof Turkey, but three main agencies are participating in the e-government strategy/planmaking and decision: the Ministry of Development; the Ministry of Transport, Maritime
Affairs and Communications and e-Transformation Turkey Executive Committee. Likethe last one, the committee contains officers from different government agencies such as
the Ministry of Development /Sciences/ Transportation/Education. Also, some members352

came from NGOs. According to the introduction, “The Committee is the highest level
policy and decision-making, assessment and steering body in the information society
Strategy implementation process.”
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
According to ITU’s report, approximately 58.3% of people in Turkey have used theinternet in their daily life. About 13.6% are fixed-broadband users, and the wirelessbroadband users are 66.8%. Internet penetration in Turkey is in a comparatively low
position compared to most of the evaluated countries.
4.2

Management Optimization [MO]Turkey's national approach to e-Government can be characterized as centralized. The
National e-government strategy and action plan for 2015-2019 have been published by
the Ministry of Transport, Maritime Affairs, and Communication, to increasing the paceof structural reforms and strengthens the fundamentals of the Turkish economy with aholistic approach.
4.3

Online Service [OS]Regarding electronic transactions and identification, the Turkish government enacted
several amendments to integrate e-Services into daily public life such as in e-commerce,
e-signature and e-procurement legislation, chiefly within the last 5 years. For instance,
there is legislation for regulating Internet broadcasts and combating crimes committed
through such broadcasts. There are nine cataloged criminal offenses, which can becommitted through Internet publications. Nationwide implementation of electronic
declarations by the Ministry of Finance is one of the first transactional level “e-Service”
type services in Turkey. It was initially part of the Tax Office Automation Project(VEDOP) and is now at the third phase of development and aptly named VEDOP-3.
Compared to other top priority services, the current sophistication of daily life citizen
services such as car registration, certification still lacks certain quality and integration.
However, there is an ongoing pilot project for e-ID card, which is expected to enable more
integrated and transactional level daily life services.
Hospitals provide online information through their websites. Furthermore, online
appointments are available at individual hospitals. Appointment for all hospitals througha central call center is possible. The Ministry of Health is also working on a one-stopshop mechanism for online appointments.
4.4

National Portal [NPR]

The Turkish portal, www.turkiye.gov.tr, is integrated as the one-stop service portal
for citizens as well. It acts as a gateway for all e-government services and as anadministrative resource. As of June 2011, the e-Government Gateway includes more than
260 services of 28 different agencies, as well as information about administrative
procedures and links to the services provided directly through websites of each publicagency. Although it has well-structured navigation and interface features, the website
lacks interactive features such as blogs, SNS, forums or polls. On the other hand, theportal demonstrates secure transactions through mobile electronic signatures (via mobile
devices) as well as non-mobile (PC or stationary device based) electronic signatures andpassword login. As a new functionality, users have access via has a mobile handset withm-signature integration.
353

4.5

Government CIO [GCIO]The Turkish public administration at national and local levels does not appoint CIOs
or equally influential positions within the legal framework. Heads of IT directorates or IT
departments have the primary competencies of a CIO. However, the quality of CIO
competency varies from ministry to ministry. One ministry might have strong IT
management and leadership while another ministry would have unclear objectives and an
insignificant IT department. There is no whole of government perspective for contract
management, strategic planning, or ICT implementation among ministries. At the local
level, each municipality has an Information Technology Directorate position but withdifferent duties and degree of executive power. Thus, there is no clear intention to change
the administrative structure or attach well-defined CIO position to the public management.
There is no CIO mandate the law and legislation as well as existence of the law creating
the position of CIO in the Turkish Government.
4.6

E-Government Promotion [EPRO]

The national strategy for transitioning into an information society consists of socialtransformation, public modernization, and a globally competitive IT sector. In light of thisprojection and taking into account tangible actions, public and private sector collaboration
is growing. International and national e-Government related conferences have beenorganized by initiatives of both the private sector and academic institutions. At the local
level, there are small initiatives to promote e-services and to train citizens as compared tothe interest in implementation. The central-local government collaboration required torealize an information society is lacking. Due to the high percentage of school-age
population, there are significant initiatives and projects driven by ICT to improve thequality of education system and educational content, which helps to promote egovernment in different levels with public-private-NGO engagement.
4.7

E-Participation [EPAR]

In general, government websites demonstrate interactive functionality and excellent
design, however, in terms of participatory decision-making processes or public
discussions, national portal and other government websites at national and local levels
offer minimal public engagement. There are online channels besides dedicated phoneservices for both President and Prime Minister’s Office to lodge a request or grievance.
However, even with increased public awareness and enhanced web portals; there is notmuch evidence to show that the government takes the opinions of citizens in decisionmaking processes. Taking into consideration young people, web 2.0 applications such as
blogs or web forums are promising tools, which could encourage more use of egovernment services.
4.8Open Government Data [OGD]The Turkish Statistical Institute posts government data regularly on its website,(http://www.turkstat.gov.tr/). These statistics come from a variety of government
ministries and can be downloaded in Excel format. The site hosts a large amount of data,
particularly economic data, but it does not have advanced searching, charting, ororganizational features.
4.9

Cyber Security [CYB]

In Turkey, there are several laws that are complement each other’s, such as Law No.
5237, “Turkish Penal Code”, Law No. 5271, “Code of Criminal Procedure”, Law No.
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5846, “Intellectual and Artistic Works”, Law No. 5809; “Electronic Communication Act”,
Law No. 5070, “Electronic Signature Act” and Law No. 5651, “Regulation of
Publications on the Internet and Combating Crimes Committed by means of such
Publication”
4.10 The use of Emerging ICT [EMG]
It is hard to find information about emerging ICT launched in the governmental
sector in Turkey, general strategies around new technologies have not yet been organizedby the government. There have some private sectors talking about introducing IOT to
Turkey such as the company IDC, but no official announcement of large plans about the
future visions within emerging ICT.
5

Some Highlights

The Turkey government has continued to complete and add amendments to integrate
e-Services into daily public life, the e-service portal (https://www.turkiye.gov.tr/) keeps
upgraded various information to citizens, for specific service it can link users tocorresponding agencies for e-tax, e-health, e-procedure, etc. The same as some wellprepared nations, Turkey, has shown strength on “Management Optimization” and“Online Service”. At the meantime the same with medium developed countries, the lackof systematic GCIO institute, less promotion on e-government implementation and open
government initiative are the reasons for lagging. First of all, laying a good foundation asa legal framework and sophisticated initiatives for particular e-government objectives aswell as institutional preparedness could benefit the development of e-government inTurkey to a great extent.

355

United Arab Emirates
1

General Information

Area: 83,600 km2
Population: 5,779,760
Government
monarchies

Type:

Federationof

GDP: $67,000Internet User: 90.6
Wired (Fixed Broadband User): 13.3
Wireless Broadband User: 156.7

2

Positioning in a Global Organization and a Region

3

Digital Government Development

The UAE is a developed the country in Digital Government, investing heavily in
adopting and implementing ICT in its government and private sectors. The UAE plans totransit from a regionally recognized D-Government to a world leading Smart Government(M-Government).
The Telecommunications Regulatory Authority (TRA) was appointed to develop thenational plan for achieving the M-Government objectives. TRA has developed the MGovernment guidelines and a roadmap that includes milestones for the full
implementation of the M-Government initiative, including technical, administrative,
regulatory, economic, and informative and awareness aspects. TRA will work during thenext phase on connecting the smart services, federally and locally, as well as improving
the quality of the provided services, increasing the usage rates and the satisfaction levelwith M-Government services.
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In 2014, The National Plan for UAE Smart Government Goals was initiated inalignment with the national direction embodied in UAE Vision 2021. The vision 2021
focusses on four factors, (1) United in responsibility, (2) United in destiny, (3) United inknowledge, and (4) United in prosperity.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]The UAE is witnessing a major shift in the field of telecommunications andinformation technology, which enhances its position among the developed nations. The
telecommunications infrastructure in UAE is developed, and the broad market is at aworld-class level. The UAE government encourages the use of the Internet. Internet users
are about 8.5 million in 2018, and the penetration is about 90.6%. The users of wired andwireless broadband are respectively.
Federal Network (FedNet) was launched to transform the UAE into a globally
recognized mobile government that provides the best services to the people at any location,round the clock. In addition, FedNet is aligned with Vision 2021 that aims to make theUAE one of the best countries in the world by the year 2021.
4.2

Management Optimization [MO]The UAE is transforming E-Government to M-Government (Smart Government).
The UAE M-Government initiative is in line with Vision 2021 that foresees high qualityof life built on world-class public infrastructure, government services, and a richrecreational environment.
A committee has been established to monitor the M-Government initiative in the
UAE. The Committee includes members of the Prime Minister’s Office from the Ministryof Cabinet Affairs, the TRA, du and Etisalat, and ICT Fund.
Moreover, following on these efforts, the Supreme Committee has delegated theTelecommunications Regulatory Authority (TRA) to develop the national plan forachieving the M-Government objectives, which seeks to enable and support government
entities using the latest technologies to achieve the transition on a national level andpromote the provision of smart government services.
The United Arab Emirates is a federation of absolute hereditary monarchies. A
Federal Supreme Council governs it made up of the seven emirs of Abu Dhabi, Ajman,
Fujairah, Sharjah, Dubai, Ras al-Khaimah and Umm al-Qaiwain. All responsibilities notgranted to the national government are reserved to the Emirates. A percentage of revenues
from each emirate is allocated to the UAE's central budget.
4.3

Online Service [OS]

There are online and offline channel for the UAE Government to deliver online
service. The online Services in UAE are categorized for individuals, businesses, visitors,
and governments, including transactional e-Payments, e-Health, e-Tax, e-Procurement by
two-way interaction.
This portal provides essential information about the UAE relating to its economy,
political and government system, strategies, plans, and initiatives. Moreover, there is a
one-stop service website featuring a search function, a list of the most consulted
information and services.

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4.4

National Portal [NPR]

The official portal of the UAE Government is www.government.ae. It is part of thefederal E-Government program and a major milestone in the process of E-Transformationin the UAE.
This portal brings all E-Services provided by the UAE federal and local government
bodies under one umbrella. It also provides information regarding accessing government
services through mobile phones and other similar electronic devices and other means suchas ATMs and public payment machines.
The portal aims to provide more and better online services to the people of the UAE
and involve them in the government's policies, laws, and public interest initiatives withthe ultimate goal of achieving transparency.
4.5

Government CIO [GCIO]

In the UAE, the Government CIO exists at national and local level but there is no
information about the CIO laws and regulation, neither the CIO association in UAE.
Education on ICT is stressed, and there are many courses training information
technology and CIO in University in UAE.
4.6

E-Government Promotion [EPRO]

Promoting the development of e-Government strategy is also aimed to promote andimplement e-Government services are the secure and correct route. However, during one
year of evaluation Waseda ranking could not find any new strategy for 2015, 2016.
Therefore, it reduces UAE’s score on this indicator and also in the overall ranking.
There is no information on government agencies and private entities involved at the
local government level. Furthermore, there is no information on a think-tank between
government and PPP in UAE.
4.7

E-Participation [EPAR]

One of the significant features of the enhanced portal is the inclusion of EParticipation channels. The federal portal has engaged multiple platforms like forums,
blogs, chats, surveys, polls and social media tools like Facebook, Twitter, Flickr andYouTube to reach out to the general public and engage them in active communication
with the government about their opinions and experiences on government services,
policies.
4.8

Open Government Data [OGD]

http://bayanat.ae/ is an open data portal for UAE. Under Open Data, UAE
government data and information is made available to the public. People can now haveaccess to economic data, population statistics. Open Data could benefit students,
economists and researchers in particular and the public in general.
4.9

Cyber Security [CYB]

In UAE, the Telecommunications Regulatory Authority (TRA)’s Computer
Emergency Readiness Team (AECert) recently underscored the role of cybersecurity inensuring public safety amid rapid developments in the ICT sector and growing incidents
of serious cyber-attacks. AECert also emphasized the need to raise more public awarenessand educate society about information security, the attack risks, and prevention methods.
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In 2014, The National Electronic Security Authority, NESA, has officially announced
the publication of a range of key strategies, policies, and standards to align and direct
national cyber-security efforts in UAE. NESA is a federal authority responsible fordeveloping, supervising and monitoring the implementation of U.A.E. cyber-security
strategies, policies and standards.
The UAE is extremely conscious about the cybersecurity being offered to its
residents as it globally evolves to be among the top smart cities in the world. In UAE, theTelecommunications Regulatory Authority (TRA)’s Computer Emergency Readiness
Team is in charge of dealing with cyber-attacks.
4.10 The use of Emerging ICT [EMG]
Even UAE is the developed country in ICT, but the use of emerging ICT is still in amature stage. There is no information could be found on the evidence that government
agency has used Cloud Computing and provide the cloud service from SaaS to IaaS, andalso there is no evidence that government agency has used Big Data.
The UAE government has used Cloud Computing, Big Data and Internet of Thingsfor government agencies but there is a lack of regulation on the use.
5

Some Highlights

The UAE government initiatives have played a catalyst role in extending excellencein best innovative practices towards federal and local entities thus improving theirperformance and building up their capacities through modern ideas such as smart
government labs.
The UAE is also a leader in e-Participation. The government offers multiple
platforms like forums, blogs, chats, surveys, polls and social media tools to ensure that it
is simple and easy for each citizen to participate fully in the democratic process.
The weak point in the UAE is about the use of emerging ICT. As for the emerging
technology, and there is no information about the CIO laws and regulation, neither the
CIO association in UAE.
In December 2017, TRA has announced the initiation of IMT2020 technology, also
known as 5G technology, allowing the use of harmonized spectrum bands and thedevelopment of the ICT infrastructure, providing new services that meet the requirementsof the digital transformation and smart government.

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United Kingdom
1

General Information

Area: 243,610 km2
Population: 64,088,222
GovernmentType:constitutionalmonarchy and Commonwealth realm
GDP: $41,200
Internet User: 94.8
Wired (Fixed Broadband User): 39.2
Wireless Broadband User: 91.4
2

Positioning in a Global Organization and Region

UK is one of the leaders in e-government among OECD and European countries. The
UK government has scored more significant results in all indicators than the average ofOECD and European. Only National Portal shows a lower score in comparing with OECDand European’s average level while Cybersecurity and Management Optimization are
considered as UK’s most reliable parts.
3

Digital Government Development

The UK has a long history of e-Government development. The Government Digital
Strategy released in 2011, updated in 2013 by the Cabinet Office, sets out how thegovernment will become digital by default. April 2014, with the launching of new projects
which were funded £1.5 million (about €1.8 million) from the Release of Data fund, thegovernment strived a considerable step to unlock data from public bodies and increasetransparency.
The United Kingdom located in Europe, with 64,088,222 populations. The UK
political system is a constitutional monarchy with a commonwealth realm. The United
Kingdom as the 5th largest economy in the world has GDP of 2649.89 billion dollars
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(Statistictimes, 2017). The d-Government development in the UK can be consideredsuccessful, and most citizens participate in the process.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
Under the 2017 International Telecommunication Union (ITU) report, the numbersof Internet users and wired board band users increased slightly to 94.8% and 39.2%. On
the other hand, the number of wireless board band users decreased from 98.7% to 91.4%
in 2017.
4.2

Management Optimization [MO]UK has launched its Government ICT Strategy since 2011 focusing on several criticaltargets such as reducing waste and project failure, and stimulating economic growth;
creating a common ICT infrastructure; using ICT to enable and deliver change, andstrengthening governance. In term of digital government, the Government Digital
Strategy was published by the Cabinet in 2012, with the ultimate goal focusing on “howthe government will redesign its digital services so well that people prefer to use them”.
With the IT Government strategy launched in 2011, which reflect the utilization ICT
to improve the government operational processes and to facilitate other goals including
reducing project failure, boosting the economy, or strengthening governance by indicating
the responsibilities of each related government agencies.
The integration of the processes can be achieved through government network andarchitecture and interoperability framework.
4.3

Online Service [OS]The score for Online Service is based on five pillars, which are: e-Procurement, eTax, e-Customs, e-Health, and One-Stop Service. These services were assessed based on
three primary factors such as Level of Complexity, Level of Security, and Level ofConvenience.
The online services included the e-Procurement, e-Tax, e-Customs, One Stop
Services, and e-Health. The categories are evaluated based on the level of Complexity,
the level of Security, and the level of Convenience. For the e-Procurement, the Contact
finder remains Beta version since 2016. The services provided by the government is
integrated into One Stop Services at www.gov.uk/ which make the access more efficientand more convenient. The e-Health website is integrated in the way that it provides thelist of services citizen can get from NHS. However, e-Custom still needed a great
improvement in the level of security and convenience.
4.4

National Portal [NPR]

The portal www.gov.uk make access to government services easier. A citizen canaccess all of the government agencies through electronic channel. The website offers
public information with the search tools to make it simpler. Nevertheless, some
information has been a mission from the website such as country information,
demographic information, and index function.
4.5

Government CIO [GCIO]

The name of CIO can differ on the country. For the UK, GCIO was established in2010 and remained in operation until 2013. The new responsible agencies are the361Government Digital Service (GDS). In contrast to the GCIO development, there is a lackof GCIO in the local government level and the GCIO mandate.
4.6

E-Government Promotion [EPRO]

UK Government does not explicitly promote their e-government activities as thecitizens are familiar with the system and as it plays a leading role in d-government
development. Even though there are some promoting activities, there is no evidence about
the assessment aspects of e-Government promotion. There is Government Digital
Strategy reports and research, but the latest one was published in 2015.
4.7

E-Government Participation [EPAR]

Since the UK is democratic and open to public opinion, citizen often participates withthe government through a various channel including the government website. As seenfrom category 1, which almost all of the citizen has access to the internet (92%). As thegovernment provides information through the e-Information, the e-consultation and edecision making become more accessible to achieve.
However, there is no government forum for government forum and no mailing list
and text message services. However, with no of those services, the citizens still easily
access government news through the official website.
4.8

Open Government Data [OGD]

April 2014, with the launching of new projects which were funded £1.5 million(about €1.8 million) from the Release of Data fund, the UK government strived a
considerable step to unlock data from public bodies and increase transparency (European
Union, 2014). With the presence of the Open Government Partnership UK National
Action Plan 2013 to 2015 setting out a series of commitments, the UK government ismaking progress to improve transparency, participation, and accountability.
At the local government level, there was a so-called the Local Authority (LA)Incentive Scheme running until March 2015 with the purpose providing monetary
encouragements for councils to publish data on specific categories in standard tabularformats. This project was allocated funding (£721,360) from the Cabinet Office’s Releaseof Data Fund, focusing on the priorities of the UK Open Data community.
For the UK, most laws relating to the open data exist except the access to information
and administration procedure. Despite the absence of those 2 laws, the UK government
launched a project to open information to the public in 2014. The government opened
data through the data site https://data.gov.uk/, which citizens can access without having
to pay the price.
4.9

Cyber Security [CYB]

The UK has ratified several laws related to cybersecurity. Some of them are as follow
Data Protection Act (1998); The Privacy and Electronic Communications (EC Directive)
Regulations 2003; Electronic Communications Act (2000) and Electronic Commerce
Regulations (2002).
In five years, from 2011 to 2016, the UK Government has financed a National Cyber
Security Programme of £860 million to deliver the 2011 National Cyber Security Strategy.
Some activities included in the program: the launch of “10 Steps to Cyber Security” in2015 together with new guidance for businesses: “Common Cyber Attacks: Reducing the
Impact”; “Think Cyber – Think Resilience” seminars for around 700 policy makers andpractitioners from local authorities; the Foreign Secretary publicly confirmed the Centre
362

for Cyber Assessment (CCA) to provide assessments of cyber threats and vulnerabilities
to policymakers; provide briefing and training to public sector staff in information
security roles; and so on.
4.10 The use of Emerging ICT [EMG]
The UK has strong capabilities in high technology manufacturing,telecommunications and digital services which could place the country among the leadersin reaping benefits from using emerging technologies. The UK Government hasestablished the private Government Cloud Computing Infrastructure called G-Cloud
which includes Infrastructure-as-a-Service (IaaS), Middleware/Platform-as-a-Service(PaaS) and Software-as-a-Service (SaaS). For IoT, the UK government has published areview named “The Internet of Things: making the most of the second digital revolution”
by the chief scientific adviser, considering this technology as the way to transform citizens’
life and deliver great benefits to the economy.
The evaluation of the use of ICT is based on the use of Cloud Computing, IoT, andthe Big Data. Overall, the UK government have a high capability of utilizing thosetechnologies. Nevertheless, the UK government does not have the specific agency acts asa cloud providing, but it is a part of the cabinet. The year 2017, there is evidence that theGovernment has been utilizing the Big Data as the Chief Executive of the Civil Services
said.
5Some Highlights

In 2017, despite the high ranking of Digital Government, the UK government makesome improvement and score higher in some indicators. According to the 2016 report, theUK government scored well in almost indicators and did not need that much effort todevelop it Digital Government strategy.
The number of internet users increases. There is some improvement of the national
portal, but the sitemap is still missing. There is the presence of GCIO, but the GCIO
Mandate is missing from the GCIO category. The score on e-Government promotion
scores is low, but it is not because of the lack of promotion but because most people havealready been using the e-Government services as indicated in the high rate of participation.
Citizens can access government information without having to pay the cost, and thereis the legal framework for the Cybersecurity in case of emergencies. Moreover, overall,the UK d-Government development has been in a high rank, which some functions are
missing but it is not a significant problem in operation.

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United States of America
1

General Information

Area: 9,826,675 km2
Population: 321,368,864
Government Type: Federal Presidential
Republic
GDP: $56,300
Internet User: 76.2
Wired (Fixed Broadband User): 32.4
Wireless Broadband User: 124.9
2

Positioning in a Global Organization and Region

3

Digital Government Development

The U.S. has continued to improve its open-data and online service offerings.
Healthcare.gov, for example, which was infamously flawed at launch, operated with very
few problems in 2016. Data.gov, analytics.usa.gov, Census.gov, and other open data sites
continued to become more user-friendly.
ICT continues to provide new and innovative ways for U.S. citizens to interact, getinvolved and become empowered. Public participation enhances the government’s
effectiveness by improving the quality of its decisions through collaboration. Innovative
tools can be used to create unprecedented openness in the Federal Government throughincreased citizen participation to make this type of collaboration a reality.
The Digital Government Strategy is aimed at building a 21st-century governmentthat works better for the American people. The strategy's three primary goals are to: (1)Enable the American people and an increasingly mobile workforce to access high-quality
digital government information and services anywhere, anytime, on any device, (2)Ensure that as the government adjusts to this new digital world, we seize the opportunity
to procure and manage devices, applications, and data in smart, secure, and affordable364

ways, (3) Unlock the power of government data to spur innovation across our nation andimprove the quality of services for the American people17.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]
In the U.S., around 146.7 million people use social networking services at least
monthly, representing nearly 76.2% of Internet users. Some changes regarding acrossthe-board-improvements on key metrics underlying user performance have been
identified including three primary improvements in residential broadband service.
4.2

Management Optimization [MO]A comprehensive Digital Government Strategy aimed at delivering better digital
services to the American people, it was introduced in 2012, the strategy builds on several
initiatives Streamlining Service Delivery and Improving Customer Service, Deliveringan Efficient, Effective, and Accountable Government.
E‐Government objectives are focused on high-priority areas for improving theinternal operations and management. Most objectives are intended to help Interior better
execute administrative and supporting functions that exist across entities. These functions,while in many cases part of the “back office”, play critical roles in accomplishing themissions for which Interior is responsible. They are also crosscutting and have impacts
across the Department and all mission-related activities.
The usage of ICT in the U.S. is improving day by day in internal processes and thegovernment’s computerization efforts and the level of ICT integration has been very goodin the last couple of years. Many reasons can constrain standardization of service
procedures and information systems in order to achieve internal effectiveness andefficiency of governmental operations.
4.3

Online Service [OS]In this indicator, we examine the laws of American cybersecurity and e-Transaction
as well as e-Services that the U.S. government provides to citizens and enterprises.
Available e-Services include an e-Tender system, e-Tax systems, e-Voting, e-Payment
system, Social Security services, Civil Registration services, and e-Health systems.
To enhance the security and resiliency of the cyber and communications
infrastructure of the United States, a new Cybersecurity Act was issued in 2012, and it
focused on protecting ICT critical infrastructure, Information sharing, governmental andprivate networks. The current statutes for required interfaces will be enhanced and revised.
The Electronic Transactions and Information Law which was enacted in the U.S. regulate
all matters about information and transactions in all electronic forms. The Law regulates
cyber activity in the U.S. It provides a general outline, and requires further elaboration
through government regulations.
4.4

National Portal [NPR]

www.usa.gov is the U.S. Government’s Web portal for citizens. It presents a wide
range of information resources and online services from various government sources,
accessible from a single point. It is also known as the National Portal of the USA and isa gateway to improve the communication experience between the government and the
public. Moreover, it provides information that helps the public to better understand17

https://www.gsa.gov/technology/government-it-initiatives/digital-strategy
365

government structure. The well-organized portal serves as a platform that assists the
public to find desired information. To improve users’ browsing experience, the portal also
allows users to create government accounts that allow each user to customize the portalas they desire. The website contains accessibility features, a live chat platform, and thechat hours operation services are conveniently available every weekday except holidays.
This provides a one-stop-shop for all government information and services. It
comprehensively lists all public services, forms, tools and transactions that the
government provides in a user-friendly manner.
In the National Portal citizens can use many online services including e-tax, applying
for a driving license, filing a complaint, finding a local doctor, applying for a passport orgetting travel advice. The portal’s design makes it easy for citizens to find both broad,characteristic information, as well as specific, personalized services. The government has
also developed forward-looking Enterprise Roadmaps and modernization profiles to offera path forward into the next phase of government modernization.
4.5

Government CIO [GCIO]The U.S. CIO position was established within the White House’s Office ofManagement and Budget (OMB) to provide leadership and oversight for IT spending
throughout the Federal Government. In addition, each Federal agency has its CIO, asestablished by the Clinger-Cohen Act.
The CIO in government is a significant indicator in the world e-Government ranking,not to mention its importance in improving American e-Government platforms. The
Federal CIO position is currently held by Suzette Kent.
4.6

E-Government Promotion [EPRO]

The digital interactions between the U.S. government, citizens, businesses,
employees and other governments improved from a couple of years ago. This apparently
results from the efforts to develop and promote electronic Government services andprocesses by the establishment of an Administrator Office of Electronic Government
within the Office of Management and Budget. The promotion of the use of the Internet
and other information technologies to increase opportunities for citizens to participate
with the U.S. Government and promoting interagency collaboration providing electronic
Government services, where these collaborations would improve the services provided to
citizens by integrating related functions and the use of internal electronic Government
processes.
To provide effective leadership of the Federal Government, there have been efforts
to develop and promote electronic Government services and processes by establishing an
Administrator Office of Electronic Government within the Office of Management andBudget. E-Government promotion has reduced the cost and burden for businesses andgovernment entities
4.7

E-Participation [EPAR]

ICT provides innovative ways for American citizens to interact, get involved andbecome empowered and these relate to more traditional approaches. Public participation
enhances the government’s effectiveness by improving the quality of its decisions throughcollaboration. Innovative tools can be used to create unprecedented openness in theFederal Government through increased citizen participation. This program includes
Citizen Services Dashboard, Open Government Dialogue Platform, Challenge.gov, andthe Citizen Engagement Platform.
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The U.S. significantly enhanced its e-Government in this indicator. In the national
portal, citizens can use many online services which include paying taxes, submitting tax
returns, applying for a driving license, making a complaint, applying for a passport orgetting a travel advance. It is a very convenient portal for citizens.
4.8

Open Government Data [OGD]

As a priority Open Government Initiative for President Obama's administration,
Data.gov increased the ability of the public to find easily, download, and use datasets thatare generated and held by the Federal Government. Data.gov provides descriptions ofFederal datasets (metadata), information about how to access the datasets, and tools thatleverage government datasets. The data catalogs will continue to grow as datasets areadded. Federal, Executive Branch data are included in the first version of Data.gov. The
site has undergone continuous improvements since then.
4.9

Cyber Security [CYB]

In September 2018, the White House released its 2018 National Cyber Strategy,
outlining the steps the federal government is taking to advance an open, secure,interoperable, and reliable cyberspace. Given the interconnected and global nature ofcyberspace, the State Department engages in key diplomatic and programmatic initiatives
to support many key objectives reflected in the Strategy. The main objective of thisstrategy is to manage cybersecurity risks to increase the security and resilience of the
Nation’s information and information systems.
The responsibility to secure Federal networks - including Federal information
systems and national security systems - falls squarely on the Federal Government. Priority
Actions of this secure Federation networks are (1) further centralize management andoversight of federal civilian cybersecurity, (2) Align risk management and information
technology activities, (3) Improve federal supply chain risk management, (4) Strengthenfederal contractor cybersecurity, and (5) ensure the government leads in best andinnovative practices.
To preserve cyberspace as an engine of a vibrant digital economy, the United Statesworks with foreign partners and other stakeholder groups, including civil society and theprivate sector, to promote best practices and policies that enhance innovation, openness,and efficiency. Through cooperation and engagements with foreign partners, allies andother stakeholders, including civil society and the private sector, the Department supports
the multi-stakeholder model of Internet governance against attempts to develop statecentric governance models and rejects the use of spurious cybersecurity concerns as apretext for digital protectionism18.
4.10 The use of Emerging ICT [EMG]
The United States government believes the security of computer systems is essential
to the world for two reasons. The increased role of Information Technology (IT) and thegrowth of the e-Commerce sector, have made cybersecurity essential to the economy.
Also, cybersecurity is vital to the operation of safety-critical systems, such as emergency
response, and to the protection of infrastructure systems, such as the national power grid.
Based on then-DHS Secretary Janet Napolitano’s testimony to the Senate in 2012, in 2011
alone, the DHS U.S. Computer Emergency Readiness Team (US-CERT) received morethan 100,000 incident reports and released more than 5,000 actionable cybersecurity
18

https://www.state.gov/r/pa/prs/ps/2018/09/286093.htm
367

alerts and information products. Twitter, the Wall Street Journal, New York Times, andthe Department of Energy and many other prominent companies have reported that theirsystems had been breached. Furthermore, classified government data has been leaked tothe press and the public in several high-profile cases. Current efforts are being made tosecure sensitive data to prevent future breaches.
5

Some Highlights

Notable highlights include the U.S. Citizenship and Immigration Services (USCIS)
portal, which allows applicants to check their immigration status instantly along withtypical wait times, and the Open Government Initiative. The USCIS portal is consistently
rated among the most accessed websites in the U.S. government, according to the official
Open Analytics counter at www.analytics.gov.
On the local government front, sharing best practices can notably improve theprovision of benefits for low-income individuals by state governments. Millions offederal dollars are spent annually on state or local IT that supports these services, and theAdvance Planning Document (APD) process allows states to obtain approval for the
portion of the costs of acquiring new online systems that the federal government
contributes. The current system contains essential mechanisms to hold states accountable
for making smart choices about which systems are developed, but it may also encourage
siloed systems, which might add greater costs for later integration as well as biasing statesagainst migrating to solutions that could be more cost-effective in the long term. To
address this gap, The Office of Management and Budget (OMB) should work with
relevant agencies to modernize the APD process to encourage governments to develop
enterprise-wide solutions.
Though more than 75% of Internet users have visited a U.S. government website,
reports consistently show that public sector websites lag the private sector. Additionally,
the government has failed to meaningfully integrate lessons learned from best practicesof leading online government services into its operations. Because public sector websites
lag the private sector in usability and design, the Federal Web Managers Council should
benchmark the design and usability of government websites against leading industry bestpractices. The Office of Management Budget should continually recommend specificimprovements that agencies should make, highlight best practices in its annual EGovernment Report to Congress and deploy the E-Government Fund to help replicate
best practices across the federal government. The U.S. government has already madesome steps in this direction, but more should be done in the coming years.

368

Uruguay
1

General Information

Area: 176,215 km2
Population: 3,341,893
Government
Republic

Type:

Presidential

GDP: $ 21,800
Internet User: 66.4
Wired (Fixed Broadband User): 26.8
Wireless Broadband User: 102

2

Positioning in a Global Organization and a Region

Among American Countries, Uruguay has a better score than the average score ofAmerican countries in Open Government Data. As shown on the above picture, Uruguay
is very low on the e-Government Promotion, e-Participation, and the use of the Emerging
ICT. However, despite the lack of necessary infrastructure, Uruguay has been trying totake the benefit of National Portal for creating demands of a citizen for more advance eGovernment services. This also applies to the Online Service, which is on the average ofAmerican countries.
3

Digital Government Development

Uruguay has adopted a national strategy for Digital Government, Society ofInformation and Open Government. The Agency for Electronic Government andKnowledge and Information Society (AGESIC) is in charge of implementing innovative
solutions to carry out the goal of IT development and Information Society and Knowledge
through proper use of ICT, analyzing technological trends, connecting the relations
between national bodies and international organizations and strengthen the public369

participation in e-government. The AGESIC also works closely with other government
bodies; for example, it cooperates with the National Institute of Statistics (INE) to survey
Access and Use of ICT (EUTIC) to understand the relationship between internet pentation
rate and citizen users’ file such as education background, income level, etc.
In all, Uruguay has regarded its relatively outstanding advancement in ICTdevelopment in Latin America as its advantage in attracting foreign investment and highpotential for development.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]In Uruguay, 66.4% of the population uses the internet according to The ITU 2017, aslight decline compared to the previous year. The number of fixed-broadband subscription
is 26.8 per 100 inhabitants while the number for mobile cellular subscription is 102 per
100 inhabitants, enjoying quite high broadband penetration rates in Latin America. The
State telco Antel is dedicated to improving the data speed and first-class communication
service and has accomplished an underwater fiber optics cable construction connecting
Uruguay and the United States in 2017
4.2

Management Optimization [MO]Uruguay has adopted a national strategy for digital government and The Agency forElectronic Government, and Knowledge and Information Society (AGESIC) is in chargeof facilitating the implementation of digital government strategies. In order to better
advance the quality of digital services of the State, the AGESIC renewed the electronic
file in National Institute of Colonization and made the National Institute of Colonization
the first agency in management system to accept digital files.
4.3

Online Service [OS]The Uruguayan Government official website publicizes its information withinteractive and amiable features. Besides, it promotes online political participation via thepower of social media such as the Presidency Channel on YouTube, Twitter, etc.
4.4

National Portal [NPR]

Uruguay’s national portal (http://portal.gub.uy) prominently features a searchfunction, also working as a one-stop service website. In addition, it has an option thatallows to directly search for procedures on the official one-stop service website(http://tramites.gub.uy) from its menu. On its main page, it displays news and links toother government agencies. It also links to the official contact website(http://contacto.gub.uy), from where users can send emails to different officials anddependencies. It does not provide necessary or demographic information of the country.
The portal is also available in English.
4.5

Government CIO [GCIO]

From 2007, the Agency for Electronic Government and Knowledge and Information
Society (AGESIC) was assigned by the parliament the function of promoting the public
administration with the digital technologies, consolidating Uruguay’s digital policy andthus reach the goal of reaching the Uruguay Digital Agenda of 2010, 2015 and 2020. In
2012, the AGESIC developed one of its division named Society of Information andKnowledge (SIC) to expedite the advancement of Information Society and SIC strategies.
The AGESIC took on the job as the position of GCIO in boosting Digital Government,
Society of Information and Open Government.
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4.6

E-Government Promotion [EPRO]

The digital government is deemed as one of the missions of the AGESIC. The Digital
Government Plan 2020 defines the guidelines and objectives in how to reinforce thetransformation through the ICT technologies. However, no information on the events
related to Digital Government was found. On the other hand, the works that contribute tothe open government is valuable. The Digital Uruguay Government Plan 2020 and ten
years of Digital Policy can be accessed and downloaded on the AGESIC website.
4.7

E-Participation [EPAR]

Although the e-participation is not a tradition of Uruguay, many measures are taken
to activate the citizen participation in order to fulfill the commitments on citizen
engagement in the Second National Action Plan such as the Integration Working Group,
Public Consultation, and the Open Government Table Dialogue. The citizens have accessto information on national budgets, legislation and so on through tools for monitoring
action plans such as the Mirador Open Government, the Monitoring Committee, theNational Open Data Catalog and the Display Panel Advances, to join the public discussion
on projects and plans published on official portals classifies by topics of interest and canbe easily reached by the public comments without authentication.
4.8

Open Government Data [OGD]

Uruguay adopts an official open data portal (http://datos.gub.uy) to fulfill its
commitment to facilitate public access to the government information announcement. The
public can reach the data on this portal from 181 datasets, 36 organizations and 14 groups
classified by diverse categories such as infrastructure, culture, transportation, education,
etc.
4.9

Cyber Security [CYB]

The AGESIC holds the responsibility of defending cybersecurity and information
security in Uruguay. It has developed a guideline to raise the public’s awareness and help
them to comply with the regulations on protecting personal data.
4.10 The use of Emerging ICT [EMG]
Uruguay has paid many efforts in developing its IT sector and improving the ICT
infrastructure which can be reflected by the rather high internet penetration rate in Latin
America.
5

Some Highlights

Among the ten indicators in the ranking, the National Portal, Open Government is
prominent in keeping Uruguay’s national strategy of transparency of government dataand easy accessibility for public participation. The missions and commitments may seempromising and crystal, however, the stage monitoring and evaluation do not follow up on
time. Uruguay takes pride in its advancement in ICT and is devoted to make it Uruguay’s
competence in attracting foreign capitals to invest. Marveling at the productive
performance that the State telco Antel has made, it is understandable that the focus on
economic impetus leads to the relatively neglecting on applying such kind of ICT
advancement into public service and public participation. The efforts on how to raise
citizen’s awareness toward digital government and how to attract the citizen to participate
in the mutually beneficially cooperation of ICT development actively should be further
polished.
371

Venezuela
1

General Information

Area: 912,050 km2
Population: 29,275,460
Government Type: Federal Republic
GDP: $16,100
Internet User: 61.9
Wired (Fixed Broadband User): 8.2
Wireless Broadband User: 43

2

Positioning in a Global Organization and a Region

Among America Countries, an only e-Participation (EPAR) indicator is above withthe average score of America region. Venezuela is placed below the USA, the best country
in America region.
3

Digital Government Development

When talking about the development of the Digital Government in Venezuela in 2017,
we need first to explain the political and economic situation in Venezuela. The politicalturmoil and economic crisis have severely affected the scientific research process. Data
released by the private economic advisory on December 31, 2017, shows that the
cumulative inflation rate in Venezuela has exceeded 2735% in the past year and surpassed
the threshold of 50% of monthly inflation and entered a state of hyperinflation. From the
beginning of 2017, the political crisis in Venezuela, which lasted for several months, hasbeen aggravating. With the promotion of the process of establishing the "constitutional372

assembly" initiated by Venezuelan President Maduro, anti-government protest marches
are staging throughout the country since April and continues to intensify. Violent protests
have paralyzed many parts of the country and further destabilized the fragmented
economy. Venezuela's government lost its efforts to promote Digital Government in thesevere economic crisis and political uncertainty and has no money to invest in thedevelopment of ICT.
4 By Indicators
4.1 Network Infrastructure Preparedness [NIP]In Venezuela, 61.9% of the population uses the Internet, an increase over the previous
year, according to the “Measuring the Information Society Report 2016” by theInternational Telecommunication Union (ITU). The number of fixed-broadband
subscriptions is 8.2 per 100 inhabitants, while the number of active mobile broadband
subscriptions is 43 per 100 inhabitants, both values being comparatively low among Latin
American countries.
4.2

Management Optimization [MO]In general, the development of Digital Government needs a specific implementation
department, that is, the management department that can promote the development of thesystem of Digital Government, the development of e-commerce and the security of
network information. It should play a role in coordinating all levels of authorities,
planning the blueprint for the development and encouraging the innovation. After the
Information Technology National Plan and Telecommunication Plan was released, there
is no more plan released until 2017. The third point is Online Service (OS). Venezuela
provides e-services in five areas, e-procurement, e-tax, e-customs, one-stop service, ande-health. However, there is only a simple framework for all the five areas. For example,
e-health only provides some health information and does not evolve into a one-stop
service website with electronic service. The fourth point is the National Portal (NPR).
4.3

Online Service [OS]The Venezuelan government maintains websites for four out of five types of eservices assessed in this survey (e-procurement, e-tax, e-customs, one-stop service, ande-health), and all of them obtained low to average scores. The e-procurement website is
only accessible after authentication has been accepted, and does not provide any otherkind of information. The e-tax and e-customs website offers two-way interaction features,
authentication, and information on a wide range of procedures. Its design isstraightforward though. The e-health website only provides news and some limited
information regarding healthcare. There is no one-stop service website.
4.4

National Portal [NPR]

Venezuela’s national portal (http://gobiernoenlinea.gob.ve) shows news and links toother sections that contain information on different subjects. It provides primary anddemographic information about the country, as well as government information. Also, it
provides a list and information regarding administrative procedures, information fordifferent groups of individuals, access to legislation, and a list of government agencies. It
offers integration with social networking services, and links with Twitter for directcommunication with the president.

373

4.5

Government CIO [GCIO]

The legal framework related to e-government does not consider the CIO position.
Some GCIO functions are performed by the National Center for Information
Technologies (CNTI). No additional information on CIO regulations, office, or training
programs were found.
4.6

E-Government Promotion [EPRO]

For e-Government promotion in Venezuela, President Chávez issued decree number
825 dated May 10, 2001, to develop the e-Government process. He also issued thetelecommunications, data messages and electronic signatures law as well as a technology
and innovation law. Telecommunications Law (OTA) (2000) instrument aims to“establish the legal framework regulating telecommunications in general, to guarantee
citizens the human rights of communication and offer the implementation of
telecommunications business activities necessary to achieve it.” Despite this, e-promotion
in Venezuela has been very limited. The CNTI is in charge of managing the e-government
efforts in the public administration, but evidence of recent developments is limited.
4.7

E-Participation [EPAR]

This is the only thing that Venezuelan can reach the average level in the world andeven above the world level, which is one of the American countries that have the highest
degree of EPAR. One of the reasons is that electronic voting has played an important rolein Venezuela's elections, which was provided by Smartmatic. This technology helps toprovide accurate and transparent results for the Legislative Council in Venezuela. The
CEO of Smartmatic, Antonio Mugica, once said: “Smartmatic has been helping the
Venezuelan national elections for more than 10 years, demonstrating our commitment totransparency, efficiency, and accountability in a polarized political landscape, ourtechnology helps deliver results that are acceptable to all parties and the winning party is
and will always be the will of the people.” Such as for the vote on December 6, 2015,
Smartmatic provided an end-to-end voting platform, including the service of voter
biometric authentication, voting, transmission of results, counting of votes andannouncement of results. Smartmatic conducted 12 technical audits before, during andafter the election to ensure the integrity of the technology, which includes source code
reviews, machine assembly, biometric authentication system operations and maintenanceof all software solutions. Technicians representing all the parties participated in each audit
and confirmed the correct functioning of the system.
Moreover, according to the statistics of electoral voting organization Datanálisis,among the voters using Smartmatic voting machines, those who think the operating
system is "very simple" or "simple" accounts for 93.5%. A more flexible technology canlead to a better user experience, which raises the voter turnout to 74%. Venezuelan
President Nicolas Maduro once said: "Venezuela has the most transparent and state-ofthe-art voting system in the world, which guarantees the supremacy of voting for all
Venezuelan people." High technology is the guarantee for the successful implementationof e-democracy in Venezuela at that time.
4.8

Open Government Data [OGD]

Venezuela has not adopted a Freedom of Information Act. There is no evidence
showing that the Venezuelan government is developing an open government plan or open
data initiatives. It has a law for simplifying administrative procedures.

374

4.9

Cyber Security [CYB]

Data maintenance and security are essential. Data maintenance involves thepreservation, management, and updating of the data records of government administrationand government-related trade, transactions and business activities. On the one hand, it
requires the support of software and hardware technologies, and on the other hand, it also
needs the establishment of relevant documentary systems. In Venezuela, the departmentsthat are responsible for information security are VenCERT and CNTI. The country has
already released some laws of punishing cybercrime legislation, but the law in privacy
and data security remains blank.
4.10 The use of Emerging ICT [EMG]
Venezuela has not yet made essential advances in emerging technologies such as
cloud computing, the Internet of Things and big data.
5

Some Highlights

In recent years, there is no substantive progress in Digital Government in Venezuela,
which is basically at a standstill. The primary task of Venezuela should be to solve theeconomic crisis and stabilize the domestic political situation. Due to the willingness toparticipate in e-democracy, the development of Digital Government in Venezuela is worth
anticipating.

375

Vietnam
1

General Information

Area: 331,210 km2
Population: 94,348,835
Government Type: communist state
GDP: $6,100
Internet User: 55.2
Wired (Fixed Broadband User): 9.9
Wireless Broadband User: 45.79

2

Positioning in a Global Organization and a Region

This year Vietnam’s overall e-Government score experienced a significant decrease.
Among ASEAN Countries, Vietnam shows little progress on e-Government development.
The country scores lower than ASEAN’s and the world average on most indicators. The
similar phenomenon when comparing Vietnam with APEC economies.
3

Digital Government Development

ICT development has been one of the priorities of the Vietnamese government since
2000. On October 2000, the Directive 58-CT / TW on embracing ICT for national
industrialization and modernization came into force, making ICT becomes the top priority
for the national socio-economic development. In this period, the Vietnamese government
emphasized promoting administration reform, developing the national information
network, increasing Internet penetration rate and utilizing IT in the state administration
operations. The Government approved the most notable ICT project in this period wasthe Project 112 on computerization of state administration in 2001-2005 with the total
funding being around 3.800 billion VND. In September 2001, the Prime Minister
approved the state administrative reform program in the 2001-2010 period.
376

The year of 2015 was considered as an important milestone, marking by the official
announcement of the first legal document on e-Government of Vietnamese Government
through the Resolution 36a/NQ-CP dated October 2015. The resolution places priorities
on ensuring the effective operations of state agencies, better serve people and businesses,
and improve the nation’s competitiveness.
In 2011, the Vietnamese government introduced a public administration reform
master plan for the period 2011-2020. In this plan, they focus on promoting the ICT
application for administration in both local and center government in order to promoteusing e-services and delivering the best government services to citizens, business, andother stakeholders.
4 Indicators
4.1 Network Infrastructure Preparedness [NIP]
The total of Internet users in Vietnam accounts for 50% of the population, according
to the Measuring the Information Society Report 2015 from International
Telecommunication Union (ITU). Among them, around 31% of people have a wirelessbroadband connection, while the figure for fixed-broadband subscriptions is only 6.5%.
4.2

Management Optimization [MO]Until 2015 the Vietnamese Government published the first official legal document
on e-Government. It was the Resolution 36a/NQ-CP dated October 2015 signed by thePrime Minister. The resolution lays the foundation for e-Government development in
Vietnam, with priorities given to promote the development of online public services, IT
infrastructure and human resources during 2015-2017. The critical targets set in the period
are pushing administrative reform, utilizing IT in the management and provision of public
services. Drawing upon these targets, several measurable actions are prioritized: develop
the information system to connect government agencies at all level; establish the national
one-stop-service portal; promote IT application in administration reform to enhance thenational competitiveness and facilitate a business environment, and improve ICT
infrastructure capacity to deliver an Internet connection to remote areas.
Vietnamese government has successfully implemented several information systems
in central government agencies, for examples, the Treasury and Budget Management
System in Ministry of Finance (project TABMIS sponsored by World Bank), theelectronic customs declaration system (project VNACCS/VCIS system partially fundedby Japanese government from 2012) in General Department of Customs, and the inGeneral Department of Tax. In addition, until 2015, almost ministerial-level agencies
have implemented basic applications such as human resources management system,
document management system, one-stop shop application, and so on. All these projects
aim to reduce the burden of the application process for citizens and enhance public sectors
efficiency.
Under Decree No.17/2017/ ND-CP dated 17 February 2017 by the Government
defining the functions, tasks, responsibilities of the Ministry of Information andCommunications. Under Decree No. 150/2016 / ND-CP dated 11 November 2016 by theGovernment defining the functions, tasks, responsibilities and organizational structure of
the office of the Government.
-

Providing essential public online services level 4, meet actual demand, serving thepeople and businesses anytime, anywhere, on various devices. IT applications to savethe time of citizens and businesses when applying administrative procedures.
377

Apply IT effectively in the operation of state agencies to speed up job processing,
reduce operational costs.
Improving technical infrastructure, information systems, national database, anestablishment the platforms to develop e-government, to ensure the safety andsecurity of information. Integration, connecting information systems, databases on
the national scale, establish an environment to exchange information through the
network between state agencies based on the Framework of Vietnam e-Government
Architecture.
Successful implementation of the annual objectives proposed in the Resolution on egovernment.
Decision No. 1819 / QD-TTg dated 26 October 2015 by the Prime Minister approved
the national program on IT applications in the operation of state agencies period
2016-2020
Resolution No. 36a / NQ-CP by the Government on e-Government
4.3 Online Service [OS]-The score for Online Service is based on an investigation of five online services: onan investigation of five online services: e-Procurement, e-Tax, e-Customs, e-Health, and
One-Stop Service for Citizenry. Table 1 lists the online services and its URL Address. Allof those services were investigated using three factors, i.e., Level of Complexity, Levelof Security, and Level of Convenience.
Regarding complexity level, only online service in Tax and Customs reached thetransactional level in which, user can entirely conduct their businesses online.
Organization or enterprise who want to declare their tax online will need to have a bankaccount belonging to one of the banks that have a cooperation relationship with the
General Department of Tax. The General Department of Customs has launched the project
named VNACCS/VCIS in 2012 with the support from the Japanese government, in orderto provide a useful tool to support customs departments national extensive in cargo
clearance services and customs management. In order to declare customs, enterprises
need to download and install client software and connect to VNACCS/VCIS system.
Payment can be made by bank transfer or directly at customs offices. One stop service
gateway is under planning progress.
4.4

National Portal [NPR]

The score for National Portal is based on three factors, i.e., Information (Content),
Technical, and Functionality. National Portal of Vietnam (chinhphu.vn) contains proper
information for local citizens and foreigners. Information about the country, government
structure, and the latest government’s activities are also available. Regarding technicalaspects, the result of Google PageSpeed™ Insight showed that the portal performs at
average speed and operates well with both PC and Mobile devices. The portal is also
equipped with several basic functionalities such as search capability and sitemap.
4.5

Government CIO [GCIO]

Currently, the government body responsible for the overall e-Government
development at a national scope is the Ministry of Information and Communication.
There is a Government CIO Council established in 2011 with the members are thedirectors of ICT departments in all provinces. To date, the council has demonstrated its
roles in several actions such as promulgating instructions in building ICT planning for
local governments, applying technical standards for local portals or using state budget for378

applying ICT in government agencies. Besides, there are CIO-equivalent positions
appointed with the roles to promote ICT development at the local government level.
Consulting for the Minister of Information and Communications and relevant
agencies to formulate policies, legal documents, guidelines on information technology,
information security, IT applications, and e-Government development.
Pursuant Decision No. 814 / QD-BTTTT dated May 18, 2016, by the Minister ofInformation and Communications on consolidation of the Chief Information Officer
Council of State Agencies in central government.
Consulting for the Minister of Information and Communications and relevant local
governments to formulate policies, legal documents, guidelines on information
technology, information systems, sharing data resource among state agencies andconnecting with the central government in order to promote IT application and develop
e-Government.
Pursuant Decision No. 1972 / QD-BTTTT dated November 24, 2011, by the Ministerof Information and Communications on establishment the Chief Information Officer
Council of State Agencies in local government.
4.6

E-Government Promotion [EPRO]

There is a national strategy on ICT development every year. It is mandated onprovinces to endorse similar strategy at local level. There has not been a separate financial
mechanism for ICT development. Funding for ICT projects is deducted from the Science
Technology fund.
4.7

E-Government Participation [EPAR]

Vietnamese citizens seem not to be aware of government’s plans on e-Government
although they are supposed to be the center point in any e-Government project. This isdue to e-Government projects were used to be designed and developed mostly based on
suppliers’ perspectives.
Private sectors are the most proactively participated users in e-Government initiatives
with 98% of total companies lodging tax via the Internet in 2015. In the same year, thenumber of firms participating in electronic customs declarations was 35,020, accounting
for 98.13% of all businesses. These are the results of the government’s aggressive efforts
in recent years to promote the tax and customs modernization process.
4.8

Open Government Data [OGD]Currently, the management, exploitation, and usage of national data are facing withlots of challenges. For instance, there is no existence of a national population data,
however practically there has been several separate databases related to the populationsuch as civil, labor, health insurance, driving license, and so on which are managing bydifferent agencies. The statics on socioeconomic are published limitedly without reusing
or redistribution. Data from a few sectors such as environmental resource has not been
managed well, resulting in fragmentation, inconsistent and duplication. Under the specificcircumstance, data can be exchanged among different government agencies.
4.9

Cyber Security [CYB]

With the steady growth of ICT, the Vietnamese government is putting more effort
into ensuring the safety and security of the cyber environment. The Law of Information
Technology was approved in 2006, establishing the basic principles for this purpose.
379

Regarding institutional, the Vietnam Computer Emergency Response Team (VNCert) wasestablished in 2005 under the Ministry of Information and Communications with theduties to give warnings on computer network security and advise the Ministers in thesafety and security management of state agencies.
There are few national regulations relating to information safety came into force suchas: The directive 28-CT/TW, on 16-9-2013 of the Party Central Committee's Secretariat(XI) to enhance the network information security and Decree No. 72/2013/ND-CP,
validated 15-7-2013 of the Government in management, provision and use of Internet
services and online information.
VNCERT is an organization under the Ministry of Information and Communications,established by Decision 339/2005 / QD-TTg of the Prime Minister, performing
coordination activities of computer emergency response in the national scale; warning
about safety issues of computer networks; Proposal for standards, technical regulations
on the safety of computer networks.
The Authority of Information Security is an organization under the Ministry ofInformation and Communications to perform the function of advising and assisting the
Minister of Information and Communications regarding information security
enforcement. The Authority has functions, duties, and powers stipulated in Decision No.
1281 / QD-BTTTT dated September 09 2014 by the Minister of Information andCommunications.
4.10 The use of Emerging ICT [EMG]
This indicator uses three current technologies for measuring as the scoring items.
These technologies are Cloud Computing, Big Data, and the Internet of Things (IoT). No
information was found regarding the utilization of emerging technologies withingovernment agencies.
According to the Decision No. 1819 / QD-TTg dated October 26, 2015, by the Prime
Minister approved the national program on IT application in the operation of stateagencies period 2016-2020. Vietnam strives to carry out the smart city at least 3 places.
For example, in the cities like Hanoi, Ho Chi Minh, the project is being studied andimplemented, such as Intelligent Transport Systems - ITS (Intelligent Transport System);
GPS technology applications for bus operator; VOV traffic map mobile application to
help citizens find location, plan a route in order to avoid traffic congestion.
5

Some Highlights

Vietnam started to connect to the Internet world in 2000. At the time, only 0.3% of
the population were Internet users in Vietnam. This figure has grown to 48.3 million,
accounting for more than half of the population in 2015, and ranking 7th in Asia. After
two decades, the ICT industry is playing an important role in socio-economic
development of Vietnam. Recently, Vietnam stands in the top 10 most attractive
outsourcing environments in the Asia-Pacific region; the total IT industry revenue
reached 33 billion USD and the total employees working in the IT sector was over
440,000 in 2013.
This year, Vietnam has its highest score on Management Optimization, which reflects
the efforts of the government in utilizing ICT in state administration bodies’ operations.
The Resolution No. 36a / NQ-CP issued by the Government on October 2015 identifies
general visions on e-Government such as: promote the development of e-Government;
improve the quality and efficiency of the activities of State agencies to serve citizens and380

businesses better; improve Vietnam's position on United Nation e-Government ranking;and publicize the activities of state agencies in the network environment. Inheriting
achievements accumulated from previous periods, the IT utilization in state agencies haveshown positive results.
However, online service delivery is still minimal, despite a high rate of Internet
penetration. Most online services are at an interactive level, calling for necessary
activities of the government to boost the administrative reform process. Lack of consistent
direction in e-Government implementation, especially in local governments, resulted in
the high fragmentation in e-Government initiatives and impeded collaboration and data
sharing among agencies.
Cybersecurity is another weak point of the country as the lack of necessary security
mechanisms and legal framework made online transactions more vulnerable to cyberthreats. Alongside the fast growth in ICT, high-tech criminal status in Vietnam tends tobe more complicated. This, in turn, will become the barrier preventing citizens andbusinesses in interacting with governments via online way.
Although there has been some progress from the Vietnamese government on eGovernment development, the outcome is still far from meeting expectations. Thisimplies that the government should pay attention not only to technology investments but
also to other indispensable determinants such as leadership commitment, legislative
framework, inter-cooperation among government agencies and strict supervision fromindependent bodies.

381

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